Agenda Packet 2006-02-28
CITY OF
Tony Ferrara
Jim Guthrie
Jim Dickens
Joe Costello
Ed Arnold
Mayor
Mayor Pro Tern
Council Member
Council Member
Council Member
Agenda
City Council
....
~.:~~L I FO R ~.1#
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Steven Adams City Manager
Timothy J. Carmel City Attorney
Kelly Wetmore City Clerk
AGENDA SUMMARY
CITY COUNCIUREDEVELOPMENT AGENCY MEETING
TUESDAY, FEBRUARY 28,2006
7:00 P.M.
Arroyo Grande City Council Chambers
215 East Branch Street, Arroyo Grande
1.
CALL TO ORDER:
7:00 P.M.
2.
ROLL CALL:
COUNCIL/RDA
3.
FLAG SALUTE:
AMERICAN LEGION POST NO. 136
4.
INVOCATION:
DR. MAYER-HARNISH
BAHAI FAITH
5. SPECIAL PRESENTATIONS:
5.a. Mavor's Commendation Presented to Jim Beraman
6. AGENDA REVIEW:
6a. Move that all ordinances presented tonight be read in title only and all further readings
be waived.
AGENDA SUMMARY - FEBRUARY 28, 2006
PAGE 2
7. COMMUNITY COMMENTS AND SUGGESTIONS:
This public comment period is an invitation to members of the community to present
issues, thoughts, or suggestions on matters not scheduled on this agenda.
Comm.ents should be limited to those matters that are within the jurisdiction of the City
CouncIl. The Brown Act restricts the Council from taking formal action on matters not
published on the agenda. In response to your comments, the Mayor or presiding
Council Member may: .
. Direct City staff to assist or coordinate with you.
. A Council Member may state a desire to meet with you.
. It may be the desire of the Council to place your issue or matter on a future
Council agenda.
Please adhere to the following procedures when addressing the Council:
. Comments should be limited to 3 minutes or less.
. Your comments should be directed to the Council as a whole and not directed
to individual Council members.
. Slanderous, profane or personal remarks against any Council Member or
member of the audience shall not be permitted.
8. CONSENT AGENDA:
The following routine items listed below are scheduled for consideration as a group.
The recommendations for each item are noted. Any member of the public who wishes
to comment on any Consent Agenda item may do so at this time. Any Council
Member may request that any item be withdrawn from the Consent Agenda to permit
discussion or change the recommended course of action. The City Council may
approve the remainder of the Consent Agenda on one motion.
8.a. Cash Disbursement Ratification (KRAETSCH)
Recommended Action: Ratify the listing of cash disbursements for the period
February 1, 2006 through February 15, 2006.
8.b. Statement of Investment Deoosits (KRAETSCH)
Recommended Action: Receive and file the report of current investment deposits
as of January 31, 2006.
8.c. Consideration of Aooroval of Minutes (WETMORE)
Recommended Action: Approve the minutes of the Special and Regular City Council
meetings of January 24, 2006 as submitted.
8.d. Consideration of Acceotance of Audited Annual Financial Reoort (KRAETSCH)
Recommended Action: Receive and file the respective Audited Annual Financial
Report for the Fiscal Year ended June 30, 2005.
8.e. Consideration of Award of Consultant Services Aareement to Produce Pre-
Disaster Mitiaation Plan and Aoorooriation for Local Matchina Funds (FIBICH)
Recommended Action: 1) Authorize the Mayor to execute a Consultant Services
Agreement to produce a multi-agency Pre-Disaster Mitigation Plan to Category Five
Professional Consultants, Inc. of San Luis Obispo, for the amount of $65,000: and 2)
Approve an appropriation of $11,625 from the General Fund Unappropriated Fund
Balance.
AGENDA SUMMARY - FEBRUARY 28, 2006
PAGE 3
9. PUBLIC HEARINGS:
9.a. Consideration of Aeeroval of the 2005 Urban Water Manaaement Plan
(SPAGNOLO)
Recommended Action: Continue this item to the Regular Meeting of March 14,
2006.
9.b. Consideration of Adoetion of a Resolution Aeerovina Community Develoement
Block Grant (CDBGI Proiects for Year 2006 (STRONG)
Recommended Action: Adopt Resolution approving Community Development Block
Grant (CDBG) projects for Year 2006.
9.c. Consideration of Ordinance Establishina Reaulations for Peddlina and
Solicitina Activities (AEIL TS/CARMEL)
Recommended Action: Introduce Ordinance adding Chapter 5.76 to the Arroyo
Grande Municipal Code establishing regulations for peddling and soliciting activities.
10. CONTINUED BUSINESS:
None.
11. NEW BUSINESS:
11.a. Consideration of Fiscal Year 2005-06 Mid-Year Budaet Reeort
[COUNCIURDA] (KRAETSCH)
Recommended Action: 1) Approve detailed budget adjustments in the Mid-Year
budget report; 2) Approve Schedule A; and 3) Approve (Deny) requests for additional
appropriations in the General Fund.
11.b. Consideration of Site Plan and Additional Aeeroeriation for Police Deeartment
Exeansion Proiect (STRONG)
Recommended Action: 1) Appropriate an additional $4,200 for the Police Station
modular unit due to design recommendations of the Architectural Review Committee
(ARC); 2) Delay installation of exterior enhancements to the modular units until
November 2006; and 3) Approve the proposed removal of all eucalyptus trees along
the northern property line to enable location of the modular unit at the proposed
location.
12. CITY COUNCIL REPORTS:
This item gives the Mayor and Council Members the opportunity to present reports to
the other members regarding committees, commissions, boards, or special projects
on which they may be participating.
(a) MAYOR TONY FERRARA:
(1) San Luis Obispo Council of Governments/San Luis Obispo Regional
Transit Authority (SLOCOG/SLORTA)
(2) South San Luis Obispo County Sanitation District (SSLOCSD)
(3) Other
AGENDA SUMMARY - FEBRUARY 28, 2006
PAGE 4
12. CITY COUNCIL REPORTS (continuedl:
(b) MAYOR PRO TEM JIM GUTHRIE:
(1) Economic Vitality Corporation (EVC)
(2) Other
(c) COUNCIL MEMBER JIM DICKENS:
(1) South County Area Transit (SCAT)
(2) South County Youth Coalition
(3) Other
(d) COUNCIL MEMBER JOE COSTELLO:
(1) Zone 3 Water Advisory Board
(2) Air Pollution Control District (APCD)
(3) Fire Oversight Committee
(4) Other
(e) COUNCIL MEMBER ED ARNOLD:
(1) Integrated Waste Management Authority Board (IWMA)
(2) California Joint Powers Insurance Authority (CJPIA)
(3) County Water Resources Advisory Committee (WRAC)
(4) Other
13. CITY COUNCIL MEMBER ITEMS:
The following item(s) are placed on the agenda by a Council Member who would like
to receive feedback, direct staff to prepare information, and/or request a formal
agenda report be prepared and the item placed on a future agenda. No formal action
can be taken.
a. None.
