CC 2023-03-28 Agenda PackageCITY COUNCIL MEETING
AGENDA SUMMARY
Tuesday, March 28, 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
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
ARROYO GRANDE VALLEY KIWANIS CLUB
5.AGENDA REVIEW
5.a Closed Session Announcements
Announcement of reportable actions taken, if any, from the following meeting:
Regular Meeting of March 14, 2023
City Council will announce any action on the following:
CONFERENCE WITH REAL PROPERTY NEGOTIATORS pursuant to Government Code
Section 54956.8:
Property: 400 West Branch Street
Agency negotiators: Whitney McDonald, City Manager; Bill Robeson, Assistant City
Manager/Public Works Director
Negotiating parties: Dev Patel, on behalf of Kamla Hotels
Under negotiation: Price and terms of payment
Special Meeting of March 20, 2023
Public Employee Appointment pursuant to Government Code Section 54957:
Title: City Attorney
5.b Ordinances read in title only
None.
6.SPECIAL PRESENTATIONS
6.a Honorary Proclamation Declaring the Month of April 2023 as Month of the Child and Child
Abuse Prevention Month
6.b Introductions of New Firefighters - Cade Posner and Braden Jones
(LIEBERMAN)
6.c City Manager Communications
(McDONALD)
Recommended Action:
Receive correspondence/comments as presented by the City Manager and Provide
direction, as necessary.
7.CITY COUNCIL REPORTS
7.a MAYOR RAY RUSSOM:
California Joint Powers Insurance Authority (CJPIA)1.
Central Cost Blue Regional Recycled Water Authority Board2.
San Luis Obispo County Mayor's Meeting3.
South San Luis Obispo County Sanitation District (SSLOCSD)4.
Other5.
7.b MAYOR PRO TEM BARNEICH:
Audit Committee1.
Homeless Services Oversight Council (HSOC)2.
Zone 3 Water Advisory Board3.
Other4.
7.c COUNCIL MEMBER GEORGE:
Five Cities Fire Authority1.
Tourism Business Improvement District Advisory Board2.
Visit SLO CAL Advisory Board3.
Other4.
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7.d COUNCIL MEMBER GUTHRIE:
Brisco/Halcyon Interchange Subcommittee1.
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 Economic Development Roundtable5.
Other6.
7.e COUNCIL MEMBER SECREST:
Air Pollution Control District (APCD)1.
Brisco/Halcyon Interchange Subcommittee2.
South County Chambers of Commerce Arroyo Grande Business Meeting3.
South County Chambers of Commerce Governmental Affairs Committee4.
Other 5.
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
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recommendations for each item are noted. Any member of the public who wishes to comment on
any Consent Agenda item may do so at this time. Any Council Member may request that any item be
withdrawn from the Consent Agenda to permit discussion or change the recommended course of
action. The City Council may approve the remainder of the Consent Agenda on one motion.
9.a Consideration of Cash Disbursement Ratification
(VALENTINE)
Recommended Action:
1) Ratify the attached listing of cash disbursements for the period of February 16 through
February 28, 2023. 2) Determine that ratifying the cash disbursements is not a project
subject to the California Environmental Quality Act (“CEQA”) because it has no potential to
result in either a direct, or reasonably foreseeable indirect, physical change in the
environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
9.b Approval of Minutes
(MATSON)
Recommended Action:
Approve the minutes of the Regular City Council Meeting of March 14, 2023 and Special
City Council Meeting of March 20, 2023, as submitted.
9.c Appointment of an Alternate Board Member to Serve on the Central Coast Blue Regional
Recycled Water Authority Board for Calendar Years 2023 and 2024
(MATSON)
Recommended Action:
1) Appoint the Mayor Pro Tem to serve as an alternate on the Central Coast Blue Regional
Recycled Water Authority Board for a term of two years beginning March 29, 2023 and
ending December 31, 2024. 2) Determine that appointing an alternate is not a project
subject to the California Environmental Quality Act (“CEQA”) because it has no potential to
result in either a direct, or reasonably foreseeable indirect, physical change in the
environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
9.d Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related
to the Ongoing Storm Events
(McDONALD)
Recommended Action:
1) Adopt a Resolution declaring a continued local emergency related to the ongoing storm
events, beginning in December 2022 and continuing through the present. 2) Make findings
that adopting the Resolution continuing a local emergency is not a project subject to the
California Environmental Quality Act (“CEQA”) because the continued declaration in itself
has no potential to result in either a direct, or reasonably foreseeable indirect, physical
change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
9.e Consideration to Approve Construction Plans & Specifications and Environmental
Exemption for the Fair Oaks Water Main Replacement, Elm to Alder, Project
(ROBESON)
Recommended Action:
1) Approve the construction plans and specifications for the Fair Oaks Water Main
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Replacement, Elm to Alder, Project; 2) Authorize the City Clerk to advertise for sealed
construction bids; 3) Find that the project is categorically exempt from the California
Environmental Quality Act (CEQA) pursuant to Guidelines Section 15301(b); and 4) Direct
the City Clerk to file a Notice of Exemption.
9.f Consideration of Approval of an Agreement for Consultant Services with Mintier Harnish for
the Comprehensive General Plan Update
(PEDROTTI)
Recommended Action:
1) Approve and authorize the Mayor to execute an Agreement for Consultant Services with
Mintier Harnish to assist the City with the Comprehensive General Plan Update in
substantially final form (subject to minor revisions to effectuate City Council’s intent). 2)
Determine that approving the Agreement is not a project subject to the California
Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct,
or reasonably foreseeable indirect, physical change in the environment. (State CEQA
Guidelines, §§ 15060, subd. (b)(2)-(3), 15378), and environmental review is contemplated
as part of the Comprehensive General Plan Update for which the Consultant will be
employed.
9.g Consider Adoption of a Resolution Terminating the Emergency Related to the FCFA Station
1 Emergency Generator Replacement Project, PW 2021-09 Pursuant to Public Contract
Code Section 22050(c)(3)
(ROBESON)
Recommended Action:
1) Receive and file an update of the emergency generator replacement project at the FCFA
Station 1; 2) Adopt a Resolution determining that award/execution of a contract for the
FCFA Station 1 emergency generator replacement project, PW 2021-09, has terminated the
emergency action; and 3) Find that the termination 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.) Additionally, the
action is exempt under pursuant to State CEQA Guidelines sections 15060(c)(2),
15061(b)(3), and 15378(b)(5).
9.h Monthly Water Supply and Demand Update
(ROBESON)
Recommended Action:
Receive and file the Monthly Water Supply and Demand Update.
10.PUBLIC HEARINGS
None.
11.OLD BUSINESS
11.a Discussion and Consideration of a Project Status Update and Direction Regarding the
Brisco-Halcyon Interchange Modification Project
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(PEDROTTI)
Recommended Action:
Receive the Project status report, consider options, and direct staff to pursue the No
Project Option.
12.NEW BUSINESS
12.a Consideration of a Resolution Approving Arroyo Grande Community Service Grant
Program Allocations for Fiscal Year 2022-23
(PEDROTTI)
Recommended Action:
1) Adopt a Resolution approving the Arroyo Grande Community Service Grant Program
funding allocations identified in Attachment 1. 2) Determine that adopting the Resolution is
not a project subject to the California Environmental Quality Act (“CEQA”) because it has
no potential to result in either a direct, or reasonably foreseeable indirect, physical change
in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
12.b Consideration of a Resolution Rescinding the Declaration of a Stage 1 Water Shortage
Emergency; and Make Findings that Rescinding the Declaration is Not Subject to CEQA
(McDONALD)
Recommended Action:
1) Adopt a Resolution rescinding the declaration of the Stage 1 Water Shortage
Emergency and related emergency water shortage restrictions and penalties; and 2) Make
findings that adopting the Resolution rescinding the declaration of the Stage 1 Water
Shortage 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). Alternatively, this is not a “project” as defined by CEQA because
rescinding the Stage 1 Water Shortage Emergency is merely administrative activity. (See
State CEQA Guidelines, § 15378(b)(2),(4)). For those reasons, the action is exempt from
CEQA.
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: Oak Park Estates, HOA v. City of Arroyo Grande, et al. and related actions
15.ADJOURNMENT
All staff reports or other written documentation, including any supplemental material distributed to a
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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.
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Item 6.a.Page 8 of 589
Item 9.a.
MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Administrative Services Director
BY: Lynda Horejsi, Accounting Manager
SUBJECT: Consideration of Cash Disbursement Ratification
DATE: March 28, 2023
SUMMARY OF ACTION:
Review and ratify cash disbursements.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There is a $1,120,971.94 fiscal impact that includes the following items:
Accounts Payable Checks $731,191.41
Payroll & Benefit Checks $389,780.53
RECOMMENDATION:
1) Ratify the attached listing of cash disbursements for the period of February 16 through
February 28, 2023. 2) Determine that ratifying the cash disbursements is not a project
subject to the California Environmental Quality Act (“CEQA”) because it has no potential
to result in either a direct, or reasonably foreseeable indirect, physical change in the
environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
BACKGROUND:
Cash disbursements are made weekly based on the submission of all required documents
supporting the invoices submitted for payment. Prior to payment, Administrative Services
staff reviews all disbursement documents to ensure that they meet the approval
requirements adopted in the Municipal Code and the City’s Purchasing Policies and
Procedures Manual.
ANALYSIS OF ISSUES:
The attached listing represents the cash disbursements required of normal and usual
operations during the period. The disbursements are a ccounted for in the FY 2022-23
budget.
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Item 9.a.
City Council
Consideration of Cash Disbursement Ratification
March 28, 2023
Page 2
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Approve staff’s recommendation;
2. Do not approve staff’s recommendation; or
3. Provide other direction to staff.
ADVANTAGES:
The Administrative Services Department monitors payments of invoices for
accountability, accuracy, and completeness using standards approved by the City
Council.
Invoices are paid in a timely manner to establish goodwill with merchants.
Discounts are taken where applicable.
DISADVANTAGES:
There are no disadvantages identified in this recommendation.
ENVIRONMENTAL REVIEW:
Ratifying the cash disbursements is not a project subject to the California Environmental
Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably
foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§
15060, subd. (b)(2)-(3), 15378.)
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s websit e in accordance with
Government Code Section 54954.2.
Attachments:
1. February 16 – February 28, 2023 – Accounts Payable Check Register
2. February 24, 2023 – Payroll and Benefit Check Registers
Page 10 of 589
CITY OF ARROYO GRANDECHECK LISTINGFEBRUARY 16 - FEBRUARY 28, 2023ATTACHMENT 1Line Check Date Check # GL Amount Description Acct # Vendor Last Name1 02/24/2023 296725 1,062.50 TRAINING-K REYNOLDS DARE TO LEAD 010.4002.5501 U.S. BANK2 02/24/2023 296725 30.16 OFFICE SUPPLIES-AMAZON 010.4101.5201 U.S. BANK3 02/24/2023 296725 352.13 CALCHAMBER LABOR LAW POSTER 010.4101.5201 U.S. BANK4 02/24/2023 296725 468.00 SURVEY MONKEY SUBSCRIPTION 010.4101.5303 U.S. BANK5 02/24/2023 296725 213.18 SUPPLIES-EMPLOYEE LUNCHEON 010.4101.5319 U.S. BANK6 02/24/2023 296725 99.99 BNP MEDIA ENR ANNUAL SUBSCRIPT 010.4120.5503 U.S. BANK7 02/24/2023 296725 436.00 SOLARWINDS ANNUAL MAINT RENEWAL 010.4140.5303 U.S. BANK8 02/24/2023 296725 528.85 ZOOM 010.4140.5303 U.S. BANK9 02/24/2023 296725 52.76 GAS 010.4140.5303 U.S. BANK10 02/24/2023 296725 183.97 EOC STAFFING SUPPLIES-JAFFA CAFÉ 010.4145.5201 U.S. BANK11 02/24/2023 296725 72.20 AUTHORIZE.NET CC FEE 010.4145.5555 U.S. BANK12 02/24/2023 296725 49.14 OFFICE,/KITCHEN SUPPLIES 010.4201.5201 U.S. BANK13 02/24/2023 296725 125.11 EMPLOYEE WELLNESS & OFFICE SUPPLIES 010.4201.5201 U.S. BANK14 02/24/2023 296725 244.26 EOC SUPPLIES 010.4201.5255 U.S. BANK15 02/24/2023 296725 19.30 KITCHEN SUPPLIES 010.4201.5255 U.S. BANK16 02/24/2023 296725 320.00 EOC DEBRIEF SUPPLIES 010.4201.5501 U.S. BANK17 02/24/2023 296725 241.83 BLDG MAINT-SUPPLIES FOR FLOODING 010.4201.5604 U.S. BANK18 02/24/2023 296725 199.00 DROP BOX SUBSCRIPTION 010.4212.5201 U.S. BANK19 02/24/2023 296725 1,837.35 INT'L CODE COUNCIL-CODE BOOKS 010.4212.5503 U.S. BANK20 02/24/2023 296725 78.14 BRAND CREATIVE-JAMES WAY TRAIL 010.4420.5255 U.S. BANK21 02/24/2023 296725 195.07 BAVCO-CALIBRATION 010.4420.5303 U.S. BANK22 02/24/2023 296725 119.94 ADOBE ACROBAT PRO ANNUAL LICENSE 010.4420.5503 U.S. BANK23 02/24/2023 296725 143.20 TACOS ACUPULCO-STAFF MEETING 010.4421.5201 U.S. BANK24 02/24/2023 296725 119.99 CANVA OFFICE SOFTWARE 010.4421.5504 U.S. BANK25 02/24/2023 296725 178.53 PRESCHOOL SUPPLIES 010.4423.5253 U.S. BANK26 02/24/2023 296725 100.00 HOLIDAY HOUSE DECORATING PRIZES 010.4424.5252 U.S. BANK27 02/24/2023 296725 204.02 VOLUNTEER APPRECIATION SUPPLIES 010.4424.5252 U.S. BANK28 02/24/2023 296725 463.10 MEET THE MACHINES SUPPLIES-AMAZON 010.4424.5252 U.S. BANK29 02/24/2023 296725 885.84 BASKETBALL & SOFTBALL SHIRTS 010.4424.5257 U.S. BANK30 02/24/2023 296725 70.72 SCHOOL YEAR SUPPLIES 010.4425.5255 U.S. BANK31 02/24/2023 296725 124.42 SNACK SUPPLIES 010.4425.5259 U.S. BANK32 02/24/2023 296725 280.00 CONTRACT SVCS 010.4425.5303 U.S. BANK33 02/24/2023 296725 119.94 ADOBE ACROBAT PRO ANNUAL LICENSE 220.4303.5201 U.S. BANK34 02/24/2023 296725 51.75 MSA ANNUAL DUES 220.4303.5503 U.S. BANK35 02/24/2023 296725 1,706.25 LED BULBS-OLOHAN ALLEY, HERITAGE SQUARE 220.4303.5613 U.S. BANK36 02/24/2023 296725 24.67 FREIGHT 220.4303.5613 U.S. BANK37 02/24/2023 296725 141.36 (3) RECHARGEABLE FLASHLIGHTS 612.4610.5273 U.S. BANK38 02/24/2023 296725 282.73 (3) RECHARGEABLE FLASHLIGHTS 640.4712.5273 U.S. BANK39 02/24/2023 296725 75.00 CPRS AWARD NOMINATION-REIMBURSE 010.0000.4609 U.S. BANK40 02/24/2023 296725 510.50 COMMUNITY OUTREACH-SANTA COP 010.0000.2025 U.S. BANKPage 11 of 589
CITY OF ARROYO GRANDECHECK LISTINGFEBRUARY 16 - FEBRUARY 28, 2023ATTACHMENT 1Line Check Date Check # GL Amount Description Acct # Vendor Last Name41 02/24/2023 296725 200.00 COMMUNITY RELATIONS-SANTA COP 010.0000.2025 U.S. BANK42 02/24/2023 296725 289.64 OTS GRANT SUPPLIES-IPAD CASES 010.4209.5255 U.S. BANK43 02/24/2023 296725 306.93 OTS GRANT SUPPLIES-FLASHLIGHTS 010.4209.5255 U.S. BANK44 02/24/2023 296725 7.00 LAUNDER CITY TABLECLOTHS 010.4102.5201 U.S. BANK45 02/24/2023 296725 435.29 LUNCH FOR STORM WORKERS 010.4307.5501 U.S. BANK46 02/24/2023 296725 399.99 BULLET PROOF HELMETS 010.4203.5272 U.S. BANK47 02/24/2023 296725 315.00 TRAINING REGISTRATION TUITION 010.4203.5501 U.S. BANK48 02/24/2023 296725 299.00 TRAINING TUITION, REGISTRATION 010.4203.5501 U.S. BANK49 02/24/2023 296725 25.00 FLEET-PARTS 010.4203.5601 U.S. BANK50 02/24/2023 296725 102.98 FUEL 010.4203.5608 U.S. BANK51 02/24/2023 296725 393.00 TRAINING TUITION REGISTRATION 010.4204.5501 U.S. BANK52 02/24/2023 296725 1,309.08 TRAINING-LODGING 010.4204.5501 U.S. BANK53 02/24/2023 296725 295.00 TRAINING REGISTRATION, TUITION 010.4204.5501 U.S. BANK54 02/24/2023 296725 41.62 FUEL 010.4204.5608 U.S. BANK55 02/24/2023 296725 486.22 FARM SUPPLY-HAY BALES FOR TREE LIGHTING 010.0000.2054 U.S. BANK56 02/17/2023 296661 750.00 ICI ROBERT PRESLEY CORE COURSE 010.4204.5501 ANTHONY ESTRADA57 02/17/2023 296668 1,031.94 DECEMBER REGIONALISM RETREAT 010.4101.5501 CITY OF GROVER BEACH58 02/24/2023 296732 45,429.68 FEDERAL WITHHOLDING: Payment 011.0000.2104 CITY OF ARROYO GRANDE59 02/24/2023 296732 52,331.46 SOCIAL SECURITY: Payment 011.0000.2105 CITY OF ARROYO GRANDE60 02/24/2023 296732 12,898.00 MEDICARE: Payment 011.0000.2105 CITY OF ARROYO GRANDE61 02/17/2023 296667 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 DALLAS GILBREATH62 02/24/2023 296721 93.03 REIMBURSE-SUPPLIES FOR VOLUNTEER LUNCHEON 010.4424.5351 KELLY REYNOLDS63 02/17/2023 296683 100.00 REFUND SOCCER 010.0000.4605 KRISTEN PEPO64 02/17/2023 296708 505.61 WO#3516 WB TCD REPLACE PED MODE 220.4303.5303 WILSON ELECTRIC COMPANY INC65 02/17/2023 296708 11,586.87 WO#3517 COURTLAND & GRAND REPLACE 220.4303.5303 WILSON ELECTRIC COMPANY INC66 02/17/2023 296671 200.00 WASHING MACHINE REBATE 226.4306.5554 MARION IKEDA67 02/17/2023 296691 499.50 TUITION REIMBURSEMENT 010.4201.5502 MICHAEL SMILEY68 02/17/2023 296648 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 MICHELLE BRIGHT69 02/17/2023 296641 177.07 ROTH % - AFTER TAX: Payment 011.0000.2117 ICMA RETIREMENT CORP70 02/17/2023 296641 400.00 ROTH - AFTER TAX: Payment 011.0000.2117 ICMA RETIREMENT CORP71 02/17/2023 296641 866.66 DEFERRED COMPENSATION - ER: Payment 011.0000.2117 ICMA RETIREMENT CORP72 02/17/2023 296641 11,834.00 DEFERRED COMPENSATION - EE: Payment 011.0000.2117 ICMA RETIREMENT CORP73 02/17/2023 296641 4,175.21 DEFERRED COMPENSATION - EE %:Payment 011.0000.2117 ICMA RETIREMENT CORP74 02/17/2023 296676 360.00 01/29 PICKLEBALL CLINIC010.4424.5351 PRINCESS LEONG75 02/17/2023 296676 220.00 02/12 PICKLEBALL CLINIC010.4424.5351 PRINCESS LEONG76 02/17/2023 296650 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 SARAH CALDERA77 02/17/2023 296684 56.00 PRIVATE TENNIS LESSONS REFUND010.4424.5351 SUZANNE M PETRIE78 02/17/2023 296642 1,167.69 PERS Employer Pick Up: Payment 011.0000.2106 PERS - RETIREMENT79 02/17/2023 296642 117.11 PERS BUYBACK - AFTER TAX: Payment 011.0000.2106 PERS - RETIREMENT80 02/17/2023 296642 45,989.14 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENTPage 12 of 589
CITY OF ARROYO GRANDECHECK LISTINGFEBRUARY 16 - FEBRUARY 28, 2023ATTACHMENT 1Line Check Date Check # GL Amount Description Acct # Vendor Last Name81 02/17/2023 296642 39,408.31 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT82 02/17/2023 296642 (0.12) ROUNDING DIFFERENCE 010.0000.4818 PERS - RETIREMENT83 02/17/2023 296643 4,086.87 EOC ROOM SUPPLIES 010.4203.5255 AMAZON CAPITAL SERVICES84 02/17/2023 296643 655.62 PATROL SUPPLIES-FLASHLIGHTS 010.4203.5272 AMAZON CAPITAL SERVICES85 02/17/2023 296644 167.92 02/23 COMMUNICATIONS MAINT 010.4204.5606 APPLIED TECHNOLOGY GROUP INC86 02/17/2023 296645 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES87 02/17/2023 296645 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES88 02/17/2023 296645 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES89 02/17/2023 296645 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES90 02/17/2023 296645 28.50 CORP YARD MATS 010.4213.5303 ARAMARK UNIFORM SERVICES91 02/17/2023 296645 28.50 CORP YARD MATS 010.4213.5303 ARAMARK UNIFORM SERVICES92 02/17/2023 296645 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES93 02/17/2023 296645 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES94 02/17/2023 296645 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES95 02/17/2023 296645 3.51 AUTO SHOP TOWELS 010.4305.5143 ARAMARK UNIFORM SERVICES96 02/17/2023 296645 10.45 AUTO SHOP TOWELS 010.4305.5303 ARAMARK UNIFORM SERVICES97 02/17/2023 296645 10.45 AUTO SHOP TOWELS 010.4305.5303 ARAMARK UNIFORM SERVICES98 02/17/2023 296645 15.91 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES99 02/17/2023 296645 15.91 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES100 02/17/2023 296645 15.91 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES101 02/17/2023 296645 15.91 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES102 02/17/2023 296645 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES103 02/17/2023 296645 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES104 02/17/2023 296645 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES105 02/17/2023 296645 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES106 02/17/2023 296645 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES107 02/17/2023 296645 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES108 02/17/2023 296645 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES109 02/17/2023 296645 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES110 02/17/2023 296645 7.50 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES111 02/17/2023 296645 7.50 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES112 02/17/2023 296645 7.50 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES113 02/17/2023 296645 7.50 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES114 02/17/2023 296645 24.44 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES115 02/17/2023 296645 24.44 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES116 02/17/2023 296645 24.44 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES117 02/17/2023 296645 24.44 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES118 02/17/2023 296646 997.23 PW-8 REPLACE MOTOR MOUNTS 010.4301.5601 BACK ON THE ROAD AUTOMOBILE119 02/17/2023 296646 255.16 PD-4607 MAINT & BRAKE INSPECTION010.4203.5601 BACK ON THE ROAD AUTOMOBILE120 02/17/2023 296647 10.00 CAR WASH-PD ADMIN 010.4201.5601 BOB'S EXPRESS WASHPage 13 of 589
CITY OF ARROYO GRANDECHECK LISTINGFEBRUARY 16 - FEBRUARY 28, 2023ATTACHMENT 1Line Check Date Check # GL Amount Description Acct # Vendor Last Name121 02/17/2023 296647 12.00 CAR WASH PW-4 010.4301.5601 BOB'S EXPRESS WASH122 02/17/2023 296647 12.00 CAR WASH PW-69 220.4303.5601 BOB'S EXPRESS WASH123 02/17/2023 296647 50.00 CAR WASH-100 TOKENS 612.4610.5601 BOB'S EXPRESS WASH124 02/17/2023 296647 50.00 CAR WASH-100 TOKENS 640.4712.5601 BOB'S EXPRESS WASH125 02/17/2023 296647 163.00 CAR WASH-PD PATROL 010.4203.5601 BOB'S EXPRESS WASH126 02/17/2023 296647 22.00 CAR WASH-PD SUPPORT SVCS 010.4204.5601 BOB'S EXPRESS WASH127 02/17/2023 296649 2,198.82 12/22 CMC INMATE LABOR 220.4303.5303 CA ST DEPT OF CORRECTIONS128 02/17/2023 296649 2,217.15 01/23 CMC INMATE LABOR 220.4303.5303 CA ST DEPT OF CORRECTIONS129 02/17/2023 296651 637.98 6 TON HOT MIX ASPHALT 220.4303.5613 CALPORTLAND CONSTRUCTION130 02/17/2023 296651 536.09 5 TONS HOT MIX ASPHALT 640.5946.7001 CALPORTLAND CONSTRUCTION131 02/17/2023 296652 5,508.00 01/23 PROF LEGAL SVCS 010.4003.5304 CARMEL & NACCASHA, LLP132 02/17/2023 296652 1,540.50 01/23 LITIGATION & RELATED MATTERS 010.4003.5327 CARMEL & NACCASHA, LLP133 02/17/2023 296653 1,349.00 ACCT#8245100960302509-INTERNET 211.4101.5330 CHARTER COMMUNICATIONS134 02/17/2023 296654 52.95 ACCT#090058901-BUSINESS TV 010.4145.5401 CHARTER COMMUNICATIONS135 02/17/2023 296655 560.00 REMOTE END USER G BEADLE 010.4140.5303 CIO SOLUTIONS LP136 02/17/2023 296655 7,631.25 01/23 STAFF AUGMENTATION-G BEADLE 010.4140.5303 CIO SOLUTIONS LP137 02/17/2023 296655 1,225.00 REMOTE END USER G BUTLER 010.4140.5303 CIO SOLUTIONS LP138 02/17/2023 296656 103.36 TRAINING-01/18 CONFERENCE DINNER 010.4001.5501 CITY OF SAN LUIS OBISPO139 02/17/2023 296656 151.08 03/22-11/22 CITY MGRS MEETING 010.4101.5501 CITY OF SAN LUIS OBISPO140 02/17/2023 296657 86,276.45 RDA TAB BONDS-INTEREST 286.4103.5802 COMPUTERSHARE CORP TRUST141 02/17/2023 296658 415.00 ANNUAL FEE -TRAK 010.4204.5607 CRITICAL REACH INC142 02/17/2023 296659 400.00 01/23 NETBILL MONTHLY MAINT 640.4710.5303 DATAPROSE LLC143 02/17/2023 296659 454.72 01/23 NETBILL CC TRANS 640.4710.5555 DATAPROSE LLC144 02/17/2023 296659 1,404.97 01/23 UTILITY BILL MAILING 640.4710.5208 DATAPROSE LLC145 02/17/2023 296659 113.68 01/23 NETBILL CC TRANS 612.4610.5555 DATAPROSE LLC146 02/17/2023 296660 372.59 METRO INTERNET CIRCUIT 010.4140.5303 DIGITAL WEST NETWORKS INC147 02/17/2023 296662 805.98 RES#2 SLA-VAL PARTS 640.4712.5609 FAMCON PIPE AND SUPPLY INC148 02/17/2023 296662 100.55 (25) PVC ELBOWS 640.5946.7001 FAMCON PIPE AND SUPPLY INC149 02/17/2023 296663 38.36 (20) RISER EXTENSIONS 010.4430.5605 FARM SUPPLY CO150 02/17/2023 296664 135.00 191 TALLY HO DESIGN WORK 010.4301.5303 GARING TAYLOR & ASSOCIATES INC151 02/17/2023 296665 150.00 TRACE LOST VALVE-SOTO 010.4430.5303 GARY BARLOW SERVICES152 02/17/2023 296666 3,569.25 STRIPING PLAN 010.4301.5303 GHD INC153 02/17/2023 296669 296.32 STREETS TRAILER 12K JACK HANDLE 220.4303.5603 HEACOCK TRAILERS & TRUCK154 02/17/2023 296670 366.09 2" COUPLINGS 640.4712.5610 ICONIX WATERWORKS (US) INC155 02/17/2023 296670 306.84 BOLTS, GASKETS, 6" SPOOL 640.4712.5610 ICONIX WATERWORKS (US) INC156 02/17/2023 296672 148.11 (10) PRESSURE GAUGES 640.4712.5610 IRRIGATION WEST (DBA)157 02/17/2023 296673 4,478.97 1024 GALL DYED DIESEL 010.0000.1202 JB DEWAR, INC158 02/17/2023 296673 108.81 FUEL 010.4203.5608 JB DEWAR, INC159 02/17/2023 296674 820.44 PW-50-REPLACED DEF SENSOR 220.4303.5601 L. DIESEL MOBILE SERVICE(DBA)160 02/17/2023 296675 9,000.00 CHILD CARE ASSISTANCE GRANT 260.4565.5395 LARA FAMILY CHILD CAREPage 14 of 589
CITY OF ARROYO GRANDECHECK LISTINGFEBRUARY 16 - FEBRUARY 28, 2023ATTACHMENT 1Line Check Date Check # GL Amount Description Acct # Vendor Last Name161 02/17/2023 296677 123.89 MEASURING WHEEL, OPEN REEL 220.4303.5255 MINER'S ACE HARDWARE, INC162 02/17/2023 296677 29.08 SAFETY HASP 220.4303.5255 MINER'S ACE HARDWARE, INC163 02/17/2023 296677 64.82 SCREWDRIVER BITS, POWER PRO EX 220.4303.5273 MINER'S ACE HARDWARE, INC164 02/17/2023 296677 89.26 MENDING PLATES, HINGES, BRACES 220.4303.5613 MINER'S ACE HARDWARE, INC165 02/17/2023 296678 1,410.00 MAP CHECKING SERVICES 010.4301.5303 MNS ENGINEERS INC166 02/17/2023 296678 705.00 MAP CHECKING SERVICES 010.4301.5303 MNS ENGINEERS INC167 02/17/2023 296679 1,705.00 OTS GRANT EQUIPMENT PURCHASE 010.4210.5303 MSA SYSTEMS INC168 02/17/2023 296679 92.99 FREIGHT 010.4210.6101 MSA SYSTEMS INC169 02/17/2023 296679 589.93 SALES TAX 010.4210.6101 MSA SYSTEMS INC170 02/17/2023 296679 7,612.00 OTS GRANT EQUIPMENT PURCHASE 010.4210.6101 MSA SYSTEMS INC171 02/17/2023 296680 69.75 PW-44 SERVICE 612.4610.5601 MULLAHEY FORD172 02/17/2023 296681 400.00 TROUBLESHOOT SOTO SUMP PUMP 010.4430.5303 NVIRO173 02/17/2023 296681 400.00 WELL#5 TROUBLESHOOT MOTOR 640.4711.5603 NVIRO174 02/17/2023 296681 200.00 RES#5 BOOSTER TROUBLESHOOT PUMP 640.4712.5610 NVIRO175 02/17/2023 296682 13.42 ELECTRIC-484 BAKEMAN219.4460.5304 PACIFIC GAS & ELECTRIC CO176 02/17/2023 296685 4,875.14 SWINGING BRIDGE (PW2021-06) 350.5620.7501 QUINCY ENGINEERING INC177 02/17/2023 296685 8,990.18 TRAFFIC WAY BRIDGE 350.5679.7501 QUINCY ENGINEERING INC178 02/17/2023 296686 16.75 UNIFORMS-EMBROIDERY & PATCHES 010.4203.5272 R & T EMBROIDERY, INC179 02/17/2023 296687 375.00 PORTRAIT SESSION-COUNCIL 010.4001.5201 REFLECTIONS PHOTOGRAPHY180 02/17/2023 296687 125.00 PORTRAIT SESSION-STAFF 010.4120.5201 REFLECTIONS PHOTOGRAPHY181 02/17/2023 296688 15.00 01/23 REVERSE OSMOSIS RENTAL010.4201.5303 RICHETTI COMPLETE WATER182 02/17/2023 296689 1,102.40 04/23-04/24 INTERVIEW ROOM SOFTWARE 010.4204.5607 SIGNALSCAPE INC183 02/17/2023 296690 227.82 LESCO HERBICIDE 010.4420.5274 SITEONE LANDSCAPE SUPPLY LLC184 02/17/2023 296692 518.19 GAS SERVICES-200 N HALCYON 010.4145.5401 SOCALGAS185 02/17/2023 296692 14.79 GAS SERVICES-350 S ELM 010.4145.5401 SOCALGAS186 02/17/2023 296692 784.12 GAS SERVICES-1375 ASH ST 010.4145.5401 SOCALGAS187 02/17/2023 296693 417.00 TRAINING REGISTRATION-FIRST AID 010.4203.5501 SOUTH BAY REGIONAL PUBLIC188 02/17/2023 296694 3,500.00 02/23 TBID ADMIN FEE 240.4150.5303 SOUTH COUNTY CHAMBERS189 02/17/2023 296695 2,500.70 DUMPSTERS -286 TALLY HO STORM 220.4303.5307 SOUTH COUNTY SANITARY SVC, INC190 02/17/2023 296695 481.60 DUMPSTERS -300 TALLY HO STORM 220.4303.5307 SOUTH COUNTY SANITARY SVC, INC191 02/17/2023 296696 212,258.24 01/23 SEWER SVCS COLLECTIONS 760.0000.2304 SOUTH SLO COUNTY SANIT DIST192 02/17/2023 296696 2,475.00 (1) SEWER SVC HOOKUP 760.0000.2305 SOUTH SLO COUNTY SANIT DIST193 02/17/2023 296696 8.81 CITY ACCT-215 E BRANCH 010.4145.5401 SOUTH SLO COUNTY SANIT DIST194 02/17/2023 296696 8.81 CITY ACCT-300 E BRANCH 010.4145.5401 SOUTH SLO COUNTY SANIT DIST195 02/17/2023 296696 8.81 CITY ACCT-CITY ACCT-211 VERNON 010.4145.5401 SOUTH SLO COUNTY SANIT DIST196 02/17/2023 296696 8.81 CITY ACCT-RANCHO GRANDE PARK 010.4145.5401 SOUTH SLO COUNTY SANIT DIST197 02/17/2023 296696 8.81 CITY ACCT-STROTHER PARK 010.4145.5401 SOUTH SLO COUNTY SANIT DIST198 02/17/2023 296696 8.81 CITY ACCT-SHORT ST RESTROOMS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST199 02/17/2023 296696 8.81 CITY ACCT-ELM ST PARK 010.4145.5401 SOUTH SLO COUNTY SANIT DIST200 02/17/2023 296696 8.81 CITY ACCT-203 N RENA 010.4145.5401 SOUTH SLO COUNTY SANIT DISTPage 15 of 589
CITY OF ARROYO GRANDECHECK LISTINGFEBRUARY 16 - FEBRUARY 28, 2023ATTACHMENT 1Line Check Date Check # GL Amount Description Acct # Vendor Last Name201 02/17/2023 296696 8.81 CITY ACCT-1221 ASH ST 010.4145.5401 SOUTH SLO COUNTY SANIT DIST202 02/17/2023 296696 8.81 CITY ACCT-SOTO SPORTS COMPLEX 010.4145.5401 SOUTH SLO COUNTY SANIT DIST203 02/17/2023 296696 8.81 CITY ACCT-127 SHORT ST 010.4145.5401 SOUTH SLO COUNTY SANIT DIST204 02/17/2023 296696 8.81 CITY ACCT-211 HALCYON RD 010.4145.5401 SOUTH SLO COUNTY SANIT DIST205 02/17/2023 296697 111.47 MARKING PAINT, CAUTION TAPE 612.4610.5255 STATEWIDE SAFETY & SIGNS INC206 02/17/2023 296698 194.15 1 HOLE LAVATORY FAUCET010.4213.5604 STREATOR PIPE & SUPPLY207 02/17/2023 296699 171.25 LE POINT PARKING LOT EXPANSION 350.5422.7701 SWCA ENVIRONMENTAL CONSULTANTS208 02/17/2023 296700 401.99 UNIFORMS 010.4203.5272 TEMPLETON UNIFORMS209 02/17/2023 296701 5,742.84 COST REDUCTION SAVINGS FOR VOICE/DATA 010.4140.5303 THE SPYGLASS GROUP LLC210 02/17/2023 296701 1,222.56 FCFA-COST REDUCTION SAVINGS FOR VOICE/DATA 010.0000.1111 THE SPYGLASS GROUP LLC211 02/17/2023 296702 99.14 SUBCRIPTION-PENAL/VEHICLE/EVIDENCE 010.4201.5503 THOMSON REUTERS WEST212 02/17/2023 296703 3,490.00 TALLY HO STRIPING 350.5638.7002 TOSTE CONSTRUCTION213 02/17/2023 296704 385.51 (5) STOP SIGNS 220.4303.5613 TRAFFIC MANAGEMENT PRODUCTS214 02/17/2023 296705 75.00 01/23 INVESTIGATIVE SVCS 010.4204.5303 TRANSUNION RISK215 02/17/2023 296706 1,094.50 FATS, OILS AND GREASE PROGRAM 612.4610.5303 WALLACE GROUP A CALIF CORP216 02/17/2023 296707 2,759.72 WSC AG 2021 UWMP PREP FOR URBAN FY 22-2 640.4710.5303 WATER SYSTEMS CONSULTING INC217 02/24/2023 296709 198.75 ACCT#238451-01839190 RADIO 010.4145.5403 AT & T218 02/24/2023 296709 34.04 ACCT#235841-39568063 ALARM 220.4303.5303 AT & T219 02/24/2023 296710 907.50 PURCHASING POLICY UPDATE 010.4120.5303BAKER TILLY US LLP220 02/24/2023 296711 38.69 (9) NO TREPASSING SIGNS FOR POPLAR BASIN 010.4420.5605 BRISCO MILL & LUMBER YARD221 02/24/2023 296711 180.94 (2) 2X12X12', BOLT NUT, WASHER 010.4430.5605 BRISCO MILL & LUMBER YARD222 02/24/2023 296711 34.63 SAFETY GLASSES220.4303.5255 BRISCO MILL & LUMBER YARD223 02/24/2023 296711 72.66 PRUNERS, SHEATH, PIN, UTILITY 220.4303.5613 BRISCO MILL & LUMBER YARD224 02/24/2023 296711 12.26 (2) QUIKRETE 220.4303.5613 BRISCO MILL & LUMBER YARD225 02/24/2023 296711 204.15 (2) 4 TON CABLE PULLERS, ROPE 220.4303.5613 BRISCO MILL & LUMBER YARD226 02/24/2023 296711 75.40 (2) HEADLAMPS 612.4610.5273 BRISCO MILL & LUMBER YARD227 02/24/2023 296711 150.81 (4) HEADLAMPS 640.4712.5273 BRISCO MILL & LUMBER YARD228 02/24/2023 296711 7.53 TROWEL 640.4712.5273 BRISCO MILL & LUMBER YARD229 02/24/2023 296711 89.41 COPPER TUBING 640.4712.5609 BRISCO MILL & LUMBER YARD230 02/24/2023 296712 380.96 (10) WATER ATLAS COPIES 640.4710.5201 BURDINE PRINTING (DBA)231 02/24/2023 296712 146.72 WATER SVC DOOR HANGERS 640.4710.5201 BURDINE PRINTING (DBA)232 02/24/2023 296713 21.79 DEGREASER FOR VACTOR 612.4610.5603 CARQUEST AUTO PARTS233 02/24/2023 296714 705.76 DOLOMITE 010.4430.5605 FARM SUPPLY CO234 02/24/2023 296715 130.00 RENT SOD CUTTER 010.4430.5552 GROVER TOOL AND RENTALS235 02/24/2023 296716 863.18 (1) 8" VACUUM HOSE FOR RW-51 612.4610.5601 HAAKER EQUIPMENT, INC236 02/24/2023 296717 13,500.00 TWB DEBRIS REMOVAL 220.4303.5303 JTS INC237 02/24/2023 296718 26.60 FASTENERS, EAR MUFF 010.4420.5605 MINER'S ACE HARDWARE, INC238 02/24/2023 296718 304.17 RECOVERY STRAP, FG ANCHOR, W/P 220.4303.5255 MINER'S ACE HARDWARE, INC239 02/24/2023 296718 6.44 FASTENERS SWINGING BRIDGE 220.4303.5613 MINER'S ACE HARDWARE, INC240 02/24/2023 296718 75.79 1/4 HINGE SET, CANE BOLT, GATE 220.4303.5613 MINER'S ACE HARDWARE, INCPage 16 of 589
CITY OF ARROYO GRANDECHECK LISTINGFEBRUARY 16 - FEBRUARY 28, 2023ATTACHMENT 1Line Check Date Check # GL Amount Description Acct # Vendor Last Name241 02/24/2023 296718 101.23 DRILL BIT, RECIP BLADE, WASHER 220.4303.5613 MINER'S ACE HARDWARE, INC242 02/24/2023 296718 105.42 FASTENERS FOR SWINGING BRIDGE 220.4303.5613 MINER'S ACE HARDWARE, INC243 02/24/2023 296718 60.88 CUT- OFF WHEEL, CABLE TIES SWINGING BRIDGE 220.4303.5613 MINER'S ACE HARDWARE, INC244 02/24/2023 296718 85.98 CHAIN COIL FOR SWINGING BRIDGE 220.4303.5613 MINER'S ACE HARDWARE, INC245 02/24/2023 296718 22.76 FASTENERS FOR SWINGING BRIDGE 220.4303.5613 MINER'S ACE HARDWARE, INC246 02/24/2023 296718 38.75 WD-40 (4 CANS) 640.4712.5255 MINER'S ACE HARDWARE, INC247 02/24/2023 296718 4.55 COPPER TUBE FOR RES #2640.4712.5609 MINER'S ACE HARDWARE, INC248 02/24/2023 296718 (28.26) PIPE CUTTER CREDIT 640.4712.5609 MINER'S ACE HARDWARE, INC249 02/24/2023 296718 0.85 TUBING 640.4712.5609 MINER'S ACE HARDWARE, INC250 02/24/2023 296718 20.85 SUPPLY HOSE, PIPE NIPPLE 640.4712.5609 MINER'S ACE HARDWARE, INC251 02/24/2023 296718 20.64 CLEANER/BRUSH 640.4712.5609 MINER'S ACE HARDWARE, INC252 02/24/2023 296718 186.36 COPPER TUBE PARTS 640.4712.5609 MINER'S ACE HARDWARE, INC253 02/24/2023 296719 32.81 ELECTRIC-WELL #11 352 LA CANAD 640.4711.5402 PACIFIC GAS & ELECTRIC CO254 02/24/2023 296720 500.00 START CHANGE-MEET THE MACHINES 010.0000.1033 PETTY CASH255 02/24/2023 296722 72.14 GOPHER HAWK 010.4420.5605 SITEONE LANDSCAPE SUPPLY LLC256 02/24/2023 296722 375.48 SUPERIOR SOLENOID, DIAPHRAGM 010.4430.5605 SITEONE LANDSCAPE SUPPLY LLC257 02/24/2023 296723 194.15 LAV METERING FAUCET 010.4213.5604 STREATOR PIPE & SUPPLY258 02/24/2023 296723 21.99 2" PVC CPLG (2 EA) 640.4712.5610 STREATOR PIPE & SUPPLY259 02/24/2023 296724 311.03 (2) YDS INFIELD MIX-SOTO 010.4430.5605 TROESH COLEMAN PACIFIC, INC260 02/24/2023 296726 14,833.45 01/23 TBID ONLINE MEDIA/MARKET 240.4150.5301 VERDIN MARKETING INK261 02/24/2023 296727 304.08 ACCT#472480460-00002 CITY IPAD 010.4145.5403 VERIZON WIRELESS262 02/24/2023 296727 73.07 ACCT#808089883-00003 CIM CELL 010.4425.5255 VERIZON WIRELESS263 02/24/2023 296728 2,963.50 STORMWATER MANAGEMENT 010.4301.5303 WALLACE GROUP A CALIF CORP264 02/24/2023 296729 2,702.00 FEE STUDY SERVICES - USER, DIF, CAP 010.4120.5303 WILLDAN FINANCIAL SERVICES265 02/24/2023 296730 678.92 AFLAC PRE TAX: Payment 011.0000.2126 AFLAC INSURANCE266 02/24/2023 296731 3,153.50 POLICE DEPT DUES: Payment 011.0000.2116 ARROYO GRANDE POLICE ASSN267 02/24/2023 296733 4,276.00 12/31/22 UMEMPLOYMENT 010.4919.5142 CA ST EMPLOYMENT DEVEL DEPT268 02/24/2023 296734 17,445.66 STATE WITHHOLDING: Payment 011.0000.2108 CA ST EMPLOYMENT DEVEL DEPT269 02/24/2023 296734 2,050.27 CASDI: Payment011.0000.2111 CA ST EMPLOYMENT DEVEL DEPT270 02/24/2023 296735 565.60 DEPT OF CHILD SUPPORT SERVICES 011.0000.2114 CA STATE DISBURSEMENT UNIT271 02/24/2023 296736 3,200.00 AG CAREER FIREFIGHTERS ASSN: Payment011.0000.2115 FIVE CITIES PROF. FIREFIGHTERS272 02/24/2023 296737 43.90 PRE-PAID LEGAL SERVICES: Payment 011.0000.2125 LEGALSHIELD273 02/24/2023 296738 1,290.50 SEIU DUES: Payment 011.0000.2118 S.E.I.U. LOCAL 620274 02/24/2023 296739 1,264.95 PARS: Payment 011.0000.2107 US BANK OF CALIFORNIA $ 731,191.41 Page 17 of 589
ATTACHMENT 2
.
General Fund 341,569.38 5101 Salaries Full time 215,827.74
Streets Fund 15,804.83 5101 Volunteer Employee Retirement -
American Rescue Plan Act - 5102 Salaries Part-Time - PPT 1,818.98
Sewer Fund 9,715.27 5103 Salaries Part-Time - TPT 18,573.83
Water Fund 22,691.05 5105 Salaries OverTime 6,202.09
389,780.53 5106 Salaries Strike Team OT -
5107 Salaries Standby 1,981.70
5108 Holiday Pay 18,889.46
5109 Sick Pay 386.06
5110 Annual Leave Buyback -
Administrative Services - 5111 Vacation Buyback -
Information Services - 5112 Sick Leave Buyback -
Community Development - 5113 Vacation Pay 5,470.98
Police 5,514.60 5114 Comp Pay 2,441.55
Public Works - Maintenance 338.53 5115 Annual Leave Pay 10,456.40
Public Works - Enterprise 348.96 5116 Salaries - Police FTO 303.36
Recreation - Administration - 5121 PERS Retirement 29,817.66
Recreation - Special Events - 5122 Social Security 20,731.61
Children In Motion - 5123 PARS Retirement 241.20
6,202.09 5126 State Disability Ins. 859.99
5127 Deferred Compensation 741.66
5131 Health Insurance 48,208.51
5132 Dental Insurance 2,835.68
5133 Vision Insurance 758.67
5134 Life Insurance 392.58
5135 Long Term Disability 544.07
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 191.75
5150 Bi-Lingual Pay 150.00
5151 Cell Phone Allowance 1,117.50
389,780.53
OVERTIME BY DEPARTMENT:
CITY OF ARROYO GRANDE
DEPARTMENTAL LABOR DISTRIBUTION
PAY PERIOD
02/03/2023 - 02/16/2023
2/24/2023
BY FUND BY ACCOUNT
Page 18 of 589
ATTACHMENT 2
FUND 010 254,845.46 86,723.92
FUND 220 10,867.32 4,937.51
FUND 260 - -
FUND 612 6,392.02 3,323.25
FUND 640 16,292.60 6,398.45
288,397.40 101,383.13
Page 19 of 589
1 Item 9.b.
ACTION MINUTES
REGULAR MEETING OF THE CITY COUNCIL
March 14, 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 Guthrie, Council
Member Secrest
Council Members Absent: Council Member George
Staff Present: City Clerk Jessica Matson, Interim City
Attorney Isaac Rosen, City Manager Whitney
McDonald, Assistant City Manager/Public
Works Director Bill Robeson, Administrative
Services Director Nicole Valentine,
Community Development Director Brian
Pedrotti, Planning Manager Andrew Perez
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
Jim Gregory, South County Historical Society led the flag salute.
5. AGENDA REVIEW
5.a Closed Session Announcements
None.
5.b Ordinances read in title only
Page 20 of 589
2 Item 9.b.
None.
6. SPECIAL PRESENTATIONS
6.a Introductions of New Firefighters - Cade Posner and Braden Jones
City Manager McDonald reported that, due to Firefighter storm response, this item will be
continued to a date uncertain.
6.b City Manager Communications
City Manager McDonald provided information regarding the Central Coast Veterans Memorial
Museum co-hosting The Wall That Heals event; mentioned that the County of San Luis Obispo
is making an effort to remove racially restricted covenants.
Assistant City Manager/Public Works Director Robeson provided an update regarding Lopez
Lake water levels.
Mayor Ray Russom invited public comment. Speaking from the public was Jeff Metcalfe. No
further public comments were received. Director Robeson responded to questions from the
public. City Manager McDonald provided information regarding upcoming Council items
including a discussion regarding the Urban Water Management Plan.
No action was taken on this item.
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
Mayor Ray Russom invited public comment. Speaking from the public were Jeff Metcalfe, and Jim
Gregory. 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.
Mayor Ray Russom invited public comment. No public comments were received.
Moved by Mayor Pro Tem Barneich
Seconded by Council Member Secrest
Approve Consent Agenda Items 9.a. through 9.f., with the recommended courses of action.
Page 21 of 589
3 Item 9.b.
AYES (5): Mayor Pro Tem Barneich, Council Member Secrest, Council Member Guthrie, and Mayor
Ray Russom
ABSENT (1): Council Member George
Passed (4 to 0)
9.a Consideration of Cash Disbursement Ratification
1) Ratified the listing of cash disbursements for the period of February 1 through February 15,
2023; 2) Determined that ratifying the cash disbursements is not a project subject to the
California Environmental Quality Act (“CEQA”) because it has no potential to result in either a
direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA
Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
9.b Consideration of Statement of Investment Deposits
1) Received and filed the report listing investment deposits of the City of Arroyo Grande as of
January 31, 2023, as required by Government Code Section 53646(b); 2) Determined that
ratifying the cash disbursements is not a project subject to the California Environmental Quality
Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable
indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-
(3), 15378.)
9.c *Consideration of 1) Adoption of a Resolution Declaring a Continued Local Emergency
Related to the January 2023 Storm Events and 2) a Declared Local Emergency for
Subsequent Storm Events
1) Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE 1) DECLARING A CONTINUED LOCAL EMERGENCY RELATED TO
THE JANUARY 2023 WINTER STORMS; 2) DECLARING A LOCAL EMERGENCY FOR
SUBSEQUENT STORM EVENTS"; 2) Declared Local Emergency for Subsequent Storm
Events; and 3) Made findings that 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.)
9.d Approval of Minutes
Approved the minutes of the Regular City Council Meetings of February 14, 2023 and February
28, 2023, as submitted, and approved the minutes of the Special City Council Meeting of March
2, 2023, as submitted.
9.e Consider Adoption of 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; 2) Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF ARROYO GRANDE DETERMINING A NEED TO CONTINUE WORK UNDER
Page 22 of 589
4 Item 9.b.
EMERGENCY CONTRACTS FOR THE FCFA STATION 1 EMERGENCY GENERATOR
REPLACEMENT PROJECT"; and 3) Made findings that 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.)
9.f 2022 General Plan Annual Progress Report
1) Reviewed and accepted the 2022 General Plan Annual Report (the “Annual Report” or
“Report”) and directed staff to forward the Report to the Governor’s Office of Planning and
Research and the Department of Housing and Community Development. 2) Found that the
request is not a project as defined by the California Environmental Quality Act pursuant to State
CEQA Guidelines section 15378(b)(5).
10. PUBLIC HEARINGS
None.
11. OLD BUSINESS
None.
12. NEW BUSINESS
12.a Consideration of General Fund Five-Year Financial Forecast
Director of Administrative Services Valentine introduced Consultant, Don Rhoads, who provided
the General Fund Five-Year Financial Forecast. Director Valentine and Mr. Rhoads responded
to questions from Council.
Mayor Ray Russom invited public comment. No public comments were received.
No action was taken. The report was received and filed.
Consider and receive the updated Five-Year Financial Forecast Report.
12.b Discussion of a Draft Safe Parking Ordinance
Planning Manager Perez presented the staff report, reviewed the proposed ordinance, and
responded to questions from Council.
Mayor Ray Russom invited public comment. Speaking from the public were Jeff Metcalfe, Gary
Schmidt, and Janna Nichols. No further public comments were received.
Council discussion ensued including the social services component of the potential program.
Council expressed concerns regarding the proposed appeal process. Interim City Attorney
Rosen provided clarification regarding the appeal process as defined in the Municipal Code.
Page 23 of 589
5 Item 9.b.
Mayor Ray Russom reopened public comment. Council asked questions of 5 Cities Homeless
Coalition Executive Director, Janna Nichols, and St. Patrick's Church representatives, Jeff
Metcalfe and Gary Schmidt.
Council provided direction to staff. No action was taken.
Review staff’s proposed ordinance, receive public comment, and provide direction to staff.
12.c Halcyon Complete Streets Plan Update
Mayor Ray Russom called for a brief break at 8:42 p.m. The Council reconvened at 8:49 p.m.
Community Development Director Pedrotti introduced Todd Tregenza, Consultant from GHD,
who provided an update on the Halcyon Complete Streets Plan. Director Pedrotti and Mr.
Tregenza responded to questions from Council.
Mayor Ray Russom invited public comment. Speaking from the public was Rick Ellison. No
further public comments were received.
Council provided direction to staff. No action was taken on this item.
Review the draft Halcyon Complete Streets Plan, receive public comment, and direct staff to
solicit comment from stakeholders and community groups and schedule the item for Planning
Commission and City Council hearings.
13. COUNCIL COMMUNICATIONS
Mayor Pro Tem Barneich requested that the Council consider directing staff to agendize an item to fly
the Pride Flag in June; and prepare a proclamation for Juneteenth and fly the Juneteenth Flag. Mayor
Ray Russom concurred.
Mayor Ray Russom announced that she will be attending the St. Patrick's Day Parade in the Village;
that the Channel Counties Annual Dinner event will take place on April 28, 2023; and requested that the
Council consider directing staff to agendize an item to appoint an alternate to the Central Coast Blue
Regional Recycled Water Authority Board. Mayor Pro Tem Barneich concurred.
Council Member Secrest commented that she will also be attending the Channel Counties Annual
Dinner event.
14. CLOSED SESSION
Interim City Attorney Rosen announced that the City Council will meet in closed session to consider the
following:
CONFERENCE WITH REAL PROPERTY NEGOTIATORS pursuant to Government Code Section
54956.8:
Property: 400 West Branch Street
Agency negotiators: Whitney McDonald, City Manager; Bill Robeson, Assistant City Manager/Public
Works Director
Negotiating parties: Dev Patel, on behalf of Kamla Hotels
Page 24 of 589
6 Item 9.b.
Under negotiation: Price and terms of payment
Any actions taken at the Closed Session will be reported at the next City Council meeting. The Council
adjourned to Closed Session at 9:55 p.m.
15. ADJOURNMENT
There being no further business to come before the City Council, Mayor Ray Russom adj ourned the
meeting at 10:45 p.m.
_________________________
Caren Ray Russom, Mayor
_________________________
Jessica Matson, City Clerk
Page 25 of 589
1 Item 9.b.
ACTION MINUTES
SPECIAL MEETING OF THE CITY COUNCIL
March 20, 2023, 5:30 p.m.
Hybrid City Hall Conference Room/Virtual Zoom Meeting
300 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, City Manager
Whitney McDonald, Assistant City
Manager/Public Works Director Bill Robeson
This meeting was held in a hybrid in-person/virtual format.
_____________________________________________________________________
1. CALL TO ORDER
Mayor Ray Russom called the meeting to order at 5:33 p.m.
2. ROLL CALL
City Clerk Matson took roll call.
3. FLAG SALUTE
Mayor Ray Russom led the flag salute.
4. PUBLIC COMMENT ON CLOSED SESSION ITEMS
Mayor Ray Russom opened public comment. Hearing no public comment, Mayor Ray Russom closed
public comment.
5. CLOSED SESSION
The City Council will recess to a closed session for the following:
Public Employee Appointment pursuant to Government Code Section 54957:
Title: City Attorney
Mayor Ray Russom announced that the City Council will be going into Closed Session for consideration
of Public Employee Appointment pursuant to Government Code Section 54957, Title: City Attorney.
Page 26 of 589
2 Item 9.b.
Mayor Ray Russom adjourned to Closed Session at 5:34 p.m. Any actions taken in Closed Session will
be reported out at the next City Council regular meeting.
6. ADJOURNMENT
There being no further business for Council consideration, Mayor Ray Russom adjourned the meeting
at 8:28 p.m.
_________________________
Caren Ray Russom, Mayor
_________________________
Jessica Matson, City Clerk
Page 27 of 589
Item 9.c.
MEMORANDUM
TO: City Council
FROM: Jessica Matson, Legislative & Information Services Director/City Clerk
SUBJECT: Appointment of an Alternate Board Member to Serve on the Central
Coast Blue Regional Recycled Water Authority Board for Calendar
Years 2023 and 2024
DATE: March 28, 2023
SUMMARY OF ACTION:
Appointment of the Mayor Pro Tem to serve as an alternate on the Central Coast Blue
(CCB) Regional Recycled Water Authority Board for a term of two years beginning March
29, 2023, and ending December 31, 2024.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There are no impacts to financial or personnel resources.
RECOMMENDATION:
1) Appoint the Mayor Pro Tem to serve as an alternate on the Central Coast Blue Regional
Recycled Water Authority Board for a term of two years beginning March 2 9, 2023 and
ending December 31, 2024. 2) Determine that appointing an alternate is not a project
subject to the California Environmenta l Quality Act (“CEQA”) because it has no potential
to result in either a direct, or reasonably foreseeable indirect, physical change in the
environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
BACKGROUND:
On September 27, 2022, City Council approved a Joint Exercise of Powers Agreement
(JPA) Creating the Central Coast Blue Regional Recycled Water Authority (CCB RRWA).
Section 2.2 of the JPA lays out a foundation for how the cities will share seats on the
governing board of the JPA as follows:
Each Member Agency which has not already done so shall designate and appoint,
by resolution or minute order of its governing body, one (1) member of its governing
body to act as its representative on the Board of Directors, and one individual to
act as an alternate to each Director so appointed.
Page 28 of 589
Item 9.c.
City Council
Appointment of an Alternate Board Member to Serve on the Central Coast Blue
Regional Recycled Water Authority Board for Calendar Years 2023 and 2024
March 28, 2023
Page 2
The alternate appointed by each Member Agency shall have the authority to
attend, participate in and vote at any meeting of the Board when the regular
member is absent.
Each Director and alternate of the Board of Directors shall serve until a successor
is appointed; provided, however, each Director and alternate serves at the
pleasure of the appointing Member Agency's governing body and may be removed
at any time, with or without cause, at the sole discretion of the appointing Member
Agency governing body. If a Director or alternate's membership on the appointing
Member Agency's governing body ceases, his or her membership on the Board
shall also cease.
At the September 27, 2022 meeting, City Council appointed the Mayor as the
representative to serve on the Authority Board of Directors . An Alternate has not been
appointed.
According to the Board Bylaws, adopted December 1, 2022 (Attachment 1), Regular
meetings of the Board of Directors shall be held at least once each quarter of the fiscal
year. Special meetings of the Board of Directors may be called by the Chair. The time,
date, and location of regular meetings of the Board of Directors shall be determined the
preceding meeting or by resolution of the Board of Directors.
ANALYSIS OF ISSUES:
The Cities of Grover Beach, Pismo Beach, and Arroyo Grande have all appointed their
Mayors as their primary representatives on the CCB RRWA Board. To date, all three
cities do not have an alternate appointed.
In order to comply with the JPA and ensure the City is a voting participant at the Board
meetings, staff recommends appointing the Mayor Pro Tem as the Alternate to the Board.
Per Council Policy, the Mayor Pro Tem serves the duties of Mayor in their absence. The
City’s Mayor Pro Tem appointment rotates annually, and it is recommended that the CCB
RRWA Board Alternate position remain with the Mayor Pro Tem serving in that given
year. Council Member Barneich is currently serving as Mayor Pro Tem for the 2023
calendar year. According to Council Policy, Council Member Guthrie will be considered
for Mayor Pro Tem in December 2023 for the 2024 calendar year.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Appoint the Mayor Pro Tem to serve as Alternate on the CCB RRWA Board for a
term of two years; or
2. Appoint a different Councilmember to serve as Alternate on the CCB RRWA Board
for a term of two years; or
3. Provide other direction to staff.
Page 29 of 589
Item 9.c.
City Council
Appointment of an Alternate Board Member to Serve on the Central Coast Blue
Regional Recycled Water Authority Board for Calendar Years 2023 and 2024
March 28, 2023
Page 3
ADVANTAGES:
Appointing an alternate to the CCB RRWA Board enables the City to remain in
compliance with the JPA and to participate on the Board.
DISADVANTAGES:
No disadvantages have been identified.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item. Appointment of an Alternate to the CCB
RRWA Board 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. CCB Regional Recycled Water Authority Board Bylaws
Page 30 of 589
ATTACHMENT 1
-1-
BYLAWS
CENTRAL COAST BLUE REGIONAL RECYCLED WATER AUTHORITY
Preamble
The Central Coast Blue Regional Recycled Water Authority. (“Authority”) is a public agency voluntarily
established by its Member Agencies pursuant to a Joint Exercise of Powers Agreement ("Agreement"),
dated December 2, 2022, for the purpose of providing a vehicle for the Member Agencies to construct,
operate and maintain a regional recycled water project that will enhance supply reliability by injecting
advanced purified water into the Northern Cities Management Area of the Santa Maria Groundwater Basin
(“Project”). In addition, the Agreement will enable the Member Agencies to develop the Project in a
manner that will reduce vulnerability to drought and seawater intrusion by creating a seawater intrusion
barrier and supplementing the naturally occurring groundwater.
To the extent that any provision of these Bylaws is inconsistent with the Agreement, the provisions of the
Agreement will govern and supersede these Bylaws.
Article I - Definitions
The terms defined within the Agreement including Section 1.1 are incorporated by reference into these
Bylaws.
Article II - Membership and Representation
A. Membership. Member agencies shall withdraw from the Authority in accordance with
Article 8 of the Agreement.
B. Representation. Appointment of the Board of Directors or any alternate of the Board of
Directors shall be consistent with Section 2.2 of the Agreement.
Article III - Board of Directors
A. Powers and Duties. The powers and duties of the Board of Directors, subject to the
limitations of applicable law, the Agreement, and these Bylaws, shall include:
1. All of the powers of the Authority provided in Section 1.6 of the Agreement
except as may be expressly delegated to others pursuant to the provisions of the
Agreement these Bylaws or the direction of the Board of Directors shall be
exercised by and through the Board of Directors.
2. Making policy decisions and determining policy matters for the Authority.
3. Conducting the affairs of the Authority.
4. Appointing, fixing the compensation of and removing an Authority Manager and
other staff of the Board of Directors.
Page 31 of 589
ATTACHMENT 1
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5. Annually reviewing the proposed Authority budget and adopting an annual
budget.
6. Appointing standing committees and, if necessary, ad hoc committees to study
specific problems, programs, or other matters the Authority Board of Directors has
approved for study consistent with Provision 5.1 of the Agreement.
7. Acting upon policy recommendations, including policy recommendations from
committees.
8. Appointing a Board Chair and Vice Chair to serve for a calendar year. The Vice
Chair would then serve as Chair in the subsequent calendar year with the third
member being the new Vice Chair.
B. Duties of the Board Chair.
1. To act as Presiding Officer over the holding and running of all Authority Board of
Director meetings. The duties of the Presiding Officer are as follows:
i To open all meetings of the Board at the appointed hour by taking the Chair
and calling the Board to order.
ii To call for the approval of the minutes.
iii To maintain order and proper decorum.
iv To announce the business before the Board in the order prescribed by these
Bylaws.
v To receive and submit all matters properly brought before the Board, to call
for votes upon the same, and to announce the results.
vi To make known all procedures when so requested, and to decide all questions
of order, subject, however, to appeal by a board member to the board as a
whole, in which event the majority shall govern and conclusively determine
such questions of order.
vii To preside at all closed sessions of the Board.
viii To perform such other duties as may be required by law or as may pertain to
such office.
2. To sign all instruments requiring execution or agreement by the Board.
3. To serve as the chief spokesperson and representative for the Board for matters
before the public, the State and federal governments, and the Member Agencies
unless delegated to a designee.
4. To work with staff in the development of an Annual Calendar of events and
meetings to include, but not be restricted to Board meetings, recesses, special
meetings, holidays, etc.
5. To delegate by administrative directive any of the duties assigned to the Board
Chair.
6. To assist in preparing the Board meeting agenda.
C. Duties of the Board Vice-Chair.
Page 32 of 589
ATTACHMENT 1
-3-
1. To serve with the Board Chair as spokesperson and representative for the Board.
2. To assist the Board Chair in anticipating issues and problems deserving or in need
of special meetings.
3. In the absence of the Board Chair, the Vice-Chair shall exercise the duties and
powers of the Board Chair.