14. CITY MANAGER ITEMS:
The following item(s) are placed on the agenda by the City Manager in order to
receive feedback and/or request direction from the Council. No formal action can be
taken.
a. None.
15. COUNCIL COMMUNICATIONS:
Correspondence/Comments as presented by the City Council.
16. STAFF COMMUNICATIONS:
Correspondence/Comments as presented by the City Manager.
- - - ----
AGENDA SUMMARY - FEBRUARY 28, 2006
PAGE 5
17. COMMUNITY COMMENTS AND SUGGESTIONS:
This public comment period is an invitation to members of the community to present
issues, thoughts, or suggestions. Comments should be limited to those matters that
are within the jurisdiction of the City Council. The Brown Act restricts the Council
from taking formal action on matters not published on the agenda.
18. ADJOURNMENT
*************************
All staff reports or other written documentation relating to each item of business referred to on the agenda
are on file in the City Clerk's office and are available for public inspection and reproduction at cost. 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 Administrative Services Department at 805-473-5414 as soon
as possible and at least 48 hours prior to the meeting date.
********************..****
Note: 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.arrovoarande.ora
5.8.
OF
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a orts Commendation
Presented to
EJim 'Bergman
On tfiis 28tli aay of :February 2006
In 'REcognition of your .1vtem6ersfi~
in tfie
pfatinum Service C{u6
for Service .Jl6ove ana 'Beyond"
tfie Carr of 'Duty
QJ 01l~ errara, ~or
8.a.
MEMORANDUM
TO:
BY:
CITY COUNCIL j
ANGELA KRAETSCH, DIRECTOR OF FINANCIAL SERVICES if<
FRANCES R. HEAD, ACCOUNTING SUPERVISO
FROM:
SUBJECT: CASH DISBURSEMENT RATIFICATION
DATE:
FEBRUARY 28, 2006
RECOMMENDATION:
It is recommended the City Council ratify the attached listing of cash disbursements for
the period February 1 through February 15,2006.
FUNDING:
There is $737,804.17 fiscal impact. All payments are within the existing budget.
DISCUSSION:
The attached listing represents the cash disbursements required of normal and usual
operations. It is requested that the City Council approve these payments.
ALTERNATIVES:
The following alternatives are provided for the Council's consideration:
. Approve staffs recommendation;
. Do not approve staff's recommendation;
. Provide direction to staff.
Attachments:
Attachment 1 - Cash Disbursement Listing
Attachment 2 - January 30 2006, Accounts Payable Check Register
Attachment 3 - February 3,2006, Accounts Payable Check Register
Attachment 4 - February 3, 2006, Payroll Checks & Benefit Checks Register
Attachment 5 - February 10, 2006, Accounts Payable Check Register
ATTACHMENT 1
CITY OF ARROYO GRANDE
CASH DISBURSEMENTS
For the Period of February 1 Through February 15, 2006
February 28, 2006
Presented are the cash disbursements issued by the Department of Financial Services for
the period February 1 to February 15, 2006. Shown are cash disbursements by week of
occurrence and type of payment.
WEEK TYPE OF PAYMENT ATTACHMENT AMOUNT
February 3, 2006
Accounts Payable Cks 124858-124861 2 $ 10,228.46
Accounts Payable Cks 124862-124922 3 $ 115,072.55
Minus Ck 124865 (See Note #1) $ (53,475.90)
Payroll Olecks & Benefit Olecks 4 413,425.34
$ 485,250.45
February 10, 2006
Accounts Payable Cks 124923-125035 5 $ 252,553.72
TWO-WEEK TarAL
$
737,804.17
'Note 1: Ck 124865 is a Payroll related expenditure
which is included in the Payroll Checks &
Benefit Checks total of$413,425.34
U,\MSWORD\CITY COUNCIL FORMS\CASH DISBURSEMENT FORMS\CASH DISBURSEMENT SCHED wEXCEL WKS.doc
CITY OF ARROYO GRANDE
INDEX FOR BUDGET DEPARTMENTS
EDEN COMPUTER SYSTEM
GENERAL FUND (010)
Citl/ Government (Fund 010)
4001 - City Council
4002 - Administrative Services
4003 - City Attorney
4101 - City Manager
4102 - Printing/Duplicating
4120 - Financial Services
4121 - Taxes/ Insurance/ Bonds
4130 - Community Development
4131 - Community Building (CDBG)
4140 - Management Information System
4145 - Non Departmental
Public Safetu (Fund 010)
4201 - Police
4211 - Fire
4212 - Building & Safety
Public Works (Fund 010)
4301 - Public Works-Admin & Engineering
4303 - Street/Bridge Maintenance
4304 - Street Lighting
4305 - Automotive Shop
Parks & Recreation (Fund 010)
4420 - Parks
4421 - Recreation
4422 - General Recreation
4423 - Pre-School Program
4424 - Recreation-Special Pro'grams
4425 - Children in Motion
4426 - Five Cities Youth Basketball
4430 - Soto Sport Complex
4213 - Government Buildings
4460 - Parkway Maintenance
SPECIAL REVENUE FUNDS
Park Development Fee Fund (Fund 213)
4550 - Park Development Fee
Traffic Signal Fund (Fund 222)
4501 - Traffic Fund
Transportation Fund (Fund 225)
4553 - Public Transit System
Construction Tax Fund (Fund 230)
4556 - Construction Tax
Police Grant Funds
4201 - Law Enforcement Equip. (Fd 272)
4202 - State AB3229 Cops Grant (Fd 271)
4203 - Federal Universal Hiring (Fd 274)
4208 - Federal Local Law Enforcmt (FD 279)
Redevelopment Agency ( Fund 284)
4103 - Redevelopment Administration
ENTERPRISE FUNDS
Sewer Fund (Fund 612)
4610 - Sewer Maintenance
Water Fund (Fund 640)
4710 - Water Administration
4711 - Water Production
4712 - Water Distribution
Lopez Administration (Fund 641)
4750 - Lopez Administration
CAPITAL IMPROVEMENT PROGRAMS (Fund 350)
5501-5599 - Park Projects
5601-5699 - Streets Projects
5701-5799 - Drainage Projects
5801-5899 - Water/Sewer/Street Projects
5901-5999 - Water Projects
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FUND 010
FUND 220
FUND 284
FUND 612
FUND 640
.