ARTICLE IV – Meetings
A. Protocol for Meetings
1. Regular meetings of the Board of Directors shall be held at least once each quarter
of the fiscal year. Special meetings of the Board of Directors may be called by the
Chair. All meetings shall be called and conducted, and an agenda posted, in
accordance with the Ralph M. Brown Act (Government Code Sections 54950 et
seq.), as it now exists or may hereafter be amended. The official agenda for each
meeting shall be posted by the city clerk of the member agency in whose
jurisdiction the meeting is scheduled to take place. City clerks of other member
agencies will be provided a copy of the agenda and are encouraged to post the
agenda at their official posting location to assure widespread notice of the
meetings.
2. The time and date of regular meetings of the Board of Directors shall be
established by resolution of the Board. The location of each meeting shall be
determined the preceding meeting or by resolution of the Board of Directors.
3. Authority committees shall meet on the call of their Chair or as otherwise
provided herein and in compliance with applicable law.
B. Voting. Voting on the Board of Directors shall be conducted as prescribed in Sections 3.3
and 3.4 of the Agreement and these Bylaws. To the extent not inconsistent with the
Agreement, voting shall be conducted as follows:
1. There shall be three methods of counting votes of the Board; by a call of the roll of
the Board members; by a voice vote; or by unanimous consent. The vote of each
member in any of the prior options shall be recorded by the Secretary of the
Board. In the event any given form of counting votes is unclear as to the vote of
each member, the Secretary of the Board shall take a call of the roll of the Board
members.
2. The Board Chair shall determine the method for voting unless overruled by a
majority of the Board Members present.
3. Unless a present Board member states that he or she is not voting, silence shall be
recorded as an affirmative vote.
4. The Secretary of the Board shall record each vote and each abstention in the
minute Book and announce the results to the Board.
Page 33 of 589
ATTACHMENT 1
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5. After the announcement of results, a Board member shall not be permitted to vote
or to change a vote or an abstention, except in the case of a motion to reconsider
as set forth in the most recent edition of Rosenberg’s Rules of Order which are
hereby incorporated by reference, as amended. Rosenberg’s Rules of Order shall
be used by the Board of Directors for all parliamentary procedures. Procedural
rules are for the purpose of running an orderly meeting and the convenience of the
Board, and failure to follow any procedural rule shall not invalidate any action
taken by the Board.
C. Order of Business. The general order of business will be as follows, unless the Board
Chair determines that the order for a particular meeting or item needs to be modified:
1. Call To Order
2. Flag Salute
3. Roll Call
4. Agenda Review
5. Approval of Minutes
6. Public Comments
7. Consent Agenda
8. Continued Business
9. New Business
10. Board Member Items
11. Manager Items
12. General Counsel Items
13. Board Communications
14. Closed Session (May be placed first in order of business)
15. Closed Session Announcements
16. Adjournment
D. A workshop may be placed on the agenda from time to time, for informational purposes only.
The Board may also invite one or more speakers to address the item, with or without time limits.
E. Timed items may be heard at or later than the time stated on the agenda. Untimed items may
be called by the Board Chair at any time during the meeting.
F. Board Agenda. The agenda shall be prepared as follows:
1. The Manager, General Counsel or a majority of Board members may place items
on a Board Agenda, as provided herein.
2. All proposed resolutions and contracts shall be approved as to form by the General
Counsel prior to placement on the Board Agenda.
3. The Manager or designee shall arrange a list of Agenda matters according to the
order of business as determined by these Bylaws.
4. The Manager or designee shall furnish each member of the Board and the General
Counsel a copy of the Agenda prior to the Board meeting as far in advance of the
meeting as time permits.
Page 34 of 589
ATTACHMENT 1
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5. No item shall be placed on the Board Agenda except in accordance with the
Brown Act and these Bylaws.
6. The Secretary of the Board shall post and prepare the Agenda in accordance with
the Brown Act.
G. Public Comment.
1. At any meeting of the Board, the public has a right to speak on any agenda item on
the Board Agenda within the time limits described below. The public shall also
have the right at regular Board meetings to speak to matters not on the Agenda
during the Community Comments and Suggestions portion of the meeting but
must limit their comments to matters within the jurisdiction of the Board.
2. The public has a right at every Board meeting to provide oral testimony in
accordance with the Brown Act, subject only to the following:
i. Each speaker shall limit his/her remarks on any item listed on a Board
Agenda to three minutes (hereinafter “public comment period”), and at
special Board meetings, to only those items on the agenda.
ii. The public comment period may be extended by the Board Chair subject
to a vote of the majority of the Board of Directors.
iii. In situations where more than 20 people wish to speak on an item, the
Board Chair, subject to a vote of the majority of the Board members, may
place reasonable limits on the public comment period, including a specific
time limit for the total presentation. Such time limits shall allow for full
discussion of the item by interested parties or their representative(s). The
purpose of this limitation is to ensure the Board can address its Agenda
and avoid repetitious presentations.
iv. Items on the Consent Agenda are considered routine, not controversial,
and are treated as one agenda item. Public comment on the Consent
Agenda shall be limited to three minutes per speaker, and comments shall
be limited to discussion of those items on the Consent Agenda.
v. A Board member may remove (“pull”) a specific item from the Consent
Agenda for separate discussion. Board members may also record a “no”
vote or abstention as to one or more items on the Consent Agenda in
advance of the vote. The Board may then enact the Consent Agenda by
one vote.
vi. Items removed for separate discussion by a Board member will be heard
after the vote is taken on the Consent Agenda.
3. Speakers shall confine their remarks to those which are relevant to the subject
under consideration and are encouraged to present new evidence and points of
Page 35 of 589
ATTACHMENT 1
-6-
view not previously considered, to avoid repetition of statements made by
previous speakers.
4. Each person addressing the Board shall step up to the podium to speak. Each
individual shall speak in an audible tone of voice for the record.
5. Consistent with the Americans with Disabilities Act, alternative methods of
addressing the Board shall be allowed for persons with disabilities.
Article V - Manager
If an Authority Manager is appointed by the Board of Directors, the powers and duties of the Manager
shall be:
A. Subject to the authority of and as directed by the Board of Directors, to administer the
affairs of the Authority.
B. Subject to the authority of and as directed by the Board of Directors, to appoint, direct and
remove all employees of the Authority and to retain consultants.
C. Annually to prepare and present a proposed budget to the Board of Directors and to control
the approved budget.
D. To attend the meetings of the Board of Directors.
E. To perform such other and additional duties as the Board of Directors, these Bylaws, the
Agreement, or applicable law may require.
F. To serve as Custodian of Records of the Authority.
In the event a Manager is not appointed by the Board of Directors, the Chair shall perform the duties set
forth in subparagraphs A, B, C, and F, above.
Article VI - Other Officers and Employees
A. Secretary. Pursuant to Section 4.1 of the Agreement, the Board of Directors shall appoint
the Secretary who shall serve at the pleasure of the Board of Directors. The Secretary shall
keep a record of all proceedings and shall perform all other duties as specified by the
Board.
B. Treasurer Pursuant to Section 4.2 of the Agreement, the Manager shall designate a
Treasurer of the Authority. The Treasurer shall possess the powers to and shall perform
those functions required by Government Code sections 6505 and 6505.5 and all other
applicable laws and regulations, including any subsequent amendments thereto, the
Agreement, these Bylaws or by the direction of the Manager. The Treasurer shall have
custody of the funds and shall provide for strict accountability thereof in accordance with
Government Code Section 6505.5 and other applicable laws. Pursuant to Government
Code Section 6505.6, the Manager may appoint a qualified person to assist the Treasurer
in the performance of its duties. The Treasurer shall annually cause an independent audit
Page 36 of 589
ATTACHMENT 1
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to be made by a certified public accountant or public accountant in accordance with
Government Code sections 6505 and 6505.6.
C. Additional Officers and Employees. The Board of Directors shall have the power to
authorize such additional officers and employees as may be appropriate. Such officers and
employees may also be, but are not required to be, officers and employees of the individual
Member Agencies or contractors. The General Counsel for the Authority may not be
employed by any of the Member Agencies while engaged by the Authority. None of the
officers, agents, or employees appointed by the Board of Directors shall be deemed, by
reason of their employment by the Board of Directors, to be employed by any of the
Member Agencies or, by reason of their employment by the Board of Directors, to be
subject to any of the requirements of such Member Agencies.
D. Bonding requirement. The Board of Directors shall designate the officers or persons
having charge of, handling, or having access to any property of the Authority who may be
required by the Board of Directors to file an official bond with the Authority. The amount
of any such bond, if any, shall be established by the Board of Directors. Should the
existing bond or bonds of any such officer be extended to cover the obligations provided
herein, said bond shall be the official bond required herein. The premiums on any such
bonds attributable to the coverage required herein shall be appropriate expenses of the
Authority.
E. Status of Member Agencies' Officers and Employees. As provided in Government Code
Section 6513, all of the privileges and immunities from liability and other benefits that
apply to the activity of officers, agents, or employees of any of the Member Agencies
when performing their respective functions within the territorial limits of their respective
public agencies shall apply to them while engaged in the performance of any of their
factions and duties extraterritorially under these Bylaws and in furtherance of the
obligations of the Agreement.
Article VII – City Managers Input
The Board of Directors shall receive and consider recommendations made from time to time by the City
Managers of the Member Agencies.
Article VIII – General Assembly
A General Assembly may be called by the Chair of the Board of Directors at any time to discuss issues and
make recommendations to the Board of Directors. All elected officials of the legislative bodies of all
Member Agencies shall be members of the General Assembly. The General Assembly is not required to
meet. The Chair of the Board of Directors shall be the Chair of the General Assembly.
Article IX – Budgets
The budget for the Authority shall be adopted consistent with the provisions of Article 6 of the
Agreement.
Article X - Amendments
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ATTACHMENT 1
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Amendments to these Bylaws may be proposed by a Board of Directors Representative. The Amendment
shall be submitted to the Board of Directors at a meeting at least one month prior to the meeting at which
the Amendment is voted upon. A majority vote of all of the Board of Directors is required to adopt an
Amendment.
Article XI – Written Correspondence
A. Any written communication relating to a matter pending, or to be brought before the
Board shall, whenever possible, be included in the agenda packet for the meeting at which
such item is to be considered. If received after the delivery of the agenda packet, it shall
be distributed to the Board as soon as practicable after receipt and to be made available to
the general public as required by the Brown Act. The Secretary of the Board shall also
have copies available for requests by members of the public.
B. Unless otherwise required by law to be accepted by the Authority at or prior to a Board
meeting or hearing, no documents shall be accepted for Board review unless they are
submitted to the Secretary of the Board at least 24 hours prior to the Board Agenda being
heard. Nonetheless, the Board Chair shall retain discretion to accept additional documents
at or prior to the time the Board Agenda item is to be heard. The Secretary of the Board
shall note on the Board Agenda, the 24-hour requirement for submitting documents to the
Board.
Article XII – Order and Decorum
A. While the Board is in session, the Board members must preserve order and decorum. A
Board member shall neither by conversation or otherwise, delay or interrupt the
proceedings or the peace of the Board nor disturb any Board member while speaking or
refuse to obey the orders of the Board or its Chair, except as otherwise herein provided.
B. A Board member or other person properly before the Board shall address the Board Chair,
be recognized before proceeding, and confine remarks to the question under discussion.
C. No person, except authorized by Authority officials and their representatives, may
approach the Board’s table in the Board’s meeting room without the express consent of the
Board.
D. In the event that any meeting is willfully interrupted by a group or groups of persons so as
to render the orderly conduct of such meeting unfeasible, and order cannot be restored by
the removal of individuals who are willfully interrupting the meeting, the members of the
Board conducting the meeting may order the meeting room cleared and continue in
session. Only matters appearing on the agenda may be considered in such a session.
Representatives of the press or other news media, except those participating in the
disturbance, shall be allowed to attend any session held pursuant to this section. Nothing in
this section shall prohibit the Board from establishing a procedure for readmitting an
individual or individuals not responsible for willfully disturbing the orderly conduct of the
meeting.
Page 38 of 589
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 Ongoing Storm Events
DATE: March 28, 2023
SUMMARY OF ACTION:
Adoption of the Resolution will continue the two declared and ratified local emergencies
related to the ongoing storm events, beginning in December 2022, and continuing through
the present.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There are no direct fiscal impacts related to the proposed action; however, adoption of
the Resolution will facilitate the ability for the City to request resources including financial
support and reimbursement from the State Office of Emergency Services and the Federal
Emergency Management Agency for costs incurred in preparation and/or response to the
storm events.
RECOMMENDATION:
1) Adopt a Resolution declaring a continued local emergency related to the ongoing storm
events, beginning in December 2022 and continuing through the present. 2) Make
findings that adopting the Resolution continuing a local emergency is not a project subject
to the California Environmental Quality Act (“CEQA”) because the continued declaration
in itself has no potential to result in either a direct, or reasonably foreseeable indirect,
physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3),
15378.)
BACKGROUND:
As the City Council is aware, in accordance with Section 8.12.060 of the Arroyo Grande
Municipal Code, the City Manager, in her capacity as the Director of Emergency Services,
proclaimed a local emergency on January 18, 2023, regarding the severe January 2 023
winter storms. The City Council ratified the emergency proclamation at its regular meeting
on January 24, 2023.
Page 39 of 589
Item 9.d.
City Council
Consideration of Adoption of a Resolution Declaring a Continued Local Emergency
Related to the Ongoing Storm Events
March 28, 2023
Page 2
Multiple additional atmospheric river systems struck the Central Coast beginning on
March 9, 2023, and the City Manager, again in her capacity as the Director of Emergency
Services, proclaimed a local emergency on March 11, 2023 to account for the impacts
and potential damage incurred subsequent to the declaration of the first local emergency.
The City Council ratified the emergency proclamation at its regular meeting on March 14,
2023.
ANALYSIS OF ISSUES:
Arroyo Grande Municipal Code Section 8.12.065(C) provides that the City Council is to
“Review the need for a continuing emergency declaration at regularly scheduled meetings
at least every twenty-one (21) days until the emergency is terminated.” Accordingly, to
date, the City Council has adopted the appropriate Resolutions declaring a continued
local emergency related to both the January 2023 storm events and the subsequent storm
events within the required 21-day time period. Moving forward, provided there is adoption
of this Resolution, consistent with the prior ratification of the emergency proclamations at
the City Council’s January 24, 2023 and March 14, 2023 regular meetings, respectively,
the City will remain in compliance with its municipal Code.
This item is being presented to the City Council to satisfy the 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 the
Presidential Emergency Declaration declared on March 10, 2023, it is recommended that
the City Council adopt the attached Resolution declaring the need to continue the
emergency declarations made to date in response to the storm events beginning
December 27, 2022. The County of San Luis Obispo issued a similar emergency
declaration, which remains in effect. Federal, State and County emergency declarations
associated with the January 2023 storm events, and resulting damage, continue to remain
in effect.
Since the initial emergency declarations, multiple additional atmospheric river systems
continue to strike the Central Coast beginning on March 9, 2023. On March 10, 2023, the
Emergency Services Director for the County of San Luis Obispo issued a Proclamation
of a Local Emergency related to severe winter storms and a series of atmospheric rivers
systems that struck California beginning on December 27, 2022, and have been ongoing
since that date. On March 1, 2023, Governor Newsom issued an emergency proclamation
related to the severe winter storms impacting San Luis Obispo and other counties
throughout the State.
City staff continue to dedicate time towards responding to numerous storm recovery
efforts and continue to require support from County, State, and Federal emergency
response resources to support these efforts.
Page 40 of 589
Item 9.d.
City Council
Consideration of Adoption of a Resolution Declaring a Continued Local Emergency
Related to the Ongoing Storm Events
March 28, 2023
Page 3
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Adopt the Resolution declaring a continued local emergency related to the ongoing
storm events, beginning in December 2022 and continuing through the present; or
2. Provide other direction to staff.
ADVANTAGES:
Adoption of the Resolution will satisfy the requirement of the Arroyo Grande Municipal
Code regarding the periodic review of the declared local emergency related to the severe
winter storms and support the City’s efforts to obtain assistance from County, State, and
federal emergency response resources to recover from the disaster.
DISADVANTAGES:
No disadvantages have been identified to adopting the Resolution.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item. Adopting the Resolution continuing a
local emergency is not a project subject to the California Environmental Quality Act
(“CEQA”) because that declaration in itself has no potential to result in either a direct, or
reasonably foreseeable indirect, physical change in the environment. (State CEQA
Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and o n the City’s website in accordance with
Government Code Section 54954.2.
Attachments:
1. Proposed Resolution
Page 41 of 589
ATTACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF ARROYO GRANDE DECLARING A CONTINUED
LOCAL EMERGENCY WITHIN THE CITY OF ARROYO
GRANDE (MARCH 2023 AND ONGOING STORM EVENTS
BEGINNING DECEMBER 27, 2022)
WHEREAS, on January 18, 2023, in accordance with Section 8.12.060 of the Arroyo
Grande Municipal Code, the City Manager, in her capacity as the Director of Emergency
Services Director, proclaimed a local emergency within the City commencing on or
about 8:00 am on January 4, 2023, due to the storm events that began on December
27, 2022; and
WHEREAS, the City Council ratified the emergency proclamation through adoption of
Resolution No. 5259 at its regular meeting on January 24, 2023; and
WHEREAS, Arroyo Grande Municipal Code Section 8.12.065(C) provides that the City
Council is to review the need for a continuing emergency declaration at regularly
scheduled meetings at least every twenty-one (21) days until the emergency is
terminated; and
WHEREAS, the City Council has adopted a Resolution declaring a continued local
emergency related to the January 2023 Storm events on February 14, 2023 and
February 28, 2023; and
WHEREAS, pursuant to the provisions of Government Code section 8558(b), on
January 4, 2023, the Governor of the State of California issued a Proclamation of a
State of Emergency (“Governor’s Proclamation”) related to severe winter storms and a
series of atmospheric river systems that struck California, bringing high winds,
substantial precipitation, and river, stream and urban flooding; and
WHEREAS, on January 8, 2023, the President of the United States declared that an
emergency exists in the State of California relating to severe winter storms, flooding,
landslides, and mudslides, and enabling public agencies in impacted counties that
suffered damage or losses from the storms eligible to apply for federal disaster
assistance; and
WHEREAS, on January 9, 2023, the County Administrative Officer of San Luis Obispo
issued a Proclamation of Local Emergency relating to severe winter storms and a series
of atmospheric river systems that struck San Luis Obispo County, bringing high winds,
substantial precipitation, and river, stream and urban flooding; and
Page 42 of 589
RESOLUTION NO.
PAGE 2
WHEREAS, on January 17, 2023, the Department of Homeland Security amended the
major disaster declaration issued in January 14, 2023 related to the January 2023 storm
events to add San Luis Obispo County as an affected county, enabling Arroyo Grande
residents who had damage or losses from the storms to apply for Federal Emergency
Management Agency (FEMA) disaster assistance; and
WHEREAS, on March 11, 2023, in accordance with Section 8.12.060 of the Arroyo
Grande Municipal Code, the City Manager, in her capacity as the Director of Emergency
Services Director, proclaimed a local emergency within the City commencing on or
about March 9, 2023, in response to the latest series of atmospheric river systems and
the damage to the City due to the storm events that began on December 27, 2022; and
WHEREAS, the City Council ratified the emergency proclam ation through adoption of
Resolution No. 5273 at its regular meeting on March 14, 2023; and
WHEREAS, the City Manager’s March 11, 2023 proclamation followed a County of San
Luis Obispo issued Proclamation of Local Emergency on March 10, 2023 for the entire
County due to severe storms; and
WHEREAS, on March 10, 2023, President Biden approved a California Emergency
Declaration beginning on March 9, 2023, ordering Federal assistance to supplement
State, tribal and local response efforts; and
WHEREAS, the ongoing atmospheric rivers are causing significant flooding of City
infrastructure and streets, as well as homes in Arroyo Grande; and
WHEREAS, adopting this Resolution continuing a local emergency is not a project
subject to the California Environmental Quality Act (“CEQA”) because the continued
declaration in itself has no potential to result in either a direct, or reasonably foreseeable
indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd.
(b)(2)-(3), 15378.); and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo
Grande, that:
1. The recitals set forth herein are true, correct and incorporated by reference.
2. A local emergency is declared to continues to exist throughout the City of Arroyo
Grande (see Resolution No. 5259), and the City has been undertaking, and will
continue through termination of this emergency to undertake necessary
measures and incur necessary costs, which are directly related to the damage
caused by the severe winter storms and are taken in furtherance of; the
Governor’s Proclamation of a State of Emergency on January 4, 2023; the
Page 43 of 589
RESOLUTION NO.
PAGE 3
President of the United States’ Declaration of a National Emergency on January
8, 2023; and related orders and directives.
3. A local emergency is declared to continue to exist throughout the City of Arroyo
Grande (see Resolution No. 5273) resulting from subsequent storm events, and
the City has been undertaking, and will continue in effect through termination of
this emergency, to undertake necessary measures and incur necessary costs,
which are directly related to the damage caused by the severe winter storms and
are taken in furtherance of; the Governor’s Proclamation of a State of Emergency
on January 4, 2023; the President of the United States’ appro val of a California
Emergency Declaration beginning March 9, 2023; the County of San Luis
Obispo’s Proclamation of a Local Emergency on March 10, 2023 ; and related
orders and directives.
On motion of Council Member___________, seconded by Council Member
________, and by the following roll call vote, to wit:
AYES:
NOES:
ABSENT:
the foregoing Resolution was passed and adopted this 28th day of March, 2023.
Page 44 of 589
RESOLUTION NO.
PAGE 4
CAREN RAY RUSSOM, MAYOR
ATTEST:
JESSICA MATSON, CITY CLERK
AP PROVED AS TO CONTENT:
WHITNEY McDONALD, CITY MANAGER
APPROVED AS TO FORM:
ISAAC ROSEN, INTERIM CITY ATTORNEY
Page 45 of 589
Item 9.e.
MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Public Works Director
BY: Paul Henderson, Interim Capital Improvement Project Manager
SUBJECT: Consideration to Approve Construction Plans & Specifications and
Environmental Exemption for the Fair Oaks Water Main Replacement,
Elm to Alder, Project
DATE: March 28, 2023
SUMMARY OF ACTION:
Approve construction plans and specifications, authorize the solicitation of bids, and
provide an environmental determination for the Fair Oaks Water Main Replacement, Elm
to Alder, Project.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The FY 2022-23 budget includes $719,474.43 for the Fair Oaks Water Main
Replacement, Elm to Alder, Project consisting of the following funds: $269,750 of Water
Facility Funds and $449,724.43 of American Rescue Plan Act (ARPA) funds. Of the
overall budget, it is estimated $631,500 will be needed for construction and $63,130 for
construction contingencies. The remaining $24,844.43 will be used for, consultant
material testing/laboratory, bidding and construction support services, and design
services. Any unused funds will be recommended for carry ove r to FY 2023-24. Staff time
will be necessary during construction for project administration and management and
inspection.
RECOMMENDATION:
1) Approve the construction plans and specifications for the Fair Oaks Water Main
Replacement, Elm to Alder, Project; 2) Authorize the City Clerk to advertise for sealed
construction bids; 3) Find that the project is categorically exempt from the California
Environmental Quality Act (CEQA) pursuant to Guidelines Section 15301(b); and 4) Direct
the City Clerk to file a Notice of Exemption.
BACKGROUND:
The City’s Water System Master Plan, developed by WSC in 2012 and adopted by the
City Council in 2013, recommended that several sections of cast iron watermains be
Page 46 of 589
Item 9.e.
City Council
Consideration to Approve Construction Plans & Specifications and Environmental
Exemption for the Fair Oaks Water Main Replacement, Elm to Alder, Project
March 28, 2023
Page 2
replaced due to their condition and age, which included the section of 8-inch cast iron
pipe within Fair Oaks Avenue between the well field on South Elm Street and Alder Street.
This section of water main was installed in 1929, making it over 94 years old, and will be
replaced with an equivalent size PVC pipe. Galvanized pipe has a useful life of 50-100
years. In general, the project will consist of replacement of 2,050 feet of water main, new
service connections (meters to remain) and new fire hydrant laterals. Provisions will be
made at connection points to waterlines at Pecan Street, Beech Street, and Alder Street
for future water main upsizing projects.
ANALYSIS OF ISSUES:
The City has an ongoing funded Capital Improvement Program that replaces older water
mains and services. Although this section of water main is currently functional, it is part
of the oldest section of water main pipe in the network, installed in 1929, and has reached
the end of its useful life and should be replaced . If this section of water main is not
replaced, the City runs the risk of pipe failure, leaks, loss of water service and costly
repairs. This section of water main has experienced significant failures in the past.
The proposed construction time is 30 working days. Should successful bids be received,
and a construction contract awarded, work is expected to be performed during the
summer of 2023. Plans are attached (Attachment 2) and plans and specifications are
available for review at the Public Works Department.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. 1) Approve the construction plans and specifications for the Fair Oaks Water Main
Replacement, Elm to Alder, Project; 2) Authorize the City Clerk to advertise for
sealed construction bids; 3) Find that the project is categorically exempt from the
California Environmental Quality Act (CEQA) pursuant to Guidelines Section
15301(b); and 4) Direct the City Clerk to file a Notice of Exemption;
2. Do not approve staff’s recommendations and request further information;
3. Modify staff’s recommendation and approve; or
4. Provide direction to staff.
ADVANTAGES:
Replacement of the water main on Fair Oaks Avenue between the well field on South Elm
Street and Alder Street will provide the following advantages:
a. Mitigate future issues of loss of water service and cost of repairs.
b. Mitigate future maintenance costs by utilizing new PVC pipe.
c. Mitigate future disruptions to traffic and parking for maintenance and repairs.
Page 47 of 589
Item 9.e.
City Council
Consideration to Approve Construction Plans & Specifications and Environmental
Exemption for the Fair Oaks Water Main Replacement, Elm to Alder, Project
March 28, 2023
Page 3
DISADVANTAGES:
Replacement of the water main on Fair Oaks Avenue between the well field on South Elm
Street and Alder Street may have the following disadvantages:
There will be temporary shutdown of water service to customers during
construction. Written notice will be provided, in advance, to all effected. The
duration of service interruption will be minimized by the Contractor to less than 1
working day.
There will be temporary disruption to vehicles and pedestrians, including parking.
Construction of the project is scheduled for summer 2023, during the school break,
to minimize impact to traveling students/parents. Signage and traffic flagging will
be used during construction to minimize the impact.
ENVIRONMENTAL REVIEW:
The project is categorically exempt from the California Environmental Quality Act (CEQA)
under the Class 1 exemption, which applies to the operation, repair, maintenance,
permitting, leasing, licensing, or minor alteration of existing structures, facilities,
mechanical equipment, or topographical features where the project involves negligible or
no expansion of existing or former use. Specifically, the project is exempt pursuant to
CEQA Guidelines Section 15301(b) for repairs and maintenance of existing “public utility
services.” Further the City finds none of the exceptions to the Class 1 exemption set forth
in State CEQA Guidelines section 15300.2 apply.
PUBLIC NOTIFICATION AND COMMENTS:
The City Council Agenda was posted at City Hall and on the City’s website in accordance
with Government Code Section 54954.2.
Attachments:
1. Notice of Exemption
2. Construction Documents
Page 48 of 589
Notice of Exemption Appendix E
To: Office of Planning and Research From: City of Arroyo Grande
P. O. Box 3044, Room 113 300 East Branch Street
Sacramento, CA 95812-3044 Arroyo Grande, CA 93420
(805) 473-5400
County Clerk
County of: San Luis Obispo
1055 Monterey Street
San Luis Obispo, CA 93408
Project Title and Number:
Project Applicant:
Name ĚĚƌĞƐƐ
Wroject Location – Specific:
Project Location – City: Arroyo Grande Project Location – County: San Luis Obispo
Name of Public Agency Approving Project:
Name of Person or Agency Carrying Out Project:
Exempt Status:
Ministerial (Sec. 21080(b)(1); 15268);
Declared Emergency (Sec. 21080(b)(3); 15269(a));
Emergency Project (Sec. 21080(b)(4); 15269(b)(c));
Categorical Exemption, State type and section number:
Statutory Exemptions. State code number:
Reasons why project is exempt:
Lead Agency
Contact Person: Area Code/Telephone/Extension:
Email:
If filed by applicant:
1. Attach certified document of exemption finding.
2. Has a Notice of Exemption been filed by the public agency approving the project? Yes No
Signature: Date: Title:
Signed by Lead Agency Signed by Applicant
Authority cited: Sections 21083 and 21110, Public Resources Code. Date Received for filing at OPR:
Reference: Sections 21108, 21152, and 21152.1, Public Resources Code.
ĞƐĐƌŝƉƚŝŽŶŽĨEĂƚƵƌĞ͕WƵƌƉŽƐĞĂŶĚĞŶĞĨŝĐŝĂƌŝĞƐŽĨWƌŽũĞĐƚ͗
ŵĂŝů͗WŚŽŶĞ͗
ĚĚƌĞƐƐ͗
Fair Oaks Water Main, PW 2023-05
Paul Henderson, CIP Manager 300 East Branch Street, Arroyo Grande, CA 93420
jmcpeek@arroyogrande.org (805) 473-5444
Fair Oaks Ave between Alder St. and Elm St.
Replace existing 8 inch old waterline with new 8 inch waterline. Reconnect all water services and repair road
surface.
City of Arroyo Grande
Paul Henderson, CIP Manager
✔15301(b)
Section 15301(b) of the CEQA guidelines indicates that repair and maintenance of existing public utilities are
exempt from CEQA review.
Andrew Perez, Assistant Planner (805) 473-5425
aperez@arroyogrande.org
300 East Branch Street, Arroyo Grande, CA 93420
✔
✔
ATTACHMENT 1
Page 49 of 589
P.O. BOX 1604ARROYO GRANDE, CA 93421 (805) 904-6530PW 2023-0511G-001TITLE SHEET1JJRJPF---ATTACHMENT 2Page 50 of 589
STANDARD CONSTRUCTION NOTES:ABBREVIATIONS:ABDN ABANDONAC ASPHALT CONCRETEAC ASBESTOS CEMENTBC BEGINNING OF CURVEBOW BACK OF WALKBVC BEGINNING OF VERTICAL CURVEC.B. CATCH BASINCI CAST IRONCTR. CENTERCENTERLINECOR CORNERDIP DUCTILE IRON PIPEDIPS DUCTILE IRON PIPE SIZEDR DIMENSION RATIOE EXISTINGEC END OF CURVEEP EDGE OF PAVEMENTEVC END VERTICAL CURVEEG EXISTING GRADEFG FINISHED GRADEFH FIRE HYDRANTFL FLOW LINEFM FORCE MAINFS FINISHED SURFACEGB GRADE BREAKHDPE HIGH DENSITY POLYETHYLENEHPG HIGH PRESSURE GASJ.B. JUNCTION BOXINV. INVERTNNEWPH POTHOLEPVC POLYVINYL CHLORIDEPVI POINT OF VERTICAL INTERSECTIONRCP REINFORCE CONCRETE PIPERG ROUGH GRADESSCO SANITARY SEWER CLEAN-OUTSSMH SANITARY SEWER MANHOLETC TOP OF CURBTD TOP OF DIKETW TOP OF WALLVCP VITRIFIED CLAY PIPESTANDARD ASBESTOS CEMENT PIPE DEMOLITION NOTES:P.O. BOX 1604ARROYO GRANDE, CA 93421 (805) 904-6530PW 2023-0511LEGEND:STORM DRAIN LINE & SIZEOVERHEAD ELECTRICAL LINEEDGE OF PAVEMENTUNDERGROUND ELECTRICAL LINESANITARY SEWER LINE & SIZEGAS LINEWATER LINE, SIZE & TYPENEW PIPELINE CENTERLINEUNDERGROUND ELECTRICALROAD CENTERLINEFENCEAGENCY / UTILITY CONTACTSCONTACT PHONE NUMBERCITY OF ARROYO GRANDE -INTERIM CITY ENGINEERSTEVE KAHN(805) 473-5441CITY OF ARROYO GRANDE -UTILITIES MANAGERSHANE TAYLOR(805) 473-5464CITY OF ARROY GRANDE -UTILITY SUPERVISORTIM SCHMIDT(805) 473-5460CHARTER COMMUNICATIONS TIM LINDSAY(805) 783-4950AT&T DAVID WHITEHEAD(805) 546-7389THE GAS COMPANY JASON LEWIS(805) 681-7939P.G.& E.BUILDING ANDRENOVATION(877) 743-77821. THE CONTRACTOR SHALL HAVE A COPY OF THESE APPROVED PLANS ON-SITE AT ALL TIMES DURINGCONSTRUCTION ACTIVITIES.2. IT IS THE CONTRACTOR'S RESPONSIBILITY TO ENSURE ALL WORK SHALL BE PERFORMED IN COMPLIANCEWITH THE MOST CURRENT VERSION OF THE CITY OF ARROYO GRANDE STANDARD SPECIFICATIONS ANDENGINEERING STANDARDS.3. NO MATERIALS OR EQUIPMENT SHALL BE STOCKPILED WITHIN THE CITY OF ARROYO GRANDE'SRIGHT-OF-WAY.OR NO WORK SHALL BE PERFORMED WITHIN THE CITY RIGHT OF WAY WITHOUT ANENCROACHMENT PERMIT.4. THE CONTRACTOR SHALL NOTIFY THE CITY INSPECTOR TWO WORKING DAYS PRIOR TO THE BEGINNING OFTHE OPERATIONS AUTHORIZED BY THE PERMIT, TWO WORKING DAYS BEFORE THE PROJECT IS READY FORFINAL INSPECTION, AND ONE COMPLETE WORKING DAY PRIOR TO ANY OTHER INSPECTION OR TESTINGREQUESTED BY THE CONTRACTOR/APPLICANT.5. THE CONTRACTOR SHALL BE RESPONSIBLE FOR CALLING UNDERGROUND SERVICE ALERT (USA) AT 811 AMINIMUM OF TWO WORKING DAYS PRIOR TO BEGINNING OF OPERATION AND RENEW AS NEEDED.6. THE CONTRACTOR SHALL ASSUME ALL RESPONSIBILITY FOR SAFETY OF THE JOBSITE AND THECONSTRUCTION WORK. THE CONTRACTOR SHALL DESIGN, CONSTRUCT, AND MAINTAIN ALL SAFETYDEVICES, AND SHALL BE SOLELY RESPONSIBLE FOR CONFORMING TO ALL LOCAL, STATE, AND FEDERALSAFETY AND HEALTH STANDARDS, LAWS, AND REGULATIONS. THE CITY INSPECTOR MAY NOTIFY THECONTRACTOR OF ANY UNSAFE CONDITIONS THAT MAY BE OBSERVED, AND THE CONTRACTOR SHALL BERESPONSIBLE FOR IMMEDIATELY TAKING ALL SUCH MEASURES AS WILL CORRECT THE UNSAFE CONDITION.7. INDEMNIFICATION - THE CONTRACTOR AGREES THAT IN ACCORDANCE WITH GENERALLY ACCEPTEDCONSTRUCTION PRACTICE, HE SHALL ASSUME SOLE AND COMPLETE RESPONSIBILITY FOR THE CONDITIONOF THE JOB SITE DURING THE COURSE OF THE PROJECT, INCLUDING THE SAFETY OF ALL PERSONS ANDPROPERTY; THAT THIS REQUIREMENT SHALL APPLY CONTINUOUSLY AND NOT BE LIMITED TO NORMALWORKING HOURS; AND THAT THE CONTRACTOR SHALL DEFEND, INDEMNIFY, AND HOLD HARMLESS, THECITY AND ITS EMPLOYEES AND OFFICERS FOR ANY AND ALL LIABILITY, REAL OR ALLEGED, IN CONNECTIONWITH THE CONSTRUCTION OF THE PROJECT, EXCEPTING FOR LIABILITY ARISING FROM THIRD PARTY INVIOLATION OF THE LAW OR IN TRESPASS.8. THE CONTRACTOR SHALL BE RESPONSIBLE FOR THE PROTECTION OF PUBLIC AND PRIVATE PROPERTY INTHE VICINITY OF HIS WORK, AND SHALL EXERCISE DUE CAUTION TO AVOID DAMAGE TO SUCH PROPERTY.THE CONTRACTOR SHALL REPLACE OR REPAIR TO ITS ORIGINAL CONDITION, ALL IMPROVEMENTS ORPROPERTY, WHICH IS DAMAGED OR REMOVED (UNLESS DESIGNATED FOR REMOVAL ON THE PLANS) AS ARESULT OF HIS OPERATIONS.9. THE CONTRACTOR SHALL CONTINUALLY REVIEW JOB SITE CONDITIONS IF REQUIRED CONSTRUCTIONWORK DIFFERS FROM THAT SHOWN ON THE PLANS, THE WORK SHALL BE REPORTED TO THE CITYINSPECTOR. THE CITY SHALL APPROVE CHANGES TO THE APPROVED PLANS PRIOR TO PROCEEDING WITHTHE CONSTRUCTION.10. THE CONTRACTOR SHALL MAINTAIN A CURRENT, COMPLETE, AND ACCURATE RECORD OF ALL CHANGESFROM THE CONSTRUCTION AS SHOWN ON THESE PLANS AND SPECIFICATION FOR THE PURPOSE OFPROVIDING THE ENGINEER OF RECORD WITH A BASIS FOR THE PREPARATION OF RECORD DRAWINGS.11. HOURS OF WORK - WORKING HOURS MUST CONFORM TO STANDARD SPECIFICATIONS SECTION 5-1.01. THECONTRACTOR SHALL RESTRICT ACTIVITIES TO CONTROL OF THE SITE, MAINTAINING SAFETY, TRAFFICCONTROL, EROSION CONTROL, DUST CONTROL AND SIMILAR ACTIVITIES ANY TIME OUTSIDE OF CITYBUSINESS HOURS AND ON CITY HOLIDAYS.12. COMPACTION TESTING - COMPACTION TEST SHALL PERFORMED BY A LICENSED SOILS ENGINEERPROVIDED BY THE CITY WHERE SPECIFIED AND WHERE REQUIRED BY THE CITY INSPECTOR. AT A MINIMUM,COMPACTION TESTS SHALL BE PERFORMED IN THE FOLLOWING AREAS:A. PAVEMENT SUB GRADE SPACING TEST AT 250 FEET MINIMUMB. PAVEMENT BASE LAYER SPACING TEST AT 250 FEET MINIMUMC. TRENCH BACKFILL SPACING TEST AT 250 FEET MINIMUMD. MAIN, LATERALS, SERVICE TRENCHES TRENCHES WITH LESS THAN FOUR FEETOF COVER DEPTH REQUIRE ONE SET OFTESTS. TRENCHES OVER FOUR FEET OFDEPTH REQUIRE AN ADDITIONAL SET OFTESTS FOR EACH ADDITIONAL FOUR FEETOF COVER.14. EXISTING UNDERGROUND FACILITIES - THE LOCATIONS AND ELEVATIONS OF EXISTING CITYUNDERGROUND FACILITIES, WHERE SHOWN ON THE PLANS ARE BASED ON AVAILABLE RECORDS, AND MAYNOT ACCURATELY REFLECT THE ACTUAL LOCATION OR ELEVATION. THE CONTRACTOR SHALL ASSUMESOLE AND COMPLETE RESPONSIBILITY FOR LOCATION OR HAVING LOCATED ALL EXISTING UNDERGROUNDUTILITIES AND OTHER FACILITIES AND FOR PROTECTING THE SAME DURING THE COURSE OF THE PROJECT.ANY DEVIATIONS FROM THE LOCATIONS SHOWN ON THE PLAN SHALL IMMEDIATELY BE BROUGHT TO THEATTENTION OF THE ENGINEER OF RECORD AND CITY INSPECTOR.1. CONTRACTOR SHALL PROVIDE DOCUMENTATION TO THE CITY CERTIFYING THAT ALL EMPLOYEES HANDLINGAC PIPE HAVE RECEIVED TRAINING REQUIRED BY OSHA.2. CUTTING OF EXISTING ASBESTOS CEMENT (TRANSITE) PIPE SHALL BE ACCOMPLISHED BY BREAKING ORSNAPPING WITH CHAIN CUTTER OR EQUIVALENT. USE OF POWER DRIVEN ABRASIVE SAWS OR OTHEREQUIPMENT WHICH MAY CREATE HAZARDOUS ASBESTOS DUST CONDITIONS WHILE CUTTING, IS STRICTLYPROHIBITED.3. PIPE SHALL BE COMPLETELY DOUBLE WRAPPED WITH 6 MIL POLYETHYLENE AND 10 MIL PVC TAPE ON BOTHENDS PRIOR TO TRANSPORT TO DISPOSAL SITE.4. NONFRIABLE ASBESTOS CEMENT PIPE SHALL BE HANDLED, TRANSPORTED, AND DISPOSED OF IN A WAYTHAT PREVENTS IT FROM BECOMING FRIABLE AND RELEASING ASBESTOS FIBERS. DO NOT SHATTER,CRUMBLE, PULVERIZE, SAND, CHIP, ABRADE, CRUSH, BREAK, OR GRIND AC PIPE.5. NONFRIABLE AC PIPE SHALL BE DISPOSED OF AT A LANDFILL THAT IS STATE APPROVED TO ACCEPTASBESTOS WASTE. LANDFILLS MAY REQUIRE SPECIAL PACKAGING AND LABELING IN ORDER TO ACCEPT ACPIPE. PIPE SHALL BE REMOVED FROM PROJECT SITE ON DAY OF REMOVAL.STANDARD EXCAVATION NOTES:1. IT IS THE CONTRACTOR'S RESPONSIBILITY TO ENSURE ALL WORK SHALL BE PERFORMED IN ACCORDANCEWITH THE CITY OF ARROYO GRANDE MUNICIPAL CODE CHAPTER 13.24 "EXCAVATION, GRADING, EROSIONAND SEDIMENT CONTROL" AND THE CITY OF ARROYO GRANDE'S STANDARD SPECIFICATIONS. WHERECONFLICTS ARISE, THE MORE STRINGENT REQUIREMENT SHALL BE IMPOSED.2. ALL TRENCHING AND SHORING WORK SHALL CONFORM TO THE U.S. DEPARTMENT OF LABOROCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION (OSHA), TECHNICAL MANUAL SECTION V, CHAPTER2 "HAZARD RECOGNITION IN TRENCHING AND SHORING" AND ALL OTHER APPLICABLE STANDARDS.3. THE CONTRACTOR SHALL BE RESPONSIBLE FOR CALLING UNDERGROUND SERVICE ALERT (USA) AT 811 AMINIMUM OF TWO (2) WORKING DAYS PRIOR TO BEGINNING OPERATION.4. IN THE EVENT THAT DURING GRADING, CONSTRUCTION OR DEVELOPMENT OF THE PROJECT,ARCHAEOLOGICAL RESOURCE ARE UNCOVERED, ALL WORK SHALL BE HALTED UNTIL THE CITY HASREVIEWED THE RESOURCES FOR THE SIGNIFICANCE. IF HUMAN REMAINS (BURIALS) ARE ENCOUNTERED,THE COUNTY CORONER (805-781-4513) SHALL BE CONTACTED IMMEDIATELY.UNDERGROUND TELEPHONESEWER CLEANOUTTELEPHONE MANHOLECABLE T.V. BOXTELEPHONE BOXRETAINING WALLSEWER MANHOLEWATER METERWATER VALVEFIRE HYDRANTSTORM DRAIN MANHOLEDROP INLET AT CURBWATER WELLDROP INLETSTREET LIGHTJOINT POLEGUY WIREPOWER POLEELECTRIC BOXSIGNAL BOXGAS METERPG&E BOXMONITORING WELLG-002CONSTRUCTION NOTES, TRAFFIC CONTROLNOTES, ABBREVIATIONS, AND LEGEND2JJR JPF ---STANDARD WATER NOTES:1. WATER SYSTEM TESTING MUST COMPLY WITH THE CITY OF ARROYO GRANDE'S STANDARD SPECIFICATIONSECTION 77-2.03J. THE TESTING MUST BE DONE BY CONTRACTOR, AND OBSERVED BY THE CITYINSPECTOR. THE INSPECTOR SHALL BE GIVEN A 24-HOUR NOTICE IN ADVANCE OF ANY TESTS. THE CITYWILL COLLECT ALL SAMPLES AND PERFORM ALL TESTS. THE CONTRACTOR SHALL BE RESPONSIBLE FORALL COSTS ASSOCIATED WITH ADDITIONAL TESTING IF FIRST SET FAILS.GENERAL SEQUENCE NOTES:1. SUBMIT A CONSTRUCTION SCHEDULE FOR APPROVAL BY THE CITY A MINIMUM OF FIVE (5) WORKING DAYSPRIOR TO START OF CONSTRUCTION.2. CONSTRUCT NEW 8 INCH DR18 C900 PVC WATER MAIN WHILE MAINTAINING EXISTING WATER MAIN INSERVICE AT ALL TIMES.3. CONSTRUCT NEW FIRE HYDRANT AND WATER SERVICES FOR NEW WATER MAIN TO EXISTING WATERMETERS WHERE SHOWN ON DRAWINGS.4. PRESSURE TEST AND DISINFECT NEW WATER MAIN PER CITY STANDARD SPECIFICATION SECTION 77-2.03J,RESPECTIVELY. TEST PRESSURE SHALL BE 1.5 TIMES WORKING PRESSURE.5. COORDINATE WITH CITY A MINIMUM OF THREE (3) WORKING DAYS PRIOR TO PLANNED TIE-OVERACTIVITIES. TIE-OVER ACTIVITIES WILL INCLUDE SHUT DOWN AND ABANDONMENT OF THE EXISTING WATERMAIN, COMPLETE TIE-IN AT CONNECTION POINTS, AND CONNECTION OF SERVICE LINES TO EXISTINGWATER METERS. CONTRACTOR TO HAVE ALL MATERIALS ON SITE PRIOR TO TIE-OVER ACTIVITIES.SURVEY DATA:1. MAPPING SURVEY WAS NOT CONDUCTED. CONTRACTOR SHALL PROVIDE ALL CONSTRUCTION SURVEYINGAND STAKING BY A LICENSED LAND SURVEYOR OR QUALIFIED REGISTER CIVIL ENGINEER.2. EASEMENTS, OFFERS, LICENSES, RIGHTS, RESTRICTIONS AND/OR INTERESTS AFFECTING THESEPROPERTIES MAY EXIST BY MAY NOT BE SHOWN ON THIS MAP.STANDARD TRAFFIC CONTROL/TRAFFIC STRIPING NOTES:1. ALL TRAFFIC CONTROL SHALL BE IN PLACE PRIOR TO ENCROACHING INTO ANY STREETS.2. PRIOR TO CONSTRUCTION, THE CONTRACTOR SHALL PREPARE AND SUBMIT TRAFFIC CONTROL PLANS TOTHE CITY FOR REVIEW AND APPROVAL. ALL TRAFFIC CONTROL MEASURES SHALL BE IN ACCORDANCE WITHTHE MOST RECENT EDITION OF THE FHWA'S MANUAL ON UNIFORM TRAFFIC CONTROL DEVICES, ASAMENDED FOR USE IN CALIFORNIA.3. ALL STRIPING MUST COMPLY WITH THE CITY OF ARROYO GRANDE'S STANDARD SPECIFICATIONS.4. CONTRACTOR TO PLACE AND MAINTAIN CHANGEABLE MESSAGE SIGNS (CMS) AT EACH END OF PROJECTLIMITS TO CONVEY CONSTRUCTION DATES, HOURS THAT LANE CLOSURE/DELAYS CAN BE EXPECTED ANDCONTRACTOR CONTACT INFORMATION. CMS SIGNS MUST BE PLACED 72-HOURS PRIOR TO ENCROACHINGINTO ANY STREETS.5. CONTRACTOR TO COORDINATE WITH LOCAL TRANSIT AND TRASH SERVICES TO FACILITATE RELOCATION OFBUS STOPS AND CONTINUED TRASH COLLECTION DURING CONSTRUCTION.POTHOLE LOCATIONP#Page 51 of 589
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REFER TO C-101MATCHLINE AT STA 6+00C-102WATER PLAN AND DETAILSSTA. 6+00 to STA. 12+004JJR JPF ---(E) DRIVEWAYCUL-DE-SAC CONNECTIONSCALE: 1" = 5'2-WALNUT STREET CONNECTIONSCALE: 1" = 10'3-(E) 6"Ø AC WATERTOP OF PIPE ≈ 34"BELOW SURFACEGENERAL NOTES:1. EXISTING WATER, SEWER, AND GAS SERVICE LATERALLOCATIONS ARE APPROXIMATE ONLY. CONTRACTOR SHALLLOCATE AND PROTECT EXISTING SERVICES AND UTILITIES.2. EXISTING 8"Ø WATER MAIN IS LIVE AND IS TO BE ABANDONEDFOLLOWING PRESSURE TESTING, DISINFECTION, ANDACCEPTANCE BY CITY OF NEW PVC WATER MAIN,APPURTENANCES, AND SERVICE LATERALS.3. PROVIDE TRAFFIC CONTROL PER CITY STANDARDSPECIFICATIONS.4. ASPHALT CONCRETE SHALL BE REPLACED PER CITYSTANDARD DRAWING 4915. NO LONGITUDINAL SEAMS AREALLOWED IN BIKE LANE. REPAVE AND RESTRIPE ENTIREWIDTH OF BIKE LANE.5. REPAIR CONCRETE CURB, GUTTER AND SIDEWALK WHEREREQUIRED TO FACILITATE CONSTRUCTION PER CITYSTANDARD DRAWINGS 4030, 4110, AND 4310. IF CUT IS WITHINTWO FEET OF A GROOVE OR JOINT, REMOVE AND REPLACETHE ENTIRE SECTION.6. RESTORE LANDSCAPING, FENCING, AND OTHERIMPROVEMENTS IN KIND WHERE REMOVAL OR MODIFICATIONIS REQUIRED TO FACILITATE CONSTRUCTION.7. ALL VALVES SHALL BE RESILIENT WEDGE GATE VALVES PERCITY STANDARD DRAWING 63408. SITE SOILS MAY BE LOOSE AND CONTRACTOR SHALL TAKEALL NECESSARY PRECAUTIONS TO PREVENT TRENCH WALLSFROM SLOUGHING.9. DEMOLISHED PAVEMENT, STRIPING, AND MARKINGS SHALLBE REPLACED IN KIND PER CITY STANDARD SPECIFICATIONS.10. 8"Ø PVC STORM DRAIN IN NORTH SIDE OF STREET HAS 18" OFCOVER AND IS ENCASED IN SLURRY.11. TRENCHING WITHIN DRIP LINE SHALL BE BY HAND PERSTANDARD SPECIFICATION 77-103A(2)(g).CONSTRUCTION NOTES:ITEM DESCRIPTIONPOTHOLE EXISTING UTILITIES PRIOR TO COMMENCINGCONSTRUCTION. SUBMIT WRITTEN REPORT TO ENGINEERINDICATING HORIZONTAL AND VERTICAL LOCATION OF UTILITIESREMOVE (E) PIPE TO EXTENTS NECESSARY TO PLACE CONCRETEPLUG PER DETAILABANDON REMAINING EXISTING WATER LINES IN PLACE.8"Ø DR18 C900 PVC WATERLINE WITH MINIMUM COVER OF4.5-FEET. PLACE WATERLINE CENTERED IN SOUTHERN BIKE LANE.TRENCH BACKFILL PER DETAILNEW 1" WATER SERVICE PER DETAILNEW 2" WATER SERVICE PER CITY STANDARD DRAWING 6230.CAP WITH MJxFLG ADAPTER AND BLIND FLANGE. PROVIDE THRUSTBLOCK PER CITY STANDARD DRAWING 6440. THRUST BLOCK AREATO EXTEND INTO NATIVE SOILS BEYOND TRENCH AREA. EXISTINGTRENCH WILL NOT BE INCLUDED IN TOTAL REQUIRED THRUSTBLOCK AREA.ABANDON EXISTING VALVE PER DETAILREMOVE AND DISPOSE OF ABANDONED WATER METER BOX.BACKFILL WITH CLASS 3 AGGREGATE AND POUR 4" CONCRETE PERCITY STANDARD DRAWING 4110.CONNECT NEW SERVICE LINE TO (E) SERVICE LINE DOWNSTREAMOF (E) VALVE.3' WIDE SIDEWALK REMOVAL AND REPLACEMENT PER DETAILSEE SHEET C-401 FOR SIDEWALK REMOVAL AND RESTORATIONLIMITS.RECONNECT TO (E) SERVICE LINE IN STREET WITH ROMAC 511COUPLER OR APPROVED EQUAL.REMOVE AND SALVAGE EXISTING HYDRANT. CUT RISER 2' BELOWGRADE AND BACKFILL WITH CLASS 3 CONCRETE. REPAIRSIDEWALK PER CITY STANDARD DRAWING 4110.INSTALL SALVAGE FIRE HYDRANT PER CITY STANDARDDRAWING 6310. LOCATION TO BE REVIEWED AND APPROVED BYCITY.NEW 1" WATER SERVICE PER CITY STANDARD 6210123456811121314172021223C-5032C-5031C-5012C-503NOTE: POTHOLE DATA OBTAINEDBY CITY, MEASUREMENTSPROVIDE IN POTHOLE DATATABLE ON SHEET C-504.6" FLEXIBLE COUPLINGPage 53 of 589
2C-104C2-3-W8PVCW8PVCCSS15SS15VCCSS15VCSSS15VCSVSS15VCSS15VCSS15VCSSS15VCSS15VCSS15VCSS15VCSS15V5SS15VCS15SS15VCVSS15VCSS15VCSSSS8VCSS8VCS8SSSSS8SS8SS8VCVC8VC8VC8CW8CIPW8CIPW8CIPWW8CIPW8CIPWW8CIPW8CIPW8W8CIPW8CIP8CIW8CIPW8CIPW8CIW8CIP8CIW8CIPSD8PSD8P8P8P8PPPVPVVVCCVPVC8PVC8P88P8P8P8PCSD8PVSD8PVCSD8PVCSD8PSD8PVCSD8PVCSD8PVCSD8PVCSDSD8PVCD8PVCD8PVCD8PV8PV8PV8PVP8PVCPVCPV8PSD8PSDSD8PSD8PD8888SD8PVCSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCD8PSD8PSD8PVCSD8PVCSSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCD8PVCSD8PVCD8PVCCW4ACCW4AC4AWWWW4W4WW4A4W4WWACACACACA4A4AAACACAAW4ACW4AACCCSS8VCSS8VCSS8VCCCSS8VCG2G2G2G2G2G2G2G2G2G2G2G2G2G2G22G2G2G22G2G2G2G2G22G2G2G2G2G2G2G2G2G22G22G2G2G2G2GGGGGGGGGG2G22G222GG22WIICGGWPW2WIPIWWWIPW2WIPWGW2WIPIPW2WIPW2WIPW2WIWW2W2W2W2WIPWWDDDDDSSSDDDSGGGGGG
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G PPGGGGGGGGG SGG PPVCCSSSSSSSSSSS88SSSSSSSSSPPSSSSSSSSSSSSGGGGGGGGGGGGGGVGGGGGGGW8CW8CW8CIPW8CIP8CPIIPPPW8CIWW8C8CIPW8CIPW8WW8CIPW8CIP8W8CIPW8CIP8CW8CW8W8CIPW8CIPW8CWW8CIPW8CIPCPW8W+0013+0014+0015+0016+0017+0018+00BEECHSTREET1038PECANSTREET108010601048107910591049PECAN PLACE10841085FAIR OAKS AVE.10741071105817104444177(E) SAMPLING STATION104171511SEE GENERAL NOTE 1117P17P18P192252222G2G2G2G2G2SS4VCPSS4VCPSS4VCPSS4VCPW8CIPW8CIPW8CIPW8CIPW8PVCW8PVCW4ACW4ACW8PVCW8PVCW8PVCFAIR OAKS AVE.PECAN STREET5'-0"MIN.(E) 4"Ø AC WATERTOP OF PIPE ≈ 30"BELOW SURFACE(E) 4"Ø ACWATERLINE,ABANDONIN PLACE103388" TEE, FLG'D8" GATE VALVE, FLGxMJ8" GATE VALVE,FLGxMJ4" COUPLER4" 90°ELBOW,MJxMJ28"x4" TEE, FLG'D8"Ø C900 PVC8" BLIND FLANGE5'-0"W8CIPW8CIPW8CIPW8CIPSS8VCSS8VCSS8VCSS8VCSD8PVCSD8PVCSD8PVCG2G2G2G2G2GGGGGW/LW/LW/LW8PVCW8PVCW8PVCW8PVCG2G2G2WW2CIPW2CIPW2CIPPECAN PLACEFAIR OAKS AVE.2" FLEXIBLECOUPLING2"Ø SCH80 PVC2" SERVICE SADDLEAND 2" CORP STOP2(E) 2"Ø WATERTOP OF PIPE ≈ 33"BELOW SURFACE3388(E) FIRE HYDRANTFLEXIBLECOUPLINGP.O. BOX 1604ARROYO GRANDE, CA 93421 (805) 904-6530PW 2023-0511STA. 12+00 to STA. 18+00SCALE: 1" = 20'1-00 20' 40'1" = 20'REFER TO C-104 MATCHLINE AT STA 18+00
REFER TO C-102MATCHLINE AT STA 12+00C-103WATER PLAN AND DETAILSSTA. 12+00 to STA. 18+005JJR JPF ---PECAN STREET CONNECTIONSCALE: 1" = 6'2-PECAN PLACE CONNECTIONSCALE: 1" = 8'3-NOTE: (E) 8"Ø C900 STORMDRAIN FORCE MAINENCASED IN SLURRY,SHALLOW 18" COVER TOTOP OF PIPE.GENERAL NOTES:1. EXISTING WATER, SEWER, AND GAS SERVICE LATERALLOCATIONS ARE APPROXIMATE ONLY. CONTRACTORSHALL LOCATE AND PROTECT EXISTING SERVICES ANDUTILITIES.2. EXISTING 8"Ø WATER MAIN IS LIVE AND IS TO BEABANDONED FOLLOWING PRESSURE TESTING,DISINFECTION, AND ACCEPTANCE BY CITY OF NEW PVCWATER MAIN, APPURTENANCES, AND SERVICE LATERALS.3. PROVIDE TRAFFIC CONTROL PER CITY STANDARDSPECIFICATIONS.4. ASPHALT CONCRETE SHALL BE REPLACED PER CITYSTANDARD DRAWING 4915. NO LONGITUDINAL SEAMS AREALLOWED IN BIKE LANE. REPAVE AND RESTRIPE ENTIREWIDTH OF BIKE LANE.5. REPAIR CONCRETE CURB, GUTTER AND SIDEWALK WHEREREQUIRED TO FACILITATE CONSTRUCTION PER CITYSTANDARD DRAWINGS 4030, 4110, AND 4310. IF CUT ISWITHIN TWO FEET OF A GROOVE OR JOINT, REMOVE ANDREPLACE THE ENTIRE SECTION.6. RESTORE LANDSCAPING, FENCING, AND OTHERIMPROVEMENTS IN KIND WHERE REMOVAL ORMODIFICATION IS REQUIRED TO FACILITATECONSTRUCTION.7. ALL VALVES SHALL BE RESILIENT WEDGE GATE VALVESPER CITY STANDARD DRAWING 63408. SITE SOILS MAY BE LOOSE AND CONTRACTOR SHALL TAKEALL NECESSARY PRECAUTIONS TO PREVENT TRENCHWALLS FROM SLOUGHING.9. DEMOLISHED PAVEMENT, STRIPING, AND MARKINGS SHALLBE REPLACED IN KIND PER CITY STANDARDSPECIFICATIONS.10. 8"Ø PVC STORM DRAIN IN NORTH SIDE OF STREET HAS 18"OF COVER AND IS ENCASED IN SLURRY.11. TRENCHING WITHIN DRIP LINE SHALL BE BY HAND PERSTANDARD SPECIFICATION 77-103A(2)(g).CONSTRUCTION NOTES:ITEM DESCRIPTIONPOTHOLE EXISTING UTILITIES PRIOR TO COMMENCINGCONSTRUCTION. SUBMIT WRITTEN REPORT TO ENGINEERINDICATING HORIZONTAL AND VERTICAL LOCATION OF UTILITIESREMOVE (E) PIPE TO EXTENTS NECESSARY TO PLACE CONCRETEPLUG PER DETAILABANDON REMAINING EXISTING WATER LINES IN PLACE.8"Ø DR18 C900 PVC WATERLINE WITH MINIMUM COVER OF4.5-FEET. PLACE WATERLINE CENTERED IN SOUTHERN BIKE LANE.TRENCH BACKFILL PER DETAILNEW 1" WATER SERVICE PER DETAILNEW 2" WATER SERVICE PER CITY STANDARD DRAWING 6230CAP WITH MJxFLG ADAPTER AND BLIND FLANGE. PROVIDE THRUSTBLOCK PER CITY STANDARD DRAWING 6440. THRUST BLOCK AREATO EXTEND INTO NATIVE SOILS BEYOND TRENCH AREA. EXISTINGTRENCH WILL NOT BE INCLUDED IN TOTAL REQUIRED THRUSTBLOCK AREA.CONNECT TO EXISTING FIRE HYDRANT LATERAL. CONTRACTOR TOVERIFY SIZE AND MATERIAL OF EXISTING LATERAL PRIOR TOORDERING MATERIALS. INSTALL HYDRANT REFLECTOR PER CITYSTANDARD DRAWING 7820. CURB TO BE PAINTED RED PER CITYSTANDARD DRAWING 7420.ABANDON EXISTING VALVE PER DETAILREMOVE AND REPLACE CROSS GUTTER TO EXTENTS NECESSARYTO FACILITATE CONSTRUCTION.REMOVE AND DISPOSE OF ABANDONED WATER METER BOX.BACKFILL WITH CLASS 3 AGGREGATE AND POUR 4" CONCRETE PERCITY STANDARD DRAWING 4110.CONNECT NEW SERVICE LINE TO (E) SERVICE LINE DOWNSTREAMOF (E) VALVE.3' WIDE SIDEWALK REMOVAL AND REPLACEMENT PER DETAILSEE SHEET C-401 FOR SIDEWALK REMOVAL AND RESTORATIONLIMITS.CONNECT TO EXISTING SAMPLING STATION WITHIN STREET.PROVIDE NEW 1" SERVICE PER CITY STANDARD DRAWING 6210AND CONNECT TO EXISTING PIPE WITH ROMAC 511 OR APPROVEDEQUAL.RECONNECT TO (E) SERVICE LINE IN STREET WITH ROMAC 511COUPLER OR APPROVED EQUAL.NEW 1" WATER SERVICE PER CITY STANDARD 62101234567810111213141517223C-5031C-5032C-5032C-5031C-501NOTE: POTHOLE DATA OBTAINED BY CITY,MEASUREMENTS PROVIDE IN POTHOLEDATA TABLE ON SHEET C-504.Page 54 of 589
W4ACW4ACW4ACW8PVCW8PVCW8PVCW4ACG2G2G2G2G2G2CSD8PVCSD8PVCSD8PVCSD8PVCSS6VCSS6VCSSSS10VCPSS10VCPSS10VCPSS6VCSS6VCSS6VCW8CIPFAIR OAKS AVE.ALDER STREET(E) 8" GATE VALVEREMOVE (E) 8" BLIND FLANGEAND THRUST BLOCK.FURNISH AND INSTALL 8"FLANGE COUPLING ADAPTER.TOP OF PIPE ≈ 37.5"BELOW SURFACEEXISTING STRIPINGTO BE REPLACE, TYP.8382CAP ON (E) GATEVALVE WITHTHRUST BLOCKSEE GENERAL NOTE 92-3-W8PVCG2G2SD8PVCSD8PVCSD8PVCSS6VCSS10VCPSS10VCPSS6VC14141414SS6VCSS6VCS6VCSS6VCSS6VCVSS6VCSS6VSS6VCSS6VCSS6VSS6VSS6VCSS6VCSS6VCSS6VCCCCCCSS6VCCSS6VSS6VCSSS6VCS6VSS6VCSSSS6VCSSSSSS6VCSS6VCSSSS6VC6VC6VC6VCSS6VCSS6VSS6S6SS6VCSSS6SS6VSSSS6VSS6VCSS6VSS6VSS6VCSS6VCSS10S10VCPSS10VCP0VCSS10VS10S10101011S1VCPVCP10VCPPCPPCPCPCPCPCCCPSS10VCPSS10VCSS10VCS10VCS10SS11SS1SS1SS1S1SSSSSSSSSSSSSSS1SSS10VSS1SS10VCPSD8PVCSD8PVCSD8PVCSD8PVSD8SD8PVSD8PVVVCVCCCPSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCVCSD8PVCSD8PVCSD8PVCSD8PVCSD8PVCSD8PVC8PSD8PVCSD8PVCCCD8PVCPVCSD8PVCPSD8PVCSD8PVCSD8PVCSD8PSDDSD8PVC8PVCSD8PVCPVCSD8PVCSD8PVCSDSDDDDD8PVCD8PVCD8D8PVCDD8DD8D8D8P8W8PVCW8PVCW8PVCW8PVCW8PVCW8PWW8PVCPVW8PVCW8W8PVC8PW8PVC4ACACCA4A4A4444W44W4ACW4ACCCCC4W4ACW4ACACACACCAAAA4AA4A4AW4A4AWAACACCACW4AW4ACG2GG2G22G2GG2GG2G22G222G2G2GGGGG2GG2G2G2G222G2G2GG2G2GGG2GG2G2G2G2G2G2G222G22G2GG2G2G2G2G2G2G2G2G22G2G2GGWWWPWWWVWG
GG
GGG
GGV228CIPPCICICCII8CCICICICICCIIIPIIICICICIICIIICIIICIICCIIICCCIIICCIICCIICIICCCIIWWW8W8CIP88C8CIPWW8W8CIPW8CIPPW8CIPW8CIPWCIPPW8CIPW8CIPPPW8CCCPW8CIPW8CW8CIPW8CIW8CIPPPPPPPP8W8W819+0020+0021+00G2G2BEECHSTREETALDER STREETFAIR OAKS AVE.403400103010221016101039899810EXISTING 4"DOUBLEDETECTORCHECK444449P20P21W8PVCW8CIPW8CIPW4ACW4ACW8PVCW8CIPW8CIPW8PVCW8PVCW8PVCG2G2G2G2G2G2W4ACW4ACFAIR OAKS AVE.BEECH STREET5'-0"MIN.8" TEE, FLG'D8"GATE VALVE,FLGxMJ8"GATE VALVE, FLGxMJ8(E) 4"Ø AC WATER,ABANDON IN PLACE10334" FLEXIBLECOUPLER4"Ø C900 PVCSPOOL, PExPE4" 90° ELBOW, MJxMJ8"x4" TEE,FLG'D28" BLINDFLANGETOP OF PIPE ≈ 32"BELOW SURFACESEE GENERALNOTE 9P.O. BOX 1604ARROYO GRANDE, CA 93421 (805) 904-6530PW 2023-0511STA. 18+00 to STA. 21+00SCALE: 1" = 20'1-00 20' 40'1" = 20'REFER TO C-103MATCHLINE AT STA 18+00C-104WATER PLAN AND DETAILSSTA. 18+00 to STA. 21+006JJR JPF ---ALDER INTERSECTION CONNECTION DETAILSCALE: 1" = 5'3-BEECH STREET CONNECTIONSCALE: 1" = 5'2-GENERAL NOTES:1. EXISTING WATER, SEWER, AND GAS SERVICE LATERALLOCATIONS ARE APPROXIMATE ONLY. CONTRACTORSHALL LOCATE AND PROTECT EXISTING SERVICES ANDUTILITIES.2. EXISTING 8"Ø WATER MAIN IS LIVE AND IS TO BEABANDONED FOLLOWING PRESSURE TESTING,DISINFECTION, AND ACCEPTANCE BY CITY OF NEW PVCWATER MAIN, APPURTENANCES, AND SERVICELATERALS.3. PROVIDE TRAFFIC CONTROL PER CITY STANDARDSPECIFICATIONS.4. ASPHALT CONCRETE SHALL BE REPLACED PER CITYSTANDARD DRAWING 4915. NO LONGITUDINAL SEAMSARE ALLOWED IN BIKE LANE. REPAVE AND RESTRIPEENTIRE WIDTH OF BIKE LANE.5. REPAIR CONCRETE CURB, GUTTER AND SIDEWALKWHERE REQUIRED TO FACILITATE CONSTRUCTION PERCITY STANDARD DRAWINGS 4030, 4110, AND 4310. IFCUT IS WITHIN TWO FEET OF A GROOVE OR JOINT,REMOVE AND REPLACE THE ENTIRE SECTION.6. RESTORE LANDSCAPING, FENCING, AND OTHERIMPROVEMENTS IN KIND WHERE REMOVAL ORMODIFICATION IS REQUIRED TO FACILITATECONSTRUCTION.7. ALL VALVES SHALL BE RESILIENT WEDGE GATE VALVESPER CITY STANDARD DRAWING 63408. SITE SOILS MAY BE LOOSE AND CONTRACTOR SHALLTAKE ALL NECESSARY PRECAUTIONS TO PREVENTTRENCH WALLS FROM SLOUGHING.9. DEMOLISHED PAVEMENT, STRIPING, AND MARKINGSSHALL BE REPLACED IN KIND PER CITY STANDARDSPECIFICATIONS.10. 8"Ø PVC STORM DRAIN IN NORTH SIDE OF STREET HAS18" OF COVER AND IS ENCASED IN SLURRY.CONSTRUCTION NOTES:ITEM DESCRIPTIONPOTHOLE EXISTING UTILITIES PRIOR TO COMMENCINGCONSTRUCTION. SUBMIT WRITTEN REPORT TO ENGINEERINDICATING HORIZONTAL AND VERTICAL LOCATION OFUTILITIESREMOVE (E) PIPE TO EXTENTS NECESSARY TO PLACECONCRETE PLUG PER DETAILABANDON REMAINING EXISTING WATER LINES IN PLACE.8"Ø DR18 C900 PVC WATERLINE WITH MINIMUM COVER OF4.5-FEET. PLACE WATERLINE CENTERED IN SOUTHERN BIKELANE. TRENCH BACKFILL PER DETAILNEW 1" WATER SERVICE PER DETAILNEW 2" WATER SERVICE PER CITY STANDARD DRAWING 6230.CAP WITH MJxFLG ADAPTER AND BLIND FLANGE. PROVIDETHRUST BLOCK PER CITY STANDARD DRAWING 6440. THRUSTBLOCK AREA TO EXTEND INTO NATIVE SOILS BEYONDTRENCH AREA. EXISTING TRENCH WILL NOT BE INCLUDED INTOTAL REQUIRED THRUST BLOCK AREA.ABANDON EXISTING VALVE PER DETAILFURNISH AND INSTALL NEW FIRE HYDRANT ASSEMBLY PERCITY STANDARD DRAWING 6310. LOCATION TO BE REVIEWEDAND APPROVED BY CITY.REMOVE AND REPLACE CROSS GUTTER TO EXTENTSNECESSARY TO FACILITATE CONSTRUCTION.REMOVE AND DISPOSE OF ABANDONED WATER METER BOX.BACKFILL WITH CLASS 3 AGGREGATE AND POUR 4"CONCRETE PER CITY STANDARD DRAWING 4110.CONNECT NEW SERVICE LINE TO (E) SERVICE LINEDOWNSTREAM OF (E) VALVE.3' SIDEWALK REMOVAL AND REPLACEMENT PER DETAILSEE SHEET C-401 FOR SIDEWALK REMOVAL ANDRESTORATION LIMITS.1234568910111213141C-5013C-5031C-5032C-5032C-503NOTE: POTHOLE DATA OBTAINED BY CITY,MEASUREMENTS PROVIDE IN POTHOLEDATA TABLE ON SHEET C-504.Page 55 of 589
1198 FAIR OAK AVENUENOT TO SCALE1-1178 FAIR OAK AVENUENOT TO SCALE2-1165 FAIR OAK AVENUENOT TO SCALE3-1147 FAIR OAK AVENUENOT TO SCALE4-1129 FAIR OAK AVENUENOT TO SCALE5-1030/1022 FAIR OAK AVENUENOT TO SCALE6-1016/1010 FAIR OAK AVENUENOT TO SCALE7-7SAWCUT ATPANEL MIDPOINT6432131446NEW SERVICE LINE. CONNECTTO (E) SERVICE OUTSIDE OFDRIVEWAY. RESTORELANDSCAPING IN-KIND(E) WATER METER43214(E) FIREHYDRANT22334412145331442443214P.O. BOX 1604ARROYO GRANDE, CA 93421 (805) 904-6530PW 2023-0511C-401WATER SERVICE DETAILS7JJR JPF ---GENERAL NOTES:1. COORDINATE WITH CITY PRIOR TO:a. REMOVAL OF EXISTING METER BOX;b. PLACEMENT OF NEW METER BOX;c. RE-CONNECTION OF WATER SERVICES TO CUSTOMERS2. PROTECT ALL EXISTING PRIVATE PROPERTY IMPROVEMENTSIN PLACE.3. RESTORE ANY DAMAGED IMPROVEMENTS TOPRE-CONSTRUCTION CONDITION OR BETTER.CONSTRUCTION NOTESTAG DESCRIPTIONREMOVE AND REPLACE EXISTING SIDEWALK PER CITYSTANDARD DRAWING 4130. PROTECT EXISTING CURBAND GUTTER IN PLACE, UNLESS OTHERWISE SHOWN.MATCH EXISTING GRADES UNLESS OTHERWISESHOWN.REMOVE AND DIPSOSE OF EXISTING WATER METERBOX.NEW WATER METER BOX PER CITY STANDARDDRAWING 6210.SAWCUT LIMITS AT EXISTING SCORE LINES, UNLESSOTHERWISE SHOWN. CONCRETE CUTTING SHALL BEPER CITY STANDARD DRAWING 140-AG.ADJUST FINISHED SIDEWALK LEVEL AT THIS LOCATIONTO MATCH EXISTING ADJACENT SIDEWALK ELEVATION.TEMPORARILY RELOCATE MAIL BOXREMOVE ABANDONED WATER METER BOX. BACKFILLWITH CLASS 3 AGGREGATE AND POUR 4" CONCRETEPER CITY STANDARD DRAWING 41101234567Page 56 of 589
8"Class II aggregatebase compacted to a95% minimumSee Sheet 2 of Standard 6020 for paving limitsnative sand materials compacted to a 95% Minimum.P.O. BOX 1604ARROYO GRANDE, CA 93421 (805) 904-6530PW 2023-0511C-501DETAILS - 18JJR JPF ---TRENCH BACKFILL1-Page 57 of 589
Tyler Union G-05. Lid shall be rattle free without the use of sealantP.O. BOX 1604ARROYO GRANDE, CA 93421 (805) 904-6530PW 2023-0511C-502DETAILS - 29JJR JPF ---Page 58 of 589
WATER VALVE DEMOLITION DETAILNOT TO SCALE1-(E) SERVICE CONNECTION.ABANDON IN PLACENEW SERVICECONNECTION,STUB INTO BOXSTREETCURBGUTTERSIDEWALK(E) METER(E) SERVICELINE TORESIDENCENOTES:1. MAINTAIN OPERATION UNTILTIE-IN.2. ABANDON EXISTING WATERSERVICE LATERAL ANDPROVIDE NEW 1"Ø SERVICELATERAL PER CITY STANDARDDRAWING 6210.3. IF EXISTING SERVICE LATERALIS SMALLER THAN 1"ØPROVIDE NEW 1"x1" ANGLESTOP, METER, ANDAPPROPRIATE BRASSREDUCING BUSHING TOCONNECT TO EXISTINGRESIDENTIAL SERVICE LINE.SEE APPENDIX B FOR METERSIZES.4. WHERE NEW SERVICES AREADJACENT TO EACH OTHERMAINTAIN MINIMUM 18"SEPARATION BETWEENSADDLE TAPS ON NEW MAIN.5. PROVIDE TEMPORARYMOUNTING OF MAILBOX IFWITHIN WORK AREA.6. CURB, GUTTER AND SIDEWALKIMPROVEMENTS PER CITYSTANDARD DRAWING 4110METER CONNECTION (1-INCH AND SMALLER) DETAILNOT TO SCALE2-24" MINCONCRETE PLUGEXISTING PIPE.CUT AS NEEDEDABANDON-IN-PLACE PIPE SECTIONSANDBAG PLUGCUT, PLUG, AND ABANDON EXISTING PIPENOT TO SCALE3-DUCTILE IRON COUPLER PERCITY STANDARDSPECIFICATION 77-202C.ROMAC 511 OR APPROVEDEQUAL. CONNECT TO (E)SERVE BEHIND SIDEWALKUNLESS OBSTRUCTED BYHARDSCAPINGSAWCUT AT EXISTINGJOINTS OR SCORE LINESUNLESS NOTEDOTHERWISE. 3' WIDESIDEWALK REMOVALAND REPLACEMENTALLOWED AT LOCATIONSINDICATED ON PLANSSQUARE ASPHALTAT EDGES OF WORKNEW METERAND BOXOR CLASS 3 CONCRETE7080901007080901000+501+001+60STA. 0+76.86CONNECTION POINT(E) 8" AC WATER(1) 8" TEE(1) 8" GATE VAVLE8'-0"(E) 8" SEWERSTA. 0+91.45(1) 8" 45° D.I. ELBOWMJxMJ, RESTRAINEDSTA. 0+87.87(1) 8" 45° D.I. ELBOWMJxMJ, RESTRAINED(E) 8" AC LOPEZ WATER(E) 1" GASPROTECTIN PLACESTA. 1+22.91CONNECTION POINT(E) 8" C.I. WATER(1) 8" TEE(1) 8" GATE VALVE(1) 8" 45° D.I. ELBOW, RESTRAINED(E) 6" GAS(E) ELECTRICAL16" CLR.MIN.8' CLR.MIN.STA. 1+41.58(1) 8" 45° D.I. ELBOWMJxMJ, RESTRAINEDSTA. 1+43.78(1) 8" 45° D.I. ELBOWMJxMJ, RESTRAINEDFACE OF CURBFACE OF CURB 8"Ø DIP WATERLINE PER CITY STANDARD DRAWING 6120ALL JOINTS TO BE RESTRAINED FROM STA. 0+77 TO STA. 1+834'-6"COVER8'-0"NO JOINTS ALLOWEDESTIMATEDSURFACEOVER OFWATERLINEP.O. BOX 1604ARROYO GRANDE, CA 93421 (805) 904-6530PW 2023-0511C-503DETAILS - 310JJR JPF ---PROFILE - STA. 0+76.86 TO STA. 1+50SCALE: 1" = 8' HORZ.4-Page 59 of 589
POTHOLE DATAPOTHOLE DESCRIPTIONDEPTH FROM TOP OFSURFACE (in.)8" AC WATER238" LOPEZ WATER59SEWER428" AC WATER20 (TOP OF NUT)6" GAS 51.5PG&E (3 CONDUITS)452" WATER SERVICE33 (TOP OF NUT)6" FIRE HYDRANT LATERAL 33PG&E 2" PVC 28SERVICE LATERAL19 (TOP OF NUT)GAS 26.56" AC WATER 402" GAS 326" AC WATER 342" STEEL GAS23.56" AC WATER23 (TOP OF NUT)4" AC WATER302" STEEL WATER31.5 (TOP OF NUT)6" FIRE HYDRANT LATERAL21 (TOP OF NUT)4" AC WATER 328" CI WATER19.5 (TOP OF NUT)P1P2P3P4P5P6P7P8P9P10P11P12P13P14P15P16P17P18P19P20P21POTHOLE DATA TABLE1-P.O. BOX 1604ARROYO GRANDE, CA 93421 (805) 904-6530PW 2023-0511C-504DETAILS - 411JJR JPF ---Page 60 of 589
Item 9.f.
MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Andrew Perez, Planning Manager
SUBJECT: Consideration of Approval of an Agreement for Consultant Services
with Mintier Harnish for the Comprehensive General Plan Update
DATE: March 28, 2023
SUMMARY OF ACTION:
Approval of an agreement with Mintier Harnish in substantially final form to assist with the
Comprehensive General Plan Update. The update is anticipated to be completed over a
three-year period, with an estimated completion date of March 2026.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The cost proposal from Mintier Harnish for the three-year scope of work, including
updates to the Climate Action Plan, a comprehensive development code update, and
economic development tasks is $1,254,545. The proposed funding sources are shown in
the following table:
Staff will incorporate the $14,297 into the General Fund Budget for FY 2023 -24. This will
be a multi-year effort which will require significant staff time.
Funding Sources Amounts
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
General Fund Budgeted FY 2023-24 14,297
Total 1,254,545
Page 61 of 589
Item 9.f.
City Council
Consideration of Approval of an Agreement for Consultant Services with Mintier
Harnish for the Comprehensive General Plan Update
March 28, 2023
Page 2
RECOMMENDATION:
1) Approve and authorize the Mayor to execute an Agreement for Consultant Services
with Mintier Harnish to assist the City with the Comprehensive General Plan Update in
substantially final form (subject to minor revisions to effectuate City Council’s intent). 2)
Determine that approving the Agreement is not a project subject to the California
Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct,
or reasonably foreseeable indirect, physical change in the environment. (State CEQA
Guidelines, §§ 15060, subd. (b)(2)-(3), 15378), and environmental review is contemplated
as part of the Comprehensive General Plan Update for which the Consultant will be
employed.
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 o ne 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 P lan
(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
Page 62 of 589
Item 9.f.
City Council
Consideration of Approval of an Agreement for Consultant Services with Mintier
Harnish for the Comprehensive General Plan Update
March 28, 2023
Page 3
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 comprehensive 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
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. 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 (RFP) 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 promote 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.
Staff received one consultant proposal prior to the RFP deadline of December 21, 2022,
from Mintier Harnish, a Sacramento-based land use firm (Exhibit D of Attachment 1).
ANALYSIS OF ISSUES:
At the February 14, 2023 City Council meeting, staff updated Council on the response to
the RFP and presented the options for a two -year schedule and a three-year schedule,
including tasks that were identified as optional in the proposal for services (see February
14, 2023 staff report, Attachment 2) Council directed staff to return with a consultant
services agreement with Mintier Harnish for the three-year scope of work that includes an
update to the Climate Action Plan, an Alternatives Report, Land Use Tasks that include
Page 63 of 589
Item 9.f.
City Council
Consideration of Approval of an Agreement for Consultant Services with Mintier
Harnish for the Comprehensive General Plan Update
March 28, 2023
Page 4
a development standards evaluation, an East Grand Avenue Corridor Overlay District,
objective design standards, a comprehensive update to the Development Code, and
Economic Development tasks such as the Retail Market Analysis and Market Demand
Studies. Council also directed staff to solicit proposals for a Diversity, Equity, Inclusion,
and Justice (DEIJ) expert to implement the City’s DEIJ policy with respect to the General
Plan Update. Staff is anticipating the release the DEIJ consultant RFP during the first
week of April and anticipates returning to Council with an Agreement for DEIJ services in
May.
Based on Mintier Harnish’s experience, proposed work plan, and availability, and
familiarity with State laws, policies and issues, staff recommends that the Council approve
the proposed Agreement, which includes the scope of work and timeline for this project.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Approve the Agreement for Consultant Services with Mintier Harnish in
substantially final form;
2. Modify as appropriate and approve the Agreement;
3. Do not approve the Agreement; or
4. Provide other direction to staff.
ADVANTAGES:
The last comprehensive update of the City’s General Plan was completed in 2001.
Approval of an Agreement with Mintier Harnish, a land use consulting firm with valuable
local experience in the preparation of general plans and development codes, will allow
the project to commence. The 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:
No disadvantages identified with the approval of the Agreement.
ENVIRONMENTAL REVIEW:
No environmental review is required for the approval of the Agreement. An Environmental
Impact Report may be necessary, however, the City and consultant will evaluate potential
impacts of the comprehensive General Plan update in compliance with the California
Environmental Quality Act, and prepare any appropriate environmental document at that
time, if required.
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 64 of 589
Item 9.f.
City Council
Consideration of Approval of an Agreement for Consultant Services with Mintier
Harnish for the Comprehensive General Plan Update
March 28, 2023
Page 5
Attachments:
1. Proposed Consultant Services Agreement
2. Staff Report for February 14, 2023 City Council meeting
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ATTACHMENT 1
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AGREEMENT FOR CONSULTANT SERVICES
THIS AGREEMENT FOR CONSULTANT SERVICES (“Agreement”), is made and
effective as of March 28, 2023, between Mintier Harnish, LP (“Consultant”), and the CITY
OF ARROYO GRANDE, a Municipal Corporation (“City”). In consideration of the mutual
covenants and conditions set forth herein, the parties agree as follows:
1. TERM
This Agreement shall commence on March 28, 2023 following approval by the City
Council, and shall remain and continue in effect until March 28, 2026 unless sooner
terminated pursuant to the provisions of this Agreement. Consultant shall complete the
Services within the term of this Agreement, and shall meet any other established
schedules and deadlines.
2. SERVICES
Consultant promises and agrees to furnish to the City all labor, materials, tools,
equipment, services, and incidental and customary work necessary to fully and
adequately complete the tasks described and comply with all terms and provisions set
forth in the City’s Request for Proposals dated November 2022 (the "Services"). Services
are more particularly described in Exhibit "A" attached hereto and incorporated herein by
reference. All Services shall be subject to, and performed in accordance with, this
Agreement, exhibits attached hereto and incorporated herein by reference, and all
applicable local, state and federal laws, rules and regulations.
3. PERFORMANCE
Consultant shall at all times faithfully, competently and to the best of his/her ability,
experience and talent, perform all tasks described herein. Consultant shall employ, at a
minimum generally accepted standards and practices utilized by persons engaged in
providing similar services as are required of Consultant hereunder in meeting its
obligations under this Agreement.
4. AGREEMENT ADMINISTRATION
City’s Community Development Director shall represent City in all matters
pertaining to the administration of this Agreement. Jim Harnish shall represent Consultant
in all matters pertaining to the administration of this Agreement.
5. PAYMENT
The City agrees to pay the Consultant in accordance with the payment rates and
terms set forth in Exhibit “B” for the Term of the contract and attached hereto and
incorporated herein by this reference.
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6. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE
(a) The City may at any time, for any reason, with or without cause, suspend or
terminate this Agreement, or any portion hereof, by serving upon the Consultant at
least ten (10) days prior written notice. Upon receipt of said notice, the Consultant
shall immediately cease all work under this Agreement, unless the notice provides
otherwise. If the City suspends or terminates a portion of this Agreement such
suspension or termination shall not make void or invalidate the remainder of this
Agreement.
(b) In the event this Agreement is terminated pursuant to this Section, the City shall
pay to Consultant the actual value of the work performed up to the time of termination,
provided that the work performed is of value to the City. Upon termination of the
Agreement pursuant to this Section, the Consultant will submit an invoice to the City
pursuant to Section 5, and incorporated by reference.
(c) Consultant shall promptly furnish all finished or unfinished documents or data
relating to this Agreement within (15) days of request by City.
(d) In the event this Agreement is terminated in whole or in part as provided herein,
City may procure, upon such terms and in such manner as it may determine
appropriate, services similar to those terminated.
7. TERMINATION ON OCCURRENCE OF STATED EVENTS
This Agreement shall terminate automatically on the occurrence of any of the following
events:
(a) Bankruptcy or insolvency of any party;
(b) Sale of Consultant’s business; or
(c) Assignment of this Agreement by Consultant without the consent of City.
(d) End of the Agreement term specified in Section 1.
8. DEFAULT OF CONSULTANT
(a) The Consultant’s failure to comply with the provisions of this Agreement shall
constitute a default. In the event that Consultant is in default for cause under the
terms of this Agreement, City shall have no obligation or duty to continue
compensating Consultant for any work performed after the date of default and can
terminate this Agreement immediately by written notice to the Consultant. If such
failure by the Consultant to make progress in the performance of work hereunder
arises out of causes beyond the Consultant’s control, and without fault or
negligence of the Consultant, it shall not be considered a default.
(b) If the City Manager or his/her delegate determines that the Consultant is in default
in the performance of any of the terms or conditions of this Agreement, he/she
shall cause to be served upon the Consultant a written notice of the default. The
Consultant shall have ten (10) days after service upon it of said notice in which to
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cure the default by rendering a satisfactory performance. In the event that the
Consultant fails to cure its default within such period of time, the City shall have
the right, notwithstanding any other provision of this Agreement to terminate this
Agreement without further notice and without prejudice to any other remedy to
which it may be entitled at law, in equity or under this Agreement.
9. LAWS TO BE OBSERVED. Consultant shall:
(a) Procure all permits and licenses, pay all charges and fees, and give all notices
which may be necessary and incidental to the due and lawful prosecution of the
services to be performed by Consultant under this Agreement;
(b) Keep itself fully informed of all existing and proposed federal, state and local laws,
ordinances, regulations, orders, and decrees which may affect those engaged or
employed under this Agreement, any materials used in Consultant’s performance
under this Agreement, or the conduct of the services under this Agreement;
(c) At all times observe and comply with, and cause all of its employees to observe
and comply with all of said laws, ordinances, regulations, orders, and decrees
mentioned above;
(d) Immediately report to the City’s Contract Manager in writing any discrepancy or
inconsistency it discovers in said laws, ordinances, regulations, orders, and
decrees mentioned above in relation to any plans, drawings, specifications, or
provisions of this Agreement.
(e) The City, and its officers, agents and employees, shall not be liable at law or in
equity occasioned by failure of the Consultant to comply with this Section.
10. OWNERSHIP OF DOCUMENTS
(a) Consultant shall maintain complete and accurate records with respect to sales,
costs, expenses, receipts, and other such information required by City that relate
to the performance of services under this Agreement. Consultant shall maintain
adequate records of services provided in sufficient detail to permit an evaluation
of services. All such records shall be maintained in accordance with generally
accepted accounting principles and shall be clearly identified and readily
accessible. Consultant shall provide free access to the representatives of City or
its designees at reasonable times to such books and records; shall give City the
right to examine and audit said books and records; shall permit City to make
transcripts therefrom as necessary; and shall allow inspection of all work, data,
documents, proceedings, and activities related to this Agreement. Such records,
together with supporting documents, shall be maintained for a period of three (3)
years after receipt of final payment.
(b) This Agreement creates a non-exclusive and perpetual license for City to copy,
use, modify, reuse, or sublicense any and all copyrights, designs, and other
intellectual property embodied in plans, specifications, studies, drawings,
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estimates, and other documents or works of authorship fixed in any tangible
medium of expression, including but not limited to, physical drawings or data
magnetically or otherwise recorded on computer diskettes, which are prepared or
caused to be prepared by Consultant under this Agreement ("Documents & Data").
Consultant shall require all sub-consultants to agree in writing that City is granted
a non-exclusive and perpetual license for any Documents & Data the sub-
consultant prepares under this Agreement. Consultant represents and warrants
Consultant has the legal right to license any and all Documents & Data. Consultant
makes no such representation and warranty in regard to Documents & Data which
were prepared by design professionals other than Consultant or provided to
Consultant by the City. City shall not be limited in any way in its use of the
Documents and Data at any time, provided that any such use not within the
purposes intended by this Agreement shall be at City's sole risk. With respect to
computer files, Consultant shall make available to the City, at the Consultant’s
office and upon reasonable written request by the City, the necessary computer
software and hardware for purposes of accessing, compiling, transferring, and
printing computer files.
11. INDEMNIFICATION
To the fullest extent permitted by law, Consultant shall indemnify, protect,
defend and hold harmless City and any and all of its directors, officials, officers,
employees, volunteers and agents (“Indemnified Parties”) from and against any
and all claims, demands, causes of action, losses, liabilities, damages, injury
of any kind, in law or equity, to property or persons costs and expenses,
including without limitation attorney’s fees, expert witness fees, consequential
damages and other costs to the extent the same arise out of or are caused in
whole or in part by any negligent or wrongful act, error or omission of
Consultant, its officers, agents, employees, volunteers, subcontractors,
subconsultants, or any entity or individual that Consultant relies upon in the
performance of professional services under this Agreement. Consultant shall
defend, with counsel of City’s choosing, at Consultant's own cost, expense and
risk, any and all claims such aforesaid suits, actions or other legal proceedings
of every kind that may be brought or instituted against City, its directors,
officials, officers, or employees, volunteers and agents. Consultant shall pay
and satisfy any judgment, award or decree that may be rendered against City
or its directors, officials, officers, or employees, volunteers and agents, in any
such claim, suit, action or other legal proceeding. Consultant shall also
reimburse City for the cost of any settlement paid by City or its directors,
officials, officers, employees, agents or volunteers as part of any such claim,
suit, action or other proceeding. Such reimbursement shall include payment
for City’s attorney’s fees and costs, including expert witness fees. Consultant
shall reimburse City and its directors, officials, officers, or employees, agents
and volunteers for any and all legal expenses and costs incurred by each of
them in connection therewith or in enforcing the indemnity herein provided.
Consultant's obligation to indemnify shall survive expiration or termination of
this Agreement and shall not be restricted to insurance proceeds, if any,
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received by the City, its directors, officials, officers, employees, agents or
volunteers.
(a) General Indemnification Provisions. Consultant agrees to obtain executed
indemnity agreements with provisions identical to those set forth here in this
section from each and every subcontractor or any other person or entity involved
by, for, with or on behalf of Consultant in the performance of this Agreement. In
the event Consultant fails to obtain such indemnity obligations from others as
required here, Consultant agrees to be fully responsible according to the terms of
this section. Failure of City to monitor compliance with these requirements imposes
no additional obligations on City and will in no way act as a waiver of any rights
hereunder. This obligation to indemnify and defend City as set forth herein is
binding on the successors, assigns or heirs of Consultant and shall survive the
termination of this Agreement.
12. INSURANCE
Consultant shall maintain prior to the beginning of and for the duration of this
Agreement insurance coverage as specified in Exhibit “C,” attached hereto and
incorporated herein as though set forth in full.
13. INDEPENDENT CONSULTANT
(a) Consultant is and shall at all times remain as to the City a wholly independent
Consultant. The personnel performing the services under this Agreement on behalf
of Consultant shall at all times be under Consultant’s exclusive direction and
control. Neither City nor any of its officers, employees, or agents shall have control
over the conduct of Consultant or any of Consultant’s officers, employees, or
agents, except as set forth in this Agreement. Consultant shall not at any time or
in any manner represent that it or any of its officers, employees, or agents are in
any manner officers, employees, or agents of the City. Consultant shall not incur
or have the power to incur any debt, obligation, or liability whatever against City,
or bind City in any manner.
(b) No employee benefits shall be available to Consultant in connection with
performance of this Agreement. Except for the fees paid to Consultant as provided
in the Agreement, City shall not pay salaries, wages, or other compensation to
Consultant for performing services hereunder for City. City shall not be liable for
compensation or indemnification to Consultant for injury or sickness arising out of
performing services hereunder.
(c) City reserves the right to employ other consultants in connection with the Services.
14. UNDUE INFLUENCE; PROHIBITED INTERESTS
Consultant declares and warrants that no undue influence or pressure was or is used
against or in concert with any officer or employee of the City of Arroyo Grande in
connection with the award, terms or implementation of this Agreement, including any
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method of coercion, confidential financial arrangement, or financial inducement. No officer
or employee of the City of Arroyo Grande will receive compensation, directly or indirectly,
from Consultant, or from any officer, employee or agent of Consultant, in connection with
the award of this Agreement or any work to be conducted as a result of this Agreement.
Violation of this Section shall be a material breach of this Agreement entitling the City to
any and all remedies at law or in equity. Consultant maintains and warrants it has not
employed nor retained any company or person, other than a bona fide employee working
solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants it
has not paid nor has it agreed to pay any company or person, other than a bona fide
employee working solely for Consultant, any fee, commission, percentage, brokerage fee,
gift or other consideration contingent upon or resulting from award or making of this
Agreement. For breach or violation of this warranty, City shall have the right to rescind
this Agreement without liability. For the term of this Agreement, no member, officer or
employee of City, during the term of his or her service with City, shall have any direct
interest in this Agreement, or obtain any present or anticipated material benefit arising
therefrom.
15. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES
No member, officer, or employee of City, or their designees or agents, and no public
official who exercises authority over or responsibilities with respect to the project during
his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any
agreement or sub-agreement, or the proceeds thereof, for work to be performed in
connection with the project performed under this Agreement.
16. RELEASE OF INFORMATION/CONFLICTS OF INTEREST
(a) All information gained by Consultant in performance of this Agreement shall be
considered confidential and shall not be released by Consultant without City’s prior
written authorization. Consultant, its officers, employees, agents, or
subcontractors, shall not without written authorization from the City Manager or
unless requested by the City Attorney, voluntarily provide declarations, letters of
support, testimony at depositions, response to interrogatories, or other information
concerning the work performed under this Agreement or relating to any project or
property located within the City. Response to a subpoena or court order shall not
be considered “voluntary” provided Consultant gives City notice of such court order
or subpoena.
(b) Consultant shall promptly notify City should Consultant, its officers, employees,
agents, or subcontractors be served with any summons, complaint, subpoena,
notice of deposition, request for documents, interrogatories, request for
admissions, or other discovery request, court order, or subpoena from any person
or party regarding this Agreement and the work performed hereunder or with
respect to any project or property located within the City. City retains the right, but
has no obligation, to represent Consultant and/or be present at any deposition,
hearing, or similar proceeding regarding this Agreement or the work performed
hereunder. Consultant agrees to cooperate fully with City and to provide the
opportunity to review any response to discovery requests provided by Consultant.
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However, City’s right to review any such response does not imply or mean the right
by City to control, direct, or rewrite said response.
17. NOTICES
Any notice which either party may desire to give to the other party under this
Agreement must be in writing and may be given either by (i) personal service, (ii) delivery
by a reputable document delivery service, such as but not limited to, Federal Express,
which provides a receipt showing date and time of delivery, or (iii) mailing in the United
States Mail, certified mail, postage prepaid, return receipt requested, addressed to the
address of the party as set forth below or at any other address as that party may later
designate by notice:
To City: City of Arroyo Grande
Brian Pedrotti, Community Development Director
300 E. Branch Street
Arroyo Grande, CA 93420
To Consultant: Jim Harnish, Principal/Owner
1415 20th Street.
Sacramento, CA 95811
18. ASSIGNMENT; SUBCONTRACTING
The Consultant shall not assign the performance of this Agreement, nor any part
thereof, without the prior written consent of the City. This Agreement shall be binding on
successors and assigns. Consultant shall not subcontract any portion of work required by
this Agreement, except as expressly stated herein, without prior written approval of City.
Subcontracts, if any, shall contain a provision making them subject to all provisions
stipulated in this Agreement.
19. GOVERNING LAW
The City and Consultant understand and agree that the laws of the State of California
shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement
and also govern the interpretation of this Agreement. Any litigation concerning this
Agreement shall take place in the superior or federal district court with jurisdiction over
the City of Arroyo Grande.
20. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the
obligations of the parties described in this Agreement. All prior or contemporaneous
agreements, understandings, representations, and statements, or written, are merged
into this Agreement and shall be of no further force or effect. Each party is entering into
this Agreement based solely upon the representations set forth herein and upon each
party’s own independent investigation of any and all facts such party deems material.
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21. TIME
City and Consultant agree that time is of the essence in this Agreement.
22. CONTENTS OF REQUEST FOR PROPOSAL AND PROPOSAL
Consultant is bound by the contents of the City’s Request for Proposal (Exhibit A,
previously incorporated herein) and the contents of Consultant’s Proposal, attached
hereto as Exhibit “D,” and incorporated herein by this reference. Specifically, the
consultant will provide all services for the Three-Year Work Scope, as well as the following
Optional Tasks:
• Alternatives Report
• Land Use Tasks
• Comprehensive Development Code Update
• Economic Development Related Tasks
• Climate Action Plan Update
In the event of conflict, the terms of City’s Request for Proposals and this
Agreement shall prevail.
23. CONSTRUCTION
Since the Parties or their agents have participated fully in preparation of this Agreement,
the language of this Agreement shall be construed simply, according to its fair meaning,
and not strictly for or against any Party. Any term referencing time, days or period for
performance shall be deemed calendar days and not work days. All references to
Consultant include all personnel, employees, agents, and sub-consultants of Consultant,
except as otherwise specified in this Agreement. All references to City include its elected
officials, officers, employees, agents, and volunteers except as otherwise specified in this
Agreement. Captions of various articles and paragraphs are for convenience and ease
of reference only, and do not define, limit, augment, or describe scope, content, or intent
of this Agreement.
24. AMENDMENTS
No supplement, modification, or amendment of this Agreement shall be binding unless
executed in writing and signed by both Parties.
25. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Consultant warrants
and represents that he/she has the authority to execute this Agreement on behalf of the
Consultant and has the authority to bind Consultant to the performance of its obligations
hereunder.
26. ATTORNEY’S FEES
If either party commences an action against the other party, either legal, administrative
or otherwise, arising out of or in connection with this Agreement, the prevailing party in
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such litigation shall be entitled to have and recover from the losing party reasonable
attorney's fees and all other costs of such action.
27. WAIVER
No waiver of any default shall constitute a waiver of any other default or breach,
whether of the same or other covenant or condition. No waiver, benefit, privilege, or
service voluntarily given or performed by a Party shall give the other Party any contractual
rights by custom, estoppel, or otherwise.
28. INVALIDITY; SEVERABILITY
If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable
by a court of competent jurisdiction, the remaining provisions shall continue in full force
and effect.
29. EQUAL OPPORTUNITY EMPLOYMENT
Consultant represents it is an equal opportunity employer and it shall not discriminate
against any sub-consultant, employee or applicant for employment because of race,
religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination
shall include, but not be limited to, all activities related to initial employment, upgrading,
demotion, transfer, recruitment or recruitment advertising, layoff or termination.
Consultant shall also comply with all relevant provisions of City's Minority Business
Enterprise program, Affirmative Action Plan or other related programs or guidelines
currently in effect or hereinafter enacted.
30. LABOR CERTIFICATION
By its signature hereunder, Consultant certifies it is aware of provisions of Section
3700 of the California Labor Code which require every employer to be insured against
liability for Worker's Compensation or to undertake self-insurance in accordance with
provisions of that Code, and agrees to comply with such provisions before commencing
performance of the Services.
31. COUNTERPARTS
This Agreement may be signed in counterparts, each of which shall constitute an
original.
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IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
the day and year first above written.
CITY OF ARROYO GRANDE: CONSULTANT:
By: __________________________ By:____________________________
Caren Ray Russom, Mayor Jim Harnish
Its:____________________________
Principal/Owner
Attest:
_____________________________
Jessica Matson, City Clerk
Approved As To Form:
_____________________________
Isaac Rosen, Interim City Attorney
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City of Arroyo Grande – Request for Proposals
Comprehensive General Plan Update November 2022
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CITY OF ARROYO GRANDE
REQUEST FOR PROPOSALS FOR
A COMPREHENSIVE GENERAL PLAN UPDATE
PROJECT OVERVIEW
The City of Arroyo Grande is seeking proposals from a qualified firm (or managed team
of consultants) to: 1) develop a public outreach strategy to engage City residents,
businesses, public agencies, and other stakeholders in establishing a community
strategic vision that will inform the comprehensive update to the City’s General Plan; 2)
to prepare a comprehensive update to the City’s General Plan; and 3) to conduct
associated environmental analysis, and produce an Environmental Impact Report
(“EIR”) pursuant to the California Environmental Quality Act (“CEQA”). The proposals
should include a preliminary (but well-defined) scope, schedule, and budget for all
proposed tasks, and list all project subconsultants.
BACKGROUND
The City of Arroyo Grande was incorporated in 1911 and is a full-service city operating
under a Council-Manager form of government. Located just two miles east of the Pacific
Ocean in south San Luis Obispo County, Arroyo Grande is home to approximately 18,000
residents in an area of approximately 5.9 square miles. Along with Grover Beach,
Oceano, Pismo Beach, and Shell Beach, Arroyo Grande is one of the “Five Cities” of
California’s Central Coast.
The City’s last comprehensive update of the General Plan was completed in 2001. The
entire document needs to be updated to reflect current demographics and existing
physical conditions, ensure internal consistency throughout the document, and
compliance with new regulations and requirements. Since the last overhaul of the City’s
General Plan, various elements have been updated on an as-needed basis, such as the
Agriculture, Conservation, and Open Space Element (2007), Economic Element (2012),
Housing Element (2020) and Circulation Element (2021).
The City’s current General Plan consists of the following required Elements as required
by State law:
•Land Use Element
•Circulation Element
•Noise Element
•Safety Element
•Housing Element
•Agriculture, Conservation and Open Space Element (Note, the City has combined
the Conservation and Open Space Elements into one element)
The following optional elements have also been adopted by the City:
•Parks and Recreation Element
•Economic Development Element
EXHIBIT A
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City of Arroyo Grande – Request for Proposals
Comprehensive General Plan Update November 2022
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• Agriculture Element (combined with Conservation and Open Space Elements)
In addition to these adopted elements, the City adopted a Climate Action Plan 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 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. 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 streamline development projects.
PROJECT DESCRIPTION
The project consists of 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 promote 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
Since the General Plan has not been updated since 2001, all elements are in need of an
update, with the exception of the Housing Element, which was updated in 2020 in
accordance with State law. Updates are particularly important for critical elements such
as the Land Use Element, Noise Element and Safety 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, including the status of the Diablo Canyon Nuclear Power
Plan Decommissioning, as the final long-term plan for this facility has the potential to
impact aspects of City’s economic development. 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. 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.
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Diversity, Equity, Inclusion and Justice (DEIJ)
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
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; and
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.
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.
The Consultant and/or subconsultant are expected to have expertise in the principles of
DEIJ, and to support and implement the City’s DEIJ policy. Public engagement strategies
shall make considerations 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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SCOPE OF WORK
Stage 1: Structure and Schedule the Process
After the agreement contract is executed, the consultant will attend a project initiation
meeting with staff to refine the scope of work, create a specific framework as to how the
process will unfold, who will be involved, what are the key milestones, and deadlines and
deliverables. Staff and the Consultant shall also establish meeting schedule frequency
with staff and public. Meetings with the Planning Commission and City Council will be
held to review and affirm the framework created by staff and its consultant.
Stage 2: Public Outreach Strategy
Public engagement and participation will be vital to the success of the project. Staff and
the Consultant shall actively solicit public engagement throughout the process, but
especially during the visioning process. A strategy for public participation should also
include other opportunities for engagement such as during public hearings, workshops,
and review of draft elements and environmental documents. Staff will assist with the
assembly of a stakeholder group 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.
Stage 3: Gather and Analyze Data
Consultant shall produce a Draft Existing Conditions and Background Report which will
include sections on land use, population, employment and housing, circulation and
transportation, biological resources, cultural resources, economics, infrastructure, public
services, noise, air quality, safety and hazards, geology, hydrology, and social justice.
The report will also identify the significant problems (and opportunities), issues, and
concerns (PIC) 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. The problems, issues, and concerns will function as the foundation for
the comprehensive plan and what should be updated The report that will also serve as
the Existing Setting section for the General Plan EIR.
Stage 4: Visioning
Consultant shall solicit public input to develop a vision statement that will guide the
update. The visioning exercise will identify community strengths, priorities for future
development, and areas for improvement. This phase should also educate the community
about the principles of land use planning to garner effective and relevant input. The
visioning process must be inclusive for all members of the community to maximize
engagement. Public engagement and participation is a critical component of the visioning
process.
Stage 5: Administrative Draft
Consultant shall establish specific plan goals, objectives, and policies to implement the
vision by updating the corresponding elements. Typically, each element will identify a
specific issue or subject area previously identified as a PIC, provide a thorough context
and assessments of the current and planned impacts associated with this topic, and
identify specific goals, policies, and programs to implement the communities vision over
the course of the planning period. The analysis and components of each element must
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comply with California Government Code Section 65302 and the States’ General Plan
Guidelines. Development of the objective design standards will also begin during this step
of the process.
• 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. 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. Additionally, preparation of the Land Use Element shall
include a comprehensive evaluation of land uses and density, development forms,
parking policies, and complete streets architecture on the E. Grand Avenue
corridor. 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. The update will also consider and address any 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.
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• 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 that respond to current and
projected economic states. 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. The development of an E. Grand Avenue overlay as
part of the Land Use Element will identify opportunities for expanded economic
opportunities and inform the update of the Economic Development Element.
Stage 6: Generate and Evaluate Plan Alternatives
Consultant shall provide 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.
Stage 7: Select and Develop the Preferred Plan
With input from Planning Commission, City Council, and the community, select the
preferred option from the list of alternatives developed in the previous step and prepare
the final draft.
Stage 8: Environmental Review and Climate Action Plan
Once a final draft General Plan has been prepared, the consultant shall provide an
Environmental Impact Report (EIR) to 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. 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. It is also desired that the EIR identify major points of
intersection between the General Plan and EIR. The CEQA process should be 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. Technical analysis may occur prior to, or concurrently with previous stages.
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 2013 Climate Action Plan outdated. The consultant shall provide
an update of the Climate Action Plan to assure ongoing compliance with CEQA and allow
streamlining of future development projects.
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Stage 9: Adopt the General Plan and Certify EIR
Hold hearings with participation from the consultant as necessary at the Planning
Commission and ultimately the City Council.
Stage 10: Update Development Code
Following approval of the General Plan and certification of the EIR, the consultant shall
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.
Consultant shall develop a monitoring plan after adoption of the General Plan to ensure
compliance and progress towards goals and objectives. The plan shall identify methods
for implementation of policies and programs and staffing required to carry out the
implementation plan.
PROPOSAL CONTENT AND ORGANIZATION
1. Transmittal Letter
The transmittal letter should include the name, title, address, phone number, and original
signature of an individual with authority to negotiate on behalf of and to contractually bind
the consultant(s) firm, and who may be contacted during the period of proposal
evaluation. Only one transmittal letter need be prepared to accompany all copies of the
technical and cost proposals. Proposal transmittal letter shall also affirmatively state the
consultant’s ability to comply with the contract provisions as outlined in the City’s sample
professional services agreement and insurance requirements (Attachment 2), or indicate
which provisions will require amendments during contract negotiations.
2. Introduction
In this section, the consultant should demonstrate an adequate understanding of the role
and relationships of the City and an awareness of issues specific to expectations outlined
in the RFP. The Introduction shall include:
a. A brief description of the consultant(s) firm, including the year the firm was
established, type of organization of firm (partnership, corporation, etc.), and along with a
statement of the firm’s qualifications (as opposed to the qualifications of staff) for
performing the subject consulting services; and
b. A brief description of the firm’s experience with similar projects.
3. Technical Approach
The consultant shall detail a technical approach for the project consisting of the following
elements:
a. A thorough explanation of the consultant’s proposed course of action relative to
the scope of work. References should be made to the RFP requirements and the
consultant’s plans for meeting those requirements, while including tasks for review of
work products by City staff; and
b. An itemized description of the proposed project schedule and the final work
products to be produced.
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4. Project Management
The consultant must prepare an explanation of the project management system and
specific practices to be used to assure that the consultant will remain responsive to the
City, that the proposed services will be completed in a timely manner, and that the quality
of all work products will meet the City’s requirements.
5. Consultant Staff
The proposal must describe the qualifications and experience of each professional who
will participate in the project, including a resume for each member of the project team. A
project manager must be designated, and an organizational chart showing the manager
and all project staff proposed who will provide services must be included, preferably
identifying the topic areas of each staffing assignment.
6. Consultant Qualifications and References
The proposal must include a list of references for similar clients and similar projects.
References should include client contact names, addresses, phone numbers, a
description of the type of work performed, approximate dates when the work was
completed, and identification of the professional staff that performed the work. If a
subcontractor is proposed, two to three similar qualifications and references should be
provided for each subcontractor. Web links to the work products associated with each
reference should also be included for review, when available.
Subcontracts must also meet all requirements requested of the selected Consultant and
be approved by the City. The proposal must also include a full and complete disclosure
of any actual, apparent, or potential conflicts of interest.
7. Project Scope
Preparation of a draft work plan identifying and describing in detail: tasks, meetings,
products, roles of City staff, key personnel involvement, and length of time to complete
tasks.
8. Project Schedule
Two schedules shall be provided for project completion within both a two-year and three-
year timeframe. Each schedule shall indicate the logical breakdown of project tasks and
associated completion deadlines within the associated timeframe. The schedule should
also be designed to provide time for staff input. The Consultant should specify all
scheduled meetings with staff. The schedule shall indicate all milestones, the critical path
necessary for the project, and the anticipated completion timeframe upon notice to
proceed. Timeframes should be stated in terms of the number of calendar days required
to complete the specified tasks using the City’s Notice to Proceed as the start date. Timing
for the preparation of the General Plan update and the EIR shall be overlapping.
9. Cost Proposal
The cost proposal for both a two-year and three-year project timeline shall be submitted
in a separately sealed envelope and will not be opened until the consultants’ proposals
have been ranked based on their qualifications. The proposer shall prepare a detailed
cost proposal for the work to be performed, listed by task. The cost proposal shall identify
the hourly billing rates by classification, as well as any other cost factors that the firm
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would need to price extra work. The same cost proposal detail is required for
subconsultants. Furthermore, the cost proposal must identify a total project budget “not‐
to‐exceed” amount for this proposal and identify any conditions that could affect your
firm’s costs. The City of Arroyo Grande has currently budgeted $500,000 for the update
effort. The cost proposal should 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.
PROCUREMENT PROCESS
The City intends to enter into an agreement with a consultant to provide professional
services as described above.
The City will award a contract to the proposer with the apparent best value after the final
agreement has been successfully negotiated. If no final agreement is reached between
the City and the proposer with the apparent best value proposal, the City reserves the
right to negotiate a contract with the proposer with the second highest score.
SELECTION CRITERIA FOR PROFESSIONAL SERVICES
The following criteria will be used in ranking each of the proposers. The proposer that is
ranked the highest will represent the best value for the City. The criteria are not listed in
any particular order. The City will consider all criteria in performing a comprehensive
evaluation of each proposal. Weights have been assigned to each criterion in the form
of points.
A. Past Performance Rating (20 Points). Each proposer will be given a past
performance rating. The rating will be based on the performance of the
proposer in completion of the three previous projects as submitted with the
proposal. Proposer shall include three (3) external references from clients who
received similar services to those proposed for this solicitation.
B. Project Proposal (50 Points). The merits of each proposal will be evaluated by
the City in relation to the following:
1. Understanding of the Project Purpose and Objectives– How well has the
proposer demonstrated a thorough understanding of the issues and
concerns embodied in the Project Description?
2. Comprehensiveness of the response to the RFP – Has the proposal
properly addressed each of the requirements and suggestions identified
within the RFP, and paid adequate attention to each element?
3. Creativity and Professionalism – Has the proposer demonstrated both
creativity and a professional approach to addressing the issues and needs
identified in the RFP? Are the proposals realistic and attainable?
4. Public Engagement Strategy – Does the strategy include a variety of options
for public engagement? How will the outreach identify and solicit input from
traditionally underrepresented or marginalized communities? Will the
strategy accommodate residents with non-traditional work schedules,
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language barriers, and accessibility barriers in order to obtain comments
and input that represent all community members?
C. Strength of Team and Management (10 Points). Based on the proposals, the
interview, and management plan, the City shall evaluate the expertise and
experience of the proposer and the project lead as it relates to the project in
size, complexity, quality, duration, etc. Consideration will also be given to the
strength brought to the proposal by critical consultants including how they were
selected, the success the proposer has had in the past with similar projects,
and the expertise of the team in diversity, equity, inclusion and justice policy.
D. Schedule and Budget (15 Points). The proposer’s schedule will be evaluated
as to how well it meets the objectives of the project. The proposer shall identify
in the project schedule all major work items with start and stop dates that are
realistic and critical. The completion dates shown on the schedule will be used
in the contract. A Critical Path or similar schedule approach is preferred. The
proposed budget will also be a consideration in the selection, although it is
recognized that if the consultant proposes a more ambitious scope of work that
more clearly meets City objectives, the overall efficiency and logic of the tasks
as proposed will also be considered in the context of the budget, which includes
identified cost saving measures.
E. Local Knowledge (5 Points). The proposer’s knowledge of the local and
regional plans for the area and their past involvement with jurisdictions in the
area will be evaluated as to how well issues of the area are known.
TOTAL POSSIBLE: 100 POINTS
GENERAL INFORMATION
Submittal Due Date and Times
Five (5) hard copies of each proposal and one electronic copy of all proposal
materials provided must be received by 5:00 p.m. on December 22, 2022 at:
City of Arroyo Grande
Community Development Department
Attn: Brian Pedrotti, Community Development Director
300 E. Branch St.
Arroyo Grande. CA 93420
Submittals received after the specified time will not be accepted. Please allow adequate
time for delivery. If using a courier service, the submitting firm is responsible for ensuring
that delivery will be made directly to the required location. PDF documents must have
permissions enabled for comments and printing.
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Tentative Schedule
The following is the City’s tentative schedule for selection of the Consultant:
1. Issuance of the RFP: November 4, 2022
2. Deadline for RFP Submittal December 22, 2022
3. City Review of Qualifications December 27- January 6, 2023
4. Consultant Interviews Week of January 16, 2023
5. Award of Agreement and Notice to Proceed: February 14, 2023
Except as authorized by the City representative or as otherwise stated in the RFP,
communication during the selection process shall be directed to the specified City
representative. In order to maintain fair and equitable treatment of everyone, proposers
shall not unduly contact or offer gifts or gratuities to any official or employee of the City in
an effort to influence the selection process or in a manner that gives the appearance of
influencing the selection process. This prohibition applies before the RFP is issued,
through selection, as the project is developed, and extends through the award of a
contract. Failure to comply with this requirement may result in a disqualification in the
selection process.
Questions and Requests for Clarifications
Proposers may submit questions or formal requests for clarification on the RFP in writing
until the submittal date via email at the contact address noted below.
Brian Pedrotti, Community Development Director
City of Arroyo Grande
300 East Branch Street
Arroyo Grande, CA 93420
(805) 473-5422
bpedrotti@arroyogrande.org
Form of Agreement
At the conclusion of negotiations, the selected consultant will be required to enter into a
Consultant Services Agreement.
Licensure
The consultant shall comply with and require any subconsultants to comply with the
license laws of the State of California (Exhibit C to Attachment 1).
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Attachment 1
AGREEMENT FOR CONSULTANT SERVICES
THIS AGREEMENT FOR CONSULTANT SERVICES (“Agreement”), is made and
effective as of _________________ 2023, between ____________________
(“Consultant”), and the CITY OF ARROYO GRANDE, a Municipal Corporation (“City”). In
consideration of the mutual covenants and conditions set forth herein, the parties agree
as follows:
1. TERM
This Agreement shall commence on ____________________, 2023 and shall
remain and continue until ____________________________, 2025 unless sooner
terminated pursuant to the provisions of this Agreement. This agreement may be
extended after the initial Term upon written agreement by City and Consultant, as
necessary to complete the project. All terms and conditions of this Agreement shall apply
to any additional term.
2. SERVICES
Consultant shall perform the tasks described and comply with all terms and
provisions set forth in Exhibit “A”, attached hereto and incorporated herein by this
reference.
3. PERFORMANCE
Consultant shall at all times faithfully, competently and to the best of his/her ability,
experience and talent, perform all tasks described herein. Consultant shall employ, at a
minimum generally accepted standards and practices utilized by persons engaged in
providing similar services as are required of Consultant hereunder in meeting its
obligations under this Agreement.
4. AGREEMENT ADMINISTRATION
City’s Community Development Director shall represent City in all matters
pertaining to the administration of this Agreement. ____________________shall
represent Consultant in all matters pertaining to the administration of this Agreement.
5. PAYMENT
The City agrees to pay the Consultant in accordance with the payment rates and
terms set forth in Exhibit “B”, attached hereto and incorporated herein by this reference.
6. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE
(a) The City may at any time, for any reason, with or without cause, suspend or
terminate this Agreement, or any portion hereof, by serving upon the Consultant at
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least ten (10) days prior written notice. Upon receipt of said notice, the Consultant
shall immediately cease all work under this Agreement, unless the notice provides
otherwise. If the City suspends or terminates a portion of this Agreement such
suspension or termination shall not make void or invalidate the remainder of this
Agreement.
(b) In the event this Agreement is terminated pursuant to this Section, the City shall
pay to Consultant the actual value of the work performed up to the time of termination,
provided that the work performed is of value to the City. Upon termination of the
Agreement pursuant to this Section, the Consultant will submit an invoice to the City
pursuant to Section 5.
7. TERMINATION ON OCCURRENCE OF STATED EVENTS
This Agreement shall terminate automatically on the occurrence of any of the following
events:
(a) Bankruptcy or insolvency of any party;
(b) Sale of Consultant’s business; or
(c) Assignment of this Agreement by Consultant without the consent of City.
(d) End of the Agreement term specified in Section 1.
8. DEFAULT OF CONSULTANT
(a) The Consultant’s failure to comply with the provisions of this Agreement shall
constitute a default. In the event that Consultant is in default for cause under the
terms of this Agreement, City shall have no obligation or duty to continue
compensating Consultant for any work performed after the date of default and can
terminate this Agreement immediately by written notice to the Consultant. If such
failure by the Consultant to make progress in the performance of work hereunder
arises out of causes beyond the Consultant’s control, and without fault or
negligence of the Consultant, it shall not be considered a default.
(b) If the City Manager or his/her delegate determines that the Consultant is in default
in the performance of any of the terms or conditions of this Agreement, he/she
shall cause to be served upon the Consultant a written notice of the default. The
Consultant shall have ten (10) days after service upon it of said notice in which to
cure the default by rendering a satisfactory performance. In the event that the
Consultant fails to cure its default within such period of time, the City shall have
the right, notwithstanding any other provision of this Agreement to terminate this
Agreement without further notice and without prejudice to any other remedy to
which it may be entitled at law, in equity or under this Agreement.
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9. LAWS TO BE OBSERVED. Consultant shall:
(a) Procure all permits and licenses, pay all charges and fees, and give all notices
which may be necessary and incidental to the due and lawful prosecution of the
services to be performed by Consultant under this Agreement;
(b) Keep itself fully informed of all existing and proposed federal, state and local laws,
ordinances, regulations, orders, and decrees which may affect those engaged or
employed under this Agreement, any materials used in Consultant’s performance
under this Agreement, or the conduct of the services under this Agreement;
(c) At all times observe and comply with, and cause all of its employees to observe
and comply with all of said laws, ordinances, regulations, orders, and decrees
mentioned above;
(d) Immediately report to the City’s Contract Manager in writing any discrepancy or
inconsistency it discovers in said laws, ordinances, regulations, orders, and
decrees mentioned above in relation to any plans, drawings, specifications, or
provisions of this Agreement.
(e) The City, and its officers, agents and employees, shall not be liable at law or in
equity occasioned by failure of the Consultant to comply with this Section.
10. OWNERSHIP OF DOCUMENTS
(a) Consultant shall maintain complete and accurate records with respect to sales,
costs, expenses, receipts, and other such information required by City that relate
to the performance of services under this Agreement. Consultant shall maintain
adequate records of services provided in sufficient detail to permit an evaluation
of services. All such records shall be maintained in accordance with generally
accepted accounting principles and shall be clearly identified and readily
accessible. Consultant shall provide free access to the representatives of City or
its designees at reasonable times to such books and records; shall give City the
right to examine and audit said books and records; shall permit City to make
transcripts therefrom as necessary; and shall allow inspection of all work, data,
documents, proceedings, and activities related to this Agreement. Such records,
together with supporting documents, shall be maintained for a period of three (3)
years after receipt of final payment.
(b) Upon completion of, or in the event of termination or suspension of this Agreement,
all original documents, designs, drawings, maps, models, computer files, surveys,
notes, and other documents prepared in the course of providing the services to be
performed pursuant to this Agreement shall become the sole property of the City
and may be used, reused, or otherwise disposed of by the City without the
permission of the Consultant. With respect to computer files, Consultant shall
make available to the City, at the Consultant’s office and upon reasonable written
request by the City, the necessary computer software and hardware for purposes
of accessing, compiling, transferring, and printing computer files.
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11. INDEMNIFICATION
(a) Indemnification for Professional Liability. When the law establishes a
professional standard of care for Consultant’s Services, to the fullest extent
permitted by law, Consultant shall indemnify, protect, defend and hold harmless
City and any and all of its officials, employees and agents (“Indemnified
Parties”) from and against any and all losses, liabilities, damages, costs and
expenses, including attorney’s fees and costs to the extent same are caused
in whole or in part by any negligent or wrongful act, error or omission of
Consultant, its officers, agents, employees or subcontractors or any entity or
individual that Consultant shall bear the legal liability thereof) in the
performance of professional services under this agreement.
(b) Indemnification for Other Than Professional Liability. Other than in the
performance of professional services and to the full extent permitted by law,
Consultant shall indemnify, defend and hold harmless City, and any and all of
its employees, officials and agents from and against any liability (including
liability for claims, suits, actions, arbitration proceedings, administrative
proceedings, regulatory proceedings, losses, expenses or costs of any kind,
whether actual, alleged or threatened, including attorney’s fees and costs, court
costs, interest, defense costs, and expert witness fees), where the same arise
out of, are a consequence of, or are in any way attributable to, in whole or in
part, the performance of this Agreement by Consultant or by any individual or
entity for which Consultant is legally liable, including but not limited to officers,
agents, employees or subcontractors of Consultant.
(c) General Indemnification Provisions. Consultant agrees to obtain executed
indemnity agreements with provisions identical to those set forth here in this
section from each and every subcontractor or any other person or entity
involved by, for, with or on behalf of Consultant in the performance of this
agreement. In the event Consultant fails to obtain such indemnity obligations
from others as required here, Consultant agrees to be fully responsible
according to the terms of this section. Failure of City to monitor compliance with
these requirements imposes no additional obligations on City and will in no way
act as a waiver of any rights hereunder. This obligation to indemnify and defend
City as set forth here is binding on the successors, assigns or heirs of
Consultant and shall survive the termination of this agreement or this section.
(d) Indemnification for Design Professional Services. Notwithstanding anything
herein to the contrary, to the fullest extent permitted by law for all design
professional services arising under this Agreement, Consultant shall indemnify,
protect, defend and hold harmless City and any and all of its officials,
employees and agents ("Indemnified Parties") from and against any and all
losses, liabilities, damages, costs and expenses, including attorney's fees and
costs which arise out of, pertain to, or relate to the negligence, recklessness,
or willful misconduct of the Consultant.
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12. INSURANCE
Consultant shall maintain prior to the beginning of and for the duration of this
Agreement insurance coverage as specified in Exhibit “C” attached hereto and
incorporated herein as though set forth in full.
13. INDEPENDENT CONSULTANT
(a) Consultant is and shall at all times remain as to the City a wholly independent
Consultant. The personnel performing the services under this Agreement on
behalf of Consultant shall at all times be under Consultant’s exclusive direction
and control. Neither City nor any of its officers, employees, or agents shall have
control over the conduct of Consultant or any of Consultant’s officers,
employees, or agents, except as set forth in this Agreement. Consultant shall
not at any time or in any manner represent that it or any of its officers,
employees, or agents are in any manner officers, employees, or agents of the
City. Consultant shall not incur or have the power to incur any debt, obligation,
or liability whatever against City, or bind City in any manner.
(b) No employee benefits shall be available to Consultant in connection with
performance of this Agreement. Except for the fees paid to Consultant as
provided in the Agreement, City shall not pay salaries, wages, or other
compensation to Consultant for performing services hereunder for City. City
shall not be liable for compensation or indemnification to Consultant for injury
or sickness arising out of performing services hereunder.
14. UNDUE INFLUENCE
Consultant declares and warrants that no undue influence or pressure was or is used
against or in concert with any officer or employee of the City of Arroyo Grande in
connection with the award, terms or implementation of this Agreement, including any
method of coercion, confidential financial arrangement, or financial inducement. No officer
or employee of the City of Arroyo Grande will receive compensation, directly or indirectly,
from Consultant, or from any officer, employee or agent of Consultant, in connection with
the award of this Agreement or any work to be conducted as a result of this Agreement.
Violation of this Section shall be a material breach of this Agreement entitling the City to
any and all remedies at law or in equity.
15. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES
No member, officer, or employee of City, or their designees or agents, and no public
official who exercises authority over or responsibilities with respect to the project during
his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any
agreement or sub-agreement, or the proceeds thereof, for work to be performed in
connection with the project performed under this Agreement.
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16. RELEASE OF INFORMATION/CONFLICTS OF INTEREST
(a) All information gained by Consultant in performance of this Agreement shall be
considered confidential and shall not be released by Consultant without City’s prior
written authorization. Consultant, its officers, employees, agents, or
subcontractors, shall not without written authorization from the City Manager or
unless requested by the City Attorney, voluntarily provide declarations, letters of
support, testimony at depositions, response to interrogatories, or other information
concerning the work performed under this Agreement or relating to any project or
property located within the City. Response to a subpoena or court order shall not
be considered “voluntary” provided Consultant gives City notice of such court order
or subpoena.
(b) Consultant shall promptly notify City should Consultant, its officers, employees,
agents, or subcontractors be served with any summons, complaint, subpoena,
notice of deposition, request for documents, interrogatories, request for
admissions, or other discovery request, court order, or subpoena from any person
or party regarding this Agreement and the work performed thereunder or with
respect to any project or property located within the City. City retains the right, but
has no obligation, to represent Consultant and/or be present at any deposition,
hearing, or similar proceeding. Consultant agrees to cooperate fully with City and
to provide the opportunity to review any response to discovery requests provided
by Consultant. However, City’s right to review any such response does not imply
or mean the right by City to control, direct, or rewrite said response.
17. NOTICES
Any notice which either party may desire to give to the other party under this
Agreement must be in writing and may be given either by (i) personal service, (ii) delivery
by a reputable document delivery service, such as but not limited to, Federal Express,
which provides a receipt showing date and time of delivery, or (iii) mailing in the United
States Mail, certified mail, postage prepaid, return receipt requested, addressed to the
address of the party as set forth below or at any other address as that party may later
designate by notice:
To City: City of Arroyo Grande
Brian Pedrotti, Community Development Director
300 E. Branch Street
Arroyo Grande, CA 93420
To Consultant:
18. ASSIGNMENT
The Consultant shall not assign the performance of this Agreement, nor any part
thereof, without the prior written consent of the City.
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19. GOVERNING LAW
The City and Consultant understand and agree that the laws of the State of California
shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement
and also govern the interpretation of this Agreement. Any litigation concerning this
Agreement shall take place in the superior or federal district court with jurisdiction over
the City of Arroyo Grande.
20. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the
obligations of the parties described in this Agreement. All prior or contemporaneous
agreements, understandings, representations, and statements, or written, are merged
into this Agreement and shall be of no further force or effect. Each party is entering into
this Agreement based solely upon the representations set forth herein and upon each
party’s own independent investigation of any and all facts such party deems material.
21. TIME
City and Consultant agree that time is of the essence in this Agreement.
22. CONTENTS OF REQUEST FOR PROPOSAL AND PROPOSAL
Consultant is bound by the contents of the City’s Request for Proposal, Exhibit “D”,
attached hereto and incorporated herein by this reference, and the contents of the
proposal submitted by the Consultant, Exhibit “E”, attached hereto and incorporated
herein by this reference. In the event of conflict, the requirements of City’s Request for
Proposals and this Agreement shall take precedence over those contained in the
Consultant’s proposals.
23. CONSTRUCTION
The parties agree that each has had an opportunity to have their counsel review this
Agreement and that any rule of construction to the effect that ambiguities are to be
resolved against the drafting party shall not apply in the interpretation of this Agreement
or any amendments or exhibits thereto. The captions of the sections are for convenience
and reference only, and are not intended to be construed to define or limit the provisions
to which they relate.
24. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the
mutual written consent of all of the parties to this Agreement.
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25. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Consultant warrants
and represents that he/she has the authority to execute this Agreement on behalf of the
Consultant and has the authority to bind Consultant to the performance of its obligations
hereunder.
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IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day
and year first above written.
CITY OF ARROYO GRANDE: CONSULTANT:
By: __________________________ By:____________________________
Caren Ray Russom, Mayor
Its:____________________________
(Title)
Attest:
_____________________________
Jessica Matson, City Clerk
Approved As To Form:
_____________________________
Timothy J. Carmel, City Attorney
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EXHIBIT A – SCOPE OF WORK
Insert Copy of City RFP for
General Plan Update
Dated November 2022
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EXHIBIT B – PAYMENT SCHEDULE
Insert Copy of
Consultant’s Proposal with submitted rate sheets
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EXHIBIT C – INSURANCE REQUIREMENTS
Prior to the beginning of and throughout the duration of the Work, Consultant will maintain
insurance in conformance with the requirements set forth below. Consultant will use
existing coverage to comply with these requirements. If that existing coverage does not
meet the requirements set forth here, Consultant agrees to amend, supplement or
endorse the existing coverage to do so. Consultant acknowledges that the insurance
coverage and policy limits set forth in this section constitute the minimum amount of
coverage required. Any insurance proceeds available to City in excess of the limits and
coverage required in this agreement and which is applicable to a given loss, will be
available to City.
Consultant shall provide the following types and amounts of insurance:
Commercial General Liability Insurance using Insurance Services Office “Commercial
General Liability” policy from CG 00 01 or the exact equivalent. Defense costs must be
paid in addition to limits. There shall be no cross liability exclusion for claims or suits by
one insured against another. Limits are subject to review but in no event less than
$1,000,000 per occurrence.
Business Auto Coverage on ISO Business Auto Coverage from CA 00 01 including
symbol 1 (Any Auto) or the exact equivalent. Limits are subject to review, but in no event
to be less than $1,000,000 per accident. If Consultant owns no vehicles, this requirement
may be satisfied by a non-owned auto endorsement to the general liability policy
described above. If Consultant or Consultant’s employees will use personal autos in any
way on this project, Consultant shall provide evidence of personal auto liability coverage
for each such person.
Workers Compensation on a state-approved policy form providing statutory benefits as
required by law with employer’s liability limits no less than $1,000,000 per accident or
disease.
Excess or Umbrella Liability Insurance (Over Primary) if used to meet limit requirements,
shall provide coverage at least as broad as specified for the underlying coverages. Any
such coverage provided under an umbrella liability policy shall include a drop down
provision providing primary coverage above a maximum $25,000 self-insured retention
for liability not covered by primary but covered by the umbrella. Coverage shall be
provided on a “pay on behalf” basis, with defense costs payable in addition to policy limits.
Policy shall contain a provision obligating insurer at the time insured’s liability is
determined, not requiring actual payment by the insured first. There shall be no cross
liability exclusion precluding coverage for claims or suits by one insured against another.
Coverage shall be applicable to City for injury to employees of Consultant, subcontractors
or others involved in the Work. The scope of coverage provided is subject to approval of
City following receipt of proof of insurance as required herein. Limits are subject to review
but in no event less than $1,000,000 per occurrence.
Professional Liability or Errors and Omissions Insurance as appropriate shall be written
on a policy form coverage specifically designated to protect against acts, errors or
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omissions of the Consultant and “Covered Professional Services” as designated in the
policy must specifically include work performed under this agreement. The policy limit
shall be no less than $1,000,000 per claim and in the aggregate. The policy must “pay on
behalf of” the insured and must include a provision establishing the insurer’s duty to
defend. The policy retroactive date shall be on or before the effective date of this
agreement.
Insurance procured pursuant to these requirements shall be written by insurer that are
admitted carriers in the state California and with an A.M. Bests rating of A- or better and
a minimum financial size VII.
General conditions pertaining to provision of insurance coverage by Consultant.
Consultant and City agree to the following with respect to insurance provided by
Consultant:
1. Consultant agrees to have its insurer endorse the third party general
liability coverage required herein to include as additional insureds City,
its officials employees and agents, using standard ISO endorsement No.
CG 2010 with an edition prior to 1992. Consultant also agrees to require
all Consultants, and subcontractors to do likewise.
2. No liability insurance coverage provided to comply with this Agreement
shall prohibit Consultant, or Consultant’s employees, or agents, from
waiving the right of subrogation prior to a loss. Consultant agrees to
waive subrogation rights against City regardless of the applicability of
any insurance proceeds, and to require all Consultants and
subcontractors to do likewise.
3. All insurance coverage and limits provided by Consultant and available
or applicable to this agreement are intended to apply to the full extent of
the policies. Nothing contained in this Agreement or any other
agreement relating to the City or its operations limits the application of
such insurance coverage.
4. None of the coverages required herein will be in compliance with these
requirements if they include any limiting endorsement of any kind that
has not been first submitted to City and approved of in writing.
5. No liability policy shall contain any provision or definition that would
serve to eliminate so-called “third party action over” claims, including
any exclusion for bodily injury to an employee of the insured or of any
Consultant or subcontractor.
6. All coverage types and limits required are subject to approval,
modification and additional requirements by the City, as the need arises.
Consultant shall not make any reductions in scope of coverage (e.g.
elimination of contractual liability or reduction of discovery period) that
may affect City’s protection without City’s prior written consent.
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7. Proof of compliance with these insurance requirements, consisting of
certificates of insurance evidencing all of the coverages required and an
additional insured endorsement to Consultant’s general liability policy,
shall be delivered to City at or prior to the execution of this Agreement.
In the event such proof of any insurance is not delivered as required, or
in the event such insurance is canceled at any time and no replacement
coverage is provided, City has the right, but not the duty, to obtain any
insurance it deems necessary to protect its interests under this or any
other agreement and to pay the premium. Any premium so paid by City
shall be charged to and promptly paid by Consultant or deducted from
sums due Consultant, at City option.
8. Certificate(s) are to reflect that the insurer will provide 30 day notice to
City of any cancellation of coverage. Consultant agrees to require its
insurer to modify such certificates to delete any exculpatory wording
stating that failure of the insurer to mail written notice of cancellation
imposes no obligation, or that any party will “endeavor” (as opposed to
being required) to comply with the requirements of the certificate.
9. It is acknowledged by the parties of this agreement that all insurance
coverage required to be provided by Consultant or any subcontractor, is
intended to apply first and on a primary, noncontributing basis in relation
to any other insurance or self-insurance available to City.
10. Consultant agrees to ensure that subContractors, and any other party
involved with the project who is brought onto or involved in the project
by Consultant, provide the same minimum insurance coverage required
of Consultant. Consultant agrees to monitor and review all such
coverage and assumes all responsibility for ensuring that such coverage
is provided in conformity with the requirements of this section.
Consultant agrees that upon request, all agreements with
subContractors and others engaged in the project will be submitted to
City for review.
11. Consultant agrees not to self-insure or to use any self-insured retentions
or deductibles on any portion of the insurance required herein and
further agrees that it will not allow any Consultant, subContractor,
Architect, Engineer or other entity or person in any way involved in the
performance of work on the project contemplated by this agreement to
self-insure its obligations to City. If Consultant’s existing coverage
includes a deductible or self-insured retention, the deductible or self-
insured retention must be declared to the City. At the time the City shall
review options with the Consultant, which may include reduction or
elimination of the deductible or self-insured retention, substitution of
other coverage, or other solutions.
12. The City reserves the right at any time during the term of the contract to
change the amounts and types of insurance required by giving the
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Consultant ninety (90) days advance written notice of such change. If
such change results in substantial additional cost to the Consultant, the
City will negotiate additional compensation proportional to the increase
benefit to City.
13. For purposes of applying insurance coverage only, this Agreement will
be deemed to have been executed immediately upon any party hereto
taking any steps that can be deemed to be in furtherance of or towards
performance of this Agreement.
14. Consultant acknowledges and agrees that any actual or alleged failure
on the part of City to inform Consultant of non-compliance with any
insurance requirements in no way imposes any additional obligations on
City nor does it waive any rights hereunder in this or any other regard.
15. Consultant will renew the required coverage annually as long as City, or
its employees or agents face an exposure from operations of any type
pursuant to this agreement. This obligation applies whether or not the
agreement is canceled or terminated for any reason. Termination of this
obligation is not effective until City executes a written statement to that
effect.
16. Consultant shall provide proof that policies of insurance required herein
expiring during the term of this Agreement have been renewed or
replaced with other policies providing at least the same coverage. Proof
that such coverage has been ordered shall be submitted prior to
expiration. A coverage binder or letter from Consultant’s insurance
agent to this effect is acceptable. A certificate of insurance and/or
additional insured endorsement as required in these specifications
applicable to the renewing or new coverage must be provided to City
within five days of the expiration of the coverages.
17. The provisions of any workers’ compensation or similar act will not limit
the obligations of Consultant under this agreement. Consultant
expressly agrees not to use any statutory immunity defenses under such
laws with respect to City, its employees, officials and agents.
18. Requirements of specific coverage features or limits contained in this
section are not intended as limitations on coverage, limits or other
requirements nor as a waiver of any coverage normally provided by any
given policy. Specific reference to a given coverage feature is for
purposes of clarification only as it pertains to a given issue, and is not
intended by any party or insured to be limiting or all-inclusive.
19. These insurance requirements are intended to be separate and distinct
from any other provision in this agreement and are intended by the
parties here to be interpreted as such.
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20. The requirements in this Section supersede all other sections and
provisions of this Agreement to the extent that any other section or
provision conflicts with or impairs the provisions of this Section.
21. Consultant agrees to be responsible for ensuring that no contract used
by any party involved in any way with the project reserves the right to
charge City or Consultant for the cost of additional insurance coverage
required by this agreement. Any such provisions are to be deleted with
reference to City. It is not the intent of City to reimburse any third party
for the cost of complying with these requirements. There shall be no
recourse against City for payment of premiums or other amounts with
respect thereto.
22. Consultant agrees to provide immediate notice to City of any claim or
loss against Consultant arising out of the work performed under this
agreement. City assumes no obligation or liability by such notice, but
has the right (but not the duty) to monitor the handling of any such claim
or claims if they are likely to involve City.
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76
MINTIER HARNISH | COST PROPOSALCITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE
THREE-YEAR COST PROPOSALTHREE-YEAR WORK SCOPE COST PROPOSAL
Proposal Cost Estimate (1)(2)
Mintier Harnish
ARROYO GRANDE GENERAL PLAN
Phases, Tasks Description HARNISH Project AdvisorB. GIBBONSProject DirectorM. GIBBONS Project ManagerJUMAMOY/ZANCHETTA PlannerPlanning TechnicianSupportSubtotal HoursSubtotal CostsPrincipal IPrincipal IISupervisor Planner ISenior Supervisor Planner IISenior Planner IPlanner IIIPlanner IISenior GISSpecialistGIS/CADD Specialist ITechnical EditorProduction SpecialistAdmin/BillingSubtotal HoursSubtotal CostsSenior Project ManagerSenior Project ManagerTransportation PlannerPlannerPlannerSubtotal HoursSubtotal CostsPrincipalSenior AssociateField ResearchSubtotal HoursSubtotal CostsTOTALCOSTSPhase 1 Project Initiation
Task 1.1 Kick-Off Meeting and City Tour 12 12 12 36 $8,280 8 8 16 $4,344 2 2 4 $964 12 12 $3,180 $16,768
Task 1.2 Joint Study Session 12 18 30 $6,330 8 8 $2,280 0 $0 12 12 $3,180 $11,790
Task 1.3 Develop Final Work Program 2 12 20 12 46 $8,740 0 $0 0 $0 0 $0 $8,740
Subtotal 14 36 50 0 12 112 $23,350 16 0 0 8 0 0 0 0 0 0 0 0 24 $6,624 2 2 0 0 0 4 $964 24 0 0 24 $6,360 $37,298
Phase 2 Public Outreach Strategy
Task 2.1 Public Outreach Strategy 4 16 12 32 $5,980 0 $0 0 $0 0 $0 $5,980
Task 2.2 General Plan Website and Branding 2 4 20 26 $4,450 0 $0 0 $0 0 $0 $4,450
Task 2.3 Stakeholder Interviews 12 14 26 $5,550 0 $0 0 $0 4 4 $1,060 $6,610
Task 2.4 Newsletter: General Plan Update Overview 2 2 4 8 16 $3,050 0 $0 0 $0 0 $0 $3,050
Subtotal 2 20 38 40 0 100 $19,030 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 0 0 0 0 0 0 $0 4 0 0 4 $1,060 $20,090
Phase 3 Gather and Analyze Data
Task 3.1 Existing Data Collection and Compilation 2 4 10 16 $2,850 0 $0 0 $0 0 $0 $2,850
Task 3.2 Assemble GIS Data and Prepare the Base Map 2 4 16 22 $3,810 0 $0 0 $0 0 $0 $3,810
Task 3.3 General Plan Audit 4 24 28 $3,940 0 $0 0 $0 0 $0 $3,940
Task 3.4 Existing Conditions Evaluation 2 4 8 14 $2,530 0 $0 0 $0 0 $0 $2,530
Task 3.5 Community Workshop #1: Assets, Issues, and Opportunities Identification 10 16 36 62 $11,230 0 $0 0 $0 0 $0 $11,230
Task 3.6 Assets, Issues, and Opportunities Workshop Summary Report 2 4 12 24 42 $7,640 0 $0 0 $0 0 $0 $7,640
Task 3.7 Newsletter: Existing Conditions and Trends 2 2 4 8 16 $3,050 0 $0 0 $0 0 $0 $3,050
Task 3.8 Existing Conditions and Trends Workbook 4 12 32 60 20 128 $22,200 4 8 24 32 68 $12,180 8 6 16 10 40 $7,882 8 12 24 44 $8,000 $50,262
Subtotal 8 38 76 162 44 328 $57,250 4 0 0 8 0 24 32 0 0 0 0 0 68 $12,180 8 6 16 10 0 40 $7,882 8 12 24 44 $8,000 $85,312
Phase 4 Visioning and Guiding Principles
Task 4.1 Community Workshop #2: Community Visioning Workshop 10 16 36 62 $11,230 0 $0 0 $0 0 $0 $11,230
Task 4.2 Visioning Pop-Up Event 2 8 10 $1,670 0 $0 0 $0 0 $0 $1,670
Task 4.3 Public Outreach Summary Report: Workshop #2 2 4 12 18 $3,170 0 $0 0 $0 0 $0 $3,170
Task 4.4 Draft Vision Statement 2 8 12 8 30 $6,020 0 $0 0 $0 0 $0 $6,020
Task 4.5 Planning Commission Study Session: Vision and Guiding Principles 12 12 24 $5,160 0 $0 0 $0 0 $0 $5,160
Task 4.6 City Council Study Session: Vision and Guiding Principles 12 12 24 $5,160 0 $0 0 $0 0 $0 $5,160
Task 4.7 Final Vision Statement and Guiding Principles 2 2 4 8 $1,770 0 $0 0 $0 0 $0 $1,770
Subtotal 4 46 62 64 0 176 $34,180 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 0 0 0 0 0 0 $0 0 0 0 0 $0 $34,180
Phase 5 Alternative Choices
Task 5.1 Initial Growth Alternatives 4 20 36 60 120 $22,360 4 12 24 40 $7,908 0 $0 0 $0 $30,268
Task 5.2 Consultant Team/Staff Work Session 2 4 6 4 16 $3,270 0 $0 0 $0 0 $0 $3,270
Task 5.3 Community Workshop #3: Developing Growth Alternatives 14 24 80 118 $20,770 8 8 $2,064 0 $0 0 $0 $22,834
Task 5.4 City Council/Planning Commission Joint Study Session 12 16 28 $5,940 0 $0 0 $0 0 $0 $5,940
Subtotal 6 50 82 144 0 282 $52,340 4 0 0 20 0 0 24 0 0 0 0 0 48 $9,972 0 0 0 0 0 0 $0 0 0 0 0 $0 $62,312
Phase 6 General Plan
Task 6.1 General Plan Design, Format, and Organization Options 2 2 4 10 18 $3,370 0 $0 0 $0 0 $0 $3,370
Task 6.2 Land Use Element 0 $0 0 $0 0 $0 0 $0 $0
Subtask 6.2-1 Land Use Density and Intensity Evaluation 6 10 18 24 58 $11,260 0 $0 0 $0 0 $0 $11,260
Subtask 6.2-2 Administrative Draft Land Use Element 6 18 36 12 72 $14,730 0 $0 0 $0 0 $0 $14,730
Task 6.3 Circulation Element 2 4 4 10 $2,240 0 $0 6 6 8 8 6 34 $6,430 0 $0 $8,670
Task 6.4 Noise Element 2 4 4 10 $2,240 8 6 28 10 52 $9,452 0 $0 0 $0 $11,692
Task 6.5 Safety Element 0 $0 0 $0 0 $0 0 $0 $0
Subtask 6.5-1 Vulnerability Assessment 2 4 8 14 $3,020 2 16 8 77 103 $18,163 0 $0 0 $0 $21,183
Subtask 6.5-2 SB 99 Analysis 2 2 4 $860 24 32 56 $9,952 0 $0 0 $0 $10,812
Subtask 6.5-3 AB 747 Evacuation Analysis 2 4 4 10 $2,240 0 $0 10 4 32 24 70 $13,022 0 $0 $15,262
Subtask 6.5-3 Administrative Draft Safety Element 2 4 8 14 $3,020 2 8 4 42 12 4 72 $11,984 0 $0 0 $0 $15,004
Subtask 6.5-4 Safety Technical Advisory Committee Meeting 2 2 4 $860 4 4 8 $1,644 0 $0 0 $0 $2,504
Task 6.6 Agriculture, Conservation, and Open Space Element 2 12 12 6 32 $6,640 0 $0 0 $0 0 $0 $6,640
Task 6.7 Parks and Recreation Element 2 8 12 12 34 $6,660 0 $0 0 $0 0 $0 $6,660
Task 6.8 Economic Development Element 0 $0 0 $0 0 $0 0 $0 $0
Subtask 6.8-1 Economic Opportunities Analysis 2 4 8 14 $3,020 0 $0 0 $0 12 40 12 64 $13,260 $16,280
Subtask 6.8-2 Small Business Workshop 2 2 4 $860 0 $0 0 $0 0 $0 $860
Subtask 6.8-3 Administrative Draft Economic Development Element 2 4 8 14 $3,020 0 $0 0 $0 12 20 32 $7,380 $10,400
Task 6.9 Environmental Justice Element 0 $0 0 $0 0 $0 0 $0 $0
Subtask 6.9-1 Environmental Justice Community Analysis 2 8 12 22 $3,950 0 $0 0 $0 0 $0 $3,950
Subtask 6.9-2 Environmental Justice Working Session 2 4 4 10 $1,890 0 $0 0 $0 0 $0 $1,890
Subtask 6.9-3 Community Workshops: Environmental Justice Element 20 40 60 120 $22,100 0 $0 0 $0 0 $0 $22,100
Subtask 6.9-4 Environmental Justice Pop-Up Events 2 8 10 $1,670 0 $0 0 $0 0 $0 $1,670
Subtask 6.9-5 Administrative Draft Environmental Justice Element 4 10 36 24 74 $14,250 0 $0 0 $0 0 $0 $14,250
Task 6.10 Prepare Land Use and Circulation Diagrams 2 4 12 18 $3,170 0 $0 0 $0 0 $0 $3,170
Task 6.11 Preliminary Public Review Draft General Plan 6 8 12 18 44 $8,660 0 $0 0 $0 0 $0 $8,660
Task 6.12 Community Workshop: Draft General Plan 10 16 36 62 $11,230 0 $0 0 $0 0 $0 $11,230
Task 6.13 Planning Commission Study Session: Preliminary Public Review Draft General Plan 4 6 10 $2,110 0 $0 0 $0 0 $0 $2,110
Task 6.14 City Council Study Session: Preliminary Public Review Draft General Plan 4 6 10 $2,110 0 $0 0 $0 0 $0 $2,110
Task 6.15 Public Review Draft General Plan 4 4 8 16 32 $6,100 2 8 22 32 $5,600 0 $0 0 $0 $11,700
Task 6.16 General Plan Consultation and Referrals 4 6 10 $2,110 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 0 $0 0 $0 $2,110
Subtotal 46 154 280 254 0 734 $143,390 12 2 24 28 26 0 173 10 44 4 0 0 323 $56,795 16 10 40 32 6 104 $19,452 24 60 12 96 $20,640 $240,277
Phase 7 Program Environmental Impact Report (PEIR)
Task 7.1 CEQA Kick-off Meeting 2 4 6 $1,460 2 2 6 6 16 $3,216 0 $0 0 $0 $4,676
Task 7.2 Program EIR Project Description and Notice of Preparation 2 4 6 $1,460 2 4 12 16 12 2 48 $8,378 0 $0 0 $0 $9,838
Task 7.3 Program EIR Scoping Meeting 4 4 $940 1 6 6 13 $2,424 0 $0 0 $0 $3,364
Task 7.4 Transportation and Traffic Impact Analysis 2 4 6 $1,460 0 $0 16 30 84 30 160 $31,198 0 $0 $32,658
Task 7.5 Administrative Draft Program EIR 16 4 20 $5,100 24 54 158 352 12 22 622 $111,924 0 $0 0 $0 $117,024
Task 7.6 Staff Review/Screen Check Draft Program EIR 4 2 6 $1,510 4 6 16 18 4 4 52 $9,714 0 $0 0 $0 $11,224
Task 7.7 Draft Program EIR 4 2 6 $1,510 2 4 10 6 4 8 34 $5,964 0 $0 0 $0 $7,474
Task 7.8 Draft and Final Response to Comments 2 2 4 $910 6 20 28 40 4 2 100 $19,548 4 4 4 12 $2,660 0 $0 $23,118
Task 7.9 Mitigation Monitoring and Reporting Program 2 2 $520 1 8 12 21 $3,785 0 $0 0 $0 $4,305
Task 7.10 Final Program EIR 2 2 $520 1 8 8 8 12 37 $6,797 0 $0 0 $0 $7,317
Subtotal 36 24 2 0 0 62 $15,390 42 0 2 97 252 0 464 0 36 36 14 0 943 $171,750 20 34 88 30 0 172 $33,858 0 0 0 0 $0 $220,998
Phase 8 Public Hearings
Task 8.1 Planning Commission Hearing 12 18 30 $6,330 8 8 $2,064 4 4 $964 0 $0 $9,358
Task 8.2 City Council Hearing 12 18 30 $6,330 8 8 $2,064 4 4 $964 0 $0 $9,358
Task 8.3 Final General Plan Documents 4 8 10 20 42 $8,070 0 $0 0 $0 0 $0 $8,070
Task 8.4 City Council Adoption Hearing 12 12 18 42 $9,450 0 $0 0 $0 0 $0 $9,450
Subtotal 16 44 64 20 0 144 $30,180 0 0 0 16 0 0 0 0 0 0 0 0 16 $4,128 0 8 0 0 0 8 $1,928 0 0 0 0 $0 $36,236
Phase 9 Public Hearings
Task 9.1 Work Session 4 6 4 14 $2,750 0 $0 0 $0 0 $0 $2,750
Task 9.2 Administrative Draft Technical Development Code Update 24 60 60 144 $26,940 0 $0 0 $0 0 $0 $26,940
Task 9.3 Preliminary Review Draft Technical Development Code Amendments 10 32 32 74 $13,710 0 $0 0 $0 0 $0 $13,710
Task 9.4 Public Review Draft Technical Development Code Amendments 8 20 20 48 $8,980 0 $0 0 $0 0 $0 $8,980
Task 9.5 CEQA Compliance 8 2 2 12 $2,940 0 $0 0 $0 0 $0 $2,940
Task 9.6 Planning Commission Hearing 12 18 30 $6,330 0 $0 0 $0 0 $0 $6,330
Task 9.7 City Council Hearing 12 18 30 $6,330 0 $0 0 $0 0 $0 $6,330
Task 9.8 Final Documents to the City 4 8 12 24 $4,420 0 $0 0 $0 0 $0 $4,420
Subtotal 8 76 164 128 0 376 $72,400 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 0 0 0 0 0 0 $0 0 0 0 0 $0 $72,400
PM Project Management
PM Project Management 32 80 100 212 $35,620 16 20 56 24 116 $23,648 0 $0 0 $0 $59,268
Subtotal 0 32 80 0 100 212 $35,620 16 0 0 20 56 0 0 0 0 0 0 24 116 $23,648 0 0 0 0 0 0 $0 0 0 0 0 $0 $59,268
TOTAL
Total Hours 140 520 898 812 156 2,526 -94 2 26 197 334 24 693 10 80 40 14 24 1,538 -46 60 144 72 6 328 -60 72 36 168 --
2023 Billing Rates $260 $235 $195 $160 $125 - -$285 $295 $240 $258 $208 $170 $153 $164 $131 $130 $105 $95 - - $241 $241 $183 $158 $135 - - $265 $210 $140 - --
Labor Subtotals $36,400 $122,200 $175,110 $129,920 $19,500 -$483,130 $26,790 $590 $6,240 $50,826 $69,472 $4,080 $106,029 $1,640 $10,480 $5,200 $1,470 $2,280 -$285,097 $11,086 $14,460 $26,352 $11,376 $810 -$64,084 $15,900 $15,120 $5,040 -$36,060 $868,371
Direct Expenses (e.g., printing, travel)$15,000 $11,000 $400 $2,000 $28,400
TOTAL COST $498,130 $296,097 $64,484 $38,060 $896,771
1) This represents a total not to exceed cost based on the provided scope of work.
2) The distribution of hours between firms, staff categories, and tasks are an estimate.
While the total costs will not change, the distribution of hours/costs may vary depending on actual execution.
3) Labor rates are subject to change every January 1st, although this change will not change the total budget.
MINTIER HARNISH NATELSON DALEGHDRINCON CONSULTANTS INC
Page 1
Proposal Cost Estimate (1)(2)
Mintier Harnish
ARROYO GRANDE GENERAL PLAN
Phases, Tasks Description HARNISH Project AdvisorB. GIBBONSProject DirectorM. GIBBONSProject ManagerJUMAMOY/ZANCHETTA PlannerPlanning TechnicianSupportSubtotal HoursSubtotal CostsPrincipal IPrincipal IISupervisor PlannerISenior SupervisorPlanner IISenior Planner IPlanner IIIPlanner IISenior GIS SpecialistGIS/CADD Specialist ITechnical EditorProduction SpecialistAdmin/BillingSubtotal HoursSubtotal CostsSenior Project ManagerSenior Project ManagerTransportation PlannerPlannerPlannerSubtotal HoursSubtotal CostsPrincipalSenior AssociateField ResearchSubtotal HoursSubtotal CostsTOTAL COSTSPhase 1 Project Initiation
Task 1.1 Kick-Off Meeting and City Tour 12 12 12 36 $8,280 8 8 16 $4,344 2 2 4 $964 12 12 $3,180 $16,768
Task 1.2 Joint Study Session 12 18 30 $6,330 8 8 $2,280 0 $0 12 12 $3,180 $11,790
Task 1.3 Develop Final Work Program 2 12 20 12 46 $8,740 0 $0 0 $0 0 $0 $8,740
Subtotal 14 36 50 0 12 112 $23,350 16 0 0 8 0 0 0 0 0 0 0 0 24 $6,624 2 2 0 0 0 4 $964 24 0 0 24 $6,360 $37,298
Phase 2 Public Outreach Strategy
Task 2.1 Public Outreach Strategy 4 16 12 32 $5,980 0 $0 0 $0 0 $0 $5,980
Task 2.2 General Plan Website and Branding 2 4 20 26 $4,450 0 $0 0 $0 0 $0 $4,450
Task 2.3 Stakeholder Interviews 12 14 26 $5,550 0 $0 0 $0 4 4 $1,060 $6,610
Task 2.4 Newsletter: General Plan Update Overview 2 2 4 8 16 $3,050 0 $0 0 $0 0 $0 $3,050
Subtotal 2 20 38 40 0 100 $19,030 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 0 0 0 0 0 0 $0 4 0 0 4 $1,060 $20,090
Phase 3 Gather and Analyze Data
Task 3.1 Existing Data Collection and Compilation 2 4 10 16 $2,850 0 $0 0 $0 0 $0 $2,850
Task 3.2 Assemble GIS Data and Prepare the Base Map 2 4 16 22 $3,810 0 $0 0 $0 0 $0 $3,810
Task 3.3 General Plan Audit 4 24 28 $3,940 0 $0 0 $0 0 $0 $3,940
Task 3.4 Existing Conditions Evaluation 2 4 8 14 $2,530 0 $0 0 $0 0 $0 $2,530
Task 3.5 Community Workshop #1: Assets, Issues, and Opportunities Identification 10 16 36 62 $11,230 0 $0 0 $0 0 $0 $11,230
Task 3.6 Assets, Issues, and Opportunities Workshop Summary Report 2 4 12 24 42 $7,640 0 $0 0 $0 0 $0 $7,640
Task 3.7 Newsletter: Existing Conditions and Trends 2 2 4 8 16 $3,050 0 $0 0 $0 0 $0 $3,050
Task 3.8 Existing Conditions and Trends Workbook 4 12 32 60 20 128 $22,200 4 8 24 32 68 $12,180 8 6 16 10 40 $7,882 8 12 24 44 $8,000 $50,262
Subtotal 8 38 76 162 44 328 $57,250 4 0 0 8 0 24 32 0 0 0 0 0 68 $12,180 8 6 16 10 0 40 $7,882 8 12 24 44 $8,000 $85,312
Phase 4 Visioning and Guiding Principles
Task 4.1 Community Workshop #2: Community Visioning Workshop 10 16 36 62 $11,230 0 $0 0 $0 0 $0 $11,230
Task 4.2 Visioning Pop-Up Event 2 8 10 $1,670 0 $0 0 $0 0 $0 $1,670
Task 4.3 Public Outreach Summary Report: Workshop #2 2 4 12 18 $3,170 0 $0 0 $0 0 $0 $3,170
Task 4.4 Draft Vision Statement 2 8 12 8 30 $6,020 0 $0 0 $0 0 $0 $6,020
Task 4.5 Planning Commission Study Session: Vision and Guiding Principles 12 12 24 $5,160 0 $0 0 $0 0 $0 $5,160
Task 4.6 City Council Study Session: Vision and Guiding Principles 12 12 24 $5,160 0 $0 0 $0 0 $0 $5,160
Task 4.7 Final Vision Statement and Guiding Principles 2 2 4 8 $1,770 0 $0 0 $0 0 $0 $1,770
Subtotal 4 46 62 64 0 176 $34,180 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 0 0 0 0 0 0 $0 0 0 0 0 $0 $34,180
Phase 5 Alternative Choices
Task 5.1 Initial Growth Alternatives 4 20 36 60 120 $22,360 4 12 24 40 $7,908 0 $0 0 $0 $30,268
Task 5.2 Consultant Team/Staff Work Session 2 4 6 4 16 $3,270 0 $0 0 $0 0 $0 $3,270
Task 5.3 Community Workshop #3: Developing Growth Alternatives 14 24 80 118 $20,770 8 8 $2,064 0 $0 0 $0 $22,834
Task 5.4 City Council/Planning Commission Joint Study Session 12 16 28 $5,940 0 $0 0 $0 0 $0 $5,940
Subtotal 6 50 82 144 0 282 $52,340 4 0 0 20 0 0 24 0 0 0 0 0 48 $9,972 0 0 0 0 0 0 $0 0 0 0 0 $0 $62,312
Phase 6 General Plan
Task 6.1 General Plan Design, Format, and Organization Options 2 2 4 10 18 $3,370 0 $0 0 $0 0 $0 $3,370
Task 6.2 Land Use Element 0 $0 0 $0 0 $0 0 $0 $0
Subtask 6.2-1 Land Use Density and Intensity Evaluation 6 10 18 24 58 $11,260 0 $0 0 $0 0 $0 $11,260
Subtask 6.2-2 Administrative Draft Land Use Element 6 18 36 12 72 $14,730 0 $0 0 $0 0 $0 $14,730
Task 6.3 Circulation Element 2 4 4 10 $2,240 0 $0 6 6 8 8 6 34 $6,430 0 $0 $8,670
Task 6.4 Noise Element 2 4 4 10 $2,240 8 6 28 10 52 $9,452 0 $0 0 $0 $11,692
Task 6.5 Safety Element 0 $0 0 $0 0 $0 0 $0 $0
Subtask 6.5-1 Vulnerability Assessment 2 4 8 14 $3,020 2 16 8 77 103 $18,163 0 $0 0 $0 $21,183
Subtask 6.5-2 SB 99 Analysis 2 2 4 $860 24 32 56 $9,952 0 $0 0 $0 $10,812
Subtask 6.5-3 AB 747 Evacuation Analysis 2 4 4 10 $2,240 0 $0 10 4 32 24 70 $13,022 0 $0 $15,262
Subtask 6.5-3 Administrative Draft Safety Element 2 4 8 14 $3,020 2 8 4 42 12 4 72 $11,984 0 $0 0 $0 $15,004
Subtask 6.5-4 Safety Technical Advisory Committee Meeting 2 2 4 $860 4 4 8 $1,644 0 $0 0 $0 $2,504
Task 6.6 Agriculture, Conservation, and Open Space Element 2 12 12 6 32 $6,640 0 $0 0 $0 0 $0 $6,640
Task 6.7 Parks and Recreation Element 2 8 12 12 34 $6,660 0 $0 0 $0 0 $0 $6,660
Task 6.8 Economic Development Element 0 $0 0 $0 0 $0 0 $0 $0
Subtask 6.8-1 Economic Opportunities Analysis 2 4 8 14 $3,020 0 $0 0 $0 12 40 12 64 $13,260 $16,280
Subtask 6.8-2 Small Business Workshop 2 2 4 $860 0 $0 0 $0 0 $0 $860
Subtask 6.8-3 Administrative Draft Economic Development Element 2 4 8 14 $3,020 0 $0 0 $0 12 20 32 $7,380 $10,400
Task 6.9 Environmental Justice Element 0 $0 0 $0 0 $0 0 $0 $0
Subtask 6.9-1 Environmental Justice Community Analysis 2 8 12 22 $3,950 0 $0 0 $0 0 $0 $3,950
Subtask 6.9-2 Environmental Justice Working Session 2 4 4 10 $1,890 0 $0 0 $0 0 $0 $1,890
Subtask 6.9-3 Community Workshops: Environmental Justice Element 20 40 60 120 $22,100 0 $0 0 $0 0 $0 $22,100
Subtask 6.9-4 Environmental Justice Pop-Up Events 2 8 10 $1,670 0 $0 0 $0 0 $0 $1,670
Subtask 6.9-5 Administrative Draft Environmental Justice Element 4 10 36 24 74 $14,250 0 $0 0 $0 0 $0 $14,250
Task 6.10 Prepare Land Use and Circulation Diagrams 2 4 12 18 $3,170 0 $0 0 $0 0 $0 $3,170
Task 6.11 Preliminary Public Review Draft General Plan 6 8 12 18 44 $8,660 0 $0 0 $0 0 $0 $8,660
Task 6.12 Community Workshop: Draft General Plan 10 16 36 62 $11,230 0 $0 0 $0 0 $0 $11,230
Task 6.13 Planning Commission Study Session: Preliminary Public Review Draft General Plan 4 6 10 $2,110 0 $0 0 $0 0 $0 $2,110
Task 6.14 City Council Study Session: Preliminary Public Review Draft General Plan 4 6 10 $2,110 0 $0 0 $0 0 $0 $2,110
Task 6.15 Public Review Draft General Plan 4 4 8 16 32 $6,100 2 8 22 32 $5,600 0 $0 0 $0 $11,700
Task 6.16 General Plan Consultation and Referrals 4 6 10 $2,110 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 0 $0 0 $0 $2,110
Subtotal 46 154 280 254 0 734 $143,390 12 2 24 28 26 0 173 10 44 4 0 0 323 $56,795 16 10 40 32 6 104 $19,452 24 60 12 96 $20,640 $240,277
Phase 7 Program Environmental Impact Report (PEIR)
Task 7.1 CEQA Kick-off Meeting 2 4 6 $1,460 2 2 6 6 16 $3,216 0 $0 0 $0 $4,676
Task 7.2 Program EIR Project Description and Notice of Preparation 2 4 6 $1,460 2 4 12 16 12 2 48 $8,378 0 $0 0 $0 $9,838
Task 7.3 Program EIR Scoping Meeting 4 4 $940 1 6 6 13 $2,424 0 $0 0 $0 $3,364
Task 7.4 Transportation and Traffic Impact Analysis 2 4 6 $1,460 0 $0 16 30 84 30 160 $31,198 0 $0 $32,658
Task 7.5 Administrative Draft Program EIR 16 4 20 $5,100 24 54 158 352 12 22 622 $111,924 0 $0 0 $0 $117,024
Task 7.6 Staff Review/Screen Check Draft Program EIR 4 2 6 $1,510 4 6 16 18 4 4 52 $9,714 0 $0 0 $0 $11,224
Task 7.7 Draft Program EIR 4 2 6 $1,510 2 4 10 6 4 8 34 $5,964 0 $0 0 $0 $7,474
Task 7.8 Draft and Final Response to Comments 2 2 4 $910 6 20 28 40 4 2 100 $19,548 4 4 4 12 $2,660 0 $0 $23,118
Task 7.9 Mitigation Monitoring and Reporting Program 2 2 $520 1 8 12 21 $3,785 0 $0 0 $0 $4,305
Task 7.10 Final Program EIR 2 2 $520 1 8 8 8 12 37 $6,797 0 $0 0 $0 $7,317
Subtotal 36 24 2 0 0 62 $15,390 42 0 2 97 252 0 464 0 36 36 14 0 943 $171,750 20 34 88 30 0 172 $33,858 0 0 0 0 $0 $220,998
Phase 8 Public Hearings
Task 8.1 Planning Commission Hearing 12 18 30 $6,330 8 8 $2,064 4 4 $964 0 $0 $9,358
Task 8.2 City Council Hearing 12 18 30 $6,330 8 8 $2,064 4 4 $964 0 $0 $9,358
Task 8.3 Final General Plan Documents 4 8 10 20 42 $8,070 0 $0 0 $0 0 $0 $8,070
Task 8.4 City Council Adoption Hearing 12 12 18 42 $9,450 0 $0 0 $0 0 $0 $9,450
Subtotal 16 44 64 20 0 144 $30,180 0 0 0 16 0 0 0 0 0 0 0 0 16 $4,128 0 8 0 0 0 8 $1,928 0 0 0 0 $0 $36,236
Phase 9 Public Hearings
Task 9.1 Work Session 4 6 4 14 $2,750 0 $0 0 $0 0 $0 $2,750
Task 9.2 Administrative Draft Technical Development Code Update 24 60 60 144 $26,940 0 $0 0 $0 0 $0 $26,940
Task 9.3 Preliminary Review Draft Technical Development Code Amendments 10 32 32 74 $13,710 0 $0 0 $0 0 $0 $13,710
Task 9.4 Public Review Draft Technical Development Code Amendments 8 20 20 48 $8,980 0 $0 0 $0 0 $0 $8,980
Task 9.5 CEQA Compliance 8 2 2 12 $2,940 0 $0 0 $0 0 $0 $2,940
Task 9.6 Planning Commission Hearing 12 18 30 $6,330 0 $0 0 $0 0 $0 $6,330
Task 9.7 City Council Hearing 12 18 30 $6,330 0 $0 0 $0 0 $0 $6,330
Task 9.8 Final Documents to the City 4 8 12 24 $4,420 0 $0 0 $0 0 $0 $4,420
Subtotal 8 76 164 128 0 376 $72,400 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 0 0 0 0 0 0 $0 0 0 0 0 $0 $72,400
PM Project Management
PM Project Management 32 80 100 212 $35,620 16 20 56 24 116 $23,648 0 $0 0 $0 $59,268
Subtotal 0 32 80 0 100 212 $35,620 16 0 0 20 56 0 0 0 0 0 0 24 116 $23,648 0 0 0 0 0 0 $0 0 0 0 0 $0 $59,268
TOTAL
Total Hours 140 520 898 812 156 2,526 -94 2 26 197 334 24 693 10 80 40 14 24 1,538 -46 60 144 72 6 328 -60 72 36 168 --
2023 Billing Rates $260 $235 $195 $160 $125 - -$285 $295 $240 $258 $208 $170 $153 $164 $131 $130 $105 $95 - - $241 $241 $183 $158 $135 - - $265 $210 $140 - --
Labor Subtotals $36,400 $122,200 $175,110 $129,920 $19,500 -$483,130 $26,790 $590 $6,240 $50,826 $69,472 $4,080 $106,029 $1,640 $10,480 $5,200 $1,470 $2,280 -$285,097 $11,086 $14,460 $26,352 $11,376 $810 -$64,084 $15,900 $15,120 $5,040 -$36,060 $868,371
Direct Expenses (e.g., printing, travel)$15,000 $11,000 $400 $2,000 $28,400
TOTAL COST $498,130 $296,097 $64,484 $38,060 $896,771
1) This represents a total not to exceed cost based on the provided scope of work.
2) The distribution of hours between firms, staff categories, and tasks are an estimate.
While the total costs will not change, the distribution of hours/costs may vary depending on actual execution.
3) Labor rates are subject to change every January 1st, although this change will not change the total budget.
MINTIER HARNISH NATELSON DALEGHDRINCON CONSULTANTS INC
Page 1
EXHIBIT B
Page 103 of 589
98
MINTIER HARNISH | COST PROPOSALCITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE
OPTIONAL TASKS COST PROPOSALOPTIONAL TASKS COST PROPOSAL
Proposal Cost Estimate (1)(2)Mintier Harnish
ARROYO GRANDE GENERAL PLAN OPTIONAL TASKS
Phases, Tasks Description HARNISH Project AdvisorB. GIBBONS Project DirectorM. GIBBONS Project ManagerJUMAMOY/ZANCHETTA PlannerPlanning TechnicianSupportSubtotal HoursSubtotal CostsPrincipal IPrincipal IISupervisor Planner ISenior Supervisor Planner IISenior Planner IPlanner IIIPlanner IISenior GIS SpecialistGIS/CADD Specialist ITechnical EditorProduction SpecialistAdmin/BillingSubtotal HoursSubtotal CostsTBDTBDTBDTBDSubtotal HoursSubtotal CostsPrincipalSenior AssociateField ResearchSubtotal HoursSubtotal CostsTOTAL COSTSPhase PO Public Outreach Activities
Task PO-1 Meetings with Agency Committees and Commissions (cost shown is per meeting)4 6 2 12 $2,430 0 $0 0 $0 0 $0 $2,430
Task PO-2 Technical Advisory Groups (cost shown is per meeting)4 8 12 $2,500 0 $0 0 $0 0 $0 $2,500
Task PO-3 Focus Groups (cost shown is per meeting)4 6 4 14 $2,750 0 $0 0 $0 0 $0 $2,750
Task PO-4 Speaker Series 36 60 24 120 $24,000 0 $0 0 $0 0 $0 $24,000
Subtotal 0 48 80 30 0 158 $31,680 0000 00 0000000$0 00000$0 0000$0$31,680
Phase AR Alternatives Report
Task AR-1 Alternatives Report 8 36 72 100 216 $40,580 0 $0 0 $0 0 $0 $40,580
Subtotal 8 36 72 100 0 216 $40,580 0000 00 0000000$0 00000$0 0000$0$40,580
Phase CU Comprehensive Code Update
Task CU-1 Comprehensive Zoning Code Update 60 220 300 240 820 $164,200 0 $0 0 $0 0 $0 $164,200
Direct Expenses $7,500 0 $0 0 $0 0 $0 $7,500
Subtotal 60 220 300 240 0 820 $171,700 0000 00 0000000$0 00000$0 0000$0$171,700
Phase ED Economic Development Tasks Economic Development Tasks
Task ED-1 Retail Market Analysis 2 2 2 6 $1,380 0 $0 0 $0 16 40 20 76 $15,440 $16,820
Task ED-2 Market Demand Studies for Other Land Uses 2 2 2 6 $1,380 0 $0 0 $0 24 60 32 116 $23,440 $24,820
Subtotal 4 4 4 0 0 12 $2,760 0000 00 0000000$0 00000$04010052192$38,880 $41,640
Phase CAP Climate Action Plan Update
Task CAP-1 Project Management 0 $0 14 24 26 64 $15,298 0 $0 0 $0 $15,298
Task CAP-2 Virtual Project Kick-off Meeting 0 $0 2 2 4 8 $1,902 0 $0 0 $0 $1,902
Task CAP-3 Greenhouse Gas (GHG) Inventory 0 $0 6 26 60 2 94 $17,568 0 $0 0 $0 $17,568
Task CAP-4 Forecast and Target Setting 0 $0 6 14 28 46 6 4 104 $19,934 0 $0 0 $0 $19,934
Task CAP-5 GHG Measure Development 0 $0 8 24 30 60 2 124 $24,820 0 $0 0 $0 $24,820
Task CAP-6 Measure Quantification and CEQA Defensibility Analysis 0 $0 6 12 20 30 26 6 2 102 $18,858 0 $0 0 $0 $18,858
Task CAP-7 Implementation and Monitoring Tool – CAPDash 0 $0 4 6 12 20 4 46 $8,896 0 $0 0 $0 $8,896
Task CAP-8 Implementation and Monitoring Strategy 0 $0 4 4 20 20 60 8 116 $19,920 0 $0 0 $0 $19,920
Task CAP-9 Climate Action Plan Summary Document (appendix)0 $0 4 4 16 24 2 50 $9,738 0 $0 0 $0 $9,738
Direct Expenses 0 $0 0 $7,500 0 $0 0 $0 $7,500
Subtotal 0 0 0 0 0 0 $0 0 54 90 0 182 260 86 0 0 22 0 14 708 $144,434 00000$0 0000$0$144,434
TOTAL
Total Hours 72 308 456 370 0 1,206 -0 54 90 0 182 260 86 0 0 22 0 14 708 -0 0 0 0 0 -40 100 52 192 --
2023 Billing Rates $260 $235 $195 $160 $125 - -$285 $295 $240 $258 $208 $170 $153 $164 $131 $130 $105 $95 - - $285 $224 $184 $146 - - $265 $210 $140 - --
Labor Subtotals $18,720 $72,380 $88,920 $59,200 $0 -$246,720 $0 $15,930 $21,600 $0 $37,856 $44,200 $13,158 $0 $0 $2,860 $0 $1,330 -$144,434 $0 $0 $0 $0 -$0 $10,600 $21,000 $7,280 -$38,880 $430,034
TOTAL COST $246,720 $144,434 $0 $38,880 $430,034
1) This represents a total not to exceed cost based on the provided scope of work.
2) The distribution of hours between firms, staff categories, and tasks are an estimate.
While the total costs will not change, the distribution of hours/costs may vary depending on actual execution.
3) Labor rates are subject to change every January 1st, although this change will not change the total budget.
MINTIER HARNISH NATELSON DALEGHDRINCON CONSULTANTS INC
Page 1
Proposal Cost Estimate (1)(2)Mintier Harnish
ARROYO GRANDE GENERAL PLAN OPTIONAL TASKS
Phases, Tasks Description HARNISH Project AdvisorB. GIBBONS Project DirectorM. GIBBONS Project ManagerJUMAMOY/ZANCHETTA PlannerPlanning TechnicianSupportSubtotal HoursSubtotal CostsPrincipal IPrincipal IISupervisor Planner ISenior Supervisor Planner IISenior Planner IPlanner IIIPlanner IISenior GIS SpecialistGIS/CADD Specialist ITechnical EditorProduction SpecialistAdmin/BillingSubtotal HoursSubtotal CostsTBDTBDTBDTBDSubtotal HoursSubtotal CostsPrincipalSenior AssociateField ResearchSubtotal HoursSubtotal CostsTOTAL COSTSPhase PO Public Outreach Activities
Task PO-1 Meetings with Agency Committees and Commissions (cost shown is per meeting)4 6 2 12 $2,430 0 $0 0 $0 0 $0 $2,430
Task PO-2 Technical Advisory Groups (cost shown is per meeting)4 8 12 $2,500 0 $0 0 $0 0 $0 $2,500
Task PO-3 Focus Groups (cost shown is per meeting)4 6 4 14 $2,750 0 $0 0 $0 0 $0 $2,750
Task PO-4 Speaker Series 36 60 24 120 $24,000 0 $0 0 $0 0 $0 $24,000
Subtotal 0 48 80 30 0 158 $31,680 0000 00 0000000$0 00000$0 0000$0$31,680
Phase AR Alternatives Report
Task AR-1 Alternatives Report 8 36 72 100 216 $40,580 0 $0 0 $0 0 $0 $40,580
Subtotal 8 36 72 100 0 216 $40,580 0000 00 0000000$0 00000$0 0000$0$40,580
Phase CU Comprehensive Code Update
Task CU-1 Comprehensive Zoning Code Update 60 220 300 240 820 $164,200 0 $0 0 $0 0 $0 $164,200
Direct Expenses $7,500 0 $0 0 $0 0 $0 $7,500
Subtotal 60 220 300 240 0 820 $171,700 0000 00 0000000$0 00000$0 0000$0$171,700
Phase ED Economic Development Tasks Economic Development Tasks
Task ED-1 Retail Market Analysis 2 2 2 6 $1,380 0 $0 0 $0 16 40 20 76 $15,440 $16,820
Task ED-2 Market Demand Studies for Other Land Uses 2 2 2 6 $1,380 0 $0 0 $0 24 60 32 116 $23,440 $24,820
Subtotal 4 4 4 0 0 12 $2,760 0000 00 0000000$0 00000$04010052192$38,880 $41,640
Phase CAP Climate Action Plan Update
Task CAP-1 Project Management 0 $0 14 24 26 64 $15,298 0 $0 0 $0 $15,298
Task CAP-2 Virtual Project Kick-off Meeting 0 $0 2 2 4 8 $1,902 0 $0 0 $0 $1,902
Task CAP-3 Greenhouse Gas (GHG) Inventory 0 $0 6 26 60 2 94 $17,568 0 $0 0 $0 $17,568
Task CAP-4 Forecast and Target Setting 0 $0 6 14 28 46 6 4 104 $19,934 0 $0 0 $0 $19,934
Task CAP-5 GHG Measure Development 0 $0 8 24 30 60 2 124 $24,820 0 $0 0 $0 $24,820
Task CAP-6 Measure Quantification and CEQA Defensibility Analysis 0 $0 6 12 20 30 26 6 2 102 $18,858 0 $0 0 $0 $18,858
Task CAP-7 Implementation and Monitoring Tool – CAPDash 0 $0 4 6 12 20 4 46 $8,896 0 $0 0 $0 $8,896
Task CAP-8 Implementation and Monitoring Strategy 0 $0 4 4 20 20 60 8 116 $19,920 0 $0 0 $0 $19,920
Task CAP-9 Climate Action Plan Summary Document (appendix)0 $0 4 4 16 24 2 50 $9,738 0 $0 0 $0 $9,738
Direct Expenses 0 $0 0 $7,500 0 $0 0 $0 $7,500
Subtotal 0 0 0 0 0 0 $0 0 54 90 0 182 260 86 0 0 22 0 14 708 $144,434 00000$0 0000$0$144,434
TOTAL
Total Hours 72 308 456 370 0 1,206 -0 54 90 0 182 260 86 0 0 22 0 14 708 -0 0 0 0 0 -40 100 52 192 --
2023 Billing Rates $260 $235 $195 $160 $125 - -$285 $295 $240 $258 $208 $170 $153 $164 $131 $130 $105 $95 - - $285 $224 $184 $146 - - $265 $210 $140 - --
Labor Subtotals $18,720 $72,380 $88,920 $59,200 $0 -$246,720 $0 $15,930 $21,600 $0 $37,856 $44,200 $13,158 $0 $0 $2,860 $0 $1,330 -$144,434 $0 $0 $0 $0 -$0 $10,600 $21,000 $7,280 -$38,880 $430,034
TOTAL COST $246,720 $144,434 $0 $38,880 $430,034
1) This represents a total not to exceed cost based on the provided scope of work.
2) The distribution of hours between firms, staff categories, and tasks are an estimate.
While the total costs will not change, the distribution of hours/costs may vary depending on actual execution.
3) Labor rates are subject to change every January 1st, although this change will not change the total budget.
MINTIER HARNISH NATELSON DALEGHDRINCON CONSULTANTS INC
Page 1
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EXHIBIT C – INSURANCE REQUIREMENTS
Prior to the beginning of and throughout the duration of the Work, Consultant will maintain
insurance in conformance with the requirements set forth below. Consultant will use
existing coverage to comply with these requirements. If that existing coverage does not
meet the requirements set forth here, Consultant agrees to amend, supplement or
endorse the existing coverage to do so. Consultant acknowledges that the insurance
coverage and policy limits set forth in this section constitute the minimum amount of
coverage required. Any insurance proceeds available to City in excess of the limits and
coverage required in this agreement and which is applicable to a given loss, will be
available to City.
Consultant shall provide the following types and amounts of insurance:
Commercial General Liability Insurance using Insurance Services Office “Commercial
General Liability” policy from CG 00 01 or the exact equivalent. Defense costs must be
paid in addition to limits. There shall be no cross liability exclusion for claims or suits by
one insured against another. Limits are subject to review but in no event less than
$1,000,000 per occurrence.
Business Auto Coverage on ISO Business Auto Coverage from CA 00 01 including
symbol 1 (Any Auto) or the exact equivalent. Limits are subject to review, but in no event
to be less than $1,000,000 per accident. If Consultant owns no vehicles, this requirement
may be satisfied by a non-owned auto endorsement to the general liability policy
described above. If Consultant or Consultant’s employees will use personal autos in any
way on this project, Consultant shall provide evidence of personal auto liability coverage
for each such person.
Workers Compensation on a state-approved policy form providing statutory benefits as
required by law with employer’s liability limits no less than $1,000,000 per accident or
disease.
Excess or Umbrella Liability Insurance (Over Primary) if used to meet limit requirements,
shall provide coverage at least as broad as specified for the underlying coverages. Any
such coverage provided under an umbrella liability policy shall include a drop down
provision providing primary coverage above a maximum $25,000 self-insured retention
for liability not covered by primary but covered by the umbrella. Coverage shall be
provided on a “pay on behalf” basis, with defense costs payable in addition to policy limits.
Policy shall contain a provision obligating insurer at the time insured’s liability is
determined, not requiring actual payment by the insured first. There shall be no cross
liability exclusion precluding coverage for claims or suits by one insured against another.
Coverage shall be applicable to City for injury to employees of Consultant, subcontractors
or others involved in the Work. The scope of coverage provided is subject to approval of
City following receipt of proof of insurance as required herein. Limits are subject to review
but in no event less than $1,000,000 per occurrence.
Professional Liability or Errors and Omissions Insurance as appropriate shall be written
on a policy form coverage specifically designated to protect against acts, errors or
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omissions of the Consultant and “Covered Professional Services” as designated in the
policy must specifically include work performed under this agreement. The policy limit
shall be no less than $1,000,000 per claim and in the aggregate. The policy must “pay on
behalf of” the insured and must include a provision establishing the insurer’s duty to
defend. The policy retroactive date shall be on or before the effective date of this
agreement.
Insurance procured pursuant to these requirements shall be written by insurer that are
admitted carriers in the state California and with an A.M. Bests rating of A- or better and
a minimum financial size VII.
General conditions pertaining to provision of insurance coverage by Consultant.
Consultant and City agree to the following with respect to insurance provided by
Consultant:
1. Consultant agrees to have its insurer endorse the third party general
liability coverage required herein to include as additional insureds City,
its officials employees and agents, using standard ISO endorsement No.
CG 2010 with an edition prior to 1992. Consultant also agrees to require
all Consultants, and subcontractors to do likewise.
2. No liability insurance coverage provided to comply with this Agreement
shall prohibit Consultant, or Consultant’s employees, or agents, from
waiving the right of subrogation prior to a loss. Consultant agrees to
waive subrogation rights against City regardless of the applicability of
any insurance proceeds, and to require all Consultants and
subcontractors to do likewise.
3. All insurance coverage and limits provided by Consultant and available
or applicable to this agreement are intended to apply to the full extent of
the policies. Nothing contained in this Agreement or any other
agreement relating to the City or its operations limits the application of
such insurance coverage.
4. None of the coverages required herein will be in compliance with these
requirements if they include any limiting endorsement of any kind that
has not been first submitted to City and approved of in writing.
5. No liability policy shall contain any provision or definition that would
serve to eliminate so-called “third party action over” claims, including
any exclusion for bodily injury to an employee of the insured or of any
Consultant or subcontractor.
6. All coverage types and limits required are subject to approval,
modification and additional requirements by the City, as the need arises.
Consultant shall not make any reductions in scope of coverage (e.g.
elimination of contractual liability or reduction of discovery period) that
may affect City’s protection without City’s prior written consent.
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7. Proof of compliance with these insurance requirements, consisting of
certificates of insurance evidencing all of the coverages required and an
additional insured endorsement to Consultant’s general liability policy,
shall be delivered to City at or prior to the execution of this Agreement.
In the event such proof of any insurance is not delivered as required, or
in the event such insurance is canceled at any time and no replacement
coverage is provided, City has the right, but not the duty, to obtain any
insurance it deems necessary to protect its interests under this or any
other agreement and to pay the premium. Any premium so paid by City
shall be charged to and promptly paid by Consultant or deducted from
sums due Consultant, at City option.
8. Certificate(s) are to reflect that the insurer will provide 30 day notice to
City of any cancellation of coverage. Consultant agrees to require its
insurer to modify such certificates to delete any exculpatory wording
stating that failure of the insurer to mail written notice of cancellation
imposes no obligation, or that any party will “endeavor” (as opposed to
being required) to comply with the requirements of the certificate.
9. It is acknowledged by the parties of this agreement that all insurance
coverage required to be provided by Consultant or any subcontractor, is
intended to apply first and on a primary, noncontributing basis in relation
to any other insurance or self-insurance available to City.
10. Consultant agrees to ensure that subcontractors, and any other party
involved with the project who is brought onto or involved in the project
by Consultant, provide the same minimum insurance coverage required
of Consultant. Consultant agrees to monitor and review all such
coverage and assumes all responsibility for ensuring that such coverage
is provided in conformity with the requirements of this section.
Consultant agrees that upon request, all agreements with
subcontractors and others engaged in the project will be submitted to
City for review.
11. Consultant agrees not to self-insure or to use any self-insured retentions
or deductibles on any portion of the insurance required herein and
further agrees that it will not allow any Consultant, subcontractor,
Architect, Engineer or other entity or person in any way involved in the
performance of work on the project contemplated by this agreement to
self-insure its obligations to City. If Consultant’s existing coverage
includes a deductible or self-insured retention, the deductible or self-
insured retention must be declared to the City. At the time the City shall
review options with the Consultant, which may include reduction or
elimination of the deductible or self-insured retention, substitution of
other coverage, or other solutions.
12. The City reserves the right at any time during the term of the contract to
change the amounts and types of insurance required by giving the
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Consultant ninety (90) days advance written notice of such change. If
such change results in substantial additional cost to the Consultant, the
City will negotiate additional compensation proportional to the increase
benefit to City.
13. For purposes of applying insurance coverage only, this Agreement will
be deemed to have been executed immediately upon any party hereto
taking any steps that can be deemed to be in furtherance of or towards
performance of this Agreement.
14. Consultant acknowledges and agrees that any actual or alleged failure
on the part of City to inform Consultant of non-compliance with any
insurance requirements in no way imposes any additional obligations on
City nor does it waive any rights hereunder in this or any other regard.
15. Consultant will renew the required coverage annually as long as City, or
its employees or agents face an exposure from operations of any type
pursuant to this agreement. This obligation applies whether or not the
agreement is canceled or terminated for any reason. Termination of this
obligation is not effective until City executes a written statement to that
effect.
16. Consultant shall provide proof that policies of insurance required herein
expiring during the term of this Agreement have been renewed or
replaced with other policies providing at least the same coverage. Proof
that such coverage has been ordered shall be submitted prior to
expiration. A coverage binder or letter from Consultant’s insurance
agent to this effect is acceptable. A certificate of insurance and/or
additional insured endorsement as required in these specifications
applicable to the renewing or new coverage must be provided to City
within five days of the expiration of the coverages.
17. The provisions of any workers’ compensation or similar act will not limit
the obligations of Consultant under this agreement. Consultant
expressly agrees not to use any statutory immunity defenses under such
laws with respect to City, its employees, officials and agents.
18. Requirements of specific coverage features or limits contained in this
section are not intended as limitations on coverage, limits or other
requirements nor as a waiver of any coverage normally provided by any
given policy. Specific reference to a given coverage feature is for
purposes of clarification only as it pertains to a given issue, and is not
intended by any party or insured to be limiting or all-inclusive.
19. These insurance requirements are intended to be separate and distinct
from any other provision in this agreement and are intended by the
parties here to be interpreted as such.
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20. The requirements in this Section supersede all other sections and
provisions of this Agreement to the extent that any other section or
provision conflicts with or impairs the provisions of this Section.
21. Consultant agrees to be responsible for ensuring that no contract used
by any party involved in any way with the project reserves the right to
charge City or Consultant for the cost of additional insurance coverage
required by this agreement. Any such provisions are to be deleted with
reference to City. It is not the intent of City to reimburse any third party
for the cost of complying with these requirements. There shall be no
recourse against City for payment of premiums or other amounts with
respect thereto.
22. Consultant agrees to provide immediate notice to City of any claim or
loss against Consultant arising out of the work performed under this
agreement. City assumes no obligation or liability by such notice, but
has the right (but not the duty) to monitor the handling of any such claim
or claims if they are likely to involve City.
Page 109 of 589
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:
EXHIBIT D
Page 110 of 589
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
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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
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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
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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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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
• Librar y 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 inter view materials
• Stakeholder Inter view 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 boundar y
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 ser ve 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
industr y (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 summar y 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
• Preliminar y 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 summar y of impacts;
• A summar y 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 regulator y 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/Forestr y 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 Ser vices
• Recreation
• Transportation and Traffic
• Tribal Cultural Resources
• Utilities and Ser vice 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, other wise 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
• Librar y with all relevant documents
• Online sur veys
• 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 Over view
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 boundar y
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 ser ve 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
industr y (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 summar y 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
• Preliminar y 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,
Page 161 of 589
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 summar y of the environmental setting for the
Planning Area;
• A summar y of impacts;
• A summar y 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 regulator y 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/Forestr y 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 Ser vices
• 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
• Preliminar y 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 165 of 589
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.
• Inventor y 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 categor y) 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 categor y 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 inventor y
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 Inventor y, 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:
• Ser ve 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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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.
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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
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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
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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
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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
Page 179 of 589
Page 180 of 589
ATTACHMENT 2
Attachment 2 is available as a link: February 14, 2023 Staff Report
Page 181 of 589
65501.00001\41074044.1
Item 9.g.
MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Public Works Director
BY: Steve Kahn, Interim City Engineer
SUBJECT: Consider Adoption of a Resolution Terminating the Emergency
Related to the FCFA Station 1 Emergency Generator Replacement
Project, PW 2021-09 Pursuant to Public Contract Code Section
22050(c)(3)
DATE: March 28, 2023
SUMMARY OF ACTION:
Adoption of the Resolution by the required four-fifths vote will terminate the emergency
action authorizing replacement of the emergency generator at the Five Cities Fire
Authority (FCFA) Station 1 through the authority granted by Public Contract Code §
22050.
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 documents 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.
RECOMMENDATION:
1) Receive and file an update of the emergency generator replacement project at the
FCFA Station 1; 2) Adopt a Resolution determining that award/execution of a contract for
the FCFA Station 1 emergency generator replacement pr oject, PW 2021-09, has
terminated the emergency action; and 3) Find that the termination of the emergency
action and the update of the Emergency generator replacement project at FCFA Station
1 is categorically exempt from the California Environmental Quali ty Act (“CEQA”) under
the Class 2 exemption, which applies to the replacement or reconstruction of existing
Page 182 of 589
65501.00001\41074044.1
Item 9.g.
City Council
Consider Adoption of a Resolution Terminating the Emergency Related to the
FCFA Station 1 Emergency Generator Replacement Project, PW 2021-09 Pursuant
to Public Contract Code Section 22050(c)(3)
March 28, 2023
Page 2
structures and facilities where the new structure will be located on the same site as the
structure replaced and will have substantially the same pu rpose and capacity as the
structure replaced, and where none of the exceptions to the exemption apply. (State
CEQA Guidelines, § 15302.) Additionally, the action is exempt under pursuant to State
CEQA Guidelines sections 15060(c)(2), 15061(b)(3), and 15378(b)(5).