377 ,364.18
. 13,473.64
6,706.86
15,880.66
413,425.34
ATTACHMENT 4
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CITY OF ARROYO GRANDE
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DEPARTMENTAL LABOR DISTRIBUTION
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!PAY PERIOD
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01/13/06 - 01/26/06
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5113
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5115
5121
5122
5123
5126
5127
5131
5132
5133
5134
5135
5143
5144
5146
5147
5148
5149
5150
Salaries Full time
Salaries Part-Time - PPT
Salaries Part-Time - TPT
Salaries OverTime
Salaries Standby
Holiday Pay
Sick Pay
Annual Leave Buyback
Vacation Buyback
Sick Leave Buyback
Vacation Pay
Comp Pay
Annual Leave Pay
PERS Retirement
Social Security
PARS Retirement
State Disability Ins.
Deferred .Compensation
Health Insurance
Dental Insurance
Vision Insurance
Life Insurance
Long Term Disability
Uniform Allowance
Car Allowance
Council Expense
Employee Assistance
Boot Allowance
Motor Pay
Bi-Lingual Pay
196,887.81
26,156.94
6,786.99
10,506.55
521.25
19,488.05
1,173.60
7,178.81
4,127.63
1,574.03
71,250.80
19,759.57
342.29
1,031.88
775.00
38,120.33
4,652.76
1,053.77
737.28
875.00
150.00
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200.00
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MEMORANDUM
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BY:
CITY COUNCIL II r/
ANGELA KRAETSCH, DIRECTOR OF FINANCIAL SERVICES f1 f--
FRANCES R. H~AD, ACCOUNTING SUPERVISO~ .
STATEMENT OF INVESTMENT DEPOSITS ~
TO:
FROM:
SUBJECT:
DATE:
FEBRUARY 28, 2006
Attached please find a report listing the current investment deposits of the City of Arroyo
Grande, as of January 31,2006, as required by Government Code Section 53646 (b). Staff
recommends that the Council receive and file the report.
CITY OF ARROYO GRANDE
MONTHLY INVESTMENT REPORT
As of January 31, 2006
February 28, 2006
This report presents the City's investments as of January 31, 2006. It includes all
investments managed by the City, the investment institution, type of investment,
maturity date, and rate of interest. As of January 31, 2006, the investment portfolio was
in compliance with all State laws and the City's investment policy.
Current Investments:
The City is currently investing short-term excess cash in the following accounts:
. Local Agency Investment Fund (LAIF)
. Certificates of Deposit
The following is a comparison of investments based on book values as of January 31,
2006, compared with the prior month and the prior year.
LAIF INVESTMENT CURRENT PRIOR MONTH PRIOR YEAR
Date: January, 2006 December, 2005 January, 2005
Amount: $ 11,512,563 $ 11,408,354 $ 11,959,532
Interest Rate: 3.96% 3.81% 2.26%
.
CERTIFICATES OF DEPOSIT CURRENT PRIOR MONTH PRIOR YEAR
Date: January, 2006 December, 2005 January, 2005
Amount: $ 99,000 $ 99,000 $ -
Interest Rate: 4.96% 4.96% 0.00%
B.c.
MINUTES
SPECIAL MEETING OF THE CITY COUNCIL
TUESDAY, JANUARY 24, 2006
COUNCIL CHAMBERS, 215 EAST BRANCH STREET
ARROYO GRANDE, CALIFORNIA
1. ROLL CALL:
Mayor Ferrara called the meeting to order at 6:00 p.m. Council Member Jim Dickens, Council Member
Joe Costello, Council Member Ed Arnold, Mayor Pro Tem Jim Guthrie, City Manager Steven Adams,
and City Attorney Tim Carmel were present.
2. PUBLIC COMMENT:
None.
3. CITY COUNCIL CLOSED SESSION:
. a. CONFERENCE WITH LABOR NEGOTIATOR pursuant to Government Code Section
54957.6:
Agency Negotiator:
Unrepresented Employee:
Timothy J. Carmel, City Attorney
City Manager
b. CONFERENCE WITH LABOR NEGOTIATOR pursuant to Government Code Section
54957.6:
Agency Negotiator:
Represented Employees:
Steven Adams, City Manager
Arroyo Grande Police Officers' Association (AGPOA)
c. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION pursuant to Government
Code Section 54956.9(a):
Name of Case:
Terry P. Fowler vs. Citv of Arroyo Grande et al
San Luis Obispo County Superior Court Case No. CV050995
d. CONFERENCE WITH REAL PROPERTY NEGOTIATOR pursuant to Government Code
Section 54956.8:
Property:
Agency Negotiator:
Negotiating Parties:
Under Negotiation:
APN: 007-761-032; 1189 Flora Road
Steven Adams, City Manager
. .Alton E. Jones
Price, Terms and Conditions of Potential Purchase
e. CONFERENCE WITH REAL PROPERTY NEGOTIATOR pursuant to Government Code
Section 54956.8:
Property:
Agency Negotiator:
Negotiating Parties:
Under Negotiation:
APN: 006-095-002; Parcel Located on Valley Road
Steven Adams, City Manager
John Taylor, Trustee, E. & E. Taylor Living Trust
Price, Terms and Conditions of Potential Purchase
MINUTES OF CITY COUNCIL SPECIAL MEETING
JANUARY 24, 2006
PAGE 2
3. CITY COUNCIL CLOSED SESSION (continuedl:
f. CONFERENCE WITH REAL PROPERTY NEGOTIATOR pursuant to Government Code
Section 54956.8: ..
Property:
Agency Negotiator:
Negotiating Parties:
Under Negotiation:
APN: 007-192-038; Vacant Lot at 210 Le Point Street
Steven Adams, City Manager
Dorfman Homes, Inc., A CA Corp.
Price, Terms and Conditions of Potential Purchase
4. RECONVENE TO OPEN SESSION:
Mayor Ferrara announced that there was no reportable action from the closed session.
5. ADJOURNMENT:
The meeting was adjourned at 7:05 p.m.
Tony Ferrara, Mayor
ATTEST:
Kelly Wetmore, City Clerk
MINUTES
REGULAR MEETING OF THE CITY COUNCIL
TUESDAY, JANUARY 24, 2006
COUNCIL CHAMBERS, 215 EAST BRANCH STREET
ARROYO GRANDE, CALIFORNIA
1. CALL TO ORDER
Mayor Ferrara called the Regular City Council meeting to order at 7:09 p.m.
2. ROLL CALL
City Council:
Council Members Jim Dickens, Joe Costello, Ed Arnold, Mayor Pro Tem
Jim Guthrie, and Mayor Tony Ferrara were present.
City Staff Present:
City Manager Steve Adams, City Attorney Tim Carmel, Director of
Administrative Services/City Clerk Kelly Wetmore, Director of Financial
Services Angela Kraetsch, Director of Building and Fire Terry Fibich,
Director of Parks, Recreation & Facilities Daniel Hernandez, Director of
Public Works/City Engineer Don Spagnolo, Assistant City Engineer Mike
Linn, Police Commander Steve Andrews, and Assistant Planner Ryan
Foster.