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 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 terminated,
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, February 14 and 28, and March
14, 2023 the Council adopted Resolution Nos 5225, 5231, 5239, 5243, 5250, 5253, 5262,
5266, 5271, and 5274 respectively, determining a need to continue work under
emergency contracts to replace the emergency generator at the FCFA Station 1. Upon
conclusion of the emergency action, the legislative body is to terminate the emergency
action. (Public Contract Code § 22050(c)(3).)
On March 20, 2023 the City awarded the contract for the generator and other equipment
to Electricraft, Inc. With an executed contract, the City is now awaiting delivery of the
necessary supplies and to allow the contractor to move forward with installation, based
on when those supplies can be obtained. Since there are no remaining contracts which
the City must award in order to respond to the emergency necessitating the procurement
of the generator and related equipment, the emergency can be terminated.
ANALYSIS OF ISSUES:
Since the March 14, 2023 City Council meeting, the status of the project is as follows:
Staff has awarded the bid on the Project to Electricraft, Inc. and the Project is
starting. The first order of work on the Project is to order the generator and other
long lead time equipment. When these are ordered the contractor will let us know
the estimated delivery date, but the initial estimate is up to a year away. The next
Page 183 of 589
65501.00001\41074044.1
Item 9.g.
City Council
Consider Adoption of a Resolution Terminating the Emergency Related to the
FCFA Station 1 Emergency Generator Replacement Project, PW 2021-09 Pursuant
to Public Contract Code Section 22050(c)(3)
March 28, 2023
Page 3
step, after that, is to complete the site work at Fire Station #1 and then install the
generator when it arrives.
Termination of the emergency action still allows Electricraft, Inc. to continue to operate
pursuant to the terms of the executed contract.
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 the emergency
action for the replacement of the emergency generator in accordance with Public
Contract Code Section 22050 can be terminated;
2. Provide other direction to staff.
ADVANTAGES:
Adoption of the Resolution will terminate the emergency action. The emergency action
allowed 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.). Further, the Resolution is
not subject to the California Environmental Quality Act (“CEQA”) pursuant to State CEQA
Guidelines sections 15060(c)(2), 15061(b)(3), and 15378(b)(5). The activity is not subject
to CEQA because it will not result in a direct or reasonably foreseeable physical change
in the environment; and the activity is covered by the general rule that CEQA applies only
to projects which have the potential for causing a significant effect on the environment.
Where it can be seen with certainty that there is no possibility that the activity may have
a significant effect on the environment, the activity is not subject to CEQA. This action
merely recognizes that the emergency action has terminated when the contract was
awarded, and therefore has no potential to have any effect on the environment.
Page 184 of 589
65501.00001\41074044.1
Item 9.g.
City Council
Consider Adoption of a Resolution Terminating the Emergency Related to the
FCFA Station 1 Emergency Generator Replacement Project, PW 2021-09 Pursuant
to Public Contract Code Section 22050(c)(3)
March 28, 2023
Page 4
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachment:
1. Proposed Resolution
2. Executed Contract with Electricraft, Inc.
Page 185 of 589
65501.00001\41074062.1
ATTACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE DETERMINING THAT EXECUTION OF
A CONTRACT FOR THE FCFA STATION 1 EMERGENCY
GENERATOR REPLACEMENT PROJECT, PW 2021-09,
HAS TERMINATED THE EMERGENCY ACTION
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 fu nds
required for such replacement without competitive bidding, 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, on March 20, 2023 the City entered into a contract with Electricraft, Inc. to
immediately replace the emergency generator, along with related equipment, and perform
the generator installation; and
WHEREAS, execution of the contract was necessary to respond to the emergency, and
there was substantial evidence in the record that the emergency action was necessary to
prevent the inability to rapidly respond to emergencies during a power outage, meaning
the circumstances of the emergency would not have permitted a delay resulting from a
competitive solicitation of bids; and
Page 186 of 589
65501.00001\41074062.1
RESOLUTION NO.
PAGE 2
WHEREAS, there are no additional contracts which the City must award in order to
respond to the emergency, and the City waits for the generator and associated equipment
to be delivered and installed; and
WHEREAS, if it is determined that execution of the contract for the emergency generator
replacement at FCFA Station 1 terminated the emergency action, PCC Section 22050
requires a four-fifths vote to terminate the emergency action.
NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande
that the emergency action declared by the City Council on September 13, 2022 regarding
replacement of the generator at FCFA Station 1 shall be deemed to have terminated now
that the City has executed a contract to procure the equipment for the emergen cy
generator replacement.
BE IT FURTHER RESOLVED, that the recitals are incorporated herein.
BE IT FURTHER RESOLVED, the termination 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.)
Further, the Resolution is not subject to the California Environmental Quality Act (“CEQA”)
pursuant to State CEQA Guidelines sections 15060(c)(2), 15061(b)(3), and 15378(b)(5).
The activity is not subject to CEQA because it will not result in a direct or reasonably
foreseeable physical change in the environment; and the activity is covered by the general
rule that CEQA applies only to projects which have the potential for causing a signifi cant
effect on the environment. Where it can be seen with certainty that there is no possibility
that the activity may have a significant effect on the environment, the activity is not subject
to CEQA. This action merely recognizes that the emergency action has terminated when
the contract was awarded, and therefore has no potential to have any effect on the
environment.
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 28th day of March, 2023.
Page 187 of 589
65501.00001\41074062.1
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 188 of 589
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interval time
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Page 341 of 589
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Page 342 of 589
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Page 343 of 589
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Page 344 of 589
Page 345 of 589
Page 346 of 589
Item 9.h.
MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Public Works Director
BY: Shane Taylor, Utilities Manager
SUBJECT: Monthly Water Supply and Demand Update
DATE: March 28, 2023
SUMMARY OF ACTION:
The update reports the City’s total water supply and demand for February 2023. Current
Lopez Reservoir level and projected levels are provided in the attachments.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
Approximately two (2) hours of staff time is required to prepare the report.
RECOMMENDATION:
Receive and file the Monthly Water Supply and Demand Update.
BACKGROUND:
On October 12, 2021, the City Council adopted a Resolution declaring a State 1 Water
Shortage Emergency; and implementing emergency water conservation measures and
restrictions because of the extreme drought conditions.
In February 2023, the City’s water use was 111.0 Acre Feet with a per capita use of 72
gallons per day/per person. The residential per capita use was 57 gallons per day/per
person. There was a total of 4.25 inches of rainfall in the City in February 2023.
ANALYSIS OF ISSUES:
The United States Drought Monitor, as of March 10, 2023, shows San Luis Obispo County
not in a drought. Rainfall to date for the period of July 1, 2022, through February 28, 2023,
is 20.65 inches at the Corporation Yard rain gauge. Lopez Lake, as of March 22, 2023, is
at 98% capacity (48,500,500) AF.
The new water year began on April 1st, 2022, and the City’s annual Lopez Lake contract
supply had been previously reduced 10% on August 24, 2021, by the enactment of the
Low Reservoir Response Plan (LRRP). On July 21, 2022, the Zone III Advisory Board
Page 347 of 589
Item 9.h.
City Council
Monthly Water Supply and Demand Update
March 28, 2023
Page 2
approved the Technical Advisory Committee’s recommendation to reduce contracts
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
compared to the normal flow of 2.2 million gallons per day. On January 19, 2023, the
Advisory Board took action, ending the Low Reservoir Response Plan (LRRP). Current
deliveries are at 1.3 million gallons per day from the Water Treatment Plant. The contract
water supply has returned to the normal supply of 2,290 acre-feet per year.
The deep well index for the First Quarter of 2023 was completed on February 7, 2023,
and is 10.58 feet above sea level, which is 3.08 feet above the 7.5 threshold value. The
current deep well index is 4.70 feet higher than October 2022 and 1.22 feet higher than
January 2022.
The predicted use for water year 2022/23 is 2,213 acre-feet based on average rainfall.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Receive and file the report; or
2. Provide other direction to staff.
ADVANTAGES:
This report provides the City Council and the public with the current and projected
conditions of our water supply and demand.
DISADVANTAGES:
No disadvantages noted at this time.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachments:
1. Lopez Monthly Operations Report for February 2023
2. Lopez Reservoir Storage Projection
3. Yearly Water Use Comparison
4. Monthly Monitoring Report for February 2023
Page 348 of 589
ATTACHMENT 1Page 349 of 589
ATTACHMENT 2Page 350 of 589
155.211110272020406080100120140160180Feb‐22 Feb‐23Monthly Water Use ComparisonAcre FeetUsage (gpcd)ATTACHMENT 3Page 351 of 589
ATTACHMENT 4
Below is the information you have submitted for the month of February 2023. We use your most
recently submitted monthly report in our calculations.
Reporter Shane Taylor
Report Type Full
Urban Water Supplier(Number) Arroyo Grande City of (608)
Public Water System ID(s) CA4010001
Reporting Month 0123
County/Counties San Luis Obispo
County Under Drought Declaration Yes
Water Shortage Contingency Plan 1
Water Shortage Level 2
Population 17963
Total Potable Water Production 111.0 AF
Commercial Agricultural Water 0 AF
Residential Use Percentage 80 %
CII Water 12.2 AF
Recycled Water 0 AF
Non-revenue Water AF
Estimated R-GPCD 57.53
Qualification
Emergency Response Section Revealed? Yes
State Water Resources Control Board Office of Research, Planning & Performance
Page 352 of 589
Item 11.a.
MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Steve Kahn, PE, Interim City Engineer
SUBJECT: Discussion and Consideration of a Project Status Update and
Direction Regarding the Brisco-Halcyon Interchange Modification
Project
DATE: March 28, 2023
SUMMARY OF ACTION:
Consideration of a project status update and direction regarding the Brisco-Halcyon Road
Interchange Modifications project (Project) will allow staff to either move forward with the
design phase of the project or allow staff to shift resources to other critical infrastructure
City priorities.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The total estimated future cost of the Project is $35.6 million. Table 1 shows the total
estimated costs and funding sources for the Project as shown in the Mid-Cycle FY 2022-
23 Budget Update.
Table 1
To date, the City has spent approximately $2.6 million related to the Project, which was
funded using Transportation Facility funds, Regional State Highway Account (SHA)
funding, and local sales tax funds. Nearly all of these costs were associated with the
Project Approval and Environmental Determination Phase of the Project.
Source Total Budget
Funding
to Date FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Revenue to
Complete
Regional SHA 482,320 482,320 - - - - - -
STIP 6,624,000 - - - - 3,312,000 3,312,000 6,624,000
Other Financing 21,695,598 - - 1,848,100 2,411,100 11,068,400 11,068,400 26,396,000
General Fund 312 312 - - - - - -
Traffic Signalization 959,183 - 590,000 959,000 - - - 1,549,000
Transp Facility 3,657,692 2,036,473 - 1,031,000 - - - 1,031,000
Sales Tax 1,300,000 100,000 - - - - - -
34,719,105 2,619,105 590,000 3,838,100 2,411,100 14,380,400 14,380,400 35,600,000
Page 353 of 589
Item 11.a.
City Council
Discussion and Consideration of a Project Status Update and Direction Regarding
the Brisco-Halcyon Interchange Modification Project
March 28, 2023
Page 2
RECOMMENDATION:
Receive the Project status report, consider options, and direct staff to pursue the No
Project Option.
BACKGROUND:
The Brisco-Halcyon Road Interchange Project has been underway since the late 1990’s.
In 2004, the San Luis Obispo Council of Governments (SLOCOG) provided $465,000 in
regional and State Transportation Improvement (STIP) funds for project development. In
2005, the City Council approved a consultant services agreement with Wood Rodgers to
complete the Project Approval and Environmental Determination Phase (PA&ED). During
the 2012 State Transportation Improvement Program (STIP) programming year,
SLOCOG allocated $5,624,000 in STIP funding for construction of the interchange
project. SLOCOG increased this amount to $6,624,000 during the 2014 STIP
programming year.
Over the past nineteen years, numerous studies, meetings and discussions have been
conducted, including evaluation of eighteen proposed alternatives. The background and
description of the final alternatives were described in the staff report for the March 26,
2019 City Council meeting. During this March 2019 meeting, the City Council approved
Alternative 4C as the preferred alternative over Alternative 1 and a no -build alternative.
At that time, total project costs were estimated at $22.7 million. This milestone decision
allowed City staff and consultants to complete the project report and environmenta l
documents for consideration and approval by Caltrans.
In January 2021, Council approved the Initial Study and Mitigated Negative Declaration
(IS/MND) for the Project, which included consideration of Alternative 4C, Alternative 1,
and the no-build alternative (see Attachment 3). By this time, estimated Project costs had
escalated to $25.9 million. In April 2021, the Project Report and Environmental
Assessment were completed and approved by Caltrans, which concluded the PA&ED
Phase. In May 2021, the City’s 5-Year Capital Improvements Program included updated
total Project costs of $32.1 million. The staff reports for these previous meetings are
provided as Attachments 4-6.
In December of 2021, City staff issued a Request for Qualifications (RFQ) for des ign
services for the Project, specifically of Alternative 4C. Staff received four proposals.
Following staff review of the proposals, interviews were held with all four firms and they
were ranked based on qualifications, as presented in their proposals, and as a result of
the interviews. Staff then entered negotiations with the top ranked firm, Quincy
Engineering.
As part of the Project, the City Council created a Brisco-Halcyon Road subcommittee
consisting of two Councilmembers to help provide guidance and recommendations to the
full Council given the increasing size and scope of the Project. On March 30, 2022, the
Page 354 of 589
Item 11.a.
City Council
Discussion and Consideration of a Project Status Update and Direction Regarding
the Brisco-Halcyon Interchange Modification Project
March 28, 2023
Page 3
subcommittee was convened and voted to support the No Project Option, citing the
increasing costs associated with the Project and a desire to shift resources to other City
priorities (see Attachment 2).
On April 26, 2022, the City Council considered a project status u pdate and design
services proposals for the Project. During deliberations, the City Council echoed the
recommendation of the subcommittee, expressing concerns about the escalating costs
and limited budget of the City. However, new information was presented during the April
26th discussion regarding additional federal grant opportunities for the Project created by
the Bipartisan Infrastructure Investment and Jobs Act. Ultimately, the City Council
directed staff to pursue a 2022 Multimodal Projects Discretionary Grant Opportunity
(MPDG), commonly called INFRA and Rural grants, for the Project to fill the significant
gap in funding for the Project. Based on the City Council’s discussion at that meeting,
staff’s understanding was that this direction was, in a sense, a final attempt for funding of
the Project.
On May 24, 2022, the City Council considered the 5 -year Capital Improvement Program
Budget (Attachment 7). The Final Project report and environmental documents for the
project estimated a total project cost for all phases of the project, including project
approval & environmental determination, design, right of way, construction, construction
support, and cost escalation, totaling $38.2 million. This total, however, includes not only
the roundabout construction, but also an estimated $6.1 million for the proposed sound
walls and the East Grand Avenue/US 101 southbound ramp. On March 26, 2019, Council
directed staff to phase in, defer, or remove these two elements of the project in order to
reduce the overall cost (see Attachment 4). As a result, the FY 2021-26 CIP reflected a
total project cost of $32.1 million. On April 26, 2022, Council received an update regarding
the project and consideration of design services proposals and provided direction to staff
to pursue funding from the United States Department of Transportation’s MPDG program
(see Attachment 1). In preparation of that grant application, staff proposed to seek funding
for the entire project, including the proposed sound walls, the East Grand Avenue/US 101
southbound ramp, and expenditures to date of $2.6 million for project approval and the
necessary environmental determination. The 5-Year CIP included in the Mid-Cycle FY
2022-23 Budget Update reflects a total project cost of $35.6 million to complete the project
($38.2M total cost - $2.6M work completed = $35.6M to complete). Additionally, the
revised CIP removed the previously identified local sales tax revenue allocated to the
project, as the intent of the grant application is to fully fund the project through grants and
otherwise-identified impact fee revenue.
In December 2022, staff was informed by the US Department of Transportation that the
City’s application did not receive funding under this program.
Page 355 of 589
Item 11.a.
City Council
Discussion and Consideration of a Project Status Update and Direction Regarding
the Brisco-Halcyon Interchange Modification Project
March 28, 2023
Page 4
ANALYSIS OF ISSUES:
The approved Mitigated Negative Declaration included three options: Alternative 4C,
Alternative 1, and the no-build alternative. The no-build alternative continues the existing
operational deficiencies in the project area and maintains the Brisco Interchange as it
currently exists. Staff is recommending that the City Council direct staff to pursue the No
Project option due to the continuing escalation of costs for the project and the inability to
obtain gap funding through the US Department of Transportation grant p rogram.
Potential Future Improvements
If Council approves staff’s recommendation to select the No Project option at this time ,
staff anticipates continuing to evaluate potential improvements at the Brisco -Halcyon
Interchange area and potential funding sources for these improvements. Funding sources
may include the $1,549,000 in Traffic Signalization Impact fees and $1,031,000 in
Transportation Facilities Impact Fees previously allocated to this Project. In addition, staff
will continue to confer with SLOCOG staff regarding any possibilities that a portion of the
$6.6 million in STIP funds allocated to this Project might be reallocated to a different
project that would relieve regional congestion within the City. However, SLOCOG has
indicated that the STIP funding must be obligated for construction by June 30, 2024, and
a project would need to be under construction in 2025. Staff also recognizes issues with
the feasibility and circulation impact to the City of completing the Brisco Interchange
Project in this timeline, as the Traffic Way Bridge and Halcyon Complete Streets projects
are currently scheduled for FY 2024-2025.
Depending on the outcome of discussions with SLOCOG regarding available funding and
the anticipated need and benefit of each of these improvements, staff will include viable
improvements in a future Capital Improvement Plan for consideration by Council.
ALTERNATIVES:
The following alternatives are provided for Council’s consideration:
1. Receive the Project status report and direct staff to pursue Option 1 - No Project;
or
2. Receive the Project status report and direct staff to pursue additional funding
sources for the Project; or
3. Provide other direction to staff.
ADVANTAGES:
Approving the Option 1 - No Project will allow staff to cease commitment in seeking
additional funding and staff time toward the Project, allowing a significant shift in
personnel and financial resources toward other City Council priorities, including delayed
street repair, pavement maintenance, and sidewalk gap closures.
Page 356 of 589
Item 11.a.
City Council
Discussion and Consideration of a Project Status Update and Direction Regarding
the Brisco-Halcyon Interchange Modification Project
March 28, 2023
Page 5
DISADVANTAGES:
The recommended No Project Option does not meet the purpose and need identified for
the Project. By selecting this option, the City would lose the $6.6 million in STIP funds
that have been granted for the Project and would forego the previously spent $2.6 million
invested over the last 20+ years without the construction of improvements .
ENVIRONMENTAL REVIEW:
This project is subject to both the California Environmental Quality Act (CEQA) and
National Environmental Policy Act (NEPA). In January 2021, Council approved the Initial
Study and Mitigated Negative Declaration (IS/MND) for the project, which included
consideration of Alternative 4C, Alternative 1, and the no-build alternative. In April 2021,
the project report and Environmental Assessment were complet ed and approved by
Caltrans, which concluded the PA&ED Phase.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachments:
1. April 26, 2022 City Council Staff Report and Minutes
2. March 30, 2022 Brisco Subcommittee Minutes
3. Link to Final Project Report with IS/MND and EA
4. Link to March 26, 2019 City Council Staff Report
5. Link to January 26, 2021 City Council Staff Report
6. Link to May 11, 2021 City Council Staff Report
7. Link to May 24, 2022 City Council Staff Report
Page 357 of 589
3/15/23, 1:22 PM City Council Meeting - April 26, 2022
https://pub-arroyogrande.escribemeetings.com/Meeting.aspx?Id=fff2463d-5520-4d8a-8497-dbca35bc3e13&Agenda=PostMinutes&lang=English 4/5
10.a
11.
11.a
12.
Community Development Director Pedrotti introduced the item and City
Engineer Dickerson provided a presentation of the item and responded to
questions from Council.
Council discussion ensued around Federal grant funds that were recently made
available for the project.
Mayor Ray Russom invited public comment. Speaking from the public were Jim
Guthrie, Patty Welsh, and Sean Macias. No further public comments were
received.
Moved by Council Member Paulding
Seconded by Council Member Barneich
Received the Project status report, considered options regarding design
services proposals received, and directed staff to defer award of a design
contract for the Project and to work with SLOCOG (San Luis Obispo Council of
Governments) to pursue a new funding opportunity.
AYES
(4)
Council Member Paulding, Council Member Barneich, Council
Member Storton, and Mayor Pro Tem George
NOES
(1)Mayor Ray Russom
Passed (4 to 1)
Mayor Ray Russom called for a brief break at 7:50 p.m. The Council reconvened at 7:55
p.m.
Administrative Services Director Valentine, Assistant City Manager/Public
Works Director Robeson, City Manager McDonald, and Joe Ririe, Pavement
Consultant presented the staff report and recommended that the Council: 1)
Receive and file the 2022 PMP Update report; and 2) Direct staff to prepare a
ballot measure for the November 8, 2022 consolidated election seeking a 1%
local sales tax increase, to be provided at the June 14, 2022 City Council
meeting.
Council discussion ensued around adding language to the measure regarding
an annual local sales tax allocation report, a public hearing every five years to
review the need for the tax, and whether or not to include an advisory measure.
City Manager McDonald responded to questions from Council.
Mayor Ray Russom invited public comment. Speaking from the public were
Daryl Sheck, Jim Guthrie, and Debbie Malicoat. City Clerk Matson read into the
record written comments received from Nicole Bryant. No further public
comments were received.
City Attorney Carmel clarified the definitions of a special tax versus a general
tax.
Mayor Ray Russom requested staff pursue a Lease Revenue Bond. Council
Member Paulding concurred and requested information regarding timing.
Moved by Council Member Storton
Seconded by Council Member Barneich
1) Receive and file the 2022 PMP Update report; 2) Direct staff to prepare a
ballot measure for the November 8, 2022 consolidated election seeking a 1%
local sales tax increase as a general tax, to be provided at a date uncertain; 3)
Include language in the ballot measure regarding the use of the funds; 4)
Include the requirement of an annual sales tax allocation report; and 5) Include
the requirement of a public hearing every five years.
AYES
(5)
Mayor Ray Russom, Council Member Paulding, Council Member
Barneich, Council Member Storton, and Mayor Pro Tem George
Passed (5 to 0)
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.
Discussion and Consideration of a Project Status
Update and Design Services Proposals, and
Direction Regarding a Preferred Option for the
Brisco Interchange Modification Project
NEW BUSINESS
Discussion of Infrastructure Financing Options and
Consideration of a Sales Tax Measure
CITY COUNCIL REPORTS
ATTACHMENT 1
Page 358 of 589
MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Robin Dickerson, PE, City Engineer
SUBJECT: Discussion and Consideration of a Project Status Update and Design
Services Proposals, and Direction Regarding a Preferred Option for
the Brisco Interchange Modification Project
DATE: April 26, 2022
SUMMARY OF ACTION:
Consideration of the project status update and direction regarding design services options
for the Brisco-Halcyon Road Interchange Modifications project (Project) will allow staff to
either move forward with the design phase of the project, or allow staff to shift resources
to other critical infrastructure City priorities.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The total estimated future cost of the Project is $32.1 million. Table 1 shows the total
estimated costs and funding sources for the Project as shown in the FY 2021-23 Biennial
Budget:
Table 1
Total Funding 2021-22 Revenue to
Source Budget to Date Total Budget 2022-23 2023-24 2024-25 2025-26 Complete
Regional SHA 482,320 482,320
STIP 6,624,000 3,312,000 3,312,000 6,624,000
Other Financing 21,695,598 4,558,781 8,568,408 8,568,409 21,695,598
General Fund 312 312
Traffic Signalization 959,183 479,591 479,592 959,183
Transp Facility 3,657,692 2,036,473 790,000 831,219 1,621,219
Sales Tax 1,300,000 100,000 950,000 200,000 50,000 1,200,000
Total 34,719,105 2,619,105 790,000 6,340,000 12,559,999 12,410,001 32,100,000
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City Council
Discussion and Consideration of a Project Status Update and Design Services
Proposals, and Direction Regarding a Preferred Option for the Brisco Interchange
Modification Project
April 26, 2022
Page 2
The budgeted design costs are $1.4 million. The proposed design costs for the four
proposals received ranged from $1.59 to $2.43 million, exceeding the budgeted design
costs by at least $200,000 and upwards of $1 million. To date, the City has spent
approximately $2.6 million related to the Project, which was funded using Transportation
Facility funds, Regional State Highway Account (SHA) and local sales tax funds. Nearly
all of these costs were associated with the Project Approval and Environmental
Determination Phase of the Project.
RECOMMENDATION:
Receive the Project status report, consider options regarding design services proposals
received, and direct staff to pursue the No Project Option consistent with the
recommendation of the Brisco-Halcyon Interchange Subcommittee.
BACKGROUND:
The Brisco-Halcyon Road Interchange Project has been underway since the late 1990’s.
In 2004, the San Luis Obispo Council of Governments (SLOCOG) provided $465,000 in
regional and State Transportation Improvement (STIP) funds for project development. In
2005, the City Council approved a consultant services agreement with Wood Rodgers to
complete the Project Approval and Environmental Determination Phase (PA&ED). During
the 2012 State Transportation Improvement Program (STIP) programming year,
SLOCOG allocated $5,624,000 in STIP funding for construction of the interchange
project. SLOCOG increased this amount to $6,624,000 during the 2014 STIP
programming year.
Over the past seventeen years, numerous studies, meetings and discussions have been
conducted, including evaluation of eighteen proposed alternatives. The background and
description of the final alternatives were described in the staff report for the March 26,
2019 City Council meeting (see Attachment 4). During this March 2019 meeting, the City
Council approved Alternative 4C as the preferred alternative over Alternative 1 and a no-
build alternative. At this time, total project costs were estimated at $22.7 million. This
milestone decision allowed City staff and consultants to complete the project report and
environmental documents for consideration and approval by Caltrans.
In January 2021, Council approved the Initial Study and Mitigated Negative Declaration
(IS/MND) for the Project, which included consideration of Alternative 4C, Alternative 1,
and the no-build alternative. By this time, Project costs had escalated to $25.9 million. In
April 2021, the Project Report and Environmental Assessment were completed and
approved by Caltrans, which concluded the PA&ED Phase. In May 2021, the 5-Year
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City Council
Discussion and Consideration of a Project Status Update and Design Services
Proposals, and Direction Regarding a Preferred Option for the Brisco Interchange
Modification Project
April 26, 2022
Page 2
Capital Improvements Program included updated total Project costs of $32.1 million. The
staff reports for these previous meetings are provided as Attachments 4-6.
In December of 2021, City staff issued a Request for Qualifications (RFQ) for design
services for the Project, specifically of Alternative 4C. Staff received four proposals.
Following staff review of the proposals, interviews were held with all four firms and they
were ranked based on qualifications presented in their proposals and as a result of the
interviews. Staff then entered into negotiations with the top ranked firm, Quincy
Engineering.
During the course of the project, the City Council created a Brisco-Halcyon Road
subcommittee consisting of staff and two Councilmembers to help provide guidance and
recommendations to the full Council given the increasing size and scope of the project.
Records indicate that the subcommittee met periodically from at least 2008 until the
present, including recently in April 2018 and January 2019. On March 30, 2022, the latest
subcommittee meeting was convened to discuss the results of the proposals and to make
a recommendation to the City Council on moving forward with the Project (see discussion
below). The subcommittee consists of two Councilmembers, Council Member Storton and
Council Member Paulding, with City staff present including the City Manager, Assistant
City Manager/Public Works Director, Community Development Director, and City
Engineer. At the subcommittee meeting, the City Engineer made a presentation
(Attachment 3) outlining the history of the Project, the outcome of the RFQ for design
services, and three options for consideration by the committee, as discussed in more
detail below.
ANALYSIS OF ISSUES:
Request for Qualifications
The scope of work prepared for the project for the 2022 RFQs was limited to designs for
Alternative 4C. The scope also included a cap on the cost of construction of $12–15
million, with cost reduction realized through phasing, deferring of improvements, value
engineering and finding opportunities for additional funding sources.
All four firms proposed similar cost reductions which included the following:
Shifting the roundabout to the northeast, which would reduce the impacts and
right of way acquisition needs on the County property;
Reducing the size of the Park and Ride lot and deferring it to a later phase;
Elevating the roundabout, which would reduce the retaining walls required;
Deferring the Grace Lane/Rodeo Drive improvement;
Deferring the US 101 southbound on-ramp realignment;
Deferring the sound walls; and
Looking for additional phasing opportunities of portions of the roundabout itself.
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City Council
Discussion and Consideration of a Project Status Update and Design Services
Proposals, and Direction Regarding a Preferred Option for the Brisco Interchange
Modification Project
April 26, 2022
Page 4
All four firms also identified similar constraints and concerns for the Project and the ability
to deliver the scope of work, which included the following:
Caltrans approval of and the process for determining phasing options;
The significant relocation of utilities and timing of relocation; and
Inflationary costs of construction.
Quincy Engineering was determined to be the top-ranked proposal, and City Staff is
currently under contract negotiations with this firm.
Brisco-Halcyon Interchange Subcommittee
On March 30, 2022, a Special Meeting of the Brisco-Halcyon Interchange Subcommittee
was held to discuss the RFQs for the design of the Project and to receive a
recommendation for moving forward with the Project. Staff presented three options to the
subcommittee in consideration of the design proposals received in response to the 2002
RFQ, as follows:
No Project Option
Award as Proposed
Award a Reduced Scope
Following a presentation by staff, public input from community members, and
subcommittee deliberation, the subcommittee supported the No Project Option, citing the
increasing costs associated with the project and a desire to shift resources to other City
priorities. (See Attachment 2 – Subcommittee Action Minutes)
The options presented to the subcommittee are detailed below:
Option 1 – No Project
The No-Project option proposes no improvements to existing facilities. No additional lanes
or improvements would be added to the subject intersections, and existing and future
congestion, circulation, capacity and control would not be relieved. This option would
allow the City to shift resources to other critical City priorities, most notably street repair,
pavement maintenance and sidewalk gap closures. By selecting this option, the City
would lose the $6.6M in STIP funds that have been granted for the project through the
San Luis Obispo Council of Governments (SLOCOG). This option does not meet the
purpose and need of the Project, but was supported by the subcommittee as the preferred
direction given the current available information; most notably the significant present-day
cost outlay required by the City and the unknowns associated with potential future
escalating costs to complete the Project.
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City Council
Discussion and Consideration of a Project Status Update and Design Services
Proposals, and Direction Regarding a Preferred Option for the Brisco Interchange
Modification Project
April 26, 2022
Page 5
Option 2 – Award as Proposed
Option 2 would direct staff to implement the plans, specifications and estimate (PS&E)
phase of the Project. Based on the top-ranked consultant’s proposal, the cost of design
would be $1.77 million. Under the current Biennial Fiscal Years 2021-23 budget, this
represents nearly $400,000 more than was budgeted for the PS&E phase. All proposals
were above the City’s budgeted amount of $1.4 million, most likely due to the added
components of value engineering, phasing options and grant funding support, which are
typically not included in design contracts but are considered crucial to designing a project
that could be constructed within a budget of $12–15 million.
If Option 2 were selected, staff would complete contract negotiations with the selected
consultant and present the contract to Council for approval at a future meeting. T he
design team would then prepare construction drawings and specifications for Alternative
4C with phasing to be determined within this proposed construction cost range. To reduce
construction cost, the design team is proposing to shift and elevate the roundabout to the
northeast, reducing the impacts to the County-owned parcel, eliminating or reducing
retaining walls, reducing and deferring the Park and Ride lot, and deferring other
improvements such as Grace Lane/Rodeo Drive improvements, the southbound US
101/Grand Ave realignment, and sound walls. At the subcommittee meeting, staff
discussed the challenges with this option, such as the potential for higher costs
associated with utility relocation and Caltrans’ acceptance of design and phasing
revisions. This option is also challenging because it allows less flexibility than the reduced
scope option (Option 3, below) before committing to finalizing the PS&E, and the design
proposals were all over the budgeted amount.
Option 3 – Award a Reduced Scope
Option 3 would reduce the scope of services to a 30% design, reducing the design cost
to approximately $570,000. The scope of service for this option would include support for
engaging with Caltrans to obtain its approval of the phasing and potential value
engineering changes to reduce costs, as well as a more definitive cost estimate and
project timeline. To reduce construction cost, the proposed design team would still shift
and elevate the roundabout to the northeast. This alteration would reduce impacts to the
County-owned parcel, eliminate or reduce the need for retaining walls, reduce and defer
the Park and Ride lot, and defer improvements such as Grace Lane/Rodeo Drive.
In summary, this option would provide staff with more certainty regarding the following:
Caltran’s willingness to approve utility policy exceptions for encroachments
Overall project configuration consensus with Caltrans, City Council and major
stakeholders
A more definitive project cost estimate update to help inform decision making on
the financial plan for construction
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City Council
Discussion and Consideration of a Project Status Update and Design Services
Proposals, and Direction Regarding a Preferred Option for the Brisco Interchange
Modification Project
April 26, 2022
Page 6
Project timeline, particularly for utility relocations, right-of-way acquisition, and
advertisement of construction of the Project.
Upon completion of the 30% design, which is estimated to take approximately 8-9 months,
staff would return to Council with a suggested list of construction components, an updated
project timeline, and updated construction costs.
Subcommittee Recommendation
The Subcommittee meeting on March 26, 2019 included a staff presentation, public
comment, and a discussion of the options by the two subcommittee members, Council
Member Paulding and Council Member Storton. The Subcommittee ultimately supported
the No Project Option. Several factors contributed to this recommendation, with the most
significant being the escalating costs associated with the project. While noting the
difficulty in this decision given the approximately $2.6 million in funding that the City has
already invested toward the project, as well as the potential loss of $6.6 million in STIP
funding, the Subcommittee cited the future unknowns regarding utility relocation,
Caltrans’ acceptance of design and phasing revisions, and inflationary costs of materials
as complicating factors. Further, the Subcommittee also considered the overall future
financial obligations of the City, which notably include the significant multi-year cost of
City-wide pavement maintenance, and the impact that the project could have on the ability
of the City to fund and complete other priorities.
Potential Future Improvements
If the Subcommittee’s recommendation is approved by Council, staff anticipate s
continuing to evaluate potential improvements at the Brisco-Halcyon Interchange area
and potential funding sources for these improvements. Funding sources may include the
$959,183 in Traffic Signalization Impact fees and $1,621,219 in Transportation Facilities
Impact Fees previously allocated to this Project. In addition, staff will continue to confer
with SLOCOG staff regarding any possibilities that a portion of the $6.6 million in STIP
funds allocated to this Project might be reallocated to a different project that would relieve
regional congestion within the City. However, SLOCOG has indicated that the STIP
funding must be obligated for construction by June 30, 2024, and a project would need to
be under construction in 2025.
Improvements that staff will continue to evaluate include:
Improvements along Brisco from El Camino Real to West Branch to include
possible reconstruction and restriping;
Continuing to pursue a “no right on red” for those traveling east bound on West
Branch Street at Brisco Road and providing the necessary signal head
modifications for that signal;
Upgrading the signal controller at Brisco Road and El Camino Real;
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City Council
Discussion and Consideration of a Project Status Update and Design Services
Proposals, and Direction Regarding a Preferred Option for the Brisco Interchange
Modification Project
April 26, 2022
Page 7
Realigning the southbound on ramp at US 101 and Grand Avenue to improve
traffic flow along Grand Avenue and eliminate one of the signals in the area; or
Providing an auxiliary lane on US 101 from either Grand Ave to Brisco Road or
Brisco Road to Camino Mercado or both.
Depending on the outcome of discussions regarding available funding and the anticipated
need and benefit of each of these improvements, staff will include viable improvements
in a future Capital Improvement Plan for consideration by Council.
ALTERNATIVES:
The following alternatives are provided for Council’s consideration:
1.Receive the Project status report, consider options regarding design services
proposals received, and direct staff to pursue Option 1 – No Project in accordance
with the Brisco-Halcyon Road Subcommittee’s recommendation; or
2.Receive the Project status report, consider options regarding design services
proposals received, and direct staff to pursue Option 2 – complete contract
negotiations with the selected consultant for the proposed scope of work included
in the design services RFQ and present the contract to Council for approval at a
future meeting; or
3.Receive the Project status report, consider options regarding design services
proposals received, and direct staff to pursue Option 3 – negotiate a contract with
the selected consultant for a Reduced Scope and present the contract to Council
for approval at a future meeting; or
4.Provide other direction to staff.
ADVANTAGES:
Approving the subcommittee’s preference for Option 1 - No Project will allow staff to cease
commitment of further funding and staff time toward the Project, allowing a significant shift
in personnel and financial resources toward other City Council priorities, including
delayed street repair, pavement maintenance, and sidewalk gap closures.
DISADVANTAGES:
The recommended No Project Option does not meet the purpose and need identified for
the Project. By selecting this option, the City would lose the $6.6 million in STIP funds
that have been granted for the Project, and would forego the previously spent $2.6 million
invested over the last 20+ years without the construction of improvements.
ENVIRONMENTAL REVIEW:
This project is subject to both the California Environmental Quality Act (CEQA) and
National Environmental Policy Act (NEPA). In January 2021, Council approved the Initial
Study and Mitigated Negative Declaration (IS/MND) for the project, which included
consideration of Alternative 4C, Alternative 1, and the no-build alternative. In April 2021,
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City Council
Discussion and Consideration of a Project Status Update and Design Services
Proposals, and Direction Regarding a Preferred Option for the Brisco Interchange
Modification Project
April 26, 2022
Page 8
the project report and Environmental Assessment were completed and approved by
Caltrans, which concluded the PA&ED Phase.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachments:
1.Brisco-Halcyon Road Interchange Subcommittee Meeting Minutes of March
30, 2022.
2.Presentation to the Brisco-Halcyon Road Interchange Subcommittee Meeting
on March 30, 2022
3.Final Project Report with IS/MND and EA
4.Staff Report on the Brisco-Halcyon Road Interchange Modifications Project –
March 26, 2019.
5.Staff Report on the Adoption of the IS/MND and Design RFPs for the Brisco-
Halcyon Modifications Project – January 26, 2021.
6.Staff Report on the 5-year Capital Improvement Program – May 11, 2021
Page 366 of 589
ATTACHMENT 2
ACTION MINUTES
SPECIAL MEETING OF THE
ARROYO GRANDE BRISCO-HALCYON INTERCHANGE SUBCOMMITTEE
WEDNESDAY, MARCH 30, 2022
*LOCATION CHANGE*
ARROYO GRANDE CITY COUNCIL CHAMBER
215 EAST BRANCH STREET, ARROYO GRANDE
1. CALL TO ORDER
Community Development Director Brian Pedrotti called the special Arroyo Grande Brisco-Halcyon
Interchange Subcommittee meeting to order at 10:38 a.m. Due to the late change in the meeting
location additional time was allotted before the meeting was called to order.
The Committee agreed to hear item 4 before item 3.
2. ROLL CALL
Board: Committee Members Jimmy Paulding and Keith Storton were
present.
Staff Present: City Manager Whitney McDonald, Assistant City Manager / Public
Works Director Bill Robeson, Community Development Director
Brian Pedrotti, City Engineer Robin Dickerson and Assistant
Planner Patrick Holub were present.
4. DISCUSSION ITEMS
City Engineer Dickerson made a presentation to the committee presenting the results of the
Proposals for design of the Brisco Interchange Modification Project. The following options were
discussed:
No project option
Award as proposed
Award as a reduced scope
City Engineer Dickerson also responded to questions regarding utility relocations, future costs
and their funding sources and the feasibility of reduced scope and changing course back to alt 1.
City Manager McDonald answered a question regarding potential impacts to the City’s pavement
management program if the Brisco project were fully funded.
Following the presentation Committee Member Paulding opened the public comment period.
Steve Junor asked two questions regarding costs and whether or not their funding sources were
currently ambiguous.
Mark Mankins spoke about the importance of providing adequate truck turning radii and access
to the businesses in the Brisco area and commented that pavement management citywide should
be a bigger priority than simply improving this one interchange.
Patty Welsh commented that it is probably time to pull out of this project.
John King asked a question regarding other funding sources available.
Page 367 of 589
Minutes: AGBHIS PAGE 2
Wednesday, March 30, 2022
Cissy Pace spoke about how costs have increased dramatically and that she does not like
roundabouts.
Hearing no further public comment, the public comment period was closed.
Committee Member Paulding made a number of comments regarding the project and stated that
spending more money on this project is not a good decision. He explained his original and
continuing opposition to this alternative, but mentioned that Level of Service (LOS) is still a
problem. He stated that the City should prioritize making the City more bike-able and walkable.
He stated that the reduced scope option would further the Sunk Cost Fallacy and that we should
shift resources to other projects and priorities in the City. Without specific costs known and without
a financial plan to pay for them, he supported the “No Project” option.
Committee Member Storton made a number of comments regarding the project and outlined his
original support for the project. He continued by explaining why he was opposed to Alternative 1.
He stated that the expenses for this project have become ridiculous and that the Council needs
to discuss the future of this project. He supported the “No Project” option.
3.PUBLIC COMMENT
None.
5.ADJOURNMENT:
The meeting adjourned at 11:47 am.
_____________________________ _____________________________
PATRICK HOLUB JIMMY PAULDING
ASSISTANT PLANNER COMMITTEE MEMBER
(Approved at AGBHIS Mtg ________)
_____________________________
KEITH STORTON
COMMITTEE MEMBER
Page 368 of 589
Attachments 3 - 7
ATTACHMENT 3 - Final Project Report with IS/MND and EA
Available as a link: https://www.arroyogrande.org/DocumentCenter/View/9844/Approved -Project-
Report-and-Environmental-Documents
ATTACHMENT 4 - Staff Report on the Brisco-Halcyon Road Interchange Modifications
Project – March 26, 2019
Available as a link:
https://www.arroyogrande.org/AgendaCenter/ViewFile/Item/8316?fileID=15099
ATTACHMENT 5 - Staff Report on the Adoption of the IS/MND and Design RFPs for the
Brisco-Halcyon Modifications Project – January 26, 2021
Available as a link:
https://www.arroyogrande.org/AgendaCenter/ViewFile/Item/10604?fileID=16660
ATTACHMENT 6 - Staff Report on the 5-year Capital Improvement Program – May 11, 2021
Available as a link:
https://www.arroyogrande.org/AgendaCenter/ViewFile/Item/11007?fileID=17138
ATTACHMENT 7 - Staff Report on the 5-year Capital Improvement Program – May 24, 2022
Available as a link:
https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=2814
Page 369 of 589
Item 12.a.
MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Andrew Perez, Planning Manager
SUBJECT: Consideration of a Resolution Approving Arroyo Grande Community
Service Grant Program Allocations for Fiscal Year 2022-23
DATE: March 28, 2023
SUMMARY OF ACTION:
Approving the FY 2022-23 Arroyo Grande Community Service Grant Program allocations
will assist local non-profit organizations in implementing various service programs that
directly benefit Arroyo Grande residents.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
City Council authorized $57,065 of funding from the American Rescue Plan Act (ARPA)
received by the City to supplement the $25,000 budgeted for the 2022-23 Community
Service Grant Program, bringing the total funding available for this program in FY 2022 -
23 to $82,065.
RECOMMENDATION:
1) Adopt a Resolution approving the Arroyo Grande Community Service Grant Program
funding allocations identified in Attachment 1. 2) Determine that adopting the Resolution
is not a project subject to the California Environmental Quality Act (“CEQA”) because it
has no potential to result in either a direct, or reasonably foreseeable indirect, ph ysical
change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
BACKGROUND:
In response to federal Community Development Block Grant (CDBG) funding limitations
and restrictions, the City established the Community Service Grant Program (CSGP) in
2014 as a means of providing funding for community service projects separate and apart
from the CDBG program. The FY 2022-23 budget includes $25,000 for the CSGP.
Nonprofit organizations that offer specialized social service, educatio nal, cultural,
beautification and recreational programs and projects benefitting Arroyo Grande citizens
are eligible to receive funding through the program. At its regular meeting on October 12,
Page 370 of 589
Item 12.a.
City Council
Consideration of a Resolution Approving Arroyo Grande Community Service Grant
Program Allocations for Fiscal Year 2022-23
March 28, 2023
Page 2
2021, City Council appropriated an additional $57,065 of ARPA funding to the CSGP for
fiscal years 2021-22 and 2022-23, bringing the total to $82,065.
A press release was published to notify the public that the application period opened on
November 18, 2022, and closed on December 22, 2022. The City also publicized the
program on its social media channels and the City website. The City received a total of
twelve (12) applications for this fiscal year’s program requesting a total of $124,635. For
comparison, twenty-two (22) applications requesting a total of $169,178 were submitted
for last year’s program.
Applications are reviewed by the Community Service Grant Program Committee
(Committee), which is tasked with developing funding recommendations for Council’s
consideration and approval. Prior to this year, the Com mittee was comprised of one
volunteer from each of the City’s advisory bodies and one volunteer from the South
County Chambers of Commerce Board of Directors. At its meeting on March 8, 2022,
Council directed staff to bring an agenda item at a future meeti ng to discuss potential
alterations to the composition of the Committee. This item was considered by Council on
October 25, 2022, and it was determined that each Councilmember would appoint a
member to the Committee. Appointments to the Committee were made at Council
meetings on January 28, 2023 and February 14, 2023. The Committee convened on
March 14, 2023, to review the applications and make its funding recommendations to
Council.
ANALYSIS OF ISSUES:
The Committee voted to present the following funding recommendations listed in Table 1
below (recommendations are in the far-right column) for approval by Council:
Table 1: Committee Funding Recommendations
Name Of Non-
Profit Project Summary Area
Served
Grant Amount
Requested
Grant
Panel
Rec.
1) AG Hospital
Foundation
Homeless Patient Support
Program
AG/So.
SLO Co.
$10,000 $10,000
2) Arroyo Grande
Public Art
AG Utility Box Project AG $20,000 $10,000
3) Assistance
League of SLO
County
Operation School Bell
provides school supplies
and clothing to students in
need
SLO
County
$3,500 $3,500
4) Big Brothers
Big Sisters of
SLO County
Youth mentoring program AG $6,500 $6,500
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Item 12.a.
City Council
Consideration of a Resolution Approving Arroyo Grande Community Service Grant
Program Allocations for Fiscal Year 2022-23
March 28, 2023
Page 3
Name Of Non-
Profit Project Summary Area
Served
Grant Amount
Requested
Grant
Panel
Rec.
5) Boy Girls Club
of SLO County
Summer Brain Gain SLO
County
$15,000 $7,500
6) Diversity
Coalition
Fostering Understanding &
School Speaker Series
AG $5,000 $5,000
7) Elm Street Dog
Park Association
Elm St. Dog Park
Maintenance and
Improvements
5 Cities $28,635 10,565
8) One Cool Earth School Garden Nutrition
Education
AG $2,000 $2,000
9) Positive Ride
Jams
Creating Adaptive
Recreational Experiences
5 Cities $7,000 $7,000
10) Shower the
People
Hot Showers for the
Homeless
So. SLO
County
$10,000 $10,000
11) SLO CASA General CASA Program
Support
SLO
County
$5,000 $5,000
12) TalentDreams Mentoring Program AG $12,000 $5,000
$124,635 $82,065
To be eligible to receive funding made available by the allocation of ARPA funds,
applicants were asked to demonstrate on their applications how their organizations’
finances were negatively impacted by the COVID pandemic. Funding is awarded to those
non-profits which directly provide social services, education, cultural, beatification or
recreation programs to city residents or businesses. Participation in these programs
cannot be restricted based upon race, religion, gender, sexual orientation, marital status,
national origin, ancestry, disability, medical condition, or age. Further, the grant monies
cannot be used specifically in furtherance of religious activities. The Committee was
cognizant of this requirement and the eligibility criteria for ARPA grant award, and the
recommendations identified in Table 1 are consistent with those requirements. The
remaining $25,000 was available to any eligible organization, regardless of the effects of
COVID on their financial support.
The Committee prioritized providing funding for organizations that provide services to the
unhoused population in our community, and those that benefit children. For example, the
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Item 12.a.
City Council
Consideration of a Resolution Approving Arroyo Grande Community Service Grant
Program Allocations for Fiscal Year 2022-23
March 28, 2023
Page 4
applications for Shower the People, Arroyo Grande Community Hospital Found ation,
indicate that grant funding will be used to provide services for the unhoused in our
community. The Assistance League of SLO County, Big Brothers Big Sisters, and Boys
and Girls Club are examples of organizations recommended for funding that provide
support services for children and young adults. The Diversity Coalition was recommended
to receive funding because the Committee identified the importance of providing
education and training to children about diversity, equity, and inclusion at a young age.
Other screening criteria included: whether the funds go directly to products and services
for clients (versus administration costs); how many local Arroyo Grande residents are
served; and an organization’s existing funding base (whether the requested fu nds are
necessary for the project or program to succeed). The Committee also expressed a
preference for awarding grant funding that be used to sustain existing, established
programs rather than to start a new program given the uncertainty of future funding
opportunities.
Staff recommends that Council approve the CSGP funding recommendations made by
the Committee, as detailed in the table above and in the accompanying resolution.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Adopt the proposed Resolution to approve CSGP funding for the programs
identified in Attachment 1 for FY 2022-23;
2. Modify and approve CSGP funding for FY 2022-23; or
3. Provide other direction to staff.
ADVANTAGES:
The City’s CSGP provides a funding opportunity, separate from CDBG, for local public
service programs that address unmet needs in the community. Funding from the CSGP
allows local non-profit organizations to provide services that directly benefit residents of
Arroyo Grande. Seven applications will receive full funding, five applications will receive
partial funding.
DISADVANTAGES:
CSGP funds may only be received if the applications meet the conditions imposed on the
federal grant of funds. All proposals meet the conditions attached to the grant award.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item. Adopting the Resolution is not a project
subject to the California Environmental Quality Act (“CEQA”) because it has no potential
to result in either a direct, or reasonably foreseeable indirect, physical change in the
environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
Page 373 of 589
Item 12.a.
City Council
Consideration of a Resolution Approving Arroyo Grande Community Service Grant
Program Allocations for Fiscal Year 2022-23
March 28, 2023
Page 5
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. FY 2022-23 CSGP Applications
Page 374 of 589
ATTACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE APPROVING ARROYO GRANDE
COMMUNITY SERVICE GRANT PROGRAM PROJECTS FOR
FISCAL YEAR 2022-23
WHEREAS, on September 23, 2014, the City Council approved the Community Service
Grant Program (CSGP) process and annually budgets funds to implement the program; and
WHEREAS, on March 14, 2017, the City Council renamed the Community Service Grant
Program the Jim Guthrie Community Service Grant Program (JGCSGP); and
WHEREAS, on June 9, 2020, the City Council renamed the Jim Guthrie Community Service
Grant Program (JGCSGP) back to the Community Service Grant Program (CSGP); and
WHEREAS, City Council authorized $57,065 of funding from the American Rescue Plan Act
(ARPA) received by the City to supplement the $25,000 budgeted for the FY 2021-2022 and
2022-2023 Community Service Grant Programs, bringing the total funding available for this
program in FY 2022-23 to $82,065; and
WHEREAS, the City received a total of twelve (12) applications requesting a total of
$124,635 from the 2022-23 CSGP; and
WHEREAS, on October 25, 2022, the City Council established the composition of the CSGP
Grant Committee (the "Committee") consisting of one member appointed by each of the
Councilmembers; and
WHEREAS, the Committee convened on March 14, 2023, to develop recommendations for
City Council’s consideration; and
WHEREAS, on March 28, 2023, the City Council considered the recommendations of the
Committee and approved funding for certain proposed CSGP projects.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Arroyo Grande
hereby approves funding for the 2022-23 CSGP as set forth in Exhibit “A" attached hereto
and incorporated herein by this reference, subject to all of the rules, requirements, and
regulations applicable to the CSGP and its grant recipients.
On motion by Council Member_______, seconded by Council Member_______, and by the
following roll call vote, to wit:
AYES:
NOES:
ABSENT:
the foregoing Resolution was adopted this 28th day of March, 2023.
Page 375 of 589
RESOLUTION NO.
PAGE 2
____________________________________
CAREN RAY RUSSOM, MAYOR
ATTEST:
____________________________________
JESSICA MATSON, CITY CLERK
AS TO CONTENT:
____________________________________
WHITNEY MCDONALD, CITY MANAGER
APPROVED AS TO FORM:
____________________________________
ISAAC ROSEN, INTERIM CITY ATTORNEY
Page 376 of 589
RESOLUTION NO.
PAGE 3
EXHIBIT ‘A’
Name Of Non-Profit Project Summary Area
Served
Grant Amount
Requested
Grant
Panel Rec.
1) AG Hospital
Foundation
Homeless Patient Support
Program
AG/ So.
SLO Co.
$10,000 $10,000
2) Arroyo Grande
Public Art
AG Utility Box Project AG $20,000 $10,000
3) Assistance
League of SLO
County
Operation School Bell provides
school supplies and clothing to
students in need
SLO
County
$3,500 $3,500
4) Big Brothers Big
Sisters of SLO
County
Youth mentoring program AG $6,500 $6,500
5) Boy Girls Club of
SLO County
Summer Brain Gain SLO
County
$15,000 $7,500
6) Diversity
Coalition
Fostering Understanding &
School Speaker Series
AG $5,000 $5,000
7) Elm Street Dog
Park Association
Elm St. Dog Park Maintenance
and Improvements
5 Cities $28,635 10,565
8) One Cool Earth School Garden Nutrition
Education
AG $2,000 $2,000
9) Positive Ride
Jams
Creating Adaptive
Recreational Experiences
5 Cities $7,000 $7,000
10) Shower the
People
Hot Showers for the Homeless So. SLO
County
$10,000 $10,000
11) SLO CASA General CASA Program
Support
SLO
County
$5,000 $5,000
12) TalentDreams Mentoring Program AG $12,000 $5,000
$124,635 $82,065
Page 377 of 589
ARROYO GRANDE COMMUNITY SERVICE GRANT PROGRAM
GRANT APPLICATION
FISCAL YEAR 2022-23
PROGRAM DESCRIPTION
The 2022-23 Arroyo Grande Community Service Grant Program is intended to provide monetary grants
to eligible community non-profit organizations. The City recognizes the value of such groups, which
provide specialized social service, educational, cultural, beautification, and recreation programs and
projects that benefiting Arroyo Grande citizens. Grants will be awarded in minimum amounts of not less
than $250.
Funding for 2022-23 Community Service Grant Program is $82,065.
ELIGIBILITY STANDARDS
To be eligible to apply for grant monies under the City's 2022-23 Community Service Grant Program, a
community organization must satisfy the following standards:
x Operate as a non-profit 501c3;
x Serve the Arroyo Grande community;
x Use funds to directly provide* a social service, educational, cultural, beautification, or recreation
program or project to Arroyo Grande residents and/or businesses;
x Not restrict participants based upon race, religion, gender, sexual orientation, marital status,
national origin, ancestry, disability, medical condition, or age; and
x Not use grant monies specifically for religious activities.
x American Rescue Plan Act (ARPA) fundV are restricted to organizations impacted by the
COVID-19 pandemic. See page 4 for more information.
* "Directly provide" means that the community non-profit organization conducts the social service(s) or
cultural program(s) itself rather than through a separate entity to which it sub-awards grant monies.
Please provide all required information and attachments.
Incomplete applications will be disqualified.
APPLICATION PROCESS AND DEADLINE:
All interested non-profit organizations must complete an application form, including the following:
1. Attachment A: Cover Sheet
a. Organization/Agency Name (applicant is required to list the local branch if it represents a
national or statewide organization)
b. Program or Service Title
c. Executive Director and Program Contact Person (if different)
d. Physical Address and Mailing Address (if different)
e. Phone Number
f. Email Address(es)
g. Amount of funds being requested
h. If applicable, funds received in prior year (or most recent year when funds were
received)
ATTACHMENT 2
Page 378 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
i. A brief (50 words or less) description of the proposed program or service
j. Indicate if your organization has been affected by the COVID-19 pandemic
2. Attachment B: Program/Service Information
a. Briefly describe your organization and its mission.
b. Summarize your proposed program or service.
c. How is the program or service beneficial to Arroyo Grande residents?
i. How is local need for this program/service determined?
ii. Approximate number of City of Arroyo Grande residents served by the non-profit
organization.
d. Describe your organizational capacity to successfully carry out the proposed activities
(i.e. past performance and history of the organization will be considered to assess the
agency’s prospects for achieving its goals and objectives).
3. Attachment C: Scope of Work or Work Plan and Budget Worksheet
4. Attachment D: Signed Agreement with the City of Arroyo Grande (to be fully executed upon
grant award).
5. Attachment E: Proof of 501(c)(3) status with a copy of the letter from the IRS.
Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m.,
Thursday, December 22, 2022 addressed to:
City of Arroyo Grande
Community Development Department
Andrew Perez, Planning Manager
300 E. Branch Street
Arroyo Grande CA 93420
OR SUBMITTED ELECTRONICALLY TO
aperez@arroyogrande.org
Applications are encouraged to be submitted electronically.
Electronic signatures are accepted.
Please download and save this application packet to your computer. This is a fillable PDF, and applicants
are encouraged to complete this packet electronically. Alternatively, applicants may print and complete
this packet by hand, and either scan and submit electronically to the email address above or mail the
hard copy to the above listed address.
For questions please contact:
Andrew Perez
Planning Manager
(805) 473-5425
aperez@arroyogrande.org
Page 379 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:
City:State:Zip:
Physical Address:
(if different from Mailing Address)
City:State:Zip:
Fund Amount Requested:$
Previous Funds Received?Ƒ Yes Ƒ No If Yes, Year Received:
Amount Received:
Tax ID Number:
Has your organization been affected by COVID-19?Ƒ Yes Ƒ No
Executive Director:
Email Address:
Phone Number:
Grant Program Contact:
(if different from Executive Director)
Email Address:
Phone Number:
Program or Service Title:
Dignity Health dba Arroyo Grande Community Hosp
345 South Halcyon Road
Arroyo Grande CA 93420
2022
$7,200
Sue Andersen
Matthew Fisk
Homeless Patient Support Program
10,000
✔
✔
Page 380 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
Brief description of the proposed program or service (50 words or less):
On October 12, 2021 City Council authorized $57,065 of funding from the American Rescue Plan Act
(ARPA) received by the City to supplement the $25,000 budgeted for the FY 2021-22 and FY 2022-23
Community Service Grant Programs.
To be awarded grant money from the ARPA funds, an eligible applicant needs to describe how the public
health emergency negatively impacted their organization’s financial condition. Please include a thorough
description of the negative impacts experienced by your organization as a result of the COVID-19
pandemic, and include documentation if possible.
This program provides an array of services offered free of charge to patients experiencing
homelessness or patients who are at risk for homelessness to ensure they are able to make a
full recovery after discharge from the hospital and prevent re-admittance. AGCH has treated 285
homeless patients since July 2022.
This proposal requests a grant of American Rescue Plan Act funds in the amount of $10,000 to help the hospital reach and better care for an
Arroyo Grande population in high need, who also face disproportionate risk related to the COVID-19 pandemic. The pandemic has been
especially difficult for disadvantaged and underserved populations in general, and has affected those who are homeless or at-risk for
homelessness given widespread elimination of crucial services in 2020, 2021, and 2022. With 80% of the county’s homeless population
unhoused and limited shelter beds available county-wide, this is a population that is also disproportionately affected by the COVID-19
pandemic, physically and economically. Before widespread vaccination, COVID-19 outbreaks were common in homeless shelters, with San
Luis Obispo’s 40 Prado Road facility, the nearest shelter for the Five Cities homeless population, experiencing major outbreaks in December
of 2020 and August of 2021. For those with underlying health problems, these risks make staying in a shelter impossible and further interrupts
access to critical resources including medical care. Furthermore, since community masking requirements and other safety measures designed
to reduce the spread of the virus have been relaxed, the required quarantining and social distancing of those exposed to or positive for the
virus have also been discontinued in local shelters, which places those in close proximity to someone infected with the virus at high risk of
their own infection.
A partial solution to these challenges is more vaccination for Five Cities’ homeless populations -- outreach that can be facilitated by Arroyo
Grande Community Hospital’s homeless patient services program given more resources. Older adults who are homeless are often at the
highest risk for complications as a result of a COVID-19 infection, yet there remains widespread mistrust of healthcare systems and
institutions. Two recent studies of COVID-19 vaccine reluctance and suspicion among homeless populations concluded that the intersection
of this general mistrust in healthcare institutions -- based on bad experiences with fragmented systems of care, limited health literacy, and lack
of sustained relationships with primary care providers -- and the tendency toward self-protection due to the inability to socially distance in
overcrowded shelters results in as much as half of individuals experiencing homelessness being unwilling to receive vaccination against
COVID-19. The Homeless Patient Support Program at AGCH addresses these risks through efforts to provide temporary shelter and supplies
to those infected with COVID-19 who are experiencing or at risk of homelessness so they can safely recover without infecting others and
enabling further spread of the virus.
Page 381 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):
Mission Statement:
Program or Service Summary:
List Area(s) Served by the Organization:
Summary of Program/Service
Established in 1961, Arroyo Grande Community Hospital (AGCH) is a nonprofit full-service general, acute care, and medical-surgical
facility with 67 beds serving residents in southern San Luis Obispo County. In June of 2004, AGCH was acquired by Dignity Health.
In 2019, Dignity Health combined with Catholic Health Initiatives to form CommonSpirit Health. In California, the collection of health
care providers and services is known still as Dignity Health. Locally, AGCH operates under the same license as its sister hospital,
Marian Regional Medical Center in Santa Maria. AGCH is otherwise a distinct and independent nonprofit hospital serving southern
San Luis Obispo County.
As the only hospital in southern San Luis Obispo County, AGCH serves the group of communities known locally as the “Five Cities”
and Nipomo. The area has a population of approximately 75,000. In 2021, the hospital saw a total of 34,405 patients in 71,297
separate encounters. Among these patients are the approximately 400 patients seen annually who are experiencing homelessness
or are at risk of homelessness. AGCH offers a range of acute-care services including emergency care, acute rehabilitation, cancer
care, home health support, imaging services, neurological care, orthopedic care and surgery, and physical and respiratory therapy.
Arroyo Grande Community Hospital is committed to delivering compassionate, high-quality,
affordable health services; serving and advocating for the poor and disenfranchised; and
partnering with others in the community to improve the quality of life. Arroyo Grande Community
Hospital Foundation supports this mission through fundraising and relationship building. The
Foundation solicits philanthropic gifts, provides stewardship of these gifts, and grants funds to
the hospital to advance the health of the community.
City of Arroyo Grande and southern San Luis Obispo County
Grant funds will be used by AGCH to provide homeless patients and those identified as at risk for homelessness with the services itemized below, at
the direction of AGCH social workers and case managers. Last year, 433 homeless patients were treated at AGCH, and 285 unique individuals have
been treated since July 1, 2022 in 390 patient encounters. While some permanently reside in Arroyo Grande, most of the homeless residents travel
between and live in multiple communities of southern San Luis Obispo County regularly. Program outcomes will be measured based on statistics
tracked for each service. This is an ongoing program, but awarded funds will be used in 2023.
- Provide shelter solutions for health recovery: Purchase and distribute survival and temporary shelter supplies; linkage to sobering facilities
- COVID+ Homeless Patients assisted post-discharge: Identify homeless patients who are COVID+ and arrange services and referrals to resources for
their safe recovery from the illness
- Health literacy and COVID-19 Vaccination: Individual outreach to educate and encourage vaccination against COVID-19, including offering to
administer the vaccine. Vaccination also removes barriers to care, employment, and shelter.
- Transportation: Bus passes, taxis, and ride services like Lyft are provided to help homeless patients get to the pharmacy or lodging upon discharge.
This outreach program distributing supplies complements other services provided free of charge to local homeless and economically insecure patients.
Together these services contribute to the ultimate goal of helping these patients make a full recovery and prevent readmission to the hospital.
Page 382 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
How is the program or service beneficial to Arroyo Grande residents?
Number of Arroyo Grande Residents Served:
x Description:
How is local need for this program or service determined?
Describe your organizational capacity to successfully carry out the proposed activities.
Number of Full Time Staff:Number of Part Time Staff:
Number of Volunteers:
x Description:
100
This service will directly benefit the most vulnerable population of Arroyo Grande, meeting them
at their greatest time of need to help rehabilitate them and provide safety. While this program is
designed to serve local homeless patients treated at AGCH, it benefits the entire community of
Arroyo Grande by helping maintain the health of our community’s homeless residents, a
necessary component to San Luis Obispo County’s 5-year plan to house its homeless.
All patients at AGCH are evaluated in terms of being housed or homeless, and other
socioeconomic factors, called Social Determinants of Health, or SDOHs.
When a patient at AGCH is identified as homeless, an on-site social worker will assesses the
patient’s individual needs, determine the best course of action for continued recovery after
hospital discharge, and coordinate with local agencies to ensure a continuum of care.
21
AGCH’s Care Coordination team consists of two to three licensed clinical social workers any day of the week, who primarily staff
the Emergency Department, and case managers who work individually with patients who have complex psycho-social needs that
include homelessness. One of these social workers works in partnership with the Five Cities Homeless Coalition organization,
based in Grover Beach, to travel out into the streets and encampments to help homeless patients navigate post-discharge
treatments, monitor medications, and provide linkage to follow-ups with providers and other services and resources. It is the
perspective of AGCH and 5 Cities that health and housing go together in eliminating homelessness in our community.