3. FLAG SALUTE
Daniel Jimenez, representing Knights of Columbus, led the Flag Salute.
4. INVOCATION
Rabbi Norman Mendel, Congregation Beth David, delivered the invocation.
5. SPECIAL PRESENTATIONS
5.a. Proclamation - Grand Jury Awareness Month.
Mayor Ferrara presented an Honorary Proclamation declaring February 2006 as Grand Jury
Awareness Month. Val McClure and Robert Mires accepted the Proclamation on behalf of the
San Luis Obispo County Grand Jury.
6. AGENDA REVIEW
6.a. Ordinances Read in Title Only
Council Member Dickens moved, Council Member Costello seconded, and the motion passed
unanimously that all ordinances presented at the meeting shall be read in title only and all further
reading be waived. "
7. CITIZENS' INPUT. COMMENTS. AND SUGGESTIONS
Tom Martin, representing South County Sanitary Service, announced that a new San Luis
Obispo County phone book had been issue and referred to page 56 which included
comprehensive information regarding recycling programs; announced that customers could now
pay their bill online" at www.wasteconnections.com; and announced that April 10-14, 2006 is
Spring Clean-up Week.
8. CONSENT AGENDA
Council Member Costello pulled item a.e.
CITY COUNCIL MINUTES
JANUARY 24, 2006
PAGE 2
Council Member Arnold moved, and Mayor Pro Tem Guthrie seconded the motion to approve
Consent Agenda Items 8.a. through 8.d., with the recommended courses of action. The motion
carried on the following roll-call vote:
AYES:
NOES:
ABSENT:
Arnold, Guthrie, Dickens, Costello, Ferrara
None
None
8.a. Cash Disbursement Ratification.
Action: Ratified the listing of cash disbursements for the period November 16, 2005
through November 30, 2005.
8.b. Statement of Investment Deposits.
Action: Received and filed the report of current investment deposits as of December 31, .
2005.
8.c. Consideration of Approval of Minutes.
Action: Approved the minutes of the Special and Regular City Council meetings of
November 22, 2005 and the Special City Council meeting of December 8, 2006, as
submitted.
8.d. Consideration of Rejection of Claim Against City - C. Vanderlinden.
Action: Rejected claim.
8.e. Consideration of Temporary Use Permit 06-001; Street Closures; Amgen Tour of
California Bike Race.
Recommended Action: Adopt Resolution approving Temporary Use Permit Case No.
06-001 authorizing the closure of various streets associated with the Amgen Tour of
California Bike Race.
In response to questions by Council Member Costello, Police Commander Andrews reviewed the
bike 'route which would go through the City of Arroyo Grande; noted that there would be no
pedestrian crossing in the Village for a short period of time; and clarified that Valley Road and
Fair Oaks Boulevard would be subject to rolling closures.
Council Member Costello moved to adopt a Resolution as follows: "A RESOLUTION OF THE
CITY COUNCIL OF THE CITY OF ARROYO GRANDE APPROVING TEMPORARY USE
PERMIT CASE NO. 06-001 AUTHORIZING THE CLOSURE OF VARIOUS STREETS
ASSOCIATED WITH THE AMGEN TOUR OF CALIFORNIA BIKE RACE". Council Member
Dickens seconded, and the motion passed on the following roll-call vote:
AYES:
NOES:
ABSENT:
Costello, Dic~ens, Guthrie, Arnold, Ferrara
None
None"" .
9. PUBLIC HEARINGS
9.a. Consideration of Appeal of Planning Commission Denial of Plot Plan Review 05-
008 to Allow Two (2) Second-Floor Apartments in an Existing Two-Story Office
Building.
CITY COUNCIL MINUTES
JANUARY 24, 2006
PAGE 3
At the applicant/appellant's request, Assistant Planner Foster recommended the Council
continue this item .to the Regular City Council meeting of March 14,2006.
Mayor Ferrara opened the public hearing, and upon hearing no public comments, he closed the
public hearing.
Council Member Arnold moved to continue the public hearing to the regular rneeting of March
14, 2006. Mayor Pro Tem Guthrie seconded, and the motion passed on the following roll-call
vote:
AYES:
NOES:
ABSENT:
Arnold, Guthrie, Dickens, Costello, Ferrara
None
None
10. CONTINUED BUSINESS
10.a. Consideration of the Village Green Master Plan
Director of Parks, Recreation and Facilities Hernandez presented the staff report and
recornmended theCoimcil approve the revised Master Plan for the Village Green area. He then
introduced Jeff Ferber from RRM Design Group.
Jeff Ferber, RRM Design Group, reviewed the arnendrnents to the Master Plan which included
reducing the number of street trees from 22 to 11, elirnination of one of the new trees proposed
within the park, including parkways around the perimeter of the park, eliminating some of the
. granite walkways; and adding a small walkway to the Bandstand.
Discussion ensued regarding the walkway behind the Bandstand as it relates to potential tree
irnpacts, and regarding the movement or undergrounding of the SBC phone lines. Mr. Ferber
also noted that the revised plan shows ten new trees around the perimeter of the park; however,
it was also proposed to include a new tree in front of Ruby's House.
Mayor Ferrara invited comments from those in the audience who wished to be heard on the
matter.
Kristen Barneich, representing Tree Guild of Arroyo Grande, spoke in support of the Master
Plan; stated that the Tree Guild. was happy with the addition of new trees, but noted that the plan
shows 10 new trees, not 11; and' referred to Section 16.68.050 of the City's Municipal Code
regarding underground utilities and stated these regulations should apply to a City project; and
lastly, she suggested adding two new street trees in front of the Santa Manuela Schoolhouse
and putting a new street tree in front of Ruby's House.
Jane Line, representing South County Historical Society, thanked everyone for their support and
direction, and noted that the collaborative process on creating a Masterl"lan was successful.
Upon hearing no further public comments, Mayor Ferrara closed the public cornment period.
[
Council Member Costello supported the proposed revisions; agreed that undergrounding the
utilities warranted further discussion; stated he was pleased with the facilitation of the parties
CITY COUNCIL MINUTES
JANUARY 24, 2006
PAGE 4
involved in the project; supported adding street trees as long as the security of the park was not
compromised.
Council Member Dickens thanked staff, RRM Design Group, and all those who collaborated on
this effort. He stated this was the start of an outstanding Master Plan that can move forward. He
recommended that the City be required to comply with the underground utility requirement; noted
that tree selection would be important so that they are tall enough and would not enclose the
Village Green area; agreed that it was appropriate to add trees in front of the Santa Manuela
Schoolhouse and Ruby's House as suggested by the Tree Guild, which would not impact the
Village Green area; encouraged coordination of effort regarding the walkways and other
improvements with the Historical Society; and supported the proposal as presented with a few
minor modifications as noted.