FT Staff: (2)
- Joan McKenna, LCSW, Arroyo Grande Community Hospital
- Christina Trezza-Horn, LCSW, Arroyo Grande Community Hospital
PT Staff (1): - Amelia Grover, LCSW, Manager of Social Work, Dignity Health Pacific Central Coast
Page 383 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:
A.What are the objectives? What is the program or service aiming to accomplish?
B.How will those goals be achieved, and in what timeframe?
C.What is the evaluation methodology for measuring results? How can results be quantified and
observed?
D.Results should be meaningful, measurable, and demonstrate the difference the proposed
project makes, or is intended to make, in the lives of the people within the program or receiving
the service.
E.Output results show the amount of work performed or services received.
F.Outcomes show the quality of the performance and answer the questions: who is better off by
providing this program or service? What percentage of residents are assisted or are benefitting
from this program or service?
Program/Service
Objectives:
Major Tasks to Complete
(to achieve associated goal)Timeline Evaluation
Methodology
Provide shelter solutions for health
recovery
Purchase and distribute survival and temporary
shelter supplies; link to sobering facilities
full term of the grant
Number of recipients of which
supplies
COVID+ Homeless Patients assisted
post-discharge
Identify homeless patients who are COVID+;
services arranged and referrals to resources
full term of the grant
Number of COVID+ homeless
patients assisted
Provide referrals to COVID vaccine
distribution sites
Connect individual unvaccinated homeless
patients to vaccination resources
full term of the grant
Number of patients referred to
vaccination resources
Provide transportation support to homeless
patients
Provide transportation vouchers for public and
private transportation
full term of the grant
Number of transportation solutions
provided
Provide referrals to COVID vaccine
distribution sites
COVID+ Homeless Patients assisted
post-discharge
Provide referrals to COVID vaccine
distribution sites
COVID+ Homeless Patients assisted
post-discharge
Provide shelter solutions for health
recovery
Number of recipients of which
supplies
Number of COVID+ homeless
patients assisted
Number of patients referred to
vaccination resources
Page 384 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
Program Service OUTPUTS:
Program Service OUTCOMES:
This program's outputs are the services provided to patients who are homeless or at risk of
homelessness who are admitted to the hospital and discharged, or treated in the Emergency
Department, then discharged. Outputs are tied to each of the four objectives of this program and
are quantified as number of patients served with what objectives, categorized according to each
evaluation methodology for each objective.
The goal of this program is to ensure discharged homeless patients, and especially those
infested with the COVID-19 virus, are able to make a full recovery after discharge from the
hospital and prevent re-admittance. In the process, this program's secondary goal is to link
discharged homeless patients to resources that will enable them to find temporary or permanent
housing solutions.
Page 385 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
Budget Worksheet
Complete this Worksheet for the specified program or service.
PROGRAM/SERVICE PROPOSED EXPENSES
Line Item Proposed Cost Proposed Grant Funding
Amount
Administrative Salaries & Fees / Fiscal Agent Fees
Artistic Salaries & Fees
Other Salaries & Fees
1.
2.
Equipment
Supplies / Materials
Travel / Transportation
Promotion / Publicity
Other Expenses:
1.
2.
TOTALS:
PROGRAM/SERVICE PROPOSED INCOME
Cash Amount
Arroyo Grande Community Service Grant Amount Requested
Other Funding Sources:
Other Public Grants
Private Foundations
Corporation Contributions
Concessions / Ticket Sales
Promotion Sales / Advertisements (Other Cash)
Other Funding Subtotal:
TOTALS:
)7(+RPHOHVV+HDOWK1DYLJDWRU VRFLDOZRUNHU
)7(&DUH&RRUGLQDWLRQ&DVH0DQDJHPHQW
EDVLFVXUYLYDOVXSSOLHV
YRXFKHUV JDVFDUGV
VKHOWHULQJDVVLVWDQFH
8QFRYHUHGKHDOWKH[SHQVHVIRUPHGVXSSOLHV
6WDIIPLOHDJHIRUFDVHPDQDJHUV
50,000
20,000
4,500 4,500
3,000 3,000
10,000 1,500
2,000 1,000
2,000
91,500 10,000
10,000
10,000
50,000
5,000
16,500
91,500
91,500
Page 386 of 589
COMMUNITY SERVICE GRANT APPLICATION
202-2
ATTACHMENT D: DRAFT FUNDING AGREEMENT
THIS ARROYO GRANDE COMMUNITY SERVICE GRANT FUNDS AGREEMENT
(“Agreement”), is made and effective as of ____________, 202(the “Effective
Date”), by and between the City of Arroyo Grande, a municipal corporation (“Grantor”),
and the ___________________, a non-profit 501(c)(3) corporation (“Grantee”).
RECITALS
WHEREAS, Grantor has established the Arroyo Grande Community Service Grant
Program to provide grant funding to local, non-profit 501c3 corporations that provide
public service programs; and
WHEREAS, on _______________, 202, the Arroyo Grande City Council held
a public hearing to consider the applications for the Arroyo Grande Community
Service Grant Program;
WHEREAS, Grantee is a local, non-profit 501c3 corporation that provides a
public service program and was approved by the City Council for participation in the
202-202 Arroyo Grande Community Service Grant Program.
NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth
herein, the parties agree as follows:
1.TERM
This Agreement shall commence on the Effective Date and shall remain and
continue in effect until all requests for reimbursement described in Section 3 are
processed, or unless sooner terminated pursuant to the provisions of this Agreement.
2.SERVICES
(a) The Arroyo Grande Community Service Grant Program Application,
attached hereto as “Exhibit A” and incorporated herein by this reference, identifies the
description of community services to be performed by Grantee during the implementation
of this Agreement. Grantee agrees that any funds received from Grantor may only be
used to provide the community services set forth in Exhibit A.
(b) Grantee agrees to the following requirements in administering the
community services set forth in Exhibit A:
(1) Grantee will at all times during the duration of this Agreement operate
as a non-profit 501c3 corporation in good standing;
(2) Provide services benefiting the City of Arroyo Grande;
(3) Use funds provided by Grantor to directly provide a social service,
educational, cultural, beautification or recreation program or project to
Arroyo Grande residents and/or businesses;DRAFTArroyo GraArroy
r the r the Arroyo GArr
-pprofit rof 501c301c corpor
ed by the City Councthe Cit
Service Grant PrograService Grant P
tion of ttfhe he mutualmutual c co
ws:ws:
nt shall commence nt shall comme
until all requests fountil all requests
ss sooner terminatss sooner term
Page 387 of 589
2
(4) Grantee will conduct or provide the community services itself rather than
through a separate entity;
(5) Grantee will not restrict participants based upon race, religion, gender,
sexual orientation, marital status, national origin, ancestry, disability
medical condition, or age; and
(6) Grantee will not use funds provided under this Agreement specifically
for religious activities.
3.PAYMENT OF GRANT FUNDS
(a) Grantee must maintain receipts for expenditures made in furtherance of the
community services provided for in Exhibit A. Grantee must also prepare and submit to
the City a report describing the relationship between the expenditure and the tasks and
activities identified in Exhibit A. This report and the receipts described herein shall be
submitted to the City with each request for reimbursement.
(b) Grantee is eligible for reimbursement for approved expenditures in an
amount not to exceed a total of $________.
(c) All requests for reimbursement must be received by Grantor prior to June
30, 202.
4.REIMBURSEMENT FOR IMPROPER EXPENDITURES
If at any time it is determined by Grantor that funds provided for under this
Agreement have been used by or on behalf of Grantee in a manner or for a purpose not
authorized by this Agreement, Grantee hereby obligates itself, at the Grantor’s request,
to pay to the Grantor an amount equal to one hundred percent of the amount improperly
expended. This obligation shall survive termination of this Agreement.
5.STATUS
Nothing in this Agreement is intended nor shall be construed to create an
employer-employee relationship or a joint venture relationship between Grantor and
Grantee. Neither Grantee nor any of Grantee’s agents, employees or contractors are or
shall be considered to be agents or employees of Grantor in connection with the
performance of Grantee’s obligations under this Agreement.
6.TERMINATION FOR CAUSE
If Grantor determines that the Grantee has requested reimbursement for purposes
that are not permitted or are prohibited under the terms and provisions of this Agreement,
or if the Grantor determines that the Grantee has failed to fulfill its obligations under this
Agreement in a timely and professional manner, or if the Grantee is in violation of the
terms of this Agreement, then Grantor shall have the right to terminate this Agreement
effective immediately upon giving written notice to Grantee.DRAFTpts pts
nt. nt.
forfor aarrpproved pp
stst be be received byd by G
PER EXPENDITUREPEND
AFned by Grantor by Grantor that that
r on behalf of Granter on behalf of Grante
Grantee hereby obli Grantee hereby
ount equal to one huount equal to one h
n shall survive terminhall survive termin
his Agreement his Agreemen
elationship elationship
e nor e nor
Page 388 of 589
3
7. INDEMNIFICATION
Grantee agrees to accept responsibility for loss or damage to any person or entity,
and shall defend, indemnify and hold harmless Grantor, its officers, employees and
agents from any and all claims and demands, liability, damages, costs, expenses,
judgments (including, but not limited to attorney fees and expert witness costs) that may
be asserted by any person or entity, including Grantee, arising out of or in connection with
the performance by Grantee hereunder and/or the use of the City of Arroyo Grande
Community Service Grant fund monies.
8. COMPLIANCE WITH LAW
Grantee agrees to comply with all City of Arroyo Grande, Federal and State laws
and regulations applicable to Grantee. In particular, Grantee agrees to comply with the
terms and conditions contained in the City of Arroyo Grande Community Service Grant
Program, which is attached hereto as Exhibit “B” and incorporated herein by this
reference.
9.ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof,
without the prior written consent of Grantor.
10. GOVERNING LAW
Grantor and Grantee understand and agree that the laws of the State of California
shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement
and also govern the interpretation of this Agreement. Any litigation concerning this
Agreement shall take place in the superior or federal district court with jurisdiction over
the City of Arroyo Grande.
11. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to
the obligations of the parties described in this Agreement. All prior or contemporaneous
agreements, understandings, representations, and statements, either oral or written, are
merged into this Agreement and shall be of no further force or effect. Each party is
entering into this Agreement based solely upon the representations set forth herein and
upon each party’s own independent investigation of any and all facts such party deems
material.
12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the
mutual written consent of all of the parties to this Agreement. DRAFTee aee
ande Coande
and incorporand in
rmance of this Agreermance of thi
antorntor. .
understand and agreunderstand and ag
bligations, duties, andations, duties, and
interpretation of thisinterpretation
ke place in the superke place in the sup
GrandeGran.
EMENTEMENTD
Page 389 of 589
4
13.AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Grantee warrant and
represent that he/she has the authority to execute this Agreement on behalf of the
Grantee and has the authority to bind Grantee to the performance of its obligations
hereunder.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
the day and year first above written.
GRANTOR GRANTEE
By:____________________________ By: ___________________________
Whitney McDonald, City Manager
Attachments:
Exhibit A- Arroyo Grande Community Service Grant Program Application
DRAFT___________________
unity Service Grant Punity Service Grant P
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ARROYO GRANDE COMMUNITY SERVICE GRANT PROGRAM
GRANT APPLICATION
FISCAL YEAR 2022-23
PROGRAM DESCRIPTION
The 2022-23 Arroyo Grande Community Service Grant Program is intended to provide monetary grants
to eligible community non-profit organizations. The City recognizes the value of such groups, which
provide specialized social service, educational, cultural, beautification, and recreation programs and
projects that benefiting Arroyo Grande citizens. Grants will be awarded in minimum amounts of not less
than $250.
Funding for 2022-23 Community Service Grant Program is $82,065.
ELIGIBILITY STANDARDS
To be eligible to apply for grant monies under the City's 2022-23 Community Service Grant Program, a
community organization must satisfy the following standards:
x Operate as a non-profit 501c3;
x Serve the Arroyo Grande community;
x Use funds to directly provide* a social service, educational, cultural, beautification, or recreation
program or project to Arroyo Grande residents and/or businesses;
x Not restrict participants based upon race, religion, gender, sexual orientation, marital status,
national origin, ancestry, disability, medical condition, or age; and
x Not use grant monies specifically for religious activities.
x American Rescue Plan Act (ARPA) fundV are restricted to organizations impacted by the
COVID-19 pandemic. See page 4 for more information.
* "Directly provide" means that the community non-profit organization conducts the social service(s) or
cultural program(s) itself rather than through a separate entity to which it sub-awards grant monies.
Please provide all required information and attachments.
Incomplete applications will be disqualified.
APPLICATION PROCESS AND DEADLINE:
All interested non-profit organizations must complete an application form, including the following:
1. Attachment A: Cover Sheet
a. Organization/Agency Name (applicant is required to list the local branch if it represents a
national or statewide organization)
b. Program or Service Title
c. Executive Director and Program Contact Person (if different)
d. Physical Address and Mailing Address (if different)
e. Phone Number
f. Email Address(es)
g. Amount of funds being requested
h. If applicable, funds received in prior year (or most recent year when funds were
received)
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
i. A brief (50 words or less) description of the proposed program or service
j. Indicate if your organization has been affected by the COVID-19 pandemic
2. Attachment B: Program/Service Information
a. Briefly describe your organization and its mission.
b. Summarize your proposed program or service.
c. How is the program or service beneficial to Arroyo Grande residents?
i. How is local need for this program/service determined?
ii. Approximate number of City of Arroyo Grande residents served by the non-profit
organization.
d. Describe your organizational capacity to successfully carry out the proposed activities
(i.e. past performance and history of the organization will be considered to assess the
agency’s prospects for achieving its goals and objectives).
3. Attachment C: Scope of Work or Work Plan and Budget Worksheet
4. Attachment D: Signed Agreement with the City of Arroyo Grande (to be fully executed upon
grant award).
5. Attachment E: Proof of 501(c)(3) status with a copy of the letter from the IRS.
Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m.,
Thursday, December 22, 2022 addressed to:
City of Arroyo Grande
Community Development Department
Andrew Perez, Planning Manager
300 E. Branch Street
Arroyo Grande CA 93420
OR SUBMITTED ELECTRONICALLY TO
aperez@arroyogrande.org
Applications are encouraged to be submitted electronically.
Electronic signatures are accepted.
Please download and save this application packet to your computer. This is a fillable PDF, and applicants
are encouraged to complete this packet electronically. Alternatively, applicants may print and complete
this packet by hand, and either scan and submit electronically to the email address above or mail the
hard copy to the above listed address.
For questions please contact:
Andrew Perez
Planning Manager
(805) 473-5425
aperez@arroyogrande.org
Page 394 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:
City:State:Zip:
Physical Address:
(if different from Mailing Address)
City:State:Zip:
Fund Amount Requested:$
Previous Funds Received?Ƒ Yes Ƒ No If Yes, Year Received:
Amount Received:
Tax ID Number:
Has your organization been affected by COVID-19?Ƒ Yes Ƒ No
Executive Director:
Email Address:
Phone Number:
Grant Program Contact:
(if different from Executive Director)
Email Address:
Phone Number:
Program or Service Title:
Arroyo Grande Public Art, Inc.
P.O. Box 008
Arroyo Grande CA 93421
1088 Robin Circle
Arroyo Grande CA 93420
2018
700
Kathryn Phelan
Eileen Costello
Art Outside the Box - Arroyo Grande Utility Box project
20,000
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
Brief description of the proposed program or service (50 words or less):
On October 12, 2021 City Council authorized $57,065 of funding from the American Rescue Plan Act
(ARPA) received by the City to supplement the $25,000 budgeted for the FY 2021-22 and FY 2022-23
Community Service Grant Programs.
To be awarded grant money from the ARPA funds, an eligible applicant needs to describe how the public
health emergency negatively impacted their organization’s financial condition. Please include a thorough
description of the negative impacts experienced by your organization as a result of the COVID-19
pandemic, and include documentation if possible.
The city of Arroyo Grande and Arroyo Grande Public Art(AGPA) are implementing a public art
project, Art Outside the Box, to paint 16 city Utility Boxes with the art work of local artists. The
project will elevate the aesthetics of the city, promote civic pride, extend public art to new areas,
and increase tourism.
During the pandemic due to Covid restrictions, AGPA could not meet in public. We started
having our meetings over zoom, which we are still continuing for Board of Directors meetings.
We also had to stop most of our fundraising activities and our membership drive. Our
membership declined as a consequence of the pandemic. Our first in person fundraiser was
this summer when we were the highlighted non-profit at one of the Arroyo Grande Summer
Concert series. Since we depend on fundraising to provide much of the funds for public art
projects, it has been difficult to start new projects.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):
Mission Statement:
Program or Service Summary:
List Area(s) Served by the Organization:
Summary of Program/Service
AGPA has been promoting development of public art in Arroyo Grande since 2013. We have
successfully completed and installed eight projects. All of these art installations are in public
locations where they can be enjoyed by the entire community of Arroyo Grande.
The purpose of Arroyo Grande Public Art is to promote and support the work of local and
statewide artists, and to approach the entire city as a showcase for public art. As a community
organization we want to respond to and reflect the diverse nature of Arroyo Grande’s population
history and growth, and engage the community to encourage public art sponsorship.
Arroyo Grande’s Public Art’s mission is to encourage and support Public Art projects that
stimulate a cultural environment that reflects the city’s heritage, and character. Our support will
include but not be limited to identification, funding, installation, and support, of public works of art.
City of Arroyo Grande
AGPA has provided art installations in 8 locations in the city of Arroyo Grande. After AGPA
completes all phases of the Utility Box project, projected future projects include crosswalk art and
murals on public buildings in Arroyo Grande. AGPA intends to continue work with the city and
local businesses to coordinate and come up with ideas for future public art projects.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
How is the program or service beneficial to Arroyo Grande residents?
Number of Arroyo Grande Residents Served:
x Description:
How is local need for this program or service determined?
Describe your organizational capacity to successfully carry out the proposed activities.
Number of Full Time Staff:Number of Part Time Staff:
Number of Volunteers:
x Description:
18,000+
The Utility Box Art project sites are located throughout the city and are all on publicly accessible
sites. People driving or walking will see them.
1. Public art draws people, which creates retail opportunities
2. Provides education and appreciation of culture, history, and art
3. Promotes participation in a community
4. Complements the natural beauty of area
5. Public art helps create a community identity
none none
11
We have a board of directors who meet monthly. We set up a subcommittee for each major
public art project. These sub committees manage the project and work in conjunction with the city
of Arroyo Grande requirements. We also have ongoing committees for membership, and social
media.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:
A.What are the objectives? What is the program or service aiming to accomplish?
B.How will those goals be achieved, and in what timeframe?
C.What is the evaluation methodology for measuring results? How can results be quantified and
observed?
D.Results should be meaningful, measurable, and demonstrate the difference the proposed
project makes, or is intended to make, in the lives of the people within the program or receiving
the service.
E.Output results show the amount of work performed or services received.
F.Outcomes show the quality of the performance and answer the questions: who is better off by
providing this program or service? What percentage of residents are assisted or are benefitting
from this program or service?
Program/Service
Objectives:
Major Tasks to Complete
(to achieve associated goal)Timeline Evaluation
Methodology
Utility Box beautification submit requests for proposal (RF 2023 AGPA reviews RFPs
Scope of Work
Description attached
select artists Approved by Arroyo Gra
review designs City’s Public Art Commit
assign boxes
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
Program Service OUTPUTS:
Program Service OUTCOMES:
Painting of the boxes by the artists
Beautification of the city
Page 400 of 589
Scope of Work
The Program’s objective is to enhance and beautify the streetscape and display the
artwork of local artists on what otherwise would be drab, unattractive utility boxes, by
using non-traditional ways to add and share artistic creativity within the community. Art
Outside the Box will elevate the aesthetics of the City, promote civic pride, increase
pedestrian traffic and extend public art to new areas. The goal is to bring public art
beauty to unexpected places such as utility boxes, creating an attractive environment
and allowing art to be introduced to the public in a creative and inventive way.
We have hired artists for the initial phase and will continue to add artists and boxes
throughout 2022-2023
The art undergoes a tiered vetting process. Initially art is chosen by AGPA and then
confirmed by the Arroyo Grande City Council then the Art Commission. The project will
be deemed complete on an individual box basis when the art has been finished by the
artist and covered by anti- graffiti paint. The whole project will be complete upon
beautification of 16 city owned utility boxes.
100% of residents and visitors benefit from this project.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
Budget Worksheet
Complete this Worksheet for the specified program or service.
PROGRAM/SERVICE PROPOSED EXPENSES
Line Item Proposed Cost Proposed Grant Funding
Amount
Administrative Salaries & Fees / Fiscal Agent Fees
Artistic Salaries & Fees
Other Salaries & Fees
1.
2.
Equipment
Supplies / Materials
Travel / Transportation
Promotion / Publicity
Other Expenses:
1.
2.
TOTALS:
PROGRAM/SERVICE PROPOSED INCOME
Cash Amount
Arroyo Grande Community Service Grant Amount Requested
Other Funding Sources:
Other Public Grants
Private Foundations
Corporation Contributions
Concessions / Ticket Sales
Promotion Sales / Advertisements (Other Cash)
Other Funding Subtotal:
TOTALS:
$20,000 $20,000
$20,000
Page 402 of 589
COMMUNITY SERVICE GRANT APPLICATION
202-2
ATTACHMENT D: DRAFT FUNDING AGREEMENT
THIS ARROYO GRANDE COMMUNITY SERVICE GRANT FUNDS AGREEMENT
(“Agreement”), is made and effective as of ____________, 202(the “Effective
Date”), by and between the City of Arroyo Grande, a municipal corporation (“Grantor”),
and the ___________________, a non-profit 501(c)(3) corporation (“Grantee”).
RECITALS
WHEREAS, Grantor has established the Arroyo Grande Community Service Grant
Program to provide grant funding to local, non-profit 501c3 corporations that provide
public service programs; and
WHEREAS, on _______________, 202, the Arroyo Grande City Council held
a public hearing to consider the applications for the Arroyo Grande Community
Service Grant Program;
WHEREAS, Grantee is a local, non-profit 501c3 corporation that provides a
public service program and was approved by the City Council for participation in the
202-202 Arroyo Grande Community Service Grant Program.
NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth
herein, the parties agree as follows:
1.TERM
This Agreement shall commence on the Effective Date and shall remain and
continue in effect until all requests for reimbursement described in Section 3 are
processed, or unless sooner terminated pursuant to the provisions of this Agreement.
2.SERVICES
(a) The Arroyo Grande Community Service Grant Program Application,
attached hereto as “Exhibit A” and incorporated herein by this reference, identifies the
description of community services to be performed by Grantee during the implementation
of this Agreement. Grantee agrees that any funds received from Grantor may only be
used to provide the community services set forth in Exhibit A.
(b) Grantee agrees to the following requirements in administering the
community services set forth in Exhibit A:
(1) Grantee will at all times during the duration of this Agreement operate
as a non-profit 501c3 corporation in good standing;
(2) Provide services benefiting the City of Arroyo Grande;
(3) Use funds provided by Grantor to directly provide a social service,
educational, cultural, beautification or recreation program or project to
Arroyo Grande residents and/or businesses;DRAFTArroyo GraArroy
r the r the Arroyo GArr
-pprofit rof 501c301c corpor
ed by the City Councthe Cit
Service Grant PrograService Grant P
tion of ttfhe he mutualmutual c co
ws:ws:
nt shall commence nt shall comme
until all requests fountil all requests
ss sooner terminatss sooner term
Page 403 of 589
2
(4) Grantee will conduct or provide the community services itself rather than
through a separate entity;
(5) Grantee will not restrict participants based upon race, religion, gender,
sexual orientation, marital status, national origin, ancestry, disability
medical condition, or age; and
(6) Grantee will not use funds provided under this Agreement specifically
for religious activities.
3.PAYMENT OF GRANT FUNDS
(a) Grantee must maintain receipts for expenditures made in furtherance of the
community services provided for in Exhibit A. Grantee must also prepare and submit to
the City a report describing the relationship between the expenditure and the tasks and
activities identified in Exhibit A. This report and the receipts described herein shall be
submitted to the City with each request for reimbursement.
(b) Grantee is eligible for reimbursement for approved expenditures in an
amount not to exceed a total of $________.
(c) All requests for reimbursement must be received by Grantor prior to June
30, 202.
4.REIMBURSEMENT FOR IMPROPER EXPENDITURES
If at any time it is determined by Grantor that funds provided for under this
Agreement have been used by or on behalf of Grantee in a manner or for a purpose not
authorized by this Agreement, Grantee hereby obligates itself, at the Grantor’s request,
to pay to the Grantor an amount equal to one hundred percent of the amount improperly
expended. This obligation shall survive termination of this Agreement.
5.STATUS
Nothing in this Agreement is intended nor shall be construed to create an
employer-employee relationship or a joint venture relationship between Grantor and
Grantee. Neither Grantee nor any of Grantee’s agents, employees or contractors are or
shall be considered to be agents or employees of Grantor in connection with the
performance of Grantee’s obligations under this Agreement.
6.TERMINATION FOR CAUSE
If Grantor determines that the Grantee has requested reimbursement for purposes
that are not permitted or are prohibited under the terms and provisions of this Agreement,
or if the Grantor determines that the Grantee has failed to fulfill its obligations under this
Agreement in a timely and professional manner, or if the Grantee is in violation of the
terms of this Agreement, then Grantor shall have the right to terminate this Agreement
effective immediately upon giving written notice to Grantee.DRAFTpts pts
nt. nt.
forfor aarrpproved pp
stst be be received byd by G
PER EXPENDITUREPEND
AFned by Grantor by Grantor that that
r on behalf of Granter on behalf of Grante
Grantee hereby obli Grantee hereby
ount equal to one huount equal to one h
n shall survive terminhall survive termin
his Agreement his Agreemen
elationship elationship
e nor e nor
Page 404 of 589
3
7. INDEMNIFICATION
Grantee agrees to accept responsibility for loss or damage to any person or entity,
and shall defend, indemnify and hold harmless Grantor, its officers, employees and
agents from any and all claims and demands, liability, damages, costs, expenses,
judgments (including, but not limited to attorney fees and expert witness costs) that may
be asserted by any person or entity, including Grantee, arising out of or in connection with
the performance by Grantee hereunder and/or the use of the City of Arroyo Grande
Community Service Grant fund monies.
8. COMPLIANCE WITH LAW
Grantee agrees to comply with all City of Arroyo Grande, Federal and State laws
and regulations applicable to Grantee. In particular, Grantee agrees to comply with the
terms and conditions contained in the City of Arroyo Grande Community Service Grant
Program, which is attached hereto as Exhibit “B” and incorporated herein by this
reference.
9.ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof,
without the prior written consent of Grantor.
10. GOVERNING LAW
Grantor and Grantee understand and agree that the laws of the State of California
shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement
and also govern the interpretation of this Agreement. Any litigation concerning this
Agreement shall take place in the superior or federal district court with jurisdiction over
the City of Arroyo Grande.
11. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to
the obligations of the parties described in this Agreement. All prior or contemporaneous
agreements, understandings, representations, and statements, either oral or written, are
merged into this Agreement and shall be of no further force or effect. Each party is
entering into this Agreement based solely upon the representations set forth herein and
upon each party’s own independent investigation of any and all facts such party deems
material.
12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the
mutual written consent of all of the parties to this Agreement. DRAFTee aee
ande Coande
and incorporand in
rmance of this Agreermance of thi
antorntor. .
understand and agreunderstand and ag
bligations, duties, andations, duties, and
interpretation of thisinterpretation
ke place in the superke place in the sup
GrandeGran.
EMENTEMENTD
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4
13.AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Grantee warrant and
represent that he/she has the authority to execute this Agreement on behalf of the
Grantee and has the authority to bind Grantee to the performance of its obligations
hereunder.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
the day and year first above written.
GRANTOR GRANTEE
By:____________________________ By: ___________________________
Whitney McDonald, City Manager
Attachments:
Exhibit A- Arroyo Grande Community Service Grant Program Application
DRAFT___________________
unity Service Grant Punity Service Grant P
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:
Proof of 501(c)(3) status with a copy of the letter from the IRS.
II. CERTIFICATION:
I certify on behalf of _________________________________ non-profit organization,
that I have read, understand and agree that the aforesaid information is accurate, factual
and current. I understand that an award of funds, if granted, will be for the sole use as
reflected in this application form. I further certify that as a condition of receiving funds, an
agreement with the City of Arroyo Grande, in a form and content provided by the City of
Arroyo Grande, will be signed and executed by a duly authorized representative of said
non-profit organization.
I am aware of and certify that our non-profit organization will adhere to all City
regulations regarding the 202-2Community Service Grant Program including, but
not limited to, maintaining non-discriminatory policies, practices and intent. I also, on
behalf of our non-profit organization, agree to indemnify, defend, and hold harmless
the City of Arroyo Grande relative to any and all liability that may arise as a result of
the use of the City of Arroyo Grande Community Service Grant Fund monies.
Date: _______________ Signature: ______________________________
Executive Director or Designee
______________________________
Board of Director or Officer
Arroyo Grande Public Art, Inc.
12/15/2022 Eileen Costello
Kathryn Phelan
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Page 408 of 589
ARROYO GRANDE COMMUNITY SERVICE GRANT PROGRAM
GRANT APPLICATION
FISCAL YEAR 2022-23
PROGRAM DESCRIPTION
The 2022-23 Arroyo Grande Community Service Grant Program is intended to provide monetary grants
to eligible community non-profit organizations. The City recognizes the value of such groups, which
provide specialized social service, educational, cultural, beautification, and recreation programs and
projects that benefiting Arroyo Grande citizens. Grants will be awarded in minimum amounts of not less
than $250.
Funding for 2022-23 Community Service Grant Program is $82,065.
ELIGIBILITY STANDARDS
To be eligible to apply for grant monies under the City's 2022-23 Community Service Grant Program, a
community organization must satisfy the following standards:
x Operate as a non-profit 501c3;
x Serve the Arroyo Grande community;
x Use funds to directly provide* a social service, educational, cultural, beautification, or recreation
program or project to Arroyo Grande residents and/or businesses;
x Not restrict participants based upon race, religion, gender, sexual orientation, marital status,
national origin, ancestry, disability, medical condition, or age; and
x Not use grant monies specifically for religious activities.
x American Rescue Plan Act (ARPA) fundV are restricted to organizations impacted by the
COVID-19 pandemic. See page 4 for more information.
* "Directly provide" means that the community non-profit organization conducts the social service(s) or
cultural program(s) itself rather than through a separate entity to which it sub-awards grant monies.
Please provide all required information and attachments.
Incomplete applications will be disqualified.
APPLICATION PROCESS AND DEADLINE:
All interested non-profit organizations must complete an application form, including the following:
1. Attachment A: Cover Sheet
a. Organization/Agency Name (applicant is required to list the local branch if it represents a
national or statewide organization)
b. Program or Service Title
c. Executive Director and Program Contact Person (if different)
d. Physical Address and Mailing Address (if different)
e. Phone Number
f. Email Address(es)
g. Amount of funds being requested
h. If applicable, funds received in prior year (or most recent year when funds were
received)
Page 409 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
i. A brief (50 words or less) description of the proposed program or service
j. Indicate if your organization has been affected by the COVID-19 pandemic
2. Attachment B: Program/Service Information
a. Briefly describe your organization and its mission.
b. Summarize your proposed program or service.
c. How is the program or service beneficial to Arroyo Grande residents?
i. How is local need for this program/service determined?
ii. Approximate number of City of Arroyo Grande residents served by the non-profit
organization.
d. Describe your organizational capacity to successfully carry out the proposed activities
(i.e. past performance and history of the organization will be considered to assess the
agency’s prospects for achieving its goals and objectives).
3. Attachment C: Scope of Work or Work Plan and Budget Worksheet
4. Attachment D: Signed Agreement with the City of Arroyo Grande (to be fully executed upon
grant award).
5. Attachment E: Proof of 501(c)(3) status with a copy of the letter from the IRS.
Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m.,
Thursday, December 22, 2022 addressed to:
City of Arroyo Grande
Community Development Department
Andrew Perez, Planning Manager
300 E. Branch Street
Arroyo Grande CA 93420
OR SUBMITTED ELECTRONICALLY TO
aperez@arroyogrande.org
Applications are encouraged to be submitted electronically.
Electronic signatures are accepted.
Please download and save this application packet to your computer. This is a fillable PDF, and applicants
are encouraged to complete this packet electronically. Alternatively, applicants may print and complete
this packet by hand, and either scan and submit electronically to the email address above or mail the
hard copy to the above listed address.
For questions please contact:
Andrew Perez
Planning Manager
(805) 473-5425
aperez@arroyogrande.org
Page 410 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:
City:State:Zip:
Physical Address:
(if different from Mailing Address)
City:State:Zip:
Fund Amount Requested:$
Previous Funds Received?Ƒ Yes Ƒ No If Yes, Year Received:
Amount Received:
Tax ID Number:
Has your organization been affected by COVID-19?Ƒ Yes Ƒ No
Executive Director:
Email Address:
Phone Number:
Grant Program Contact:
(if different from Executive Director)
Email Address:
Phone Number:
Program or Service Title:
Assistance League® of San Luis Obispo County
P.O. Box 14260
San Luis Obispo CA 93406
667A Marsh Street
San Luis Obispo CA 93401
2021-22
$2,500
President Judy Jiménez
Charlene Ables
Operation School Bell®
3,500
✔
✔
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
Brief description of the proposed program or service (50 words or less):
On October 12, 2021 City Council authorized $57,065 of funding from the American Rescue Plan Act
(ARPA) received by the City to supplement the $25,000 budgeted for the FY 2021-22 and FY 2022-23
Community Service Grant Programs.
To be awarded grant money from the ARPA funds, an eligible applicant needs to describe how the public
health emergency negatively impacted their organization’s financial condition. Please include a thorough
description of the negative impacts experienced by your organization as a result of the COVID-19
pandemic, and include documentation if possible.
Operation School Bell provides new school-appropriate clothing to Kindergarten - 12th grade
students in need in all ten school districts in the County. In addition to the clothing, each student
clothed is provided with a dental hygiene kit, grade-appropriate book of his/her choosing, and a
tote filled with grade-appropriate school supplies.
Assistance League was greatly affected by COVID-19 in the previous two years but not this
year.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):
Mission Statement:
Program or Service Summary:
List Area(s) Served by the Organization:
Summary of Program/Service
Assistance League of San Luis Obispo County is a 501 (c )(3) public benefit, nonprofit corporation. We are an all-volunteer organization with no
paid staff. We were incorporated in 1996. Operation School Bell was adopted by Assistance League in 1995 to provide school clothing to
students Kindergarten through 6th grade in need, living and attending school in San Luis Obispo County. Since its adoption, the program has
been enhanced many times. Middle school students were added in 2009-10 and then high school students were included in 2014-15.
Our chapter's Operation School Bell program has provided school clothing to more than 36,000 under resourced students. We have added
grade-appropriate books, dental hygiene kits, grade-appropriate school supplies. These have been added to address the need of these students
living in poverty. These changes have been administered with the upmost consideration of our Operating Budget and the number of member
volunteers required.
Our primary source of income is our Thrift Store on Marsh Street in San Luis Obispo. Our other fundraisers are a direct holiday mailer oWarm
Your HeartlClothe a Child," and grants.
Assistance League of San Luis Obispo County volunteers transforming the lives of children and
adults through community programs.
San Luis Obispo County
Operation School Bell® provides new school-appropriate clothing to Kindergarten ⚶ 12th grade students in need, living and attending school in
all ten school districts in San Luis Obispo County. Students are clothed through a retail shopping experience in local department stores.
Assistance League will clothe 2,200 disadvantaged students in the 2022-23 school year. K-5th grade students receive $120 in new clothing and
6th ⚶ 12th grade students will receive $200 in new clothing. We have increased the amount for the 6th -12th grade students from $150 to $200.
Their clothes have become increasingly more and more expensive. This is a very demonstrative way that illustrates our unwavering commitment
to these students. It is our goal to see that these students get complete school wardrobes. Students from the South County are clothed at Old
Navy in San Luis Obispo, and students from the North County are clothed at Kohl's in Paso Robles.Students are clothed two or three times a
week from Sept. through May, or until our allocated budget has been spent.
Assistance League liaisons coordinate with all County schools and provide them with the allotted number of students to be referred. The referral
process is done online with a free Google Forms service for school personnel. They are best qualified to determine the students most in need.
Students are met at the retail stores by member volunteers who assist and supervise their purchase of school clothing.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
How is the program or service beneficial to Arroyo Grande residents?
Number of Arroyo Grande Residents Served:
x Description:
How is local need for this program or service determined?
Describe your organizational capacity to successfully carry out the proposed activities.
Number of Full Time Staff:Number of Part Time Staff:
Number of Volunteers:
x Description:
263
Our Operation School Bell program is becoming more and more unique in that we deal directly with students. Many of these
students have very complicated home lives and are often lost in the dynamics that can accompany the lives of low-income, food
insecure families. The students are cheerfully greeted at the retail stores by our member volunteers and provided the opportunity
to choose the school clothing they prefer.
On a social level it is a remarkable thing for an impoverished student to return to school dressed appropriately and stylishly,
wearing brand name shoes and clothes. These are seemingly superficial things which are based on financial means.
Impoverished students for the most part do not have these superficial but meaningful appearances which affect their academic
success and social adjustment. The impoverished child comes to know exactly where he/she fits into the world based on these
material possessions, and the most painful thing is these feelings are often reflected back to them through the words and actions
of their classmates and peers.
Statistic prove that studentsn attendance is negatively affected when they do not have appropriate school clothing. If students
do not attend school regularly, they cannot succeed academically or socially.Students cannot acces learning if their basic needs
of shelter, clothing and food are not met. Clothing is a basic need.
Our chapter accesses the California Department of Educationns Free and Reduced Meals data
to determine the number of students in the County that qualify for the Free and Reduced Meals
at each school. We determine the number of students that can be clothed with the allocated
funds in our Operating Budget. We then create a percentage of students we can clothe at each
school using this formula. That percentage for this school year was 13.7% which is about one in
seven students. The need is greater than ever. The number of students qualifying for the Free
and Reduced Meals Program has risen from 45% for the last two years to 49% this school year.
-0--0-
105
Assistance League has demonstrated the ability to successfully administer, staff and fund the
Operation School Bell program for 27 years. During the 2021-22 fiscal year our members
volunteers devoted 20,449 service hours to our chapter and its philanthropic programs. The IRS
value for those hours was $654,363.
We have had a strong national organization that oversaw our chapter and held us to the highest
standard of fiscal responsibility.
Page 414 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:
A.What are the objectives? What is the program or service aiming to accomplish?
B.How will those goals be achieved, and in what timeframe?
C.What is the evaluation methodology for measuring results? How can results be quantified and
observed?
D.Results should be meaningful, measurable, and demonstrate the difference the proposed
project makes, or is intended to make, in the lives of the people within the program or receiving
the service.
E.Output results show the amount of work performed or services received.
F.Outcomes show the quality of the performance and answer the questions: who is better off by
providing this program or service? What percentage of residents are assisted or are benefitting
from this program or service?
Program/Service
Objectives:
Major Tasks to Complete
(to achieve associated goal)Timeline Evaluation
Methodology
Goal for 2022-23 school year is 2,200 Create an annual chapter Operting Budget Jan 2022-Operting Budget has been
Kindergarten - 12th grade students in April 2022 prepared and approved by
need, living and attending school in the Board and Membership.
San Luis Obispo County will have Coordination with Kohl's and Old Navy July 2022-Clothing dates have been
adequate clothing to attend school. May 2023 scheduled with stores.
The goal of Operation School Bell is Operation School Bell dates determined. August 2022- Clothing referrals for students
to improve attendance and positively May 2023 have been created with date,
affect the academic and social success time, place of the appointment.
of these underserved students.Clothing sessions are held 2 or 3 times a week. Sept. 22-May 23 Students have been clothed as scheduled..
Page 415 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
Program Service OUTPUTS:
Program Service OUTCOMES:
2,200 Kindergarten ⚶ 12th grade students in need, living and attending school in San Luis
Obispo County will have received new school-appropriate clothing, a dental hygiene kit, a
grade-appropriate book of their choosing, and a tote filled with grade-appropriate school supplies
through Operation School Bell. The cost for clothing each K ⚶ 5th grade student is $120, and
$200 for each 6th ⚶ 12th grade student.
The number of students clothed with their grade, gender, school, school district, and city of residence will be
recorded in our Assistance League program database which allows us to accurately monitor these statistics. The
percentage of identified impoverished student benefiting is 13.7%.
In February of 2022, the chapter conducted a Measured Outcomes Survey for the fifth year which was sent to
school personnel in all ten school districts to determine the impact of Operation School Bell on their students.
61.5% reported studentsn participation in Operation School Bell had a positive effect on classroom behavior,
76.9% reported studentsn participation in Operation School Bell had a positive effect on student confidence,
98.1% reported that Operation School Bell serves a high priority need in their school.
Page 416 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
Budget Worksheet
Complete this Worksheet for the specified program or service.
PROGRAM/SERVICE PROPOSED EXPENSES
Line Item Proposed Cost Proposed Grant Funding
Amount
Administrative Salaries & Fees / Fiscal Agent Fees
Artistic Salaries & Fees
Other Salaries & Fees
1.
2.
Equipment
Supplies / Materials
Travel / Transportation
Promotion / Publicity
Other Expenses:
1.
2.
TOTALS:
PROGRAM/SERVICE PROPOSED INCOME
Cash Amount
Arroyo Grande Community Service Grant Amount Requested
Other Funding Sources:
Other Public Grants
Private Foundations
Corporation Contributions
Concessions / Ticket Sales
Promotion Sales / Advertisements (Other Cash)
Other Funding Subtotal:
TOTALS:
.00
.00
.00
Clothing 352,000. 3,500.
200.
200.
352,400. 3,500.
3,500.
25,200
1,500.
1,250.
176,686 Thrift Store
204,636
208,136
Page 417 of 589
COMMUNITY SERVICE GRANT APPLICATION
202-2
ATTACHMENT D: DRAFT FUNDING AGREEMENT
THIS ARROYO GRANDE COMMUNITY SERVICE GRANT FUNDS AGREEMENT
(“Agreement”), is made and effective as of ____________, 202(the “Effective
Date”), by and between the City of Arroyo Grande, a municipal corporation (“Grantor”),
and the ___________________, a non-profit 501(c)(3) corporation (“Grantee”).
RECITALS
WHEREAS, Grantor has established the Arroyo Grande Community Service Grant
Program to provide grant funding to local, non-profit 501c3 corporations that provide
public service programs; and
WHEREAS, on _______________, 202, the Arroyo Grande City Council held
a public hearing to consider the applications for the Arroyo Grande Community
Service Grant Program;
WHEREAS, Grantee is a local, non-profit 501c3 corporation that provides a
public service program and was approved by the City Council for participation in the
202-202 Arroyo Grande Community Service Grant Program.
NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth
herein, the parties agree as follows:
1.TERM
This Agreement shall commence on the Effective Date and shall remain and
continue in effect until all requests for reimbursement described in Section 3 are
processed, or unless sooner terminated pursuant to the provisions of this Agreement.
2.SERVICES
(a) The Arroyo Grande Community Service Grant Program Application,
attached hereto as “Exhibit A” and incorporated herein by this reference, identifies the
description of community services to be performed by Grantee during the implementation
of this Agreement. Grantee agrees that any funds received from Grantor may only be
used to provide the community services set forth in Exhibit A.
(b) Grantee agrees to the following requirements in administering the
community services set forth in Exhibit A:
(1) Grantee will at all times during the duration of this Agreement operate
as a non-profit 501c3 corporation in good standing;
(2) Provide services benefiting the City of Arroyo Grande;
(3) Use funds provided by Grantor to directly provide a social service,
educational, cultural, beautification or recreation program or project to
Arroyo Grande residents and/or businesses;DRAFTArroyo GraArroy
r the r the Arroyo GArr
-pprofit rof 501c301c corpor
ed by the City Councthe Cit
Service Grant PrograService Grant P
tion of ttfhe he mutualmutual c co
ws:ws:
nt shall commence nt shall comme
until all requests fountil all requests
ss sooner terminatss sooner term
Page 418 of 589
2
(4) Grantee will conduct or provide the community services itself rather than
through a separate entity;
(5) Grantee will not restrict participants based upon race, religion, gender,
sexual orientation, marital status, national origin, ancestry, disability
medical condition, or age; and
(6) Grantee will not use funds provided under this Agreement specifically
for religious activities.
3.PAYMENT OF GRANT FUNDS
(a) Grantee must maintain receipts for expenditures made in furtherance of the
community services provided for in Exhibit A. Grantee must also prepare and submit to
the City a report describing the relationship between the expenditure and the tasks and
activities identified in Exhibit A. This report and the receipts described herein shall be
submitted to the City with each request for reimbursement.
(b) Grantee is eligible for reimbursement for approved expenditures in an
amount not to exceed a total of $________.
(c) All requests for reimbursement must be received by Grantor prior to June
30, 202.
4.REIMBURSEMENT FOR IMPROPER EXPENDITURES
If at any time it is determined by Grantor that funds provided for under this
Agreement have been used by or on behalf of Grantee in a manner or for a purpose not
authorized by this Agreement, Grantee hereby obligates itself, at the Grantor’s request,
to pay to the Grantor an amount equal to one hundred percent of the amount improperly
expended. This obligation shall survive termination of this Agreement.
5.STATUS
Nothing in this Agreement is intended nor shall be construed to create an
employer-employee relationship or a joint venture relationship between Grantor and
Grantee. Neither Grantee nor any of Grantee’s agents, employees or contractors are or
shall be considered to be agents or employees of Grantor in connection with the
performance of Grantee’s obligations under this Agreement.
6.TERMINATION FOR CAUSE
If Grantor determines that the Grantee has requested reimbursement for purposes
that are not permitted or are prohibited under the terms and provisions of this Agreement,
or if the Grantor determines that the Grantee has failed to fulfill its obligations under this
Agreement in a timely and professional manner, or if the Grantee is in violation of the
terms of this Agreement, then Grantor shall have the right to terminate this Agreement
effective immediately upon giving written notice to Grantee.DRAFTpts pts
nt. nt.
forfor aarrpproved pp
stst be be received byd by G
PER EXPENDITUREPEND
AFned by Grantor by Grantor that that
r on behalf of Granter on behalf of Grante
Grantee hereby obli Grantee hereby
ount equal to one huount equal to one h
n shall survive terminhall survive termin
his Agreement his Agreemen
elationship elationship
e nor e nor
Page 419 of 589
3
7. INDEMNIFICATION
Grantee agrees to accept responsibility for loss or damage to any person or entity,
and shall defend, indemnify and hold harmless Grantor, its officers, employees and
agents from any and all claims and demands, liability, damages, costs, expenses,
judgments (including, but not limited to attorney fees and expert witness costs) that may
be asserted by any person or entity, including Grantee, arising out of or in connection with
the performance by Grantee hereunder and/or the use of the City of Arroyo Grande
Community Service Grant fund monies.
8. COMPLIANCE WITH LAW
Grantee agrees to comply with all City of Arroyo Grande, Federal and State laws
and regulations applicable to Grantee. In particular, Grantee agrees to comply with the
terms and conditions contained in the City of Arroyo Grande Community Service Grant
Program, which is attached hereto as Exhibit “B” and incorporated herein by this
reference.
9.ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof,
without the prior written consent of Grantor.
10. GOVERNING LAW
Grantor and Grantee understand and agree that the laws of the State of California
shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement
and also govern the interpretation of this Agreement. Any litigation concerning this
Agreement shall take place in the superior or federal district court with jurisdiction over
the City of Arroyo Grande.
11. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to
the obligations of the parties described in this Agreement. All prior or contemporaneous
agreements, understandings, representations, and statements, either oral or written, are
merged into this Agreement and shall be of no further force or effect. Each party is
entering into this Agreement based solely upon the representations set forth herein and
upon each party’s own independent investigation of any and all facts such party deems
material.
12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the
mutual written consent of all of the parties to this Agreement. DRAFTee aee
ande Coande
and incorporand in
rmance of this Agreermance of thi
antorntor. .
understand and agreunderstand and ag
bligations, duties, andations, duties, and
interpretation of thisinterpretation
ke place in the superke place in the sup
GrandeGran.
EMENTEMENTD
Page 420 of 589
4
13.AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Grantee warrant and
represent that he/she has the authority to execute this Agreement on behalf of the
Grantee and has the authority to bind Grantee to the performance of its obligations
hereunder.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
the day and year first above written.
GRANTOR GRANTEE
By:____________________________ By: ___________________________
Whitney McDonald, City Manager
Attachments:
Exhibit A- Arroyo Grande Community Service Grant Program Application
DRAFT___________________
unity Service Grant Punity Service Grant P
Page 421 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:
Proof of 501(c)(3) status with a copy of the letter from the IRS.
II. CERTIFICATION:
I certify on behalf of _________________________________ non-profit organization,
that I have read, understand and agree that the aforesaid information is accurate, factual
and current. I understand that an award of funds, if granted, will be for the sole use as
reflected in this application form. I further certify that as a condition of receiving funds, an
agreement with the City of Arroyo Grande, in a form and content provided by the City of
Arroyo Grande, will be signed and executed by a duly authorized representative of said
non-profit organization.
I am aware of and certify that our non-profit organization will adhere to all City
regulations regarding the 202-2Community Service Grant Program including, but
not limited to, maintaining non-discriminatory policies, practices and intent. I also, on
behalf of our non-profit organization, agree to indemnify, defend, and hold harmless
the City of Arroyo Grande relative to any and all liability that may arise as a result of
the use of the City of Arroyo Grande Community Service Grant Fund monies.
Date: _______________ Signature: ______________________________
Executive Director or Designee
______________________________
Board of Director or Officer
Assistance League® of San Luis Obispo County
12/19/2022
✔
Page 422 of 589
~IRS Department of the Treasury'dlJ,?/I Int.mal Revenue Sen-Ice
P.O.Box 2508
Cincinnati OH 45201
NATIONAL ASSISTANCE LEAGUE
3100 W BURBANK BLVD STE 100
BURBANK CA 91505-2348
l 7 ~
Employer Identification Number:
Group Exemption Number:
Person to Contact:
Toll Free Telephone Number:
Dear Taxpayer:
In reply refer to:0248162349
Aug.07,2009 LTR 4167C EO
95-1945908 000000 00
00015740
BODC: TE
4176
Mr.Crouch
1-877-829-5500
This is in response to your July 29,2009,request for information
about your tax-exempt status.
Our records indicate that you were issued a determination letter in
Hay 1994,and that you are currently exempt under section
501Cc)C3)of the Internal Revenue Code.
Based on the information supplied,we recognized the subordinates
named on the list you submitted as exempt from Federal income tax
under section 501Cc)C3)of the Code.
Donors may deduct contributions to yOU as provided in section 170 of
the Code.Bequests,legacies,devises,transfers,or gifts to yoU or
for your use are deductible for Federal estate and gift tax purposes
if they meet the applicable provisions of sections 2055,2106 and
2522 of the Code.
If you have any questions,please call us at the telephone number
shown in the heading of this letter.
Sincerely yours,
Michele M.Sullivan,Opera Mgr.
Accounts Management Operations I
Page 423 of 589
February 11, 2022
Dear Assistance League of San Luis Obispo County,
This letter is to confirm that Assistance League of San Luis Obispo County is registered
with the Internal Revenue Service as a 501(c)(3) under Group Exemption Number 4176.
The parent (central) organization is National Assistance League®.
Parent and the subsidiary organizations are registered as follows:
Parent: National Assistance League
3100 W. Burbank Blvd., Suite 100
Burbank, CA 91505-2348
EIN:
GEN: 4176
Subsidiary: Assistance League of San Luis Obispo County
PO Box 14260
San Luis Obispo, CA 93406
EIN:
The Internal Revenue Service recognizes Assistance League of San Luis Obispo County a subordinate
organization. Therefore, Assistance League of San Luis Obispo County can provide this letter to donors, along
with the accompanying Internal Revenue Service Group Exemption Determination letter for the parent
organization, as verification of exemption status.
As such, Assistance League of San Luis Obispo County may use and provide donors with the enclosed Group
Exemption Number 4176 and the chapter’s Federal Identification Number . Donors to Assistance
League of San Luis Obispo County may deduct contributions to the chapter under the Group Exemption Number
4176 and the Federal Identification Number as provided in Section 170 of the Internal Revenue
Code. In addition, the chapter qualifies for the charitable contribution deduction under Section 170(b)(1)(A) and
has been classified as an organization that is not a private foundation under Section 509(a)(2).
Please keep this letter with other legal documents and/or in a safe deposit box.
If you have further questions, please contact me at:
National Assistance League
3100 W. Burbank Blvd., Suite 100
Burbank, CA 91505-2348
or by phone at 818-846-3777 or by e-mail at Treasurer@assistanceleague.org.
With regards,
National Treasurer
National Assistance League
Transforming Lives • Strengthening Community
3100 W. Burbank Boulevard, Suite 100, Burbank, CA 91505 • Tel: 818-846-3777 • Fax: 818-846-3535 • AssistanceLeague.org
Page 424 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:
City:State:Zip:
Physical Address:
(if different from Mailing Address)
City:State:Zip:
Fund Amount Requested:$
Previous Funds Received?Ƒ Yes Ƒ No If Yes, Year Received:
Amount Received:
Tax ID Number:
Has your organization been affected by COVID-19?Ƒ Yes Ƒ No
Executive Director:
Email Address:
Phone Number:
Grant Program Contact:
(if different from Executive Director)
Email Address:
Phone Number:
Program or Service Title:
Big Brothers Big Sisters of San Luis Obispo County
PO Box 12644
San Luis Obispo CA 93406
142 Cross Street, Suite 140
San Luis Obispo CA 93401
2021
$5,000
Jenny Luciano
Same as above
Site Based Mentoring Program in Arroyo Grande
6,500
✔
✔
Page 425 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
Brief description of the proposed program or service (50 words or less):
On October 12, 2021 City Council authorized $57,065 of funding from the American Rescue Plan Act
(ARPA) received by the City to supplement the $25,000 budgeted for the FY 2021-22 and FY 2022-23
Community Service Grant Programs.
To be awarded grant money from the ARPA funds, an eligible applicant needs to describe how the public
health emergency negatively impacted their organization’s financial condition. Please include a thorough
description of the negative impacts experienced by your organization as a result of the COVID-19
pandemic, and include documentation if possible.
To provide adult and high school facilitated one-to-one youth mentoring through two programs in
the City: Middle School Mentoring at Paulding Middle School, a Title 1 school; and Community
Based Mentoring for at-risk youth throughout the City of Arroyo Grande. In 2022/2023, we
anticipate serving 33 youth through these programs.
BBBS SLO relies on multiple sources of funds to meet our budget needs. Our annual
campaign (individual gifts) and events are a large part of annual revenue. From 2020 to 2021,
BBBS SLO had a $68,594 (or -37%) reduction in individual gift revenue as demonstrated by
our 2021 FYE financial statements (please see attached).
Page 426 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):
Mission Statement:
Program or Service Summary:
List Area(s) Served by the Organization:
Summary of Program/Service
BBBS SLO is a nonprofit organization, and we follow the national, evidence-based Big Brothers Big
Sisters of America mentoring program. For 119 years, BBBS programs have proven to be effective
in improving academic outcomes, developing social/emotional coping skills, and reducing risky
behaviors such as substance use and truancy. Our organization is based in San Luis Obispo and
serves the entire county, including the City of Arroyo Grande. BBBS SLO matches children and
youth aged 5 to 15 with high school and adult volunteers who make a positive, long-term impact on
their lives. Since 1995, BBBS SLO has served nearly 3,800 mentoring pairs and changing the
lives of children, youth and families in San Luis Obispo County. It costs $2,850 to support one
mentoring match for a full year.
Our mission is to create and support one-to-one youth mentoring relationships that ignite the
power and promise of youth. Our vision is that all youth achieve their full potential.
BBBS SLO's site based program is provided at the following sites:
• Elementary Schools: Three sites participate: Pacheco Elementary, 261 Cuesta Dr., San Luis Obispo; Hawthorne
Elementary, 2125 Story St., San Luis Obispo, 93401; and Nipomo Elementary, 190 E Price St., Nipomo. New schools
opening in Oceano in 2023.
• Middle Schools: Takes place at two sites in southern San Luis Obispo – Paulding Middle School, 600 Crown Hill St.,
Arroyo Grande, and Judkins Middle School, 680 Wadsorth St., Pismo Beach. New school opening at Mesa Middle in
2023.
We also serve the entire County including the City of Arroyo Grande through our Community Based mentoring program.
The BBBS SLO Site Based Program takes place at middle and elementary schools (sites shown above. Participants
are referred to the program by school staff and family members who observe the children struggling in school, having
difficulty with peers, or are those who need extra support. For this program, the volunteers, or Bigs, are high school
and college students. The Bigs meet with middle school students for weekly supervised group and individual activities,
facilitated by BBBS SLO staff. This program provides wonderful leadership opportunities for the Bigs in the program,
as well as mentoring support for the children and youth, or Littles.
Our Community Based program provides one-to-one mentoring for matches outside of the school environment. In this
program, volunteer Bigs are caring adults who support a young person for 6-8 hours each month through friendship,
fun activities, and support. The Bigs receive extensive training and matches are made based on geography and
shared interests.
Page 427 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
How is the program or service beneficial to Arroyo Grande residents?
Number of Arroyo Grande Residents Served:
x Description:
How is local need for this program or service determined?
Describe your organizational capacity to successfully carry out the proposed activities.
Number of Full Time Staff:Number of Part Time Staff:
Number of Volunteers:
x Description:
33
Providing programs that allow children and youth to excel in school, set goals, and avoid
negative behaviors has tremendous positive benefit. Not only does it save costs from a reduced
need for social services, juvenile justice, and behavioral health, successful youth go on to
graduate and become contributors to the County. BBBS SLO is proud to say 100% of the high
school seniors in our program graduated high school in June 2022, and 90% went on to continue
their educations in college or trade school. Creating a bright future for the children and youth in
San Luis Obispo County, who will be more likely to graduate, obtain a good job, have stable
relationships, and go on to give back to their community, will have tremendous benefits for all
County residents.
We estimate there are at least 5,239 children and youth in San Luis Obispo County living below
the poverty level who may be at-risk, based on 2020 US Census data. Low-income children,
those from single parent homes, who have an incarcerated parent, students of color, and/or
those who have English as a second language, are all at higher risk to experience difficulty in
school due to a variety of factors. Additionally, the pandemic has had a devastating effect on all
students. A national survey of 3,300 high schoolers conducted in spring 2020 found close to a
third of students felt unhappy and depressed much more than usual.
BBBS SLO collaborates closely with all school sites for the program to ensure we reach the
students who would most benefit from the program.
11 0
300
BBBS SLO staff are very well-qualified to deliver high-quality, effective programs. Our CEO has
35 years of senior nonprofit management experience. Our program managers have long-term
success in delivering nonprofit programs to a wide variety of audiences. The majority of our staff
hold a bachelor's degree and staff are professionally trained based upon standards set by Big
Brothers Big Sisters of America. All volunteers who serve as Bigs are screened and receive
extensive training developed based upon national best practices for youth mentoring and child
safety. BBBS SLO has sufficient staff to support these programs; no staff need to be hired.
Page 428 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:
A.What are the objectives? What is the program or service aiming to accomplish?
B.How will those goals be achieved, and in what timeframe?
C.What is the evaluation methodology for measuring results? How can results be quantified and
observed?
D.Results should be meaningful, measurable, and demonstrate the difference the proposed
project makes, or is intended to make, in the lives of the people within the program or receiving
the service.
E.Output results show the amount of work performed or services received.
F.Outcomes show the quality of the performance and answer the questions: who is better off by
providing this program or service? What percentage of residents are assisted or are benefitting
from this program or service?
Program/Service
Objectives:
Major Tasks to Complete
(to achieve associated goal)Timeline Evaluation
Methodology
BBBS will support 9 existing or
new community matches for
children in the City of AƌƌŽLJŽ
GƌĂŶĚĞ between the ages of 5
and 15.
ϭ͘Provide ongoing matching and case
management functions through
monthly phone calls or in-person
meetings w/the parent, child, and
mentor and troubleshoot issues as
needed.
Ϯ͘Offer regularly scheduled group
activities occurring at least ĨŽƵƌ
timeƐĂLJĞĂƌ.
January to
December
2023.
Utilize the Risk Protective
Inventory (RPI), Youth/Child
Outcome Surveys
(YOS/COS), Strength of
Relationship (SOR), and
Youth Outcome
Development Plan (YODP) as
tracked in Matchforce
Program database.These
instruments work
cohesively as part of our
Outcome Evaluation
System.
BBBS will continue Middle School
Mentoring at Paulding Middle
Schools and create 12 new
matches, which serve 12 middle
school students at the site.
1. Recruit 12 middle school students.
2.Screen and assess student’s
needs.
3.Provide child and parent safety
training and ongoing education
opportunities.
4.Provide specialized 1-to-1
matching services.
5.Provide ongoing support and case
management to students and
families.
6.Meet weekly based on school
calendar.
January to
December
2023
See evaluation methodology
on #1.
WůĞĂƐĞ
ŶŽƚĞ͕ƚŚĞ
ĂǁĂƌĚ
ĨƌŽŵŝƚLJ
ŽĨƌƌŽLJŽ
'ƌĂŶĚĞǁŝůů
ďĞƐƉĞŶƚďLJ
:ƵŶϯϬ͕
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Page 429 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
BBBS will support leadership
development for 12 Arroyo
Grande High School;',^Ϳ
students through volunteer
mentorship programs supporting
vulnerable middle school students.
1. Recruit 12 AGHS students as
mentors.
2.Screen, interview, reference
check and train student
volunteers.
3.Provide specialized 1 to 1
matching.
4.Train volunteers on program and
children/parents on child safety
and program expectations.
5.Meet weekly based on school
calendar.
January to
December
2023
See evaluation methodology
on #1.
Document that a minimum of
70% of the children
participating in our programs
demonstrate healthier attitudes
and behaviors.
1. Administer baseline YOS prior to
match introduction.
2. Administer Strength of Relationship
at 3 month and annually.
2. Administer follow-up YOS at each
anniversary of the match.
3. Collect, enter, and evaluate the
returned surveys.
January to
December
2023.
See evaluation methodology
on #1.
Program/Service OUTPUTS:
EŝŶĞchildren in Community Based Matches, along with their parents & volunteers will receive ongoing case
management, resource referrals, training, activity invitations and researched-based youth mentoring surveys to
track their progress over the course of one year.
dǁĞůǀĞmiddle school children will be newly screened, assessed for needs, trained in personal safety, and
matched with a high school mentor. Mentoring program services will be delivered based on the school
calendar.
dǁĞůǀĞ high school volunteers will be newly screened, interviewed, assessed, trained in child safety training and
program expectations, and matched with a Middle School mentee. Leadership training will be delivered based
on the school calendar.
All match participants will receive safety training including child, parent/guardian and volunteer.
dǁĞŶƚLJͲĨŽƵƌ middle and high school students will receive baseline and follow-up YOS and/or Strength of
Relationship Surveys (SOR) as appropriate.
EŝŶĞchildren will receive enrollment and matching services to connect them with an adult volunteer mentor.
/ŶƚŽƚĂů͕33 participants in our Community Based and Middle School Mentoring programs will demonstrate
healthier attitudes and behaviors.
Program/Service OUTCOMES:
Within 12 months of starting the grant, results from Youth Outcome Surveys will demonstrate maintained or
improved outcome scores from their baseline as tracked and reported from our Matchforce database for 33
participants as follows:
a. 80% of children served (27 children) will maintain or improve their scholastic competence.
b. 80% of children (27 children) will maintain or improve their attitudes towards risky behaviors.
c. 70% of children (23 children) will maintain or improve from their baseline YOS in social/emotional skill
dl
Page 430 of 589
Budget Worksheet
Complete this Worksheet for the specified program or service.
PROGRAM/SERVICE PROPOSED EXPENSES
Line Item
Proposed Cost Proposed Grant Funding
Amount
Administrative Salaries & Fees / Fiscal Agent Fees 26,831.94 0.00
Artistic Salaries & Fees
Other Salaries & Fees
1. Site Based Manager 14,131.00 1,500.00
2. Middle School Coordinator 42,958.24 3,000.00
3. Enrollment Specialist 10,739.56 1,000.00
4. Match Support Specialist 10,456.94 1000.00
Equipment
Supplies / Materials 1,000.00 0.00
Travel / Transportation 500.00 0.00
Promotion / Publicity
Other Expenses:
1.
2.
TOTALS: 106,617.68 6,500.00 (6% of project)
PROGRAM/SERVICE PROPOSED INCOME
Cash Amount
Arroyo Grande Community Service Grant Amount Requested 6,500.00
Other Funding Sources:
Other Public Grants LMUSD Contract 35,022.00
Other Public Grants BBBS of America/OJJDP Subcontract 33,595.68
Private Foundations 10,000.00
Private Contributions Individuals Gifts 21,500.00
Corporation Contributions
Concessions / Ticket Sales
Promotion Sales / Advertisements (Other Cash)
Other Funding Subtotal: 106,617.68
TOTALS: 106,617.68
Page 431 of 589
COMMUNITY SERVICE GRANT APPLICATION
202-2
ATTACHMENT D: DRAFT FUNDING AGREEMENT
THIS ARROYO GRANDE COMMUNITY SERVICE GRANT FUNDS AGREEMENT
(“Agreement”), is made and effective as of ____________, 202(the “Effective
Date”), by and between the City of Arroyo Grande, a municipal corporation (“Grantor”),
and the ___________________, a non-profit 501(c)(3) corporation (“Grantee”).