Council Member Arnold agreed that undergrounding of the utilities is very important and should
be included in this project, otherwise tree selection would depend on the height of the overhead
lines above them. He suggested perhaps the lines could be moved across the street. He
supported the Tree Guild's suggestion for two additional trees, stated that the proposal will be a
. nice enhancement to the area, and supported moving forward with the Master Plan.
In response to a concern expressed by Mayor Pro Tem Guthrie that costs associated with
undergrounding the existing utilities might outweigh the proposed improvements, City Manager
Adams responded that he belie.ved, that the utility lines were owned by SBC and did not involve
other utilities. He:iridicated. he would contact and negotiate with SBC regarding the
undergrounding of its phone lines.
Mayor Pro Tem Guthrie suggested phasing the project until further information is received
regarding costs for undergrounding the utilities. He supported the Tree Guild's suggestion for
adding two more trees; supported the proposed underground watering (irrigation) system and
suggested incorporating this system into the City's retrofit program. He supported moving
forward with the Master Plan, particularly with regard to the undergrounding of utilities.
Mayor Ferrara agreed with Council Member Dickens' comments on most of the issues,
particularly about the project as it relates to the surrounding neighborhood. He agreed that this
area should be as open as possible, and supported the suggestion to underground the utilities.
He supported the recommendations of the Tree Guild to add two more trees and also
acknowledged everyone who had collaborated on the Master Plan.
Mayor Pro Tem Guthrie moved to approve the Village Green Master Plan with the provision that
staff look at the cost of undergrounding the utilities; approve the two additional trees as
suggested by theTreeGuild;aswellas phase the Master Plan so that the appropriate tree size
and species could: be 'determined based on moving forward with the undergrounding. Council
Member Arnold seconded, and the motion carried on the following roll call vote.
AYES:
NOES:
ABSENT:
Guthrie, Arnold, Dickens, Costello, Ferrara
None
None
CITY COUNCIL MINUTES
JANUARY 24, 2006
PAGE 5
11. NEW BUSINESS
11.a. Consideration of Pre-Application of Revised Conceptual Plans for Pad "I",
Including Expansion of Pad "M" for Phase II of the Five Cities Center.
Assistant Planner Foster presented the staff report and recommended the Council review the
revised conceptual plans for Pad "I", including expansion of Pad "M" for Phase II of the Five
Cities Center and provide direction to staff and the applicant. Staff responded to questions from
Council regarding whether the proposed expansion of the existing restaurant pad reduces any of
the existing parking (staff responded that the expansion would be in an area where there is
currently no parking); clarification on the circulation patterns surrounding the proposed new
buildings; whether or not build out of Phase 1 could be conditioned as part of the approval of
Phase 2 (City Attorney Carmel responded there was not a condition dealing specifically with
,sequence of development and he did not think the Council could condition this particular project
with a requirement to also build out in Phase 1); an inquiry about the small retail building
elevation from the driveway looking north(west) onto Rancho Parkway; clarification regarding the
next steps in the application and, approval process; and an inquiry about who generated the
parking calculations (staff responded the parking calculations were provided by the applicant),
Mayor Ferrara stated it was important to note that Phase 2 has been through considerable
modifications since its original approval as it relates 'to intensity of use and resulting impacts to
circulation and parking.
Mayor Ferrara invited comments from those in the audience who wished to' be heard on the
matter.
Carol Florence, Principal Planner from Oasis Associates representinglnvestec, presented a
comprehensive program for Phase 2 of the Five Cities Center which they believe address the
Council's previous comments regarding building size, location, parking, and circulation. She
explained that Investec has co'ntinued negotiations with potential tenants for Phase 2; and has
been revising the site plan based on the Council's comments. She noted a new 4,500 square
foot building proposed on Rancho Parkway; however, building elevations have not yet been
developed. She then presented and reviewed a site plan comparison of the original proposal
versus the modified proposal; displayed and reviewed proposed elevations and screening for the
PetCo building; and displayed and reviewed proposed elevations and floor plan for a Chili's
Restaurant in the previous Vigneto's Restaurant location. She noted that they have addressed
many of the comments made at the Council's February 8, 2006 meeting and requested specific
direction this evening that would enable them to work with staff in order to submit a formal
application for the Conditional Use Permit. Ms. Florence then responded to questions from
Council.
Upon hearing no further public comments, Mayor Ferrara closed the public comment period.
Council Member Arnold noted that Chili's Restaurant is an excellent addition; however, there
could be some concern with the related traffic impact. He referred to the PetCo sign on the
tower element and stated he did not want to have a sign that can be seen by the homes, and his
preference would be to not have a sign that is visible from the freeway. He expressed concern
that development of Phase 2 is being considered before completion of Phase 1 and encouraged
the applicant to get Phase 1 built out. He supported the trellis design concept. He noted that
CITY COUNCIL MINUTES
JANUARY 24, 2006
PAGE 6
traffic mitigation would be an integral part of this being a successful project. He also expressed
concern with another pharmacy in the area; and noted that PetCo and Chili's would be
successful tenants that vitouldgenerate additional traffic.
Council Member Costello noted that traffic flow and circulation would be key issues; addressed
access issues to Phase 2; noted concerns regarding parking lot circulation and layout; noted that
if SavOn has a drive-through it may be hard to add parking; commented on the position of the
loading docks and its potential conflict with the flow of circulation around the drive through at
SavOn. He agreed that a Chili's Restaurant would be very successful at the proposed location;
however, he expressed concern about the parking layout and the location for overflow parking.
As far as the signs, Council Member Costello stated he did not favor placement or visibility of
signage from the freeway; although he said he was not opposed by the signage proposed for the
PetCo building.
Council Member Dickens expressed concern that the project would be under parked; stated he
would be looking at potential impacts behind SavOn and PetCo as it relates to the proximity of
the loading docks to the surrounding neighborhood; stated he was not in favor of signage on the
rear of the buildings; noted that circulation patterns would be important; stated he liked the
architecture and that it fits in; and stCited he was pleased with what has been presented so far.
. .
. .
. ,., .
Mayor Pro Tem GuthriE!noted'that traffic and circulation issues are significant, particularly with
the addition of new retail buildings; expressed concerns about the truck loading in the back and
its potential impact to the proposed drive-through; expressed concern about parking availability
for Trader Joe's and Chili's; and expressed concern about the additional retail sign and how it
would affect visibility. He commented that the best location for SavOn would have been in Phase
1; however, he acknowledged that the City could not direct where tenants are located. He also
referred to prior discussions regarding traffic mitigation measures and expressed concern about
whether or not an extra lane could be added next to Quizno's in Phase 1.
Mayor Ferrara noted he did not have an opportunity to participate in the discussions regarding
traffic mitigation at a prior meeting; however, he noted that Rancho Parkway is going to continue
to be problematic because of the increased intensity of use. He referred back to the mitigation
measure that Council Member Arnold had suggested previously regarding a second rear
entrance on Camino Mercado to Phase 1 to accommodate vehicle traffic, but not truck traffic. He
noted this would be a good solution to divert traffic and also suggested adding directional
signage from Rancho Parkway. He stated he was not in favor of roundabouts. As far as the
proposal for Phase 2, he,referred to and commented on the parking calculations and stated he
could support a morecClutious, progressive approach by approving the proposed two new
buildings and the extension to the restaurant, in order to observe the parking availability and
traffic patterns. He said he would not support the smaller, multi-tenant retail building at this time.
Mayor Ferrara also noted that he would like to follow up with the City Attorney at a later time
regarding the City's ability to enforce build out of Phase 1.
Upon conclusion of Council comments, Mayor Ferrara ensured that the applicant had received
sufficient feedback and direction with regard to the proposed project.
There was no formal action on this item.
CITY COUNCIL MINUTES
JANUARY 24, 2006
PAGE 7
11.b. Discussion of City of Pismo Beach Fire Consolidation Study.
Director of Building and Fire Fibich presented the staff report and recommended the Council
review ' the Fire Department Consolidation Feasibility Analysis and Supplemental Report
prepared for the City of Pismo Beach and consider staff recommendations to be carried forward
to a joint meeting with Pismo Beach. Grover Beach and the Oceano Community Services District
on January 30, 2006, as follows: 1) Establish a committee of one elected official and the
manager from each jurisdiction to pursue future joint fire efforts; 2) Determine a means of
sharing a position responsible for overseeing joint training between all the South County
agencies; 3) Support the establishment of a multi-~gency funded aerial ladder truck replacement
program; and 4) Further investigate options for development of a single multi-agency emergency
dispatch center. -
Mayor Ferrara invited comments from those in the audience who wished to be heard on the
matter, and upon hearing no public comments, he closed the public comment period.
Council comments and discussion ensued in support of staff's recommendations to establish a
committee to pursue future joint fire efforts, increase level of training and preparedness, jointly
funding an aerial ladde( truck;' and 'pursuing options for a single multi-agency emergency
dispatch center; acknowledgement of the costs related to full consolidation, and consensus that
it is not fiscally feasible to fully consolidate the affected fire departments. There was
acknowledgement of the current temporary arrangement between the City of Arroyo Grande and
City of Grover Beach and a suggestion to formalize that arrangement; a suggestion to refine the
City's own Volunteer Firefighter Program; and a suggestion to create an action plan to establish
a Public Safety Answering Point system.
Following discussion, there was unanimous consensus of the City Council to approve staff's
recommendations as presented. '
11.c. Consideration to Approve Signage and Striping Improvements at the Traffic
Way/Station Way Intersection.
Assistant City Engineer Linn presented the staff report and recommended the Council approve
the signage and striping improvements for Traffic Way as recommended by the Traffic
Commission.
Mayor Ferrara invited cbrhments from th~se in the audience who wished to be heard on the
matter. ' .
Steve Ross, Arroyo Grande Traffic Commissioner, stated that the Traffic Commission had
deliberated this issue over three separate meetings and none of the Commissioners were happy
about losing a lane on Traffic Way. He acknowledged the concern about an increase in traffic
due to the relocation of the Post Office; however, he noted that the Traffic Way/Station Way
intersection does not have enough traffic to warrant the installation of a traffic signal. He
indicated that the Commission did not want to transfer risk from one intersection to another; and
that hopefully that would not happen with the proposed signage for W. Branch Street and Traffic
Way. He also referred to the bridge and suggested modifications to make pedestrian access
safer.
CITY COUNCIL MINUTES
JANUARY 24, 2006
PAGE 8
Upon hearing no further public comments, Mayor Ferrara closed the public comment period.
, " ,
. . . '
Discussion ensued.regaidingslgr,aitiming and synchronization issues at the Traffic Way/Branch
Street intersection; vehicle transition issues stemming from the merge of two lanes into one lane
going southbound on Traffic Way; concern that yield signs would be disregarded; sight distance
issues for vehicles turning left from Station Way onto Traffic Way; keeping all options open and
modifying options as necessary; monitoring traffic/driver behavior prior to determining whether or
not a traffic signal is warranted at Traffic Way and Vv. Branch Street; whether or not the bridge
fence rail along Traffic Way could be modified in any way to resolve sight and visibility issues;
and whether or not the Post Office was approached to contribute to a traffic signal at Station and
Traffic Way. Further discussion ensued regarding raised medians as it relates to impacting
emergency access vehicles and the evacuation route, and using temporary delineators for the
purpose of observing traffic behavior prior to installing permanent barriers.
Council Member Dickens moved to approve the signage and striping improvements for Traffic
Way as recommended by the Traffic Commission, with the understanding that if Option 5 does
not work that the City look at the other alternatives presented. Mayor Pro Tem Guthrie seconded
the motion, and on the following roll call vote:
AYES:
NOES:
ABSENT:
Dickens, Guthrie, Costello, Ferrara
Arnold'
None
12. CITY COUNCIL REPORTS
a. MAYOR TONY M. FERRARA:
(1) San Luis Obispo Council of Governments/San Luis Obispo Regional Transit
Authority (SLOCOG/SLORTA). At the request of Mayor Ferrara, City Manager
Adams gave a brief update on proposed STIP funding which includes a
recommendation from SLOCOG staff for funding the Village Streetscape project,
and $5 million associated with the auxiliary lanes for the Brisco Rd/101
interchange.
(2) South San Luis Obispo County Sanitation District (SSLOCSD). Reported'on
routine maintenance issues and congratulated District staff for their work during
the recent storm.
(3) Other. None.
b. MAYOR PRO TEMJIM9,UTHRIE:
(1) EcoilomicVitality Corporation (EVC). Held Annual EVC party in December;
Reported on data collection sub-committee activities which include looking at
doing some economic impact reports with the help of Cal Poly as it relates to jobs,
housing and other services.
(2) Other. Attended the SCAT meeting and reported on preparation of budget for
next year; tying in the Avila Trolley with the existing SCAT service; looking for
additional bus shelters for some of the bus stops.
CITY COUNCIL MINUTES
JANUARY 24, 2006
PAGE 9
c. COUNCIL MEMBER JIM DICKENS:
(1) South County Area Transit (SCAT). Given by Mayor Pro Tem Guthrie.
(2) South County Youth Coalition. No report.
(3) Other. None.
d. COUNCIL MEMBER JOE COSTELLO:
(1) Zone 3 Water Advisory Board. No report. Will discuss issues relating to Lopez
Water Treatment Plan Upgrade financing alternatives under Agenda Item 13.
(2) Air Pollution Control District (APCD). No report. Next meeting is tomorrow.
(3) Fire Oversight Committee. Next meeting is February 10th. Cooperation between
the two City Departments continues to move forward in a favorable manner.
Continue to invite Oceano Community Services District to participate in training.
(4) other. None.
e. COUNCIL MEMBER ED ARNOLD:
(1) Integrated Waste Management Authority Board (IWMA). Meeting canceled.
(2) County Water Resources Advisory Committee (WRAC). No report.
(3) California .Joint Powers Insurance Authority (CJPIA). No report.
(4) Other. NOne: .
13. CITY COUNCIL MEMBER ITEMS:
a) Discussion of Financino Alternatives for the Lopez Water Treatment Plant Uporade
Proiect (COSTELLO) .
Council Member Costello reviewed the four financing options under consideration for the Lopez
Water Treatment Plant and requested feedback from the Council regarding the options.
Following brief discussion, there was consensus from the Council to direct staff to place the
issue with more detailed information on a future City Council agenda for review and discussion.
b) Discussion of Habitat Conservation Plan (COSTELLO)
Council Member Costello noted that there has been difficulty getting the various Federal
agencies to approve the Habitat Conservation Plan. Following brief discussion, there was
consensus from the Council to direct staff to place the issue with more detailed information on a
future City Council agen,da for review.and'discussion.
14. CITY MANAGER ITEMS:
None.
15. COUNCIL COMMUNICATIONS:
None.
16. STAFF COMMUNICATIONS:
None.
17. COMMUNITY COMMENTS AND SUGGESTIONS:
None.
CITY COUNCil MINUTES.
JANUARY 24, 2006
PAGE 10
18. ADJOURNMENT
Mayor Ferrara adjourned the meeting at 10:44 p.m.
Tony Ferrara, Mayor
ATTEST:
Kelly Wetmore, City Clerk.,
(Approved at CC Mtg )
;';.
B.d.
MEMORANDUM
FROM:
CITY COUNCIL . i
ANGELA KRAETSCH, DIRECTOR OF FINANCIAL SERVICES JfJ(
TO:
SUBJECT: CONSIDERATION OF ACCEPTANCE OF AUDITED ANNUAL FINANCIAL
REPORT
DATE:
FEBRUARY 28, 2006
RECOMMENDATION:
It is recommended that the City Council receive and file the Audited Annual Financial
Report for the fiscal year ended June 30, 2005.
FUNDING:
There is no fiscal impact from this action.
DISCUSSION:
The firm of Moss, Levy & Hartzheim, CPA's was hired to audit the City of Arroyo Grande's
financial records for the fiscal year ended June 30, 2005. Audit services are retained for
two reasons: first, to liave an independent review of internal control and secondly to
ensure that the resulting financial reports fairly represent the financial position of the City.
The auditors conducted testing of internal controls in July 2005. The procedures for
receiving and disbursing cash, the accounting methodology used to record transactions,
the separation of duties to avert collusion, and asset securities were reviewed. As a result
of this extensive testing, five internal control issues/events were brought to the attention of
staff. These five findings and the City's responses are detailed in the attached
Management Letter. While the items identified are minor issues, staff takes the auditor
recommendations seriously as evidenced by the immediate implementation of most of the
recommendations.
In November of 2005, an audit was conducted on the 2004-05 financial transactions.
Documentation in support of the assets, liabilities, and fund balance of all the funds in the
City were examined and verified. This process assures an impartial review and
substantiation of the City and Redevelopment Agency's fund balances. The result of this
review is the attached financial report. The Redevelopment Agency's financial report was
received and filed by the City Council separately at the December 13, 2005 Council
meeting.
CITY COUNCIL
ACCEPTANCE OF AUDITED ANNUAL FINANCIAL REPORTS
FEBRUARY 28, 2006
PAGE 2
The fiscal year 2004-05 financial reports are in compliance with Government Accounting
Standards Board pronouncement 34 (GASB 34). GASB 34 expanded and changed the
information presented in the basic financial statements. The basic financial statements
now include a transmittal letter from City Management assuming responsibility for the
information presented (page 1), Management Discussion and Analysis (page 6) detailing
the City's financial performance as a whole, and the Statement of Activities (page 18) that
combines government funds (general fund, debt service fund and special revenue funds)
with proprietary funds (water funds). The intent of GASB 34 provisions are to ensure that
all primary users of general-purpose external reports are provided with the basic
information needed to assess an entity's finances.
The audit of the General Fund, as shown in the table below, reports revenues of $399,916
greater than budgeted, expenditures of$305,1 03 less than budgeted, and the unused CIP
projects of approximately $136,544. These reductions resulted in an increase to the
budgeted fund balance of the General Fund of approximately $841,563. Expenditure
containment by City departments accounted for the reduced expenditures, while the delay
of CIP projects funded by the General Fund reduced the capital transfers. The fund
balance for the General Fund is $2,667,697 or 22% of General Fund expenditures.
However, $11,117 of this balance is reserved for prepaid items and $13,351 is reserved for
inventory. This leaves an unreserved balance of $2,643,229, which remains at 22% of
General Fund expenditures.
Activity
6/30/04 Fund Balance
Budget
$ 1,926,903
CIP Transfers
(447,340)
Actual
$ 2,470,510
12,715,446
(12,207,463)
(310,796)
11,117
13,351
2,643,229
$ 2,667,697
Difference
Revenues
12,315,530
$
399,916
Expenses
(12,512,566)
305,103
136,544
Reserved for perpaid items
Reserved for inventory
Unreserved fund balance
6/30/05 Total Fund Balance
$
1,282,527
$
841,563
Auditors may issue -three different types of opinions at the conclusion of an audit, an
Unqualified, Qualified, or Adverse Opinion. An Unqualified Opinion assures the audit
reader that the information presented fairly represents the financial position of the City. A
Qualified Opinion states that the information is fairly presented except for a particular
issue. An Adverse Opinion indicates that the agency has major accounting and/or internal
control issues. The City is proud to report that for the Fiscal Year ended June 30, 2005,
the City of Arroyo Grande received Unqualified Opinions.
CITY COUNCIL
ACCEPTANCE OF AUDITED ANNUAL FINANCIAL REPORTS
FEBRUARY 28, 2006
PAGE 3
ALTERNATIVES:
The following alternatives are provided for City Council consideration:
- Approve staff recommendations and accept the audited financial report;
Do not approve staff recommendations and return reports to auditor;
- Modify staff recommendations and approve;
Provide direction to staff.
Attachments:
- City of Arroyo Grande Basic Financial Statement
Management Letter
CITY OF ARROYO GRANDE
FINANCIAL STATEMENTS
June 30, 2005
..J'
, ...
CITY OF ARROYO GRANDE
TABLE OF CONTENTS
June 30, 2005
INTRODUCTORY SECTION
Letter of Transmittal............... .... ....... ..... ...... ...........
............ I
FINANCIAL SECTION
Independent Auditors' Report ................
..................................................................................................................................5
Management's Discussion and Analysis................ ...............:............ ....... .... ........ ...................... ......... .... ................ ............ ....... ..6
Basic Financial Statements:
Government-wide Financial Statements:
Statement of Net Assets ........... .......... ..... ..... ......................................................... ..... .............................. .......... ............ 16
Statement of Activities.................................................................................................................................. .................. I 8
Fund Financial Statements:
Governmental Funds:
Balance Sheet .................
......20
Reconciliation or'the Governmental Funds": Balance Sheet
to the Statement of Net Assets ...............................................................................................................................22
Statement of Revenues, Expenditures, and Changes in Fund Balances............................................................ ........24
Reconciliation of the Statement of Revenues, Expenditures, and Changes in Fund Balances of
Governmental Funds to the Statement of Activities.................................................................. ....... 26
Statement of Revenues, Expenditures, and Changes in
Fund Balance - Budget and Actual - General Fund...................................................................................... ........ 27
Statement of Revenues, Expenditures, and Changes in
Fund Balance - Budget and Actual
Transportation Impact Fees Fund....... ..............................................................................
Proprietary Funds:
...29
Statement of Net Assets............
.......30
Statement of Revenues, Expenses, and Changes in
Net Assets ................. .................... ...........................................
.... 31
I
Statement of Revenues, Expenses, and Changes in
Cash Flows..................!....................................................................................................... ................. ................. 32
CITY OF ARROYO GRANDE
TABLE OF CONTENTS
June 30, 2005
FINANCIAL SECTION (Continued)
,
Fiduciary Funds: . I .
Note~t:~e;.:~~ ~;::~~i~tZa%~:n~~es:::::::::::::::::::::::::::::::::::::::::::::::::: ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: ::::::: :::::.: ~~
I
SUPPLEMENTAL INFORMATION
Nonmajor Governmental FundJ
Combining Balance Sheet.. .1..................................................................,.........................,.......................,................. . ,., 50
Combining Statement of Retnues, Expenditures, and Changes in Fund
Balances.......................!.......................,.................................................................................... ............................... 56
Agency Funds:
Statement of Changes in Assets and Liabilities............................................................................................................ ..62
INTRODUCTORY SECTION
November 03, 2005
To the Honorable Mayor, Memlier of the City C6uncil, and the Citizens of the City of Arroyo Grande.
This report consists of managlment's represen'tations concerning the finances of the City of Arroyo
Grande. Consequently, managelnent assumes fup responsibility for the completeness and reliability of all
of the information presented 1 in this report.., To provide a reasonable basis for making these
representations, management of It he City has estl\blished a comprehensive internal control framework that
is designed both to protect the <I:ity's assets from loss, theft, or misuse and to compile sufficient reliable
information for the preparation 6fthe City's finartcial statements in conformity with accounting principles
generally accepted in the Unite~ States of Am~rica (USGAAP). Because the cost of internal controls
I :;
should not outweigh their benefits, the City's comprehensive framework of internal controls has been
designed to provide reasonable !rather than abso,lute assurance that the financial statements will be free
from material misstatement. As Imanagement, w~ assert that, to the best of our knowledge and belief, this
financial report is complete and reliable in all malerial respects. .
The City's financial statements have been audited by Moss, Levy and Hartzheim, CPA's, a firm of
licensed certified public accountants. The go~1 of the independent audit was to provide reasonable
assurance that the financial stat~ments of the City for the fiscal year ended June 30, 2005, are free of
material misstatement. The ind~pendent audit irtvolved examining, on a test basis, evidence supporting
the amounts and disclosures in 1 the financial 'st~tements; assessing the accounting principles used and
significant estimates made by management; and,: evaluating the overall financial statement presentation.
The independent auditor concluded, based upon the audit, that there was a reasonable basis for rendering
an unqualified opinion that the 'City of Arroyo Brande's financial statements for the fiscal year ended
June 30, 2005, are fairly preserited in conformity with USGAAP. The independent auditors' report is
presented as the first component bf the financial section of this report. . .
I " .
The independent audit of the financial statements of the City of Arroyo Grande are part of a broader,
federally mandated "Single Audft" designed to meet the special needs of federal grantor agencies. The
standards governing Single Audit engagements ~equire that agencies expending more than $500,000 in
federal monies, are required to h~ve the independfnt auditor report not only on the fair presentation of the
financial statements, but also ori the audited government's internal controls and compliance with legal
requirements, with special erriphasis on intetnal controls and legal requirements involving the
administration of federal awards! The City did expend the minimum amount of federal awards and was
thus subject to a Single Audit Report." , '
h 'd d 1 . . d' . . d I' h b .
Management as provl e a narratIve mtro uctIon, overvIew, an ana YSIS to accompany t e aSlc
financial statements in the forrri of Managemeri't's Discussion and Analysis (MD&A). This letter of
transmittal is designed to compl~ment the MD&A and should be read in conjunction with it. The City's
MD&A can be found immediately following the rhport of the independent auditors.
Profile of the Government
The City of Arroyo Grande is located five miles inland from the central California coastline. Incorporated
in 191 I, the City contains acres o'f agriculturally productive land in a valley created by the Arroyo Grande
Creek. The City currently occupies a land area of5.45 square miles and serves a population of 16,537.
The Cit~ is empowered to levy la property tax 9n both real ~nd personal properties located within its
boundarIes. It also IS .empowered by state stat,!e to extend ItS corporate lImIts by annexatIon, whIch
occurs periodically when deemedl appropriate by the governing council.
The City has operated under the council-manager form of government since 1911. Policy-making and
legislative authority are vested ih a governing council consisting of the mayor and four other members.
The governing council is respon~ible, among other things, for passing ordinances, adopting the budget,
appointing committees, and hiring both the City's manager and attorney. The City's manager is
responsible for carrying out the pblicies and ordinances of the City Council, for overseeing the day-to-day
operations of the City, and for ap~ointing the heads of the various departments. The Council is elected on
a non-partisan basis. Council members serve four-year staggered terms and the mayor is elected to serve
I .
a two-year term. The mayor and the council members are elected at large.
The City provides a .full range bf services, including police and fire protection; the construction and
maintenance of highways