RECITALS
WHEREAS, Grantor has established the Arroyo Grande Community Service Grant
Program to provide grant funding to local, non-profit 501c3 corporations that provide
public service programs; and
WHEREAS, on _______________, 202, the Arroyo Grande City Council held
a public hearing to consider the applications for the Arroyo Grande Community
Service Grant Program;
WHEREAS, Grantee is a local, non-profit 501c3 corporation that provides a
public service program and was approved by the City Council for participation in the
202-202 Arroyo Grande Community Service Grant Program.
NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth
herein, the parties agree as follows:
1.TERM
This Agreement shall commence on the Effective Date and shall remain and
continue in effect until all requests for reimbursement described in Section 3 are
processed, or unless sooner terminated pursuant to the provisions of this Agreement.
2.SERVICES
(a) The Arroyo Grande Community Service Grant Program Application,
attached hereto as “Exhibit A” and incorporated herein by this reference, identifies the
description of community services to be performed by Grantee during the implementation
of this Agreement. Grantee agrees that any funds received from Grantor may only be
used to provide the community services set forth in Exhibit A.
(b) Grantee agrees to the following requirements in administering the
community services set forth in Exhibit A:
(1) Grantee will at all times during the duration of this Agreement operate
as a non-profit 501c3 corporation in good standing;
(2) Provide services benefiting the City of Arroyo Grande;
(3) Use funds provided by Grantor to directly provide a social service,
educational, cultural, beautification or recreation program or project to
Arroyo Grande residents and/or businesses;DRAFTArroyo GraArroy
r the r the Arroyo GArr
-pprofit rof 501c301c corpor
ed by the City Councthe Cit
Service Grant PrograService Grant P
tion of ttfhe he mutualmutual c co
ws:ws:
nt shall commence nt shall comme
until all requests fountil all requests
ss sooner terminatss sooner term
Big Brothers Big Sisters of SLO County
Page 432 of 589
2
(4) Grantee will conduct or provide the community services itself rather than
through a separate entity;
(5) Grantee will not restrict participants based upon race, religion, gender,
sexual orientation, marital status, national origin, ancestry, disability
medical condition, or age; and
(6) Grantee will not use funds provided under this Agreement specifically
for religious activities.
3.PAYMENT OF GRANT FUNDS
(a) Grantee must maintain receipts for expenditures made in furtherance of the
community services provided for in Exhibit A. Grantee must also prepare and submit to
the City a report describing the relationship between the expenditure and the tasks and
activities identified in Exhibit A. This report and the receipts described herein shall be
submitted to the City with each request for reimbursement.
(b) Grantee is eligible for reimbursement for approved expenditures in an
amount not to exceed a total of $________.
(c) All requests for reimbursement must be received by Grantor prior to June
30, 202.
4.REIMBURSEMENT FOR IMPROPER EXPENDITURES
If at any time it is determined by Grantor that funds provided for under this
Agreement have been used by or on behalf of Grantee in a manner or for a purpose not
authorized by this Agreement, Grantee hereby obligates itself, at the Grantor’s request,
to pay to the Grantor an amount equal to one hundred percent of the amount improperly
expended. This obligation shall survive termination of this Agreement.
5.STATUS
Nothing in this Agreement is intended nor shall be construed to create an
employer-employee relationship or a joint venture relationship between Grantor and
Grantee. Neither Grantee nor any of Grantee’s agents, employees or contractors are or
shall be considered to be agents or employees of Grantor in connection with the
performance of Grantee’s obligations under this Agreement.
6.TERMINATION FOR CAUSE
If Grantor determines that the Grantee has requested reimbursement for purposes
that are not permitted or are prohibited under the terms and provisions of this Agreement,
or if the Grantor determines that the Grantee has failed to fulfill its obligations under this
Agreement in a timely and professional manner, or if the Grantee is in violation of the
terms of this Agreement, then Grantor shall have the right to terminate this Agreement
effective immediately upon giving written notice to Grantee.DRAFTpts pts
nt. nt.
forfor aarrpproved pp
stst be be received byd by G
PER EXPENDITUREPEND
AFned by Grantor by Grantor that that
r on behalf of Granter on behalf of Grante
Grantee hereby obli Grantee hereby
ount equal to one huount equal to one h
n shall survive terminhall survive termin
his Agreement his Agreemen
elationship elationship
e nor e nor
Page 433 of 589
3
7. INDEMNIFICATION
Grantee agrees to accept responsibility for loss or damage to any person or entity,
and shall defend, indemnify and hold harmless Grantor, its officers, employees and
agents from any and all claims and demands, liability, damages, costs, expenses,
judgments (including, but not limited to attorney fees and expert witness costs) that may
be asserted by any person or entity, including Grantee, arising out of or in connection with
the performance by Grantee hereunder and/or the use of the City of Arroyo Grande
Community Service Grant fund monies.
8. COMPLIANCE WITH LAW
Grantee agrees to comply with all City of Arroyo Grande, Federal and State laws
and regulations applicable to Grantee. In particular, Grantee agrees to comply with the
terms and conditions contained in the City of Arroyo Grande Community Service Grant
Program, which is attached hereto as Exhibit “B” and incorporated herein by this
reference.
9.ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof,
without the prior written consent of Grantor.
10. GOVERNING LAW
Grantor and Grantee understand and agree that the laws of the State of California
shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement
and also govern the interpretation of this Agreement. Any litigation concerning this
Agreement shall take place in the superior or federal district court with jurisdiction over
the City of Arroyo Grande.
11. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to
the obligations of the parties described in this Agreement. All prior or contemporaneous
agreements, understandings, representations, and statements, either oral or written, are
merged into this Agreement and shall be of no further force or effect. Each party is
entering into this Agreement based solely upon the representations set forth herein and
upon each party’s own independent investigation of any and all facts such party deems
material.
12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the
mutual written consent of all of the parties to this Agreement. DRAFTee aee
ande Coande
and incorporand in
rmance of this Agreermance of thi
antorntor. .
understand and agreunderstand and ag
bligations, duties, andations, duties, and
interpretation of thisinterpretation
ke place in the superke place in the sup
GrandeGran.
EMENTEMENTD
Page 434 of 589
4
13.AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Grantee warrant and
represent that he/she has the authority to execute this Agreement on behalf of the
Grantee and has the authority to bind Grantee to the performance of its obligations
hereunder.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
the day and year first above written.
GRANTOR GRANTEE
By:____________________________ By: ___________________________
Whitney McDonald, City Manager
Attachments:
Exhibit A- Arroyo Grande Community Service Grant Program Application
DRAFTunity Service Grant Punity Service Grant P
________________________________________________________________
CEO, Big Brothers Big Sisters
Page 435 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:
Proof of 501(c)(3) status with a copy of the letter from the IRS.
II. CERTIFICATION:
I certify on behalf of _________________________________ non-profit organization,
that I have read, understand and agree that the aforesaid information is accurate, factual
and current. I understand that an award of funds, if granted, will be for the sole use as
reflected in this application form. I further certify that as a condition of receiving funds, an
agreement with the City of Arroyo Grande, in a form and content provided by the City of
Arroyo Grande, will be signed and executed by a duly authorized representative of said
non-profit organization.
I am aware of and certify that our non-profit organization will adhere to all City
regulations regarding the 202-2Community Service Grant Program including, but
not limited to, maintaining non-discriminatory policies, practices and intent. I also, on
behalf of our non-profit organization, agree to indemnify, defend, and hold harmless
the City of Arroyo Grande relative to any and all liability that may arise as a result of
the use of the City of Arroyo Grande Community Service Grant Fund monies.
Date: _______________ Signature: ______________________________
Executive Director or Designee
______________________________
Board of Director or Officer
y
__________________________________________
Executiveeee Direeeectctctcororor oor DesigneeE
___________________________________________________________________________________
Boararararrarrrrrrrrrrrrrrrrrararrrarrararrrddddddddddddddddddddddddddddddddddddddddddddddddddddddddddd of Direccctor or Offffffffffiiiiciier
Exxecutuive Direeector or Designee
Big Brothers Big Sisters of San Luis Obispo County, a
12-20-2022
✔
Page 436 of 589
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Boys & Girls Club of South San Luis Obispo County
1830 19th Street
Oceano CA 95334
Rebecca Britton
Summer Brain Gain
15,000
✔
✔
Page 442 of 589
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Summer Brain Gain is our education program that connects more than 300 youth through fun and
friendship with a project-based learning approach to keep them on track for a successful
transition back to school. Campers will learn through discovery, creative expression, group work,
and a final product or production.
The pandemic transformed how the organization operates in ways that are becoming a permanent cost of doing business. For the
12-month period ending January 31, 2020, total income decreased by 30%, compared with an increase of 14.8% during 2019.
Due to strict social distancing and confined space regulations, we were required to lower the number of staff, or Youth
Development Specialists who mentored and cared for the youth we serve. the organization adapted programming and spaces to
align with these requirements and limited the number of youth and staff in confined spaces. This resulted in increased employee
compensation expenses. For the 12-month period ending January 31, 2021, employee compensation expenses increased from
$464,896,000 to $570,784.00, or an increase of $105,887.00.
Staff-to-youth ratios decreased from one staff supervising 15 youths to one staff supervising nine youths. Additionally, to further
limit exposure, one staff member was assigned to the same youth group each week. Prior to the pandemic, Youth Development
Specialists were part-time staff members. To adhere to the health department's requirements, staff hired for part time employment
moved to full time assignments, which required additional benefits. To date, staff-to-child ratios remain low, and groups are
together with the same staff members each day.
Employee compensation expenses reflect these low ratios. During the current year, employee compensation expenses have
increased by 22.7% or $491,242.00 from $359,672.00 compared with during the prior year. The number of full-time staff increased
from two to nine employees.
With a tight labor market, costs associated with hiring, training, and retaining qualified part-time employees have increased by
$43,478.00, or 23.7% compared with the prior year.
Page 443 of 589
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To enable all young people, especially those who need us most, to reach their full potential as
productive, caring, responsible citizens.
Our programs represent five core areas: character and leadership development; education and
career development; health and life skills; the arts and sports; and fitness and recreation. Our aim
is to help children ages 5-18 develop and demonstrate strong character through model-positive
values – including honesty, integrity, caring, fairness, and an appreciation of community and
cultural diversity – while encouraging education and lifelong learning. Our affordable costs
provide access and continue to meet a vital community need for families with little or no
resources to provide these opportunities to their children.
Summer Brain Gain is a hands-on, minds-on, project-based program. It's comprised of week-long
modules consisting of fun, themed activities for elementary, middle, and high school students.
Activities encourage youth to fall in love with learning by engaging them in unique educational
experiences that spark curiosity, allow them to explore their interests, and create opportunities to
build academic and social-emotional skills. The research shows that SBG is most effective when
implemented for 9 weeks during the summer. It’s estimated that during the summer, most youths
lose about two months' worth of math skills, and youth living in low-income households also lose
the same reading skills – and these learning losses can stack up year over year.
See attachment (next page)
Page 444 of 589
Organization Description
Since 1994, the Boys & Girls Clubs of South San Luis Obispo County (BGCSLO) has mentored
thousands of young people, supporting them in their efforts to grow and achieve personal goals.
By offering a framework for youth development with proven, nationally recognized enrichment
and prevention-based programs, Club members receive knowledge, skills, and an understanding
of the attributes they need to pursue their dreams and succeed in life.
Approximately 50% of our youth members are from single-parent families; more than 10% are
under the care of non-biological guardians. In our county, we have seen an increase in the
percentage of families living below the federal poverty level. According to the US 2016 Census,
the federal poverty measure for a household of four was $24,700. This barrier leads to an inability
to afford food, childcare, healthcare, and even housing – all of which negatively affect a child’s
health and well-being for optimal growth and development. During the 2020/2021 school year,
more than 90% of our youth members qualified for free and reduced lunch at their schools, as
these members live in households supported by incomes at or below the poverty level. These
households face overwhelming obstacles and often must make trade-offs in living expenses,
making complicated decisions to balance the support of their children. As a result, children from
low-income families are frequently excluded from after-school/summer enrichment
programming and healthy activities due to a lack of financial resources.
Our goal is to increase our capacity to serve even more youths in our Arroyo Grande community.
BGCSLO provides a safe, fun, and constructive environment for children during out-of-school
hours. Through financial donations, mentoring, and programming support from generous
community members, we offer low- and often no-cost out-of-school programming to
underserved families.
BGCSLO currently serves more than 900 students of the 10,700 students enrolled in Lucia Mar
School District. (Enrollment data from the 2020/2021 school year) With ongoing help from our
community, we will continue to live up to our Mission motto of providing “a safe place where
kids can be kids!”
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30
When a child doesn’t practice skills regularly, their brain tends to forget them. Anyone who hasn’t taken a math class for a while – and then tries to
help a young person with their Algebra homework – can probably relate. This “use it or lose it” principle becomes critical for youth during the
summer months when school is out. Research shows that unless young people practice over the summer, they’ll lose, on average, two months’
worth of math skills. Young people in low-income households are less likely to have access to the type of enrichment activities that keep academic
skills fresh. In addition to math, they will also need to relearn, on average, two months of reading skills.1
But give kids a chance to delve into enriching summer learning experiences, and they can go back to school in the fall and pick up right where they
left off. By expanding summer learning programming, Our organization can help the youth we serve navigate their path to academic success.
While the average young person loses at least two months of learning during the summer, the average Summer Brain Gain participant does not.
Our program evaluations show that participants maintain their reading and math skill levels, with some youth even experiencing gains – especially
in vital 21st-century skills such as teamwork, collaboration, critical thinking, and problem-solving. 2
Since its national launch in 2014, all our Club youth have participated in the program, with steady annual increases in the number of youths served
each summer.3 Boys & Girls Clubs of South San Luis Obispo updates and improves Summer Brain Gain annually to ensure youth have relevant,
up-to-date summer learning content that guides youth on their path to academic success.
1 brookings.edu/research/summer-learning-loss-what-is-it-and-what-can-we-do-about-it
2 Scuello, M. and Wilkens, D. (2015). Evaluating Summer Brain Gain: 2015 Study Report (New York, N.Y.: Metis Associates).
3 With exception of 2020, when our Club programs were reduced due to restrictions related to the Covid-19 pandemic.
Children need mentors. Boys & Girls Clubs of South San Luis Obispo County invest in training and motivating
community members to become qualified mentors and care givers.
A good mentor is there to listen, support, and care. With more than 35 trained staff and volunteers, we provide caring
guidance and support to our community’s youth to help them grow into confident, capable adults. Number of full-time
staff
With Boys & Girls Programs, young people find positive adult mentors in staff and volunteers who notice their
strengths, listen to their concerns and open up doors of possibility. From connecting youth to a program that deepens
their interests to spark their curiosity in a future career field, inspiring mentors help kids and teens explore their full
potential.
There are also plentiful benefits of mentors — including helping prevent early drug use, encouraging teens to be
college- and career-ready, and promoting positive mental health outcomes. Kids in youth mentoring programs are
also more than 50% less likely to skip school.
927
20
All staff are dedicated to working and supporting the youth and families served by the
organization. Every staff and volunteer must past a background check and must attend and pass
training and mentoring programs. Administrative staff members are also responsible for
mentoring the youth we serve and communicating with families who rely on us to care for their
children when they're away from the home. Every member of the Boys & Girls Clubs of South
San Luis Obispo County is committed to keeping youth safe and engaged while in our care.
Page 446 of 589
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Week One - Group Agreements
Get to know each member of the group One week
Small group discussions and journaling
Week Two - Around the World
Youth will be introduced to different countries and
compare/contrast their lives with those of youth in other
countries One week
Small group discussions and journaling
Entrepreneurship In this Early Elementary module, youth will work
through the various steps of starting a business.
One week
Small group discussions and journaling
Storytelling In this module, youth will work in teams to tell a
story using storyboards, scripts and puppets.
One week
Small group discussions and journaling
Habitats (Service Learning)
youth will learn about various animal habitats and explore which
species live in each habitat through activities. They will also learn
about everyday behaviors they can adopt to protect habitats.
One week
Small group discussions and journaling
Family Reading activities will include the opportunity to reflect on
youths’ own families’ interests and share in musical activities
together. The module ends with a family musical celebration.
One week
Small group discussions and journaling
Mysteries Youth will explore a variety of mystery and detective books
during the week as they build observation and logic skills.One week
Small group discussions and journaling
Authenticity and identity
Youth will interact with this book about both struggling with and
celebrating being unique. Youth will write stories and poems,
culminating in a Story Café to showcase their work.
One week
Small group discussions and journaling
Civic engagement
Youth will read about Grace, who decides to try to become
the first female president of the United States. Along the
way, she teaches youth about voting, campaigns and the
election process.
One week
Small group discussions and journaling
Page 447 of 589
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Week-long modules with fun themes are perfect for summertime activities. Young people will
participate in fun, hands-on activities as part of larger projects that spark their curiosity and
encourage them to fall in love with learning. Youth will explore their interests over a 10-week
period while building academic and social-emotional skills.
To enable all youth to be effective, engaged learners who are on track to graduate with a plan for
the future.
When Character Development Is Present:
• Youth development professionals model, and youth practice skills that display respect,
fairness, trustworthiness, responsibility, caring, and citizenship.
• Youth understand and successfully get along well with others.
• Youth are better able to control their emotions and solve problems.
Page 448 of 589
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Boys & Girls Clubs of South San Luis Obis
12/21/2022 Rebecca Britton
Brian Millard
✔
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ARROYO GRANDE COMMUNITY SERVICE GRANT PROGRAM
GRANT APPLICATION
FISCAL YEAR 2022-23
PROGRAM DESCRIPTION
The 2022-23 Arroyo Grande Community Service Grant Program is intended to provide monetary grants
to eligible community non-profit organizations. The City recognizes the value of such groups, which
provide specialized social service, educational, cultural, beautification, and recreation programs and
projects that benefiting Arroyo Grande citizens. Grants will be awarded in minimum amounts of not less
than $250.
Funding for 2022-23 Community Service Grant Program is $82,065.
ELIGIBILITY STANDARDS
To be eligible to apply for grant monies under the City's 2022-23 Community Service Grant Program, a
community organization must satisfy the following standards:
•Operate as a non-profit 501c3;
•Serve the Arroyo Grande community;
•Use funds to directly provide* a social service, educational, cultural, beautification, or recreation
program or project to Arroyo Grande residents and/or businesses;
•Not restrict participants based upon race, religion, gender, sexual orientation, marital status,
national origin, ancestry, disability, medical condition, or age; and
•Not use grant monies specifically for religious activities.
•American Rescue Plan Act (ARPA) funds are restricted to organizations impacted by the
COVID-19 pandemic. See page 4 for more information.
* "Directly provide" means that the community non-profit organization conducts the social service(s) or
cultural program(s) itself rather than through a separate entity to which it sub-awards grant monies.
Please provide all required information and attachments.
Incomplete applications will be disqualified.
APPLICATION PROCESS AND DEADLINE:
All interested non-profit organizations must complete an application form, including the following:
1.Attachment A: Cover Sheet
a.Organization/Agency Name (applicant is required to list the local branch if it represents a
national or statewide organization)
b.Program or Service Title
c. Executive Director and Program Contact Person (if different)
d.Physical Address and Mailing Address (if different)
e.Phone Number
f.Email Address(es)
g.Amount of funds being requested
h.If applicable, funds received in prior year (or most recent year when funds were
received)
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
i. A brief (50 words or less) description of the proposed program or service
j. Indicate if your organization has been affected by the COVID-19 pandemic
2. Attachment B: Program/Service Information
a. Briefly describe your organization and its mission.
b. Summarize your proposed program or service.
c. How is the program or service beneficial to Arroyo Grande residents?
i. How is local need for this program/service determined?
ii. Approximate number of City of Arroyo Grande residents served by the non-profit
organization.
d. Describe your organizational capacity to successfully carry out the proposed activities
(i.e. past performance and history of the organization will be considered to assess the
agency’s prospects for achieving its goals and objectives).
3. Attachment C: Scope of Work or Work Plan and Budget Worksheet
4. Attachment D: Signed Agreement with the City of Arroyo Grande (to be fully executed upon
grant award).
5. Attachment E: Proof of 501(c)(3) status with a copy of the letter from the IRS.
Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m.,
Thursday, December 22, 2022 addressed to:
City of Arroyo Grande
Community Development Department
Andrew Perez, Planning Manager
300 E. Branch Street
Arroyo Grande CA 93420
OR SUBMITTED ELECTRONICALLY TO
aperez@arroyogrande.org
Applications are encouraged to be submitted electronically.
Electronic signatures are accepted.
Please download and save this application packet to your computer. This is a fillable PDF, and applicants
are encouraged to complete this packet electronically. Alternatively, applicants may print and complete
this packet by hand, and either scan and submit electronically to the email address above or mail the
hard copy to the above listed address.
For questions please contact:
Andrew Perez
Planning Manager
(805) 473-5425
aperez@arroyogrande.org
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:
City: State: Zip:
Physical Address:
(if different from Mailing Address)
City: State: Zip:
Fund Amount Requested: $
Previous Funds Received? Ƒ Yes Ƒ No If Yes, Year Received:
Amount Received:
Tax ID Number:
Has your organization been affected by COVID-19? Ƒ Yes Ƒ No
Executive Director:
Email Address:
Phone Number:
Grant Program Contact:
(if different from Executive Director)
Email Address:
Phone Number:
Program or Service Title:
Diversity Coalition San Luis Obispo County
PO Box 376
Arroyo Grande CA 93421
n/a
2021
$2000
Rita Casaverde
Greg Ellis
Fostering Understanding and School Speakers Series
5000
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
Brief description of the proposed program or service (50 words or less):
On October 12, 2021 City Council authorized $57,065 of funding from the American Rescue Plan Act
(ARPA) received by the City to supplement the $25,000 budgeted for the FY 2021-22 and FY 2022-23
Community Service Grant Programs.
To be awarded grant money from the ARPA funds, an eligible applicant needs to describe how the public
health emergency negatively impacted their organization’s financial condition. Please include a thorough
description of the negative impacts experienced by your organization as a result of the COVID-19
pandemic, and include documentation if possible.
The Diversity Coalition's educational programming brings renowned speakers to share their
stories with Arroyo Grande-based students in the schools and with the broader public at
community forums. We work in partnership with teachers to pair speakers and curriculum, support
their professional development, and promote tolerance at all levels.
The Diversity Coalition of SLO County experienced significant financial duress as a result of the
COVID-19 pandemic. Previously, all of our school and public presentations were delivered in-
person. During mandatory school closures and restrictions on public gatherings, significant
expense was dedicated to tooling up to provide virtual presentation, adding time and
technology expenses to baseline organizational costs. Additional time was spent to learn and
set up virtual presentation technology, coordinate events digitally with presenters and teachers
at school sites, advertise effectively on digital platforms, etc., and additional material costs
came from purchase of video and streaming equipment and subscription to streaming software.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):
Mission Statement:
Program or Service Summary:
List Area(s) Served by the Organization:
Summary of Program/Service
As a coalition of individual members and organizations, we act as a strategic partner to local
nonprofit and community-based organizations that align with our vision and mission. Our primary
activities include offering educational programs to local school districts and the broader public to
foster understanding and celebrate diversity in our community. We currently provide programs to
hundreds of students in Lucia Mar, San Luis Coastal, and Paso Roble Joint Unified School
District middle and high school students. Several hundred community members have attended
Fostering Understanding community forums that feature world-renowned speakers.
The Diversity Coalition provides programs and resources dedicated to the promotion of and
advocacy for the inclusion and affirmation of diversity in our community and countering negative
acts of prejudice or bias against its citizens.
Ultimately, the Diversity Coalition works throughout the county. This funding request is specifically
in furtherance of our partnerships with teachers at Paulding and Mesa Middle Schools and Arroyo
Grande High School to deliver guest speakers to these schools and the broader community
during the 2022/2023 and 2023/2024 school year covered by the term of this grant.
School Speaker Program - We bring renowned diversity speakers to the classrooms to share
compelling experiences with thousands of students each year. We are currently the only
organization in the county providing free, consistent, high-quality programming to schools--critical
in reaching students developing attitudes and beliefs in a predominantly white community.
Fostering Understanding in Our Community Series - We connect the community with our
outstanding speaker network and organize events to foster understanding of complex and
nuanced diversity-related issues. Our programming considers diversity issues on a local, regional
and national level empowering local citizens to take informed action in their own lives and in their
community to foster a welcoming, inclusive and peaceful culture.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
How is the program or service beneficial to Arroyo Grande residents?
Number of Arroyo Grande Residents Served:
• Description:
How is local need for this program or service determined?
Describe your organizational capacity to successfully carry out the proposed activities.
Number of Full Time Staff: Number of Part Time Staff:
Number of Volunteers:
• Description:
2250
The Diversity Coalition's focus is clear: the more we educate, the more compassion and empathy
we create and foster, which leads to a more informed, accepting, safer, and healthier community.
We seek to serve the most vulnerable in our community. In many cases, this means the minorities
in our community. We address these equity gaps by ensuring social and racial justice is
embedded in each of our programs.
A 2020 CA Attorney General report ranked SLO County as #1 in hate crimes per capita against
Asians, more than twice as prevalent as in any other county in the state. And in 2021, SLO
County ranked #1 on the Central Coast for hate crimes with 12 vs. only 5 in more populous Santa
Barbara County.
Studies conducted by the Community Foundation of SLO County demonstrate need to teach
tolerance. 50% of 11th graders who identified as lesbian, gay, or bisexual reported seriously
considering suicide in the past 12 months (2015). Amongst 11th grade girls, 48% felt so
sad/hopeless almost every day for at least two weeks that they stopped some of their usual
activities, 49% reported feeling unsafe at school (2020).
0 2
200
The School Speaker Series and Fostering Understanding community forum is entering its sixth
year, having enriched the lives of over 6,000 local middle and high school students and
thousands of community members with guest speakers ranging from Holocaust survivors, African
refugees, refugee relocation experts, and others who have had their lives affected by bias,
prejudice, or hate. The program began with the Lucia Mar School District in 2017, expanded to
include the San Luis Coastal School District in 2019, and the North County in the '22/'23.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:
A. What are the objectives? What is the program or service aiming to accomplish?
B. How will those goals be achieved, and in what timeframe?
C. What is the evaluation methodology for measuring results? How can results be quantified and
observed?
D. Results should be meaningful, measurable, and demonstrate the difference the proposed
project makes, or is intended to make, in the lives of the people within the program or receiving
the service.
E. Output results show the amount of work performed or services received.
F. Outcomes show the quality of the performance and answer the questions: who is better off by
providing this program or service? What percentage of residents are assisted or are benefitting
from this program or service?
Program/Service
Objectives:
Major Tasks to Complete
(to achieve associated goal) Timeline Evaluation
Methodology
Host 10 School Speakers rsvp speakers, coordinate w/ teachers Spring/Fall '23# of speakers, # of students
Host 5 Community Forums plan forum, advertise, host Spring/Fall '23 # of speakers, # of audience
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
Program Service OUTPUTS:
Program Service OUTCOMES:
+ 2000 Arroyo Grande students reached with School Speaker Series at Mesa and Paulding
Middle Schools, Arroyo Grande High School (200 per speaker x 10 speakers)
+ 250 Arroyo Grande residents reached with Fostering Understanding community forums (50 per
speaker x 5 speakers
Speakers present to multiple schools, addressing a full grade in each school. Teachers use these
experiences as cornerstones for month-long diversity studies, incorporating the speakers
literary works in advance, facilitating the students' query of the speakers during their visit, and
by sustaining class discussions post-presentation. Students demonstrate improved
understanding of diversity, equity, and inclusion concepts. Speakers engage with the broader
community through Fostering Understanding community forums designed for adult audiences.
Audiences grow in size. Post-event surveys provide positive and constructive feedback to inform
further programming, and demonstrate changed perspectives.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
Budget Worksheet
Complete this Worksheet for the specified program or service.
PROGRAM/SERVICE PROPOSED EXPENSES
Line Item Proposed Cost Proposed Grant Funding
Amount
Administrative Salaries & Fees / Fiscal Agent Fees
Artistic Salaries & Fees
Other Salaries & Fees
1.
2.
Equipment
Supplies / Materials
Travel / Transportation
Promotion / Publicity
Other Expenses:
1.
2.
TOTALS:
PROGRAM/SERVICE PROPOSED INCOME
Cash Amount
Arroyo Grande Community Service Grant Amount Requested
Other Funding Sources:
Other Public Grants
Private Foundations
Corporation Contributions
Concessions / Ticket Sales
Promotion Sales / Advertisements (Other Cash)
Other Funding Subtotal:
TOTALS:
2000 200
10,000 3500
8000 800
0 0
0 0
0 0
2500 500
0 0
22,500 5,000
5000
15,000
2500
17,500
22,500
Executive Director (to plan and coordinate program)
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COMMUNITY SERVICE GRANT APPLICATION
2022-23
ATTACHMENT D: DRAFT FUNDING AGREEMENT
THIS ARROYO GRANDE COMMUNITY SERVICE GRANT FUNDS AGREEMENT
(“Agreement”), is made and effective as of ____________, 202 (the “Effective
Date”), by and between the City of Arroyo Grande, a municipal corporation (“Grantor”),
and the ___________________, a non-profit 501(c)(3) corporation (“Grantee”).
RECITALS
WHEREAS, Grantor has established the Arroyo Grande Community Service Grant
Program to provide grant funding to local, non-profit 501c3 corporations that provide
public service programs; and
WHEREAS, on _______________, 202, the Arroyo Grande City Council held
a public hearing to consider the applications for the Arroyo Grande Community
Service Grant Program;
WHEREAS, Grantee is a local, non-profit 501c3 corporation that provides a
public service program and was approved by the City Council for participation in the
202-202 Arroyo Grande Community Service Grant Program.
NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth
herein, the parties agree as follows:
1.TERM
This Agreement shall commence on the Effective Date and shall remain and
continue in effect until all requests for reimbursement described in Section 3 are
processed, or unless sooner terminated pursuant to the provisions of this Agreement.
2.SERVICES
(a)The Arroyo Grande Community Service Grant Program Application,
attached hereto as “Exhibit A” and incorporated herein by this reference, identifies the
description of community services to be performed by Grantee during the implementation
of this Agreement. Grantee agrees that any funds received from Grantor may only be
used to provide the community services set forth in Exhibit A.
(b)Grantee agrees to the following requirements in administering the
community services set forth in Exhibit A:
(1)Grantee will at all times during the duration of this Agreement operate
as a non-profit 501c3 corporation in good standing;
(2)Provide services benefiting the City of Arroyo Grande;
(3)Use funds provided by Grantor to directly provide a social service,
educational, cultural, beautification or recreation program or project to
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2
(4)Grantee will conduct or provide the community services itself rather than
through a separate entity;
(5)Grantee will not restrict participants based upon race, religion, gender,
sexual orientation, marital status, national origin, ancestry, disability
medical condition, or age; and
(6)Grantee will not use funds provided under this Agreement specifically
for religious activities.
3.PAYMENT OF GRANT FUNDS
(a)Grantee must maintain receipts for expenditures made in furtherance of the
community services provided for in Exhibit A. Grantee must also prepare and submit to
the City a report describing the relationship between the expenditure and the tasks and
activities identified in Exhibit A. This report and the receipts described herein shall be
submitted to the City with each request for reimbursement.
(b) Grantee is eligible for reimbursement for approved expenditures in an
amount not to exceed a total of $________.
(c) All requests for reimbursement must be received by Grantor prior to June
30, 202.
4.REIMBURSEMENT FOR IMPROPER EXPENDITURES
If at any time it is determined by Grantor that funds provided for under this
Agreement have been used by or on behalf of Grantee in a manner or for a purpose not
authorized by this Agreement, Grantee hereby obligates itself, at the Grantor’s request,
to pay to the Grantor an amount equal to one hundred percent of the amount improperly
expended. This obligation shall survive termination of this Agreement.
5.STATUS
Nothing in this Agreement is intended nor shall be construed to create an
employer-employee relationship or a joint venture relationship between Grantor and
Grantee. Neither Grantee nor any of Grantee’s agents, employees or contractors are or
shall be considered to be agents or employees of Grantor in connection with the
performance of Grantee’s obligations under this Agreement.
6.TERMINATION FOR CAUSE
If Grantor determines that the Grantee has requested reimbursement for purposes
that are not permitted or are prohibited under the terms and provisions of this Agreement,
or if the Grantor determines that the Grantee has failed to fulfill its obligations under this
Agreement in a timely and professional manner, or if the Grantee is in violation of the
terms of this Agreement, then Grantor shall have the right to terminate this Agreement
effective immediately upon giving written notice to Grantee. DRAFTPage 468 of 589
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7. INDEMNIFICATION
Grantee agrees to accept responsibility for loss or damage to any person or entity,
and shall defend, indemnify and hold harmless Grantor, its officers, employees and
agents from any and all claims and demands, liability, damages, costs, expenses,
judgments (including, but not limited to attorney fees and expert witness costs) that may
be asserted by any person or entity, including Grantee, arising out of or in connection with
the performance by Grantee hereunder and/or the use of the City of Arroyo Grande
Community Service Grant fund monies.
8. COMPLIANCE WITH LAW
Grantee agrees to comply with all City of Arroyo Grande, Federal and State laws
and regulations applicable to Grantee. In particular, Grantee agrees to comply with the
terms and conditions contained in the City of Arroyo Grande Community Service Grant
Program, which is attached hereto as Exhibit “B” and incorporated herein by this
reference.
9. ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof,
without the prior written consent of Grantor.
10. GOVERNING LAW
Grantor and Grantee understand and agree that the laws of the State of California
shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement
and also govern the interpretation of this Agreement. Any litigation concerning this
Agreement shall take place in the superior or federal district court with jurisdiction over
the City of Arroyo Grande.
11. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to
the obligations of the parties described in this Agreement. All prior or contemporaneous
agreements, understandings, representations, and statements, either oral or written, are
merged into this Agreement and shall be of no further force or effect. Each party is
entering into this Agreement based solely upon the representations set forth herein and
upon each party’s own independent investigation of any and all facts such party deems
material.
12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the
mutual written consent of all of the parties to this Agreement.
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13.AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Grantee warrant and
represent that he/she has the authority to execute this Agreement on behalf of the
Grantee and has the authority to bind Grantee to the performance of its obligations
hereunder.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
the day and year first above written.
GRANTOR GRANTEE
By:____________________________ By: ___________________________
Whitney McDonald, City Manager
Attachments:
Exhibit A- Arroyo Grande Community Service Grant Program Application DRAFTPage 470 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I.SUPPLEMENTAL DOCUMENTATION:
Proof of 501(c)(3) status with a copy of the letter from the IRS.
II. CERTIFICATION:
I certify on behalf of _________________________________ non-profit organization,
that I have read, understand and agree that the aforesaid information is accurate, factual
and current. I understand that an award of funds, if granted, will be for the sole use as
reflected in this application form. I further certify that as a condition of receiving funds, an
agreement with the City of Arroyo Grande, in a form and content provided by the City of
Arroyo Grande, will be signed and executed by a duly authorized representative of said
non-profit organization.
I am aware of and certify that our non-profit organization will adhere to all City
regulations regarding the 202-2 Community Service Grant Program including, but
not limited to, maintaining non-discriminatory policies, practices and intent. I also, on
behalf of our non-profit organization, agree to indemnify, defend, and hold harmless
the City of Arroyo Grande relative to any and all liability that may arise as a result of
the use of the City of Arroyo Grande Community Service Grant Fund monies.
Date: _______________ Signature: ______________________________
Executive Director or Designee
______________________________
Board of Director or Officer
Diversity Coalition of SLO County
Rita Casaverde
Cornel N. Morton
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12/22/2022
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DocuSign Envelope ID: 400637C0-3427-40A7-9D75-662FBC53B377
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ARROYO GRANDE COMMUNITY SERVICE GRANT PROGRAM
GRANT APPLICATION
FISCAL YEAR 2022-23
PROGRAM DESCRIPTION
The 2022-23 Arroyo Grande Community Service Grant Program is intended to provide monetary grants
to eligible community non-profit organizations. The City recognizes the value of such groups, which
provide specialized social service, educational, cultural, beautification, and recreation programs and
projects that benefiting Arroyo Grande citizens. Grants will be awarded in minimum amounts of not less
than $250.
Funding for 2022-23 Community Service Grant Program is $82,065.
ELIGIBILITY STANDARDS
To be eligible to apply for grant monies under the City's 2022-23 Community Service Grant Program, a
community organization must satisfy the following standards:
x Operate as a non-profit 501c3;
x Serve the Arroyo Grande community;
x Use funds to directly provide* a social service, educational, cultural, beautification, or recreation
program or project to Arroyo Grande residents and/or businesses;
x Not restrict participants based upon race, religion, gender, sexual orientation, marital status,
national origin, ancestry, disability, medical condition, or age; and
x Not use grant monies specifically for religious activities.
x American Rescue Plan Act (ARPA) fundV are restricted to organizations impacted by the
COVID-19 pandemic. See page 4 for more information.
* "Directly provide" means that the community non-profit organization conducts the social service(s) or
cultural program(s) itself rather than through a separate entity to which it sub-awards grant monies.
Please provide all required information and attachments.
Incomplete applications will be disqualified.
APPLICATION PROCESS AND DEADLINE:
All interested non-profit organizations must complete an application form, including the following:
1. Attachment A: Cover Sheet
a. Organization/Agency Name (applicant is required to list the local branch if it represents a
national or statewide organization)
b. Program or Service Title
c. Executive Director and Program Contact Person (if different)
d. Physical Address and Mailing Address (if different)
e. Phone Number
f. Email Address(es)
g. Amount of funds being requested
h. If applicable, funds received in prior year (or most recent year when funds were
received)
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
i. A brief (50 words or less) description of the proposed program or service
j. Indicate if your organization has been affected by the COVID-19 pandemic
2. Attachment B: Program/Service Information
a. Briefly describe your organization and its mission.
b. Summarize your proposed program or service.
c. How is the program or service beneficial to Arroyo Grande residents?
i. How is local need for this program/service determined?
ii. Approximate number of City of Arroyo Grande residents served by the non-profit
organization.
d. Describe your organizational capacity to successfully carry out the proposed activities
(i.e. past performance and history of the organization will be considered to assess the
agency’s prospects for achieving its goals and objectives).
3. Attachment C: Scope of Work or Work Plan and Budget Worksheet
4. Attachment D: Signed Agreement with the City of Arroyo Grande (to be fully executed upon
grant award).
5. Attachment E: Proof of 501(c)(3) status with a copy of the letter from the IRS.
Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m.,
Thursday, December 22, 2022 addressed to:
City of Arroyo Grande
Community Development Department
Andrew Perez, Planning Manager
300 E. Branch Street
Arroyo Grande CA 93420
OR SUBMITTED ELECTRONICALLY TO
aperez@arroyogrande.org
Applications are encouraged to be submitted electronically.
Electronic signatures are accepted.
Please download and save this application packet to your computer. This is a fillable PDF, and applicants
are encouraged to complete this packet electronically. Alternatively, applicants may print and complete
this packet by hand, and either scan and submit electronically to the email address above or mail the
hard copy to the above listed address.
For questions please contact:
Andrew Perez
Planning Manager
(805) 473-5425
aperez@arroyogrande.org
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:
City:State:Zip:
Physical Address:
(if different from Mailing Address)
City:State:Zip:
Fund Amount Requested:$
Previous Funds Received?Ƒ Yes Ƒ No If Yes, Year Received:
Amount Received:
Tax ID Number:
Has your organization been affected by COVID-19?Ƒ Yes Ƒ No
Executive Director:
Email Address:
Phone Number:
Grant Program Contact:
(if different from Executive Director)
Email Address:
Phone Number:
Program or Service Title:
Elm Street Dog Park Association
1221 Ash Street
Arroyo Grande CA 93420
Ash/Elm Street
Arroyo Grande CA 93420
Mindy Brooks
Kathy Ream, Board Secretary
Elm Street Dog Park Maintenance & Improvements
28,635.00
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
Brief description of the proposed program or service (50 words or less):
On October 12, 2021 City Council authorized $57,065 of funding from the American Rescue Plan Act
(ARPA) received by the City to supplement the $25,000 budgeted for the FY 2021-22 and FY 2022-23
Community Service Grant Programs.
To be awarded grant money from the ARPA funds, an eligible applicant needs to describe how the public
health emergency negatively impacted their organization’s financial condition. Please include a thorough
description of the negative impacts experienced by your organization as a result of the COVID-19
pandemic, and include documentation if possible.
The purpose of the Elm Street Dog Park Maintenance & Improvements program is to obtain
funding assistance for dog park expenses and to make improvements that will benefit the
community and dog park patrons.
The Elm Street Dog Park is managed and staffed by volunteers, and is funded solely through
donations from dog lovers. Due to the COVID-19 pandemic and health concerns, the park lost
many of it's regular patrons which has resulted in a decrease in donations.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):
Mission Statement:
Program or Service Summary:
List Area(s) Served by the Organization:
Summary of Program/Service
The Elm Street Dog Park is the only dog park in the Five Cities area. A free, public, fully fenced park, it has separate
areas for large and small dogs. It is conveniently located next to a community park/playground. In 2022, the Elm
Street Dog Park was selected as the best dog park in San Luis Obispo county.
Community services provided include:
- A safe, clean place for people and their dogs to have fun, relax, and socialize
- Improvement of dog socialization, leading to better canine citizens
- Interaction of children with dogs, teaching children and dogs good etiquette with each other
- Building a tight-knit community
- Promotion of a healthly, active lifestyle for people of all ages
- Promotion of vacines and training sessions for dogs through local providers
The mission of the Elm Street Dog Park is to provide an off-leash park where where dogs and
their caretakers will have a safe, fun, friendly, and well maintained area for recreation, exercise,
and socialization.
Arroyo Grande
Grover Beach
Pismo Beach
Shell Beach
Oceano
Nipomo
San Luis Obispo
Visitors from other counties and states
In order to retain current dog park patrons and obtain new, regular patrons, our proposal includes the following items
to improve & maintain the Elm Street Dog Park.
Addition of shade structures and trees
Addition of new benches installed on concrete pads
Mutt Mitts (for waste disposal)
Advertising & fundraisers
High-quality wood chips for the large dog park
Leveling of ground & new sod for the small dog park
Dog agility equipment
Sandbox (encourages dogs to dig in the sand versus the lawn)
Addition of 2 new garbage cans
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
How is the program or service beneficial to Arroyo Grande residents?
Number of Arroyo Grande Residents Served:
x Description:
How is local need for this program or service determined?
Describe your organizational capacity to successfully carry out the proposed activities.
Number of Full Time Staff:Number of Part Time Staff:
Number of Volunteers:
x Description:
1,500 annually
The Elm Street Dog Park allows dogs to play off-leash or get exercise with their owners. Having
a safe space to roam freely benefits the surrounding communities. Studies have shown that dog
parks help to relieve stress and anxiety not only in dogs, but in people, too. The dog park
compliments the City of Arroyo Grande's recreational activities for people and their dogs. Many
people become friends at the dog park, fostering the sense of a tight community.
The local need for this program is determined by feedback received from Board members and
patrons of the dog park. The Elm Street Dog Park is the only dog park in the Five Cities area; it
needs to be maintained and improved to help retain existing patrons and to help obtain new
visitors.
20
Elm Street Dog Park and a group of dedicated volunteers will take responsibility to successfully
implement the proposed activities.
Page 478 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:
A.What are the objectives? What is the program or service aiming to accomplish?
B.How will those goals be achieved, and in what timeframe?
C.What is the evaluation methodology for measuring results? How can results be quantified and
observed?
D.Results should be meaningful, measurable, and demonstrate the difference the proposed
project makes, or is intended to make, in the lives of the people within the program or receiving
the service.
E.Output results show the amount of work performed or services received.
F.Outcomes show the quality of the performance and answer the questions: who is better off by
providing this program or service? What percentage of residents are assisted or are benefitting
from this program or service?
Program/Service
Objectives:
Major Tasks to Complete
(to achieve associated goal)Timeline Evaluation
Methodology
Additionl shade structures & trees Procure & install/plant shade structures & trees April 2023 Observe, obtain patron feedback
Additional benches Procure new benches, lay concrete, install May 2023 Observe, obtain patron feedback
Procure Mutt mitts supply Procure Feb 2023 Track usage/inventory count
Organize fundraisers Procure banners, tables, advertising funds June 2023 Evaluated based on outcome
Provide high quality wood chips Procure, spread in large dog park July 2023 Observe, obtain patron feedback
Level ground & lay down new sod Identify contractor to level ground, procure sod Aug 2023 Observe, obtain patron feedback
Agility equipment for dogs Procure, install Sept 2023 Observe usage, obtain patron feedback
Sandbox for dogs Procure, install Oct 2023 Observe usage, obtain patron feedback
New garbage cans Procure Oct 2023 Observe usage, obtain patron feedback
Page 479 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
Program Service OUTPUTS:
Program Service OUTCOMES:
The outputs of the proposed improvements will help to beautify not only the dog park, but also the community park
area in general.
Four new shade trees will be planted, including irrigation and timers. Four new benches and 4 new sun shades will
be installed on concrete slabs. These items will provide sufficient seating for dog park patrons, as well as shade for
people and their dogs. WIth a full supply of mutt mitts, the dispensors will be filled at all times to encourage proper
waste disposal. Funds for advertising & fundraising will us help to increase the number of dog park patrons and will
also help to retain existing dog park patrons, leading to increased park donations. The high-quality wood chips for
the large dog area will be free of any harmful materials, will last longer, and will be better for the large dogs. The
small dog park will be greatly enhanced by leveling the ground, which is currently very lumpy and can be a hazard
when walking. The new sod will help to beautify the park and will be enjoyed by the small dogs and park visitors.
State of the art agility equipment and a sandbox will provide exercise for the dogs and fun for both dogs and people.
The existing garbage cans fill up quickly. The addition of 2 new garbage cans will provide more space for proper
waste disposal.
The City of Arroyo Grande's Elm Street community park will benefit from this program in that it will help to
compliment the new playground and overall beautification of the park in general. Patrons of the park will benefit by
availability of more seating and shade, as well as the happiness of enjoying the dogs as they use the agility
equipment and sandbox. Renovation of the lawn in the small dog park will allow patrons to walk with ease and
safety. Fundraisers organized by the dog park volunteers are open to everyone, with or without a dog, which fosters
a close community. Additionally, our dog patrons will benefit by all features of the program. They will have
paw-friendly grass or wood chips, shade, and a mini-playground with agility equipment and a sandbox. The 2
additional trash cans will provide more space for waste disposal to prevent waste overflow.
Including visitors to both the dog park and the Elm Street community park in general, it is estimated that 30% of
residents will benefit from this program. This is based on approximately 4,000 visitors to the community park and
1,500 visitors to the dog park for a total of 5,500 residents annually. The estimated population of Arroyo Grande is
18,500.
Page 480 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
Budget Worksheet
Complete this Worksheet for the specified program or service.
PROGRAM/SERVICE PROPOSED EXPENSES
Line Item Proposed Cost Proposed Grant Funding
Amount
Administrative Salaries & Fees / Fiscal Agent Fees
Artistic Salaries & Fees
Other Salaries & Fees
1.
2.
Equipment
Supplies / Materials
Travel / Transportation
Promotion / Publicity
Other Expenses:
1.
2.
TOTALS:
PROGRAM/SERVICE PROPOSED INCOME
Cash Amount
Arroyo Grande Community Service Grant Amount Requested
Other Funding Sources:
Other Public Grants
Private Foundations
Corporation Contributions
Concessions / Ticket Sales
Promotion Sales / Advertisements (Other Cash)
Other Funding Subtotal:
TOTALS:
$1,200.00 $1,200.00
$2,600.00 $2,600.00
$23,635.00 $23,635.00
$1,200.00 $1,200.00
$28,635.00 $28,635.00
0
0
0
0
0
0
0
Page 481 of 589
COMMUNITY SERVICE GRANT APPLICATION
202-2
ATTACHMENT D: DRAFT FUNDING AGREEMENT
THIS ARROYO GRANDE COMMUNITY SERVICE GRANT FUNDS AGREEMENT
(“Agreement”), is made and effective as of ____________, 202(the “Effective
Date”), by and between the City of Arroyo Grande, a municipal corporation (“Grantor”),
and the ___________________, a non-profit 501(c)(3) corporation (“Grantee”).
RECITALS
WHEREAS, Grantor has established the Arroyo Grande Community Service Grant
Program to provide grant funding to local, non-profit 501c3 corporations that provide
public service programs; and
WHEREAS, on _______________, 202, the Arroyo Grande City Council held
a public hearing to consider the applications for the Arroyo Grande Community
Service Grant Program;
WHEREAS, Grantee is a local, non-profit 501c3 corporation that provides a
public service program and was approved by the City Council for participation in the
202-202 Arroyo Grande Community Service Grant Program.
NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth
herein, the parties agree as follows:
1.TERM
This Agreement shall commence on the Effective Date and shall remain and
continue in effect until all requests for reimbursement described in Section 3 are
processed, or unless sooner terminated pursuant to the provisions of this Agreement.
2.SERVICES
(a) The Arroyo Grande Community Service Grant Program Application,
attached hereto as “Exhibit A” and incorporated herein by this reference, identifies the
description of community services to be performed by Grantee during the implementation
of this Agreement. Grantee agrees that any funds received from Grantor may only be
used to provide the community services set forth in Exhibit A.
(b) Grantee agrees to the following requirements in administering the
community services set forth in Exhibit A:
(1) Grantee will at all times during the duration of this Agreement operate
as a non-profit 501c3 corporation in good standing;
(2) Provide services benefiting the City of Arroyo Grande;
(3) Use funds provided by Grantor to directly provide a social service,
educational, cultural, beautification or recreation program or project to
Arroyo Grande residents and/or businesses;DRAFTArroyo GraArroy
r the r the Arroyo GArr
-pprofit rof 501c301c corpor
ed by the City Councthe Cit
Service Grant PrograService Grant P
tion of ttfhe he mutualmutual c co
ws:ws:
nt shall commence nt shall comme
until all requests fountil all requests
ss sooner terminatss sooner term
Page 482 of 589
2
(4) Grantee will conduct or provide the community services itself rather than
through a separate entity;
(5) Grantee will not restrict participants based upon race, religion, gender,
sexual orientation, marital status, national origin, ancestry, disability
medical condition, or age; and
(6) Grantee will not use funds provided under this Agreement specifically
for religious activities.
3.PAYMENT OF GRANT FUNDS
(a) Grantee must maintain receipts for expenditures made in furtherance of the
community services provided for in Exhibit A. Grantee must also prepare and submit to
the City a report describing the relationship between the expenditure and the tasks and
activities identified in Exhibit A. This report and the receipts described herein shall be
submitted to the City with each request for reimbursement.
(b) Grantee is eligible for reimbursement for approved expenditures in an
amount not to exceed a total of $________.
(c) All requests for reimbursement must be received by Grantor prior to June
30, 202.
4.REIMBURSEMENT FOR IMPROPER EXPENDITURES
If at any time it is determined by Grantor that funds provided for under this
Agreement have been used by or on behalf of Grantee in a manner or for a purpose not
authorized by this Agreement, Grantee hereby obligates itself, at the Grantor’s request,
to pay to the Grantor an amount equal to one hundred percent of the amount improperly
expended. This obligation shall survive termination of this Agreement.
5.STATUS
Nothing in this Agreement is intended nor shall be construed to create an
employer-employee relationship or a joint venture relationship between Grantor and
Grantee. Neither Grantee nor any of Grantee’s agents, employees or contractors are or
shall be considered to be agents or employees of Grantor in connection with the
performance of Grantee’s obligations under this Agreement.
6.TERMINATION FOR CAUSE
If Grantor determines that the Grantee has requested reimbursement for purposes
that are not permitted or are prohibited under the terms and provisions of this Agreement,
or if the Grantor determines that the Grantee has failed to fulfill its obligations under this
Agreement in a timely and professional manner, or if the Grantee is in violation of the
terms of this Agreement, then Grantor shall have the right to terminate this Agreement
effective immediately upon giving written notice to Grantee.DRAFTpts pts
nt. nt.
forfor aarrpproved pp
stst be be received byd by G
PER EXPENDITUREPEND
AFned by Grantor by Grantor that that
r on behalf of Granter on behalf of Grante
Grantee hereby obli Grantee hereby
ount equal to one huount equal to one h
n shall survive terminhall survive termin
his Agreement his Agreemen
elationship elationship
e nor e nor
Page 483 of 589
3
7. INDEMNIFICATION
Grantee agrees to accept responsibility for loss or damage to any person or entity,
and shall defend, indemnify and hold harmless Grantor, its officers, employees and
agents from any and all claims and demands, liability, damages, costs, expenses,
judgments (including, but not limited to attorney fees and expert witness costs) that may
be asserted by any person or entity, including Grantee, arising out of or in connection with
the performance by Grantee hereunder and/or the use of the City of Arroyo Grande
Community Service Grant fund monies.
8. COMPLIANCE WITH LAW
Grantee agrees to comply with all City of Arroyo Grande, Federal and State laws
and regulations applicable to Grantee. In particular, Grantee agrees to comply with the
terms and conditions contained in the City of Arroyo Grande Community Service Grant
Program, which is attached hereto as Exhibit “B” and incorporated herein by this
reference.
9.ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof,
without the prior written consent of Grantor.
10. GOVERNING LAW
Grantor and Grantee understand and agree that the laws of the State of California
shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement
and also govern the interpretation of this Agreement. Any litigation concerning this
Agreement shall take place in the superior or federal district court with jurisdiction over
the City of Arroyo Grande.
11. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to
the obligations of the parties described in this Agreement. All prior or contemporaneous
agreements, understandings, representations, and statements, either oral or written, are
merged into this Agreement and shall be of no further force or effect. Each party is
entering into this Agreement based solely upon the representations set forth herein and
upon each party’s own independent investigation of any and all facts such party deems
material.
12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the
mutual written consent of all of the parties to this Agreement. DRAFTee aee
ande Coande
and incorporand in
rmance of this Agreermance of thi
antorntor. .
understand and agreunderstand and ag
bligations, duties, andations, duties, and
interpretation of thisinterpretation
ke place in the superke place in the sup
GrandeGran.
EMENTEMENTD
Page 484 of 589
4
13.AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Grantee warrant and
represent that he/she has the authority to execute this Agreement on behalf of the
Grantee and has the authority to bind Grantee to the performance of its obligations
hereunder.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
the day and year first above written.
GRANTOR GRANTEE
By:____________________________ By: ___________________________
Whitney McDonald, City Manager
Attachments:
Exhibit A- Arroyo Grande Community Service Grant Program Application
DRAFT___________________
unity Service Grant Punity Service Grant P
Page 485 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:
Proof of 501(c)(3) status with a copy of the letter from the IRS.
II. CERTIFICATION:
I certify on behalf of _________________________________ non-profit organization,
that I have read, understand and agree that the aforesaid information is accurate, factual
and current. I understand that an award of funds, if granted, will be for the sole use as
reflected in this application form. I further certify that as a condition of receiving funds, an
agreement with the City of Arroyo Grande, in a form and content provided by the City of
Arroyo Grande, will be signed and executed by a duly authorized representative of said
non-profit organization.
I am aware of and certify that our non-profit organization will adhere to all City
regulations regarding the 202-2Community Service Grant Program including, but
not limited to, maintaining non-discriminatory policies, practices and intent. I also, on
behalf of our non-profit organization, agree to indemnify, defend, and hold harmless
the City of Arroyo Grande relative to any and all liability that may arise as a result of
the use of the City of Arroyo Grande Community Service Grant Fund monies.
Date: _______________ Signature: ______________________________
Executive Director or Designee
______________________________
Board of Director or Officer
Elm Street Dog Park Association
12/21/2022 Mindy Brooks
✔
Page 486 of 589
Page 487 of 589
Page 488 of 589
ARROYO GRANDE COMMUNITY SERVICE GRANT PROGRAM
GRANT APPLICATION
FISCAL YEAR 2022-23
PROGRAM DESCRIPTION
The 2022-23 Arroyo Grande Community Service Grant Program is intended to provide monetary grants
to eligible community non-profit organizations. The City recognizes the value of such groups, which
provide specialized social service, educational, cultural, beautification, and recreation programs and
projects that benefiting Arroyo Grande citizens. Grants will be awarded in minimum amounts of not less
than $250.
Funding for 2022-23 Community Service Grant Program is $82,065.
ELIGIBILITY STANDARDS
To be eligible to apply for grant monies under the City's 2022-23 Community Service Grant Program, a
community organization must satisfy the following standards:
•Operate as a non-profit 501c3;
•Serve the Arroyo Grande community;
•Use funds to directly provide* a social service, educational, cultural, beautification, or recreation
program or project to Arroyo Grande residents and/or businesses;
•Not restrict participants based upon race, religion, gender, sexual orientation, marital status,
national origin, ancestry, disability, medical condition, or age; and
•Not use grant monies specifically for religious activities.
•American Rescue Plan Act (ARPA) funds are restricted to organizations impacted by the
COVID-19 pandemic. See page 4 for more information.
*"Directly provide" means that the community non-profit organization conducts the social service(s) or
cultural program(s) itself rather than through a separate entity to which it sub-awards grant monies.
Please provide all required information and attachments.
Incomplete applications will be disqualified.
APPLICATION PROCESS AND DEADLINE:
All interested non-profit organizations must complete an application form, including the following:
1.Attachment A: Cover Sheet
a.Organization/Agency Name (applicant is required to list the local branch if it represents a
national or statewide organization)
b.Program or Service Title
c.Executive Director and Program Contact Person (if different)
d.Physical Address and Mailing Address (if different)
e.Phone Number
f.Email Address(es)
g.Amount of funds being requested
h.If applicable, funds received in prior year (or most recent year when funds were
received)
Page 489 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
i. A brief (50 words or less) description of the proposed program or service
j. Indicate if your organization has been affected by the COVID-19 pandemic
2. Attachment B: Program/Service Information
a. Briefly describe your organization and its mission.
b. Summarize your proposed program or service.
c. How is the program or service beneficial to Arroyo Grande residents?
i. How is local need for this program/service determined?
ii. Approximate number of City of Arroyo Grande residents served by the non-profit
organization.
d. Describe your organizational capacity to successfully carry out the proposed activities
(i.e. past performance and history of the organization will be considered to assess the
agency’s prospects for achieving its goals and objectives).
3. Attachment C: Scope of Work or Work Plan and Budget Worksheet
4. Attachment D: Signed Agreement with the City of Arroyo Grande (to be fully executed upon
grant award).
5. Attachment E: Proof of 501(c)(3) status with a copy of the letter from the IRS.
Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m.,
Thursday, December 22, 2022 addressed to:
City of Arroyo Grande
Community Development Department
Andrew Perez, Planning Manager
300 E. Branch Street
Arroyo Grande CA 93420
OR SUBMITTED ELECTRONICALLY TO
aperez@arroyogrande.org
Applica tion s are encouraged to be submitted electronically.
Electronic signatures are accepted.
Please download and save this application packet to your computer. This is a fillable PDF, and applicants
are encouraged to complete this packet electronically. Alternatively, applicants may print and complete
this packet by hand, and either scan and submit electronically to the email address above or mail the
hard copy to the above listed address.
For questions please contact:
Andrew Perez
Planning Manager
(805) 473-5425
aperez@arroyogrande.org
Page 490 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:
City: State: Zip:
Physical Address:
(if different from Mailing Address)
City: State: Zip:
Fund Amount Requested: $
Previous Funds Received? Ƒ Yes Ƒ No If Yes, Year Received:
Amount Received:
Tax ID Number:
Has your organization been affected by COVID-19? Ƒ Yes Ƒ No
Executive Director:
Email Address:
Phone Number:
Grant Program Contact:
(if different from Executive Director)
Email Address:
Phone Number:
Program or Service Title:
One Cool Earth
PO Box 150
San Luis Obispo CA 93406
Katharine Rondthaler-Krieg
Greg Ellis
School Garden Nutrition Education
2000
✔
✔
Page 491 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
Brief description of the proposed program or service (50 words or less):
On October 12, 2021 City Council authorized $57,065 of funding from the American Rescue Plan Act
(ARPA) received by the City to supplement the $25,000 budgeted for the FY 2021-22 and FY 2022-23
Community Service Grant Programs.
To be awarded grant money from the ARPA funds, an eligible applicant needs to describe how the public
health emergency negatively impacted their organization’s financial condition. Please include a thorough
description of the negative impacts experienced by your organization as a result of the COVID-19
pandemic, and include documentation if possible.
One Cool Earth requests support for our school garden programming in Arroyo Grande at Harloe and
Branch Elementary Schools. Our program provides a weekly Garden Educator to each campus who
teaches a series of 108 seasonally-aligned and standards-based lessons per school per year in the
school garden, working directly with approx. 100 students/week/school. By supporting this program,
students on 2 campuses will have access to hands-on learning opportunities and exciting projects with
real-world impacts benefitting many different learning styles. Overall, this funding would impact over 974
local students of which an average of 49% are socioeconomically disadvantaged and 14% have a health
risk due to diet, according to state physical fitness testing.
Our services were dramatically affected by COVID shutdowns as schools were first required to close
entirely, and then when they returned, to enact social distancing and reduced class size measures.
During initial closures, we experienced significant expenses maintaining staff despite a lack of work--
we chose to maintain our staff payroll despite the uncertainty of a reopening schedule because we
wanted to preserve the culture and institutional knowledge that we had spent years building. We also
had substantial expense reshaping our program to be available virtually, including video filming and
production, software costs, packaging materials and supplies to send home with students, and
maintaining school gardens without the presence of student and volutneer labor.
During 2020 we experienced an approximately 20% decrease in donations and grants--see our 2019
vs. 2020 IRS 990 Tax Returns, available here:
https://projects.propublica.org/nonprofits/organizations/341939404
Page 492 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):
Mission Statement:
Program or Service Summary:
List Area(s) Served by the Organization:
Summary of Program/Service
One Cool Earth has operated in San Luis Obispo County since 2001. Our program focuses on supporting
schools to make school gardens as ubiquitous and indispensable to education as libraries, sports fields
and computer labs. We recognize that: 1. Gardens make healthy eating fun and personal through seed-
to-table activities. 2. Gardens bridge textbook learning and real-world phenomenon, making science and
other subjects engaging and understandable. 3. Gardens make students feel good, providing a positive,
outdoor space on campus.
Vision: Every Child Deserves A Place To Grow.
Mission: We create school garden programs that power healthy, happy and smart youth.
Goal: Significantly affect inter-related issues of student academics, health, and behavior, as measured by
evaluations.
Strategy: Integrate evidence-based, garden-education in elementary schools to create a culture of health
and optimal learning.
We serve 29 schools throughout San Luis Obispo and Northern Santa Barbara County, but this grant
application request will serve two Arroy Grande Schools: Branch and Harloe Elementary Schools.
We use gardens to make healthy eating fun and personal as well as bridge textbook learning with the real
world to make science hands-on and memorable. When working with a school, we first build new or
restore exist school gardens, creating effective and engaging outdoor classrooms. Next, we hire talented
and inspiring garden educators who teach a year-long series of rigorous, evidence-based and standards-
aligned lessons. The core of our lesson sequence involves planting, tending, harvesting, preparing and
eating fruits and vegetables, and our schedule produces four harvests per year at a school site.
Harvested produce is used in cooking lessons and tastings available to the entire school or given away to
students, families and the cafeteria. We host volunteer workdays twice per year at each school garden to
involve the community and maintain school gardens. After school, we provide Family Cooking Nights that
gather families for a community cooking night that uses culturally appropriate recipes.
Page 493 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
How is the program or service beneficial to Arroyo Grande residents?
Number of Arroyo Grande Residents Served:
• Description:
How is local need for this program or service determined?
Describe your organizational capacity to successfully carry out the proposed activities.
Number of Full Time Staff: Number of Part Time Staff:
Number of Volunteers:
• Description:
974
The body of research has found that garden-based nutrition education programs are a more effective
method for increasing nutrition knowledge, fruit and vegetable identification skills, and fruit and vegetable
consumption than in-classroom nutrition education programs. Research also supports that garden-based
interventions that involved consistent exposure to the garden over a longer period of time were more
likely to increase consumption of fruits and vegetables. Three determinants lead to the most effective
nutritional behavior change: 1) decrease fear of trying new foods (neophobia); 2) increase perception that
it is socially acceptable to eat fruits and vegetables; and 3) increase self-efficacy in abilities to eat fruits
and vegetables. The hands-on nature of our school garden program is a key component for nutritional
behavior change in children because it directly connects them to new foods in a supportive environment,
offers many opportunities to taste and eat new foods, and provides skills that students can use to
independently choose and prepare healthy foods.
Our program will serve two Harloe and Branch Elementary Schools, reaching a total of 974 students. Of
these, 49% are socioeconomically disadvantaged, 14% have a health risk due to diet, 43% are non-white
(primarily Latinx), and 7% speak English as a second language.
3 15
350
During the 2021-22 school year we provided 8700 unduplicated students with 21,600 tastings, grew 1600
lbs of produce in 23 school gardens, taught 2100 x 45 minute nutrition-themed lessons for a total of
39,375 student-hours and an average of 7 lessons per student. These statistics place us in the top of all
nutrition education entities in SLO County, based on student reach and number of lessons taught.
Page 494 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:
A. What are the objectives? What is the program or service aiming to accomplish?
B. How will those goals be achieved, and in what timeframe?
C. What is the evaluation methodology for measuring results? How can results be quantified and
observed?
D. Results should be meaningful, measurable, and demonstrate the difference the proposed
project makes, or is intended to make, in the lives of the people within the program or receiving
the service.
E. Output results show the amount of work performed or services received.
F. Outcomes show the quality of the performance and answer the questions: who is better off by
providing this program or service? What percentage of residents are assisted or are benefitting
from this program or service?
Program/Service
Objectives:
Major Tasks to Complete
(to achieve associated goal) Timeline Evaluation
Methodology
Hire Educators Post job description, interview, hire Summer '23 Track hiring
Train Educators Schedule, plan, host training Fall '23 Track training dates/content
Refurbish Gardens Assess, plan, repair gardens Fall '23 Before/after shots
Family Cooking Nights Sign up families, host event Fall '23 Track events/attendance
Taste Tests Harvest, prepare, distribute food Spring '23 Report weekly #
Grow Produce Procure starts, plants, tend, harvest Spring '23 Weigh and report weekly
Teach Lessons Sign up teachers, schedule, teach Fall/Spring '23 Lesson logs, student evals.
Page 495 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
Program Service OUTPUTS:
Program Service OUTCOMES:
Our goals are to:
+ teach 108 lessons per school x 2 schools
+ provide 2000 taste tests (2/student)
+ grow 50 lbs of produce per school
+ host 2 Family Cooking Nights per school
+ host 2 community garden workdays per school
1) 70% of students will improve nutrition behaviors as evidenced by vegetable identification and
preference pre- and post- test evaluations.
2) 90% of students will increase their skills, confidence and knowledge in science academics, measured
using pre- and post-tests.
Page 496 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
Budget Worksheet
Complete this Worksheet for the specified program or service.
PROGRAM/SERVICE PROPOSED EXPENSES
Line Item Proposed Cost Proposed Grant Funding
Amount
Administrative Salaries & Fees / Fiscal Agent Fees
Artistic Salaries & Fees
Other Salaries & Fees
1.
2.
Equipment
Supplies / Materials
Travel / Transportation
Promotion / Publicity
Other Expenses:
1.
2.
TOTALS:
PROGRAM/SERVICE PROPOSED INCOME
Cash Amount
Arroyo Grande Community Service Grant Amount Requested
Other Funding Sources:
Other Public Grants
Private Foundations
Corporation Contributions
Concessions / Ticket Sales
Promotion Sales / Advertisements (Other Cash)
Other Funding Subtotal:
TOTALS:
Garden Educator Salary
4000 0
17000 1000
2000 1000
1000 0
400 0
$24,400 $2,000
2000
20000
2400
$24,400
Page 497 of 589
COMMUNITY SERVICE GRANT APPLICATION
2022-23
ATTACHMENT D: DRAFT FUNDING AGREEMENT
THIS ARROYO GRANDE COMMUNITY SERVICE GRANT FUNDS AGREEMENT
(“Agreement”), is made and effective as of ____________, 202 (the “Effective
Date”), by and between the City of Arroyo Grande, a municipal corporation (“Grantor”),
and the ___________________, a non-profit 501(c)(3) corporation (“Grantee”).
RECITALS
WHEREAS, Grantor has established the Arroyo Grande Community Service Grant
Program to provide grant funding to local, non-profit 501c3 corporations that provide
public service programs; and
WHEREAS, on _______________, 202, the Arroyo Grande City Council held
a public hearing to consider the applications for the Arroyo Grande Community
Service Grant Program;
WHEREAS, Grantee is a local, non-profit 501c3 corporation that provides a
public service program and was approved by the City Council for participation in the
202-202 Arroyo Grande Community Service Grant Program.
NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth
herein, the parties agree as follows:
1.TERM
This Agreement shall commence on the Effective Date and shall remain and
continue in effect until all requests for reimbursement described in Section 3 are
processed, or unless sooner terminated pursuant to the provisions of this Agreement.
2.SERVICES
(a)The Arroyo Grande Community Service Grant Program Application,
attached hereto as “Exhibit A” and incorporated herein by this reference, identifies the
description of community services to be performed by Grantee during the implementation
of this Agreement. Grantee agrees that any funds received from Grantor may only be
used to provide the community services set forth in Exhibit A.
(b)Grantee agrees to the following requirements in administering the
community services set forth in Exhibit A:
(1)Grantee will at all times during the duration of this Agreement operate
as a non-profit 501c3 corporation in good standing;
(2)Provide services benefiting the City of Arroyo Grande;
(3)Use funds provided by Grantor to directly provide a social service,
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(4)Grantee will conduct or provide the community services itself rather than
through a separate entity;
(5)Grantee will not restrict participants based upon race, religion, gender,
sexual orientation, marital status, national origin, ancestry, disability
medical condition, or age; and
(6)Grantee will not use funds provided under this Agreement specifically
for religious activities.
3.PAYMENT OF GRANT FUNDS
(a)Grantee must maintain receipts for expenditures made in furtherance of the
community services provided for in Exhibit A. Grantee must also prepare and submit to
the City a report describing the relationship between the expenditure and the tasks and
activities identified in Exhibit A. This report and the receipts described herein shall be
submitted to the City with each request for reimbursement.
(b) Grantee is eligible for reimbursement for approved expenditures in an
amount not to exceed a total of $________.
(c) All requests for reimbursement must be received by Grantor prior to June
30, 202.
4.REIMBURSEMENT FOR IMPROPER EXPENDITURES
If at any time it is determined by Grantor that funds provided for under this
Agreement have been used by or on behalf of Grantee in a manner or for a purpose not
authorized by this Agreement, Grantee hereby obligates itself, at the Grantor’s request,
to pay to the Grantor an amount equal to one hundred percent of the amount improperly
expended. This obligation shall survive termination of this Agreement.
5.STATUS
Nothing in this Agreement is intended nor shall be construed to create an
employer-employee relationship or a joint venture relationship between Grantor and
Grantee. Neither Grantee nor any of Grantee’s agents, employees or contractors are or
shall be considered to be agents or employees of Grantor in connection with the
performance of Grantee’s obligations under this Agreement.
6.TERMINATION FOR CAUSE
If Grantor determines that the Grantee has requested reimbursement for purposes
that are not permitted or are prohibited under the terms and provisions of this Agreement,
or if the Grantor determines that the Grantee has failed to fulfill its obligations under this
Agreement in a timely and professional manner, or if the Grantee is in violation of the
terms of this Agreement, then Grantor shall have the right to terminate this Agreement
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7. INDEMNIFICATION
Grantee agrees to accept responsibility for loss or damage to any person or entity,
and shall defend, indemnify and hold harmless Grantor, its officers, employees and
agents from any and all claims and demands, liability, damages, costs, expenses,
judgments (including, but not limited to attorney fees and expert witness costs) that may
be asserted by any person or entity, including Grantee, arising out of or in connection with
the performance by Grantee hereunder and/or the use of the City of Arroyo Grande
Community Service Grant fund monies.
8. COMPLIANCE WITH LAW
Grantee agrees to comply with all City of Arroyo Grande, Federal and State laws
and regulations applicable to Grantee. In particular, Grantee agrees to comply with the
terms and conditions contained in the City of Arroyo Grande Community Service Grant
Program, which is attached hereto as Exhibit “B” and incorporated herein by this
reference.
9. ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof,
without the prior written consent of Grantor.
10. GOVERNING LAW
Grantor and Grantee understand and agree that the laws of the State of California
shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement
and also govern the interpretation of this Agreement. Any litigation concerning this
Agreement shall take place in the superior or federal district court with jurisdiction over
the City of Arroyo Grande.
11. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to
the obligations of the parties described in this Agreement. All prior or contemporaneous
agreements, understandings, representations, and statements, either oral or written, are
merged into this Agreement and shall be of no further force or effect. Each party is
entering into this Agreement based solely upon the representations set forth herein and
upon each party’s own independent investigation of any and all facts such party deems
material.
12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the
mutual written consent of all of the parties to this Agreement.
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13.AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Grantee warrant and
represent that he/she has the authority to execute this Agreement on behalf of the
Grantee and has the authority to bind Grantee to the performance of its obligations
hereunder.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
the day and year first above written.
GRANTOR GRANTEE
By:____________________________ By: ___________________________
Whitney McDonald, City Manager
Attachments:
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ARROYO GRANDE COMMUNITY SERVICE GRANT PROGRAM
GRANT APPLICATION
FISCAL YEAR 2022-23
PROGRAM DESCRIPTION
The 2022-23 Arroyo Grande Community Service Grant Program is intended to provide monetary grants
to eligible community non-profit organizations. The City recognizes the value of such groups, which
provide specialized social service, educational, cultural, beautification, and recreation programs and
projects that benefiting Arroyo Grande citizens. Grants will be awarded in minimum amounts of not less
than $250.
Funding for 2022-23 Community Service Grant Program is $82,065.
ELIGIBILITY STANDARDS
To be eligible to apply for grant monies under the City's 2022-23 Community Service Grant Program, a
community organization must satisfy the following standards:
•Operate as a non-profit 501c3;
•Serve the Arroyo Grande community;
•Use funds to directly provide* a social service, educational, cultural, beautification, or recreation
program or project to Arroyo Grande residents and/or businesses;
•Not restrict participants based upon race, religion, gender, sexual orientation, marital status,
national origin, ancestry, disability, medical condition, or age; and
•Not use grant monies specifically for religious activities.
•American Rescue Plan Act (ARPA) funds are restricted to organizations impacted by the
COVID-19 pandemic. See page 4 for more information.
* "Directly provide" means that the community non-profit organization conducts the social service(s) or
cultural program(s) itself rather than through a separate entity to which it sub-awards grant monies.
Please provide all required information and attachments.
Incomplete applications will be disqualified.
APPLICATION PROCESS AND DEADLINE:
All interested non-profit organizations must complete an application form, including the following:
1.Attachment A: Cover Sheet
a.Organization/Agency Name (applicant is required to list the local branch if it represents a
national or statewide organization)
b.Program or Service Title
c.Executive Director and Program Contact Person (if different)
d.Physical Address and Mailing Address (if different)
e.Phone Number
f.Email Address(es)
g.Amount of funds being requested
h.If applicable, funds received in prior year (or most recent year when funds were
received)
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
i. A brief (50 words or less) description of the proposed program or service
j. Indicate if your organization has been affected by the COVID-19 pandemic
2. Attachment B: Program/Service Information
a. Briefly describe your organization and its mission.
b. Summarize your proposed program or service.
c. How is the program or service beneficial to Arroyo Grande residents?
i. How is local need for this program/service determined?
ii. Approximate number of City of Arroyo Grande residents served by the non-profit
organization.
d. Describe your organizational capacity to successfully carry out the proposed activities
(i.e. past performance and history of the organization will be considered to assess the
agency’s prospects for achieving its goals and objectives).
3. Attachment C: Scope of Work or Work Plan and Budget Worksheet
4. Attachment D: Signed Agreement with the City of Arroyo Grande (to be fully executed upon
grant award).
5. Attachment E: Proof of 501(c)(3) status with a copy of the letter from the IRS.
Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m.,
Thursday, December 22, 2022 addressed to:
City of Arroyo Grande
Community Development Department
Andrew Perez, Planning Manager
300 E. Branch Street
Arroyo Grande CA 93420
OR SUBMITTED ELECTRONICALLY TO
aperez@arroyogrande.org
Applications are encouraged to be submitted electronically.
Electronic signatures are accepted.
Please download and save this application packet to your computer. This is a fillable PDF, and applicants
are encouraged to complete this packet electronically. Alternatively, applicants may print and complete
this packet by hand, and either scan and submit electronically to the email address above or mail the
hard copy to the above listed address.
For questions please contact:
Andrew Perez
Planning Manager
(805) 473-5425
aperez@arroyogrande.org
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:
City: State: Zip:
Physical Address:
(if different from Mailing Address)
City: State: Zip:
Fund Amount Requested: $
Previous Funds Received? □ Yes □ No If Yes, Year Received:
Amount Received:
Tax ID Number:
Has your organization been affected by COVID-19? □ Yes □ No
Executive Director:
Email Address:
Phone Number:
Grant Program Contact:
(if different from Executive Director)
Email Address:
Phone Number:
Program or Service Title:
Court Appointed Special Advocates (CASA) of San Luis Obispo County Inc.
75 Higuera Street, Suite 180
San Luis Obispo CA 93401
FY21-22
$5,000
Marina Bernheimer
Sarah DeYoung
General CASA Program Support
5,000
✔
✔
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Brief description of the proposed program or service (50 words or less):
On October 12, 2021 City Council authorized $57,065 of funding from the American Rescue Plan Act
(ARPA) received by the City to supplement the $25,000 budgeted for the FY 2021-22 and FY 2022-23
Community Service Grant Programs.
To be awarded grant money from the ARPA funds, an eligible applicant needs to describe how the public
health emergency negatively impacted their organization’s financial condition. Please include a thorough
description of the negative impacts experienced by your organization as a result of the COVID-19
pandemic, and include documentation if possible.
Each CASA volunteer is that trusted, stable, and kind adult that every child needs and deserves,
regardless of their challenges or behaviors. In 2022, our Program Team supported 174
volunteers assigned to 240 children in the foster care system in SLO County.
Despite the COVID-19 pandemic's barriers and setbacks, CASA volunteers continued to
support and advocate for their assigned children without interruption, and we transitioned the
in-person component of our initial training to a Zoom format. Volunteer retention suffered
somewhat, but the most significant impact of the pandemic to SLO CASA was a dramatic
decline in private fundraising and the cancellation of five different in-person fundraising events
since March 2020.
We were able to resume holding in-person fundraising events in May of 2022 and have made
good progress in recouping lost income.
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ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):
Mission Statement:
Program or Service Summary:
List Area(s) Served by the Organization:
Summary of Program/Service
CASA volunteers are trained to gather information and focus their advocacy (primarily in reports
to the court) to cover the needs of the whole child, including placement, physical and mental
health, education, permanency, and well-being. In 2022, all 174 volunteers received coaching
and ongoing support from one of SLO CASA's Advocate Supervisors.
Other key activities for 2022 included recruiting, screening, training, and swearing in 50 new
CASA volunteers, upgrading our Infant and Toddler program and Mentor program, delivering 14
"in-service" trainings provided by local service agency experts, and identifying additional training
and support needed for volunteers who are serving especially high-risk children and youth.
CASA of San Luis Obispo County (SLO CASA) advocates for the best interests of abused and
neglected children within the court system. CASA recruits, trains, and supervises volunteers who
advocate for this vulnerable population with the goal of ensuring that each and every child grows
up in a safe, nurturing, and permanent home.
We are committed to providing a trained and competent CASA volunteer for every abused and
neglected child in the foster care system in San Luis Obispo County who wants or needs one.
SLO CASA is accredited by the National CASA/GAL Association, and designated by the San
Luis Obispo Superior Court, to serve all children and youth who are subject to the jurisdiction of
the Juvenile Dependency Court in San Luis Obispo county and ordered to be placed in foster
care. While the majority of children are placed with relatives or foster parents in communities
within the county, a small percentage of children are placed outside of the county. Our
volunteers almost exclusively live and work in the county, and in 2022, approximately 12% of
them resided in Arroyo Grande.
Interviewing and Training New CASA Advocate Volunteers:
All of SLO CASA's child Advocates are volunteers; they are the foundation of our work to serve marginalized victims
of child abuse and neglect.
Volunteers are required to attend an information session, submit a detailed application and three references, be
fingerprinted and screened via an extensive background check, and interviewed by CASA staff. Only those who
pass the interview and screening are admitted into one of our training classes.
Applicants who are admitted to one of our training classes are required to complete 40 hours of in-person and online
training. A critical component of this training is learning how to use a strengths-based and trauma-informed
approach when working with children and families in crisis.
When trainees have completed training, they are sworn in as officers of the SLO County dependency court and
assigned to a child or sibling group. Under the supervision of their Advocate Supervisor, a CASA volunteer provides
one-on-one support for children and youth throughout the life of their child welfare case.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
How is the program or service beneficial to Arroyo Grande residents?
Number of Arroyo Grande Residents Served:
• Description:
How is local need for this program or service determined?
Describe your organizational capacity to successfully carry out the proposed activities.
Number of Full Time Staff: Number of Part Time Staff:
Number of Volunteers:
• Description:
Approx. 40
As noted above, SLO CASA is accredited by the National CASA/GAL Association, and
designated by the San Luis Obispo Superior Court, to serve all children and youth who are
subject to the jurisdiction of the Juvenile Dependency Court in San Luis Obispo county and
ordered to be placed in foster care. While the majority of children are placed with relatives or
foster parents in communities within the county, a small percentage of children are placed
outside of the county.
In 2022, our Program Team supported 174 volunteers assigned to 240 children in the foster care
system in SLO County, approximately 15% of whom resided in Arroyo Grande. Our volunteers
almost exclusively live and work in the county, and in 2022, approximately 12% of them resided
in Arroyo Grande.
When trainees have completed training, they are sworn in as officers of the SLO County
dependency court and assigned to a child or sibling group. Assignment is based on a number of
considerations, including age, gender and geographical preferences. However, the needs of
each individual child are the most important consideration.
While it has always been the case that a percentage of the children we serve have had special
needs and required more intensive services, changes in state and federal law, as well as
societal trends such as the rise in opioid addiction and overdoses have led to an increase in
the number of high-risk children.
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174
SLO CASA was founded in 1993 and has 30 years of experience recruiting, training, and supervising volunteers whose goal is
to ensure that victims of child abuse and neglect grow up in a safe, nurturing, and permanent home. SLO CASA is an accredited
member of the National CASA/GAL Association and recently passed an extensive National CASA/GAL assessment.
We are committed to providing a trained and competent volunteer for every abused and neglected child in the foster care system
in SLO County who wants or needs one. For our staff, we have adopted a values statement that includes teamwork, integrity, a
spirit of cooperation with community agencies, and a child-centered and child respectful approach to our mission. We are
committed to creating an efficient and effective organization that is financially viable, professionally credible and visible, and
reliably and consistently excellent. For our volunteers, we have identified eight building blocks that represent common skills that
our strongest advocates share.
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ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:
A. W hat are the objectives? What is the program or service aiming to accomplish?
B. How will those goals be achieved, and in what timeframe?
C. What is the evaluation methodology for measuring results? How can results be quantified and
observed?
D. Results should be meaningful, measurable, and demonstrate the difference the proposed
project makes, or is intended to make, in the lives of the people within the program or receiving
the service.
E. Output results show the amount of work performed or services received.
F. Outcomes show the quality of the performance and answer the questions: who is better off by
providing this program or service? What percentage of residents are assisted or are benefitting
from this program or service?
Program/Service
Objectives:
Major Tasks to Complete
(to achieve associated goal) Timeline Evaluation
Methodology
50 New CASA Volunteers in 2023 Recruit, screen and interview applicants 1/1/23 - 12/31/23 Interview and background checks passed
Deliver 40 hours of initial training 1/1/23 - 12/31/23 Completion of all training requirements
Swear in new volunteers as officers of the court 1/1/23 - 12/31/23 No "red flags"/ready to be assigned to case
Assign to foster children and youth 1/1/23 - 12/31/23 Successful first 90 days in assignment
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Program Service OUTPUTS:
Program Service OUTCOMES:
In 2022, we held 17 Information Sessions attended by 47 community members and interviewed
47 applicants. We trained 50 new CASA volunteers and assigned CASAs to 74 children. Our
Program Team supported 174 volunteers assigned to 240 children in the foster care system in
SLO County, approximately 15% of whom resided in Arroyo Grande.
For 2023, we are transitioning the in-person component of our initial training classes from a
Zoom to a live, in-office format in order to better equip our new CASA volunteers and to provide
a better sense of community. We have scheduled weekly information sessions and 4 initial
training sessions for 2023, with the goal of again swearing in and supporting 50 new CASA
volunteers who will be assigned to approximately 75 children in the foster care system in San
Luis Obispo county.
As noted above, CASA volunteers are trained to gather information and focus their advocacy
(primarily in reports to the court) to cover the needs of the whole child, including physical and
mental health, education, permanency, and wellbeing. At a 2022 volunteer appreciation event,
the Dependency Court judge for San Luis Obispo County, Judge Linda Hurst, thanked CASA
volunteers for being her "eyes and ears." She told them she reads every one of their court
reports and recognized how crucial their role is in helping her determine what is in the best
interest of the children for whom she is responsible. "Lives have been changed because of you,"
she said.
Retention of trained, experienced, and competent volunteers is a top priority for SLO CASA.
After a case closes, CASA staff work with the volunteer to identify another child to be assigned
to them. In 2021, volunteers stayed with our program for an average of 37 months.
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Budget Worksheet
Complete this Worksheet for the specified program or service.
PROGRAM/SERVICE PROPOSED EXPENSES
Line Item Proposed Cost Proposed Grant Funding
Amount
Administrative Salaries & Fees / Fiscal Agent Fees
Artistic Salaries & Fees
Other Salaries & Fees
1.
2.
Equipment
Supplies / Materials
Travel / Transportation
Promotion / Publicity
Other Expenses:
1.
2.
TOTALS:
PROGRAM/SERVICE PROPOSED INCOME
Cash Amount
Arroyo Grande Community Service Grant Amount Requested
Other Funding Sources:
Other Public Grants
Private Foundations and Individual Contributions
Corporation Contributions
Concessions / Ticket Sales
Promotion Sales / Advertisements (Other Cash)
Other Funding Subtotal:
TOTALS:
$30,000 $4,500
($600/trainee)(15% of proposed cost)
$3,750 $500
($50/interviewee)(15% of proposed cost)
$33,750 $5,000
$5,000
50% of total agency budget
21% of total agency budget
6% of total agency budget
6% of total agency budget
N/A
$28,012.50
$33,012.50
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COMMUNITY SERVICE GRANT APPLICATION
2022-23
ATTACHMENT D: DRAFT FUNDING AGREEMENT
THIS ARROYO GRANDE COMMUNITY SERVICE GRANT FUNDS AGREEMENT
(“Agreement”), is made and effective as of ____________, 2023 (the “Effective
Date”), by and between the City of Arroyo Grande, a municipal corporation (“Grantor”),
and the ___________________, a non-profit 501(c)(3) corporation (“Grantee”).
RECITALS
WHEREAS, Grantor has established the Arroyo Grande Community Service Grant
Program to provide grant funding to local, non-profit 501c3 corporations that provide
public service programs; and
WHEREAS, on _______________, 2023, the Arroyo Grande City Council held
a public hearing to consider the applications for the Arroyo Grande Community
Service Grant Program;
WHEREAS, Grantee is a local, non-profit 501c3 corporation that provides a
public service program and was approved by the City Council for participation in the
2022-2023 Arroyo Grande Community Service Grant Program.
NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth
herein, the parties agree as follows:
1.TERM
This Agreement shall commence on the Effective Date and shall remain and
continue in effect until all requests for reimbursement described in Section 3 are
processed, or unless sooner terminated pursuant to the provisions of this Agreement.
2.SERVICES
(a)The Arroyo Grande Community Service Grant Program Application,
attached hereto as “Exhibit A” and incorporated herein by this reference, identifies the
description of community services to be performed by Grantee during the implementation
of this Agreement. Grantee agrees that any funds received from Grantor may only be
used to provide the community services set forth in Exhibit A.
(b)Grantee agrees to the following requirements in administering the
community services set forth in Exhibit A:
(1)Grantee will at all times during the duration of this Agreement operate
as a non-profit 501c3 corporation in good standing;
(2)Provide services benefiting the City of Arroyo Grande;
(3)Use funds provided by Grantor to directly provide a social service,
educational, cultural, beautification or recreation program or project to
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(4)Grantee will conduct or provide the community services itself rather than
through a separate entity;
(5)Grantee will not restrict participants based upon race, religion, gender,
sexual orientation, marital status, national origin, ancestry, disability
medical condition, or age; and
(6)Grantee will not use funds provided under this Agreement specifically
for religious activities.
3.PAYMENT OF GRANT FUNDS
(a)Grantee must maintain receipts for expenditures made in furtherance of the
community services provided for in Exhibit A. Grantee must also prepare and submit to
the City a report describing the relationship between the expenditure and the tasks and
activities identified in Exhibit A. This report and the receipts described herein shall be
submitted to the City with each request for reimbursement.
(b) Grantee is eligible for reimbursement for approved expenditures in an
amount not to exceed a total of $________.
(c) All requests for reimbursement must be received by Grantor prior to June
30, 2023.
4.REIMBURSEMENT FOR IMPROPER EXPENDITURES
If at any time it is determined by Grantor that funds provided for under this
Agreement have been used by or on behalf of Grantee in a manner or for a purpose not
authorized by this Agreement, Grantee hereby obligates itself, at the Grantor’s request,
to pay to the Grantor an amount equal to one hundred percent of the amount improperly
expended. This obligation shall survive termination of this Agreement.
5.STATUS
Nothing in this Agreement is intended nor shall be construed to create an
employer-employee relationship or a joint venture relationship between Grantor and
Grantee. Neither Grantee nor any of Grantee’s agents, employees or contractors are or
shall be considered to be agents or employees of Grantor in connection with the
performance of Grantee’s obligations under this Agreement.
6.TERMINATION FOR CAUSE
If Grantor determines that the Grantee has requested reimbursement for purposes
that are not permitted or are prohibited under the terms and provisions of this Agreement,
or if the Grantor determines that the Grantee has failed to fulfill its obligations under this
Agreement in a timely and professional manner, or if the Grantee is in violation of the
terms of this Agreement, then Grantor shall have the right to terminate this Agreement
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7. INDEMNIFICATION
Grantee agrees to accept responsibility for loss or damage to any person or entity,
and shall defend, indemnify and hold harmless Grantor, its officers, employees and
agents from any and all claims and demands, liability, damages, costs, expenses,
judgments (including, but not limited to attorney fees and expert witness costs) that may
be asserted by any person or entity, including Grantee, arising out of or in connection with
the performance by Grantee hereunder and/or the use of the City of Arroyo Grande
Community Service Grant fund monies.
8. COMPLIANCE WITH LAW
Grantee agrees to comply with all City of Arroyo Grande, Federal and State laws
and regulations applicable to Grantee. In particular, Grantee agrees to comply with the
terms and conditions contained in the City of Arroyo Grande Community Service Grant
Program, which is attached hereto as Exhibit “B” and incorporated herein by this
reference.
9. ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof,
without the prior written consent of Grantor.
10. GOVERNING LAW
Grantor and Grantee understand and agree that the laws of the State of California
shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement
and also govern the interpretation of this Agreement. Any litigation concerning this
Agreement shall take place in the superior or federal district court with jurisdiction over
the City of Arroyo Grande.
11. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to
the obligations of the parties described in this Agreement. All prior or contemporaneous
agreements, understandings, representations, and statements, either oral or written, are
merged into this Agreement and shall be of no further force or effect. Each party is
entering into this Agreement based solely upon the representations set forth herein and
upon each party’s own independent investigation of any and all facts such party deems
material.
12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the
mutual written consent of all of the parties to this Agreement.
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13.AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Grantee warrant and
represent that he/she has the authority to execute this Agreement on behalf of the
Grantee and has the authority to bind Grantee to the performance of its obligations
hereunder.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
the day and year first above written.
GRANTOR GRANTEE
By:____________________________ By: ___________________________
Whitney McDonald, City Manager
Attachments:
Exhibit A- Arroyo Grande Community Service Grant Program Application DRAFTPage 548 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I.SUPPLEMENTAL DOCUMENTATION:
Proof of 501(c)(3) status with a copy of the letter from the IRS.
II. CERTIFICATION:
I certify on behalf of _________________________________ non-profit organization,
that I have read, understand and agree that the aforesaid information is accurate, factual
and current. I understand that an award of funds, if granted, will be for the sole use as
reflected in this application form. I further certify that as a condition of receiving funds, an
agreement with the City of Arroyo Grande, in a form and content provided by the City of
Arroyo Grande, will be signed and executed by a duly authorized representative of said
non-profit organization.
I am aware of and certify that our non-profit organization will adhere to all City
regulations regarding the 2022-23 Community Service Grant Program including, but
not limited to, maintaining non-discriminatory policies, practices and intent. I also, on
behalf of our non-profit organization, agree to indemnify, defend, and hold harmless
the City of Arroyo Grande relative to any and all liability that may arise as a result of
the use of the City of Arroyo Grande Community Service Grant Fund monies.
Date: _______________ Signature: ______________________________
Executive Director or Designee
______________________________
Board of Director or Officer
CASA of San Luis Obispo County
✔
12/20/2022
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Copy of 501(c)(3) Status IRS Determination Letter
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ARROYO GRANDE COMMUNITY SERVICE GRANT PROGRAM
GRANT APPLICATION
FISCAL YEAR 2022-23
PROGRAM DESCRIPTION
The 2022-23 Arroyo Grande Community Service Grant Program is intended to provide monetary grants
to eligible community non-profit organizations. The City recognizes the value of such groups, which
provide specialized social service, educational, cultural, beautification, and recreation programs and
projects that benefiting Arroyo Grande citizens. Grants will be awarded in minimum amounts of not less
than $250.
Funding for 2022-23 Community Service Grant Program is $82,065.
ELIGIBILITY STANDARDS
To be eligible to apply for grant monies under the City's 2022-23 Community Service Grant Program, a
community organization must satisfy the following standards:
•Operate as a non-profit 501c3;
•Serve the Arroyo Grande community;
•Use funds to directly provide* a social service, educational, cultural, beautification, or recreation
program or project to Arroyo Grande residents and/or businesses;
•Not restrict participants based upon race, religion, gender, sexual orientation, marital status,
national origin, ancestry, disability, medical condition, or age; and
•Not use grant monies specifically for religious activities.
•American Rescue Plan Act (ARPA) funds are restricted to organizations impacted by the
COVID-19 pandemic. See page 4 for more information.
* "Directly provide" means that the community non-profit organization conducts the social service(s) or
cultural program(s) itself rather than through a separate entity to which it sub-awards grant monies.
Please provide all required information and attachments.
Incomplete applications will be disqualified.
APPLICATION PROCESS AND DEADLINE:
All interested non-profit organizations must complete an application form, including the following:
1.Attachment A: Cover Sheet
a.Organization/Agency Name (applicant is required to list the local branch if it represents a
national or statewide organization)
b.Program or Service Title
c.Executive Director and Program Contact Person (if different)
d.Physical Address and Mailing Address (if different)
e.Phone Number
f.Email Address(es)
g.Amount of funds being requested
h.If applicable, funds received in prior year (or most recent year when funds were
received)
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
i. A brief (50 words or less) description of the proposed program or service
j. Indicate if your organization has been affected by the COVID-19 pandemic
2. Attachment B: Program/Service Information
a. Briefly describe your organization and its mission.
b. Summarize your proposed program or service.
c. How is the program or service beneficial to Arroyo Grande residents?
i. How is local need for this program/service determined?
ii. Approximate number of City of Arroyo Grande residents served by the non-profit
organization.
d. Describe your organizational capacity to successfully carry out the proposed activities
(i.e. past performance and history of the organization will be considered to assess the
agency’s prospects for achieving its goals and objectives).
3. Attachment C: Scope of Work or Work Plan and Budget Worksheet
4. Attachment D: Signed Agreement with the City of Arroyo Grande (to be fully executed upon
grant award).
5. Attachment E: Proof of 501(c)(3) status with a copy of the letter from the IRS.
Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m.,
Thursday, December 22, 2022 addressed to:
City of Arroyo Grande
Community Development Department
Andrew Perez, Planning Manager
300 E. Branch Street
Arroyo Grande CA 93420
OR SUBMITTED ELECTRONICALLY TO
aperez@arroyogrande.org
Applications are encouraged to be submitted electronically.
Electronic signatures are accepted.
Please download and save this application packet to your computer. This is a fillable PDF, and applicants
are encouraged to complete this packet electronically. Alternatively, applicants may print and complete
this packet by hand, and either scan and submit electronically to the email address above or mail the
hard copy to the above listed address.
For questions please contact:
Andrew Perez
Planning Manager
(805) 473-5425
aperez@arroyogrande.org
Page 552 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:
City: State: Zip:
Physical Address: (if different from Mailing Address)
City: State: Zip:
Fund Amount Requested: $
Previous Funds Received? □ Yes □ No If Yes, Year Received:
Amount Received:
Tax ID Number:
Has your organization been affected by COVID-19? □ Yes □ No
Executive Director:
Email Address:
Phone Number:
Grant Program Contact:
(if different from Executive Director)
Email Address:
Phone Number:
Program or Service Title:
TalentDreams
1375 E Grand Ave Ste 103
Arroyo Grande CA 93420
Lili Sinclaire
TalentDreams Mentoring Program
12,000
4
4
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
Brief description of the proposed program or service (50 words or less):
On October 12, 2021 City Council authorized $57,065 of funding from the American Rescue Plan Act
(ARPA) received by the City to supplement the $25,000 budgeted for the FY 2021-22 and FY 2022-23
Community Service Grant Programs.
To be awarded grant money from the ARPA funds, an eligible applicant needs to describe how the public
health emergency negatively impacted their organization’s financial condition. Please include a thorough
description of the negative impacts experienced by your organization as a result of the COVID-19
pandemic, and include documentation if possible.
TalentDreams is an online mentoring program serving young people ages 15-22, particularly
those tackling the challenges and tribulations adolescence can bring.Through our mission, we
strive to empower the youth of our community to tap into their potential and develop the
confidence to live their purpose.
The process of getting our 501(c)(3) status from the IRS was significantly drawn out as a
result of the COVID-19 pandemic and delayed by almost a year. In turn, this had a significant
negative impact on our ability to raise money which means well be going into 2023 with a
substantial lack of operating funds and will rely on H1 fundraising efforts to ensure our ability
to operate.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):
Mission Statement:
Program or Service Summary:
List Area(s) Served by the Organization:
Summary of Program/Service
TalentDreams is an online mentoring platform that connects Members with Mentors. We believe that community and purpose
play a key role in a young person's life, and that having access to mentors can make a huge difference in the lives and
development of our youth and young adults. We want everyone to have an equal chance of achieving their potential regardless of
gender, race, background or any other factor.
TalentDreams is committed to serving youth and young adults ages 15-22. Particularly those tackling the challenges, trials, and
tribulations adolescence and early adulthood can often bring. Through our mission, we strive to empower the youth of our
community to tap into their potential and develop the confidence and skills to become the leaders they were born to be.
The relationship between the Member and Mentor helps create a support system that improves the Member's connection to their
community. By establishing this connection the feelings of confusion, isolation, and uncertainty begins to diminish.This helps the
Member move forward on a path that will create connection, purpose, and fulfillment.
To inspire, enrich, and mentor young people so they can discover, embrace and express their
talent and pursue their dreams.
Since the pandemic, youth and young adults have suffered dramatically. According to the
American Psychological Association (APA), no other generation has had higher levels of anxiety
than people between the ages of 13-23. For those 18-23, more than 7 in 10 describe themselves
as miserable or unhappy (depressed). According to The Washington Post, 44% of high school
students admitted persistent feelings of sadness and hopelessness, and 20% reported
considering suicide. Arroyo Grande has a high school filled with students and general population
in these age ranges that can benefit from TalentDreams.
We want to create a place for the youth of our community, where they can meet like-minded peers and mentors, discover their
passions and talents, and surround themselves with a network of supporters who believe in them.
TalentDreams provides Dreamers (members) with unique access to a network of Mentors. Dreamers are youth and young adults
from ages 15-22. Mentors are invaluable resources and committed to serving our community of Dreamers.
TalentDreams is an online mentoring platform that connects Members, with Mentors. We believe that community and purpose
play a key role in a young person's life, and that having access to mentors can make a huge difference in the lives and
development of our youth and young adults. We want everyone to have an equal chance of achieving their potential regardless of
gender, race, background or any other factor.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
How is the program or service beneficial to Arroyo Grande residents?
Number of Arroyo Grande Residents Served:
• Description:
How is local need for this program or service determined?
Describe your organizational capacity to successfully carry out the proposed activities.
Number of Full Time Staff: Number of Part Time Staff:
Number of Volunteers:
• Description:
4,000
As of the US Census data from July 1, 2021, Arroyo Grande has a population of approximately
18,500 residents, and 15% of them are 6-18 years old. We estimate there are roughly 4,000
residents who could be members. Much of that population has been shown to be achieving
below their potential. Through mentorship TalentDreams can help support these students in
need. The Career Counselor at a local high school says TalentDreams fills a void that helps
them in supporting students.
USA News reported that Arroyo Grande High School (AGHS) has 52% of students economically
disadvantaged. According to the Public School Review, AGHS scored 42% lower in math
scores and 37% lower in reading scores than SLOHS. This is dramatic.
The CDC reported in the 2019 Youth Risk Behavior Survey that 29% of high school students
drank alcohol in the past 30 days. Alcohol caused 3,900 deaths among people under 21, and
suicide is the 3rd leading cause of death. The National Center for Drug & Alcohol Abuse says
opioid deaths increased 500% for 15-19 since 1999. Between 2016-2020 overall drug use for 8th
graders went up 61%. Any student who signs up will have access to our mentorship program at
no cost to them.
2 2
10
We are considering a potential partnership with the Central Coast Kids Boys & Girls Club. A very successful sister program that
is celebrating their 25 year anniversary this year is Step Up, a mentoring program that focuses on females ages 14-23. Reese
Witherspoon recently gave a multi-million dollar donation to them. Step Up is also interested in potentially working together.
We did our first on campus event at a local high school and had 25 students sign up for TalentDreams. In the past few months,
we have received a $5,000 grant from another foundation, as well as $5,000 from Miner's Hardware, a local business that has
been serving the community for 40+ years. Through our website we have currently raised approximately $15,000. The
community sees the value in what we are doing at TalentDreams and support our efforts in helping the young people of Arroyo
Grande.
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:
A. What are the objectives? What is the program or service aiming to accomplish?
B. How will those goals be achieved, and in what timeframe?
C. What is the evaluation methodology for measuring results? How can results be quantified and
observed?
D. Results should be meaningful, measurable, and demonstrate the difference the proposed
project makes, or is intended to make, in the lives of the people within the program or receiving
the service.
E. Output results show the amount of work performed or services received.
F. Outcomes show the quality of the performance and answer the questions: who is better off by
providing this program or service? What percentage of residents are assisted or are benefitting
from this program or service?
Program/Service
Objectives:
Major Tasks to Complete
(to achieve associated goal) Timeline Evaluation
Methodology
Online mentoring for youth 15-22 Launch new website 2 months Member feedback
Develop online mentoring technology 3 months
Explore partnership w/ Boys & Girls Clubs 6 months
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COMMUNITY SERVICE GRANT APPLICATION 2022-23
Program Service OUTPUTS:
Program Service OUTCOMES:
I'm not sure I understand this question. The output of TalentDreams is providing an online
mentoring platform for ages 15-22.
TalentDreams is an online mentoring platform that connects Members, with Mentors. We believe
that community and purpose play a key role in a young person's life, and that having access to
mentors can make a huge difference in the lives and development of our youth and young
adults. We want everyone to have an equal chance of achieving their potential regardless of
gender, race, background or any other factor.
TalentDreams is an online mentoring platform that connects Members with Mentors. We believe that community and
purpose play a key role in a young person's life, and that having access to mentors can make a huge difference in
the lives and development of our youth and young adults. We want everyone to have an equal chance of achieving
their potential regardless of gender, race, background or any other factor.
TalentDreams is committed to serving youth and young adults ages 15-22. Particularly those tackling the
challenges, trials, and tribulations adolescence and early adulthood can often bring. Through our mission, we strive
to empower the youth of our community to tap into their potential and develop the confidence and skills to become
the leaders they were born to be.
The relationship between the Member and Mentor helps create a support system that improves the Member's
connection to their community. By establishing this connection the feelings of confusion, isolation, and uncertainty
Members begin to diminish.This helps the Member move forward on a path that will create connection, purpose, and
fulfillment.
Page 558 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
Budget Worksheet
Complete this Worksheet for the specified program or service.
PROGRAM/SERVICE PROPOSED EXPENSES
Line Item Proposed Cost Proposed Grant Funding
Amount
Administrative Salaries & Fees / Fiscal Agent Fees
Artistic Salaries & Fees
Other Salaries & Fees
1.
2.
Equipment
Supplies / Materials
Travel / Transportation
Promotion / Publicity
Other Expenses:
1.
2.
TOTALS:
PROGRAM/SERVICE PROPOSED INCOME
Cash Amount
Arroyo Grande Community Service Grant Amount Requested
Other Funding Sources:
Other Public Grants
Private Foundations
Corporation Contributions
Concessions / Ticket Sales
Promotion Sales / Advertisements (Other Cash)
Other Funding Subtotal:
TOTALS:
$150,000 $5,000
$12,000 $5,000
$5,000
$2,000
$12,000 $2,000
$2,000
$4,000
$12,000
$30,000
Unknown
$10,000
$5,000
$30,000
$75,000
$87,000
Page 559 of 589
COMMUNITY SERVICE GRANT APPLICATION
2022-23
ATTACHMENT D: DRAFT FUNDING AGREEMENT
THIS ARROYO GRANDE COMMUNITY SERVICE GRANT FUNDS AGREEMENT
(“Agreement”), is made and effective as of ____________, 2023 (the “Effective
Date”), by and between the City of Arroyo Grande, a municipal corporation (“Grantor”),
and the ___________________, a non-profit 501(c)(3) corporation (“Grantee”).
RECITALS
WHEREAS, Grantor has established the Arroyo Grande Community Service Grant
Program to provide grant funding to local, non-profit 501c3 corporations that provide
public service programs; and
WHEREAS, on _______________, 2023, the Arroyo Grande City Council held
a public hearing to consider the applications for the Arroyo Grande Community
Service Grant Program;
WHEREAS, Grantee is a local, non-profit 501c3 corporation that provides a
public service program and was approved by the City Council for participation in the
2022-2023 Arroyo Grande Community Service Grant Program.
NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth
herein, the parties agree as follows:
1.TERM
This Agreement shall commence on the Effective Date and shall remain and
continue in effect until all requests for reimbursement described in Section 3 are
processed, or unless sooner terminated pursuant to the provisions of this Agreement.
2.SERVICES
(a)The Arroyo Grande Community Service Grant Program Application,
attached hereto as “Exhibit A” and incorporated herein by this reference, identifies the
description of community services to be performed by Grantee during the implementation
of this Agreement. Grantee agrees that any funds received from Grantor may only be
used to provide the community services set forth in Exhibit A.
(b)Grantee agrees to the following requirements in administering the
community services set forth in Exhibit A:
(1)Grantee will at all times during the duration of this Agreement operate
as a non-profit 501c3 corporation in good standing;
(2)Provide services benefiting the City of Arroyo Grande;
(3)Use funds provided by Grantor to directly provide a social service,
educational, cultural, beautification or recreation program or project to
Arroyo Grande residents and/or businesses;DRAFTPage 560 of 589
2
(4)Grantee will conduct or provide the community services itself rather than
through a separate entity;
(5)Grantee will not restrict participants based upon race, religion, gender,
sexual orientation, marital status, national origin, ancestry, disability
medical condition, or age; and
(6)Grantee will not use funds provided under this Agreement specifically
for religious activities.
3.PAYMENT OF GRANT FUNDS
(a)Grantee must maintain receipts for expenditures made in furtherance of the
community services provided for in Exhibit A. Grantee must also prepare and submit to
the City a report describing the relationship between the expenditure and the tasks and
activities identified in Exhibit A. This report and the receipts described herein shall be
submitted to the City with each request for reimbursement.
(b) Grantee is eligible for reimbursement for approved expenditures in an
amount not to exceed a total of $________.
(c) All requests for reimbursement must be received by Grantor prior to June
30, 2023.
4.REIMBURSEMENT FOR IMPROPER EXPENDITURES
If at any time it is determined by Grantor that funds provided for under this
Agreement have been used by or on behalf of Grantee in a manner or for a purpose not
authorized by this Agreement, Grantee hereby obligates itself, at the Grantor’s request,
to pay to the Grantor an amount equal to one hundred percent of the amount improperly
expended. This obligation shall survive termination of this Agreement.
5.STATUS
Nothing in this Agreement is intended nor shall be construed to create an
employer-employee relationship or a joint venture relationship between Grantor and
Grantee. Neither Grantee nor any of Grantee’s agents, employees or contractors are or
shall be considered to be agents or employees of Grantor in connection with the
performance of Grantee’s obligations under this Agreement.
6.TERMINATION FOR CAUSE
If Grantor determines that the Grantee has requested reimbursement for purposes
that are not permitted or are prohibited under the terms and provisions of this Agreement,
or if the Grantor determines that the Grantee has failed to fulfill its obligations under this
Agreement in a timely and professional manner, or if the Grantee is in violation of the
terms of this Agreement, then Grantor shall have the right to terminate this Agreement
effective immediately upon giving written notice to Grantee. DRAFTPage 561 of 589
3
7. INDEMNIFICATION
Grantee agrees to accept responsibility for loss or damage to any person or entity,
and shall defend, indemnify and hold harmless Grantor, its officers, employees and
agents from any and all claims and demands, liability, damages, costs, expenses,
judgments (including, but not limited to attorney fees and expert witness costs) that may
be asserted by any person or entity, including Grantee, arising out of or in connection with
the performance by Grantee hereunder and/or the use of the City of Arroyo Grande
Community Service Grant fund monies.
8. COMPLIANCE WITH LAW
Grantee agrees to comply with all City of Arroyo Grande, Federal and State laws
and regulations applicable to Grantee. In particular, Grantee agrees to comply with the
terms and conditions contained in the City of Arroyo Grande Community Service Grant
Program, which is attached hereto as Exhibit “B” and incorporated herein by this
reference.
9. ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof,
without the prior written consent of Grantor.
10. GOVERNING LAW
Grantor and Grantee understand and agree that the laws of the State of California
shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement
and also govern the interpretation of this Agreement. Any litigation concerning this
Agreement shall take place in the superior or federal district court with jurisdiction over
the City of Arroyo Grande.
11. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to
the obligations of the parties described in this Agreement. All prior or contemporaneous
agreements, understandings, representations, and statements, either oral or written, are
merged into this Agreement and shall be of no further force or effect. Each party is
entering into this Agreement based solely upon the representations set forth herein and
upon each party’s own independent investigation of any and all facts such party deems
material.
12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the
mutual written consent of all of the parties to this Agreement.
DRAFTPage 562 of 589
4
13.AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Grantee warrant and
represent that he/she has the authority to execute this Agreement on behalf of the
Grantee and has the authority to bind Grantee to the performance of its obligations
hereunder.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
the day and year first above written.
GRANTOR GRANTEE
By:____________________________ By: ___________________________
Whitney McDonald, City Manager
Attachments:
Exhibit A- Arroyo Grande Community Service Grant Program Application DRAFTPage 563 of 589
COMMUNITY SERVICE GRANT APPLICATION 2022-23
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I.SUPPLEMENTAL DOCUMENTATION:
Proof of 501(c)(3) status with a copy of the letter from the IRS.
II. CERTIFICATION:
I certify on behalf of _________________________________ non-profit organization,
that I have read, understand and agree that the aforesaid information is accurate, factual
and current. I understand that an award of funds, if granted, will be for the sole use as
reflected in this application form. I further certify that as a condition of receiving funds, an
agreement with the City of Arroyo Grande, in a form and content provided by the City of
Arroyo Grande, will be signed and executed by a duly authorized representative of said
non-profit organization.
I am aware of and certify that our non-profit organization will adhere to all City
regulations regarding the 2022-23 Community Service Grant Program including, but
not limited to, maintaining non-discriminatory policies, practices and intent. I also, on
behalf of our non-profit organization, agree to indemnify, defend, and hold harmless
the City of Arroyo Grande relative to any and all liability that may arise as a result of
the use of the City of Arroyo Grande Community Service Grant Fund monies.
Date: _______________ Signature: ______________________________
Executive Director or Designee
______________________________
Board of Director or Officer
TalentDreams
12/222022 Lili Sinclaire
4
Page 564 of 589
Page 565 of 589
Item 12.b.
MEMORANDUM
TO: City Council
FROM: Whitney McDonald, City Manager
Bill Robeson, Assistant City Manager/Public Works Director
BY: Aleah Bergam, Management Analyst
Shane Taylor, Utilities Manager
SUBJECT: Consideration of a Resolution Rescinding the Declaration of a Stage 1
Water Shortage Emergency; and Make Findings that Rescinding the
Declaration is Not Subject to CEQA
DATE: March 28, 2023
SUMMARY OF ACTION:
Adoption of the proposed Resolution rescinding the declaration of the Stage 1 Water
Shortage Emergency will rescind the current emergency water shortage restrictions and
penalties.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
Since the Stage 1 Water Shortage Declaration was adopted on October 12, 2021, the
City has billed a total of $460,800 in mandatory penalties associated with failing to meet
required water use reductions. Approving the recommendation may result in additional
water consumption, which will result in a minor increase in revenues in the Water and
Sewer Funds. In addition, there will be a significant reduction in staff time spent on
administering the emergency water shortage restrictions and penalties.
RECOMMENDATION:
1) Adopt a Resolution rescinding the declaration of the Stage 1 Water Shortage
Emergency and related emergency water shortage restrictions and penalties; and 2)
Make findings that adopting the Resolution rescinding the declaration of the Stage 1
Water Shortage 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). Alternatively, this is not a “project” as defined by CEQA
because rescinding the Stage 1 Water Shortage Emergency is merely administrative
Page 566 of 589
Item 12.b.
City Council
Consideration of a Resolution Rescinding the Declaration of a Stage 1 Water
Shortage Emergency; and Make Findings that Rescinding the Declaration is Not
Subject to CEQA
March 28, 2023
Page 2
activity. (See State CEQA Guidelines, § 15378(b)(2),(4)). For those reasons, the action
is exempt from CEQA.
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 wit h 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 in accordance with the Arroyo Grande
Municipal Code (AGMC) and water shortage contingency plan.
AGMC and Declaration of Stage 1 Water Shortage Emergency
Chapter 13.07 of the 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.
In February 2017, AGMC Chapter 13.07 was amended to provide for stages of action
consistent with the City’s revised Urban W ater 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 h earing in
accordance with the requirements of Water Code Section 350, et seq., the City Council
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 th e
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 cann ot
be satisfied without depleting the water supply of the distributor to the extent that there
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 delivery 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 d etermination
that the water level at the Lopez Reservoir is at or below fifteen thousand (15,000) acre -
feet. When a Stage 1 Water Shortage Emergency is declared, the AGMC provides that
reductions in water usage are then imposed based upon historical use. AGMC Section
Page 567 of 589
Item 12.b.
City Council
Consideration of a Resolution Rescinding the Declaration of a Stage 1 Water
Shortage Emergency; and Make Findings that Rescinding the Declaration is Not
Subject to CEQA
March 28, 2023
Page 3
13.07.010 defines “historical use” as “a baseline amount of water that is equal to the
amount of water used in the same billing period for a specifically identified previous year .”
AGMC Section 13.07.030(A)(2) explains the procedures for estab lishing water use
reductions for customers as follows:
Assign each customer a baseline amount of water, based upon the
amount of water used during the prior year (in this case, 2020).
All residential customers will be required to reduce water usage by a
percentage amount set forth in the Resolution, and percentages may
be modified or amended by the City Council as deemed necessary
and appropriate.
The percentage of required conservation will increase depending on
the billing tier of the residential customer's water use as provided in
the City's tiered water rate structure.
The Resolution will include provisions for imposing mandatory
financial penalties if the amount of water in each tier is exceeded,
and penalties may be modified or amended by the City Council as
deemed necessary and appropriate based upon a determination of
the severity of the water shortage emergency.
Pursuant to AGMC Section 13.07.050, commercial customers are not subject to
mandatory penalties during a Stage 1 Water Shortage Emergency, except for commercial
customers with irrigation meter accounts, which are required to reduce water use by a
percentage set forth in the resolution declaring the water shortage emergency.
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. If the criteria are met, the Public Works Director has the authority to grant
the adjustment. In addition, AGMC Section 13.07.080 provides that the City’s Utility Billing
Adjustment Committee (UBAC) is empowered to act as the Water Shortage Appeals
Board (WSAB) and can consider appeals of actions taken by the Public Works Director,
including adjustments to water consumption reduction amounts, decisions on applications
for exceptions, and decisions to assess administrative penalties. Appeals of the WSAB
decision can also be made to the City Manager and City Council.
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
Page 568 of 589
Item 12.b.
City Council
Consideration of a Resolution Rescinding the Declaration of a Stage 1 Water
Shortage Emergency; and Make Findings that Rescinding the Declaration is Not
Subject to CEQA
March 28, 2023
Page 4
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 20,000 acre -feet.
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. In December 2021,
water levels reached 14,905 acre feet and in May 2022 Lopez Lake had dropped to
14,032 acre feet. 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.
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) in light of AGMC Section 13.07.030(A) and the likelihood that
Lopez Lake levels would shortly drop below 15,000. In an effort to reduce total
consumption in the City by 10% compared to 2020, Resolution 5119 established required
water use reductions for residential and irrigation customers as follows:
Page 569 of 589
Item 12.b.
City Council
Consideration of a Resolution Rescinding the Declaration of a Stage 1 Water
Shortage Emergency; and Make Findings that Rescinding the Declaration is Not
Subject to CEQA
March 28, 2023
Page 5
Individualized letters were then sent to all customers by December 1, 2021, identifying
the amount of water allowed to be used during each billing period based on their usage
in 2020 and the usage reduction required according to Resolution 5119. AGMC Section
13.07.090 provides for penalties and enforcement, which are to be set forth in the
Resolution declaring the Water Shortage Emergency. Resolution 5119 established
penalties as follows:
• First Violation: Written notice of violation
• Second Violation: $50
• Third Violation: $100
• Subsequent $200
Since December 2021, staff processed 1,430 requests for adjustments to baseline
allotments. A total of $460,800 in penalties has been billed since February 2022. The
community has also met and exceeded the City’s goal of reducing overall consumption
by 10% compared to 2020, reaching an average reduction of 14%.
Following 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, resulting in an ability for Lopez water contractors to store unused water
2020 Usage Total Customers Percentage Total Units % Reduction Usage after Reduction
0-9 units 1,923 33%62,740 0%62,740
10-18 units 1,913 33%156,600 7%145,638
19 + units 1,998 34%387,796 14%333,505
Total Usage 5,833 100%607,136 11%541,883
2020 Usage Total Customers Percentage Total Units % Reduction Usage after Reduction
0-9 units 123 53%41,715 0%41,715
10-18 units 81 35%55,659 7%51,763
19 + units 26 11%14,405 14%12,388
Total 230 100%111,779 5%105,866
Customer Type 2020 Usage Reductions Usage after Reduction
SFR 607,136 11%541,883
MFR 111,779 5%105,866
Commercial 110,000 0%110,000
Irrigation meter 79,289 25%59,467
Total 908,204 10%817,215
Total 908,204 10%817,384
SINGLE FAMILY RESIDENTIAL
MULTI FAMILY RESIDENTIAL
ALL CUSTOMER TYPES
Page 570 of 589
Item 12.b.
City Council
Consideration of a Resolution Rescinding the Declaration of a Stage 1 Water
Shortage Emergency; and Make Findings that Rescinding the Declaration is Not
Subject to CEQA
March 28, 2023
Page 6
during non-emergency times. At this time, the City holds 774.60 acre-feet in stored water
in addition to the normal 2,290 acre-feet entitlement.
Winter 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 meeting, the Committee
voted to suspend the LRRP, thereby rescinding the restriction in contract deliveries to the
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. Following consideration of the proposed Resolution at its February 14, 2023
meeting, the City Council voted to not suspend penalties at that time but to wait until the
current Stage 1 Water Shortage Declaration is rescinded.
Since that time, additional atmospheric river systems have continued to strike the Central
Coast beginning on March 9, 2023. Emergency proclamations have again been issued
by the Emergency Services Director for the County of San Luis Obispo , the Governor,
and the City’s Emergency Services Director related to the March 2023 storms, as
additional flooding, debris, and damage has occurred in the region and in the City due to
heavy rainfall.
The significant rainfall occurring this winter has now resulted in historically high water
levels at Lopez Lake, which has reached 100% capacity and 49,462 acre feet as of March
23, 2023.
As of March 14, 2023, the United States Drought Monitor showed San Luis Obispo County
as no longer in a drought (as was identified in September 2021), nor abnormally dry (as
was identified in February 2023).
Page 571 of 589
Item 12.b.
City Council
Consideration of a Resolution Rescinding the Declaration of a Stage 1 Water
Shortage Emergency; and Make Findings that Rescinding the Declaration is Not
Subject to CEQA
March 28, 2023
Page 7
It is anticipated that both the County and the State will rescind their respective drought
declarations by the end of April 2023.
Page 572 of 589
Item 12.b.
City Council
Consideration of a Resolution Rescinding the Declaration of a Stage 1 Water
Shortage Emergency; and Make Findings that Rescinding the Declaration is Not
Subject to CEQA
March 28, 2023
Page 8
ANALYSIS OF ISSUES
AGMC Chapter 13.07 does not contain explicit triggers or requirements for rescinding a
Stage 1 Water Shortage Emergency. However, because t he declaration of a water
shortage emergency occurs when an analysis shows that water supply will be less than
water demand, it follows that the emergency declaration would be rescinded when it is
anticipated that water supply will be sufficient to meet wa ter demand. The City’s current
and projected water use and supply for the next two years are shown in the table below:
Current and Projected Water Supply – Acre Feet per Year (AFY)
Water Supply
Source
Entitlement 2022 Actual Use 2023 Projected Use 2024 Projected
Use
Groundwater –
Santa Maria
Groundwater
Basin
1,323 AF 165.9 AF 100 AF 180 AF
Groundwater –
Pismo Formation
160 AF 1.8 AF 20 AF 40 AF
County of San Luis
Obispo Lopez
Reservoir Project
2,290 AF 1,822 AF 2,000 AF 2,100 AF
TOTAL 3,773 AF 1,989.7 AF 2,120 AF 2,320 AF
As of March 23, 2023, Lopez Reservoir levels are at 49,462 acre-feet and 100% of
capacity. This level exceeds the 15,000 acre-feet threshold identified in the AGMC as
potentially triggering a Stage 1 Water Shortage Emergency. The Zone 3 Monthly
Operations report is attached (Attachment 3) along with the most recent Lopez Reservoir
Storage Projection chart (Attachment 4). Based on these projections, the County has
indicated that sufficient water exists in the Lopez Reservoir to meet contracted deliveries
for at least 5 years.
The winter 2023 storms have also beneficially impacted the City’s groundwater supplies.
The deep well index of the Northern Cities Management Area portion of the Santa Maria
Groundwater Basin for the First Quarter of 2023 was completed on February 7, 2023, and
is 10.58 feet above sea level, which is 3.08 feet above the 7.5 threshold value. The current
deep well index is 4.70 feet higher than October 2022 and 1.22 feet higher than January
2022.
In light of the United States Drought Monitor, the lifting of the LRRP, current Lopez
Reservoir levels, the recovery of the deep well index, and the additional rainfall from the
March 2023 storms, staff recommends rescinding the Stage 1 Water Shortage
Emergency, as provided in the proposed Resolution (Attachment 1).
Ongoing Mandatory Conservation Measures The recommended action would not impact
the City’s adopted ongoing mandatory conservation measures, and City staff will continue
Page 573 of 589
Item 12.b.
City Council
Consideration of a Resolution Rescinding the Declaration of a Stage 1 Water
Shortage Emergency; and Make Findings that Rescinding the Declaration is Not
Subject to CEQA
March 28, 2023
Page 9
to enforce them. The City of Arroyo Grande has had a long history of making water
conservation a way of life. The City adopted mandatory conservation measures years
before the recent drought situation and per capita water usage was 144 million gallons
per day lower in 2021 than in 2014.
The existing permanent and mandatory conservation restrictions for Arroyo Grande
residents include the following:
Outdoor irrigation is prohibited between the hours of 10:00 a.m. and 4:00 p.m.
Irrigation of private and public landscaping, turf areas and gardens is permitted at
even-numbered addresses only on Mondays and Thursdays and at odd -numbered
addresses only on Tuesdays and Fridays. Irrigation is permitted at all addresses
on Saturdays and Sundays.
No irrigation of private and public landscaping, turf areas and gardens is permitted
on Wednesdays.
Use of water which results in excessive gutter runoff is prohibited.
No water shall be used for cleaning driveways, patios, parking lots, sidewalks,
streets or other such use except where necessary to protect the public health and
safety.
Outdoor water use for washing vehicles is allowed only with hand -controlled
watering devices.
Emptying and refilling swimming pools and commercial spas is prohibited except
to prevent structural damage and/or to provide for the public health and safety.
Use of potable water for soil compaction or dust control purposes in construction
activities is prohibited.
Restaurants may only serve water to customers upon request.
Hotels shall offer their patrons the option to forego the daily laundering of towels,
sheets and linens.
Future Water Shortage Contingency Actions
In addition to existing water conservation measures, City staff are evaluating potential
modifications to the City’s water shortage contingency plans to address recent trends in
drought conditions as well as the City’s current and projected water sources. These
potential water shortage contingency plan modifications will accompany an updated
Urban Water Management Plan, as well as proposed regulations of new irrigated turf and
other potential conservation measures. It is anticipated that these modified regulations
will be presented to the City Council this Spring.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
.
1. Adopt the proposed Resolution to rescind the Stage 1 Water Shortage Emergency;
Page 574 of 589
Item 12.b.
City Council
Consideration of a Resolution Rescinding the Declaration of a Stage 1 Water
Shortage Emergency; and Make Findings that Rescinding the Declaration is Not
Subject to CEQA
March 28, 2023
Page 10
2. Do not adopt the Resolution and continue with the actions of the Stage 1 Water
Shortage Emergency; or
3. Provide other direction to staff.
ADVANTAGES:
The proposed Resolution rescinds mandatory water conservation allocations and
financial penalties for non-compliance, which will return the City to a state of ongoing
water conservation restrictions aimed at making water conservation a way of life. The
discontinuation of the Stage 1 Water Shortage Emergency will also result in a workload
reduction for City staff as a substantial amount of staff time has been devoted to the
management and enforcement of water customer baselines.
DISADVANTAGES:
Water consumption may increase above the amounts used during the past two years.
Efforts will need to be put in place to monitor water wasting activities or community-wide
excess use in the long term.
ENVIRONMENTAL REVIEW:
Rescinding the Stage 1 Water Shortage 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.) Alternatively,
this is not a “project” as defined by CEQA because rescinding the Stage 1 Water Shortage
Emergency is merely administrative activity. (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
3. The Zone 3 Monthly Operation report
4. Lopez Reservoir Storage Projection chart
Page 575 of 589
AT TACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF ARROYO GRANDE RESCINDING THE
DECLARATION OF A STAGE 1 WATER SHORTAGE
EMERGENCY AND RELATED WATER CONSERVATION
MEASURES AND RESTRICTIONS
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 et. seq, 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, requ irements to
reduce consumption of water, that are necessary in order to protect the health, safety
and welfare of the community; 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 one-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 consists of two
sources: Lake Lopez and groundwater. The San Luis Obispo 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
WHEREAS, on July 8, 2021, Governor Gavin Newsom issued a Proclamation of a State
of Emergency, pursuant to the California Emergency Services Act, 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 Supervisors 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
WHEREAS, on July 14, 2021, the United States Drought Monitor showed San Luis
Obispo County in an extreme drought; and
Page 576 of 589
RESOLUTION NO.
PAGE 2
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, an additional atmospheric river system struck the Central Coast beginning
on March 9, 2023. On March 10, 2023, the Emergency Services Director for the County
of San Luis Obispo issued a Proclamation of a Local Emergency related to severe
winter storms and a series of atmospheric rivers systems that struck California
beginning on December 27, 2022, and have been ongoing since that date. On March 1,
2023, Governor Newsom issued an emergency proclamation related to the severe
winter storms impacting San Luis Obispo and other counties throughout the State ; and
WHEREAS, after the substantial precipitation from the storms, Lopez Lake was at
49,462 acre-feet of storage as of March 23, 2023, compared to 15,426 are-feet of
storage on September 22, 2021; and
WHEREAS, at the January 19, 2023 Zone III Technical Advisory Committee Meeting,
the committee voted to suspend the LRRP, thereby releasing the City’s 20% contract
delivery reductions from Lopez Reservoir; and
WHEREAS, on March 14, 2023, after the winter storms, the United States Drought
Monitor showed San Luis Obispo County no longer in a drought; and
WHEREAS, adopting this Resolution rescinding the Stage 1 Water Shortage
Emergency is not a project subject to the California Environmental Qualit y 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
rescinding the Stage 1 Water Shortage Emergency is merely administrative activity.
(See State CEQA Guidelines, § 15378(b)(2),(4)) and for those reasons, the action is
exempt from CEQA.
Page 577 of 589
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. Based upon the existing water conditions, as described above, the City Council
hereby rescinds the previously declared Stage 1 Water Shortage Emergency.
3. If any section, subsection, sentence, clause, or phrase of this Resolution is for
any reason held to be invalid, such determination shall not affect the validity of
the remaining portions of this Resolution. The City Council hereby decla res that it
would have passed this Resolution and each and every section, subsection,
sentence, clause, or phrase not declared invalid without regard to whether any
portion of the Resolution would be subsequently declared invalid or
unconstitutional.
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 28th day of March, 2023.
Page 578 of 589
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 579 of 589
Attachment 2
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Attachment 3Page 588 of 589
Attachment 4Page 589 of 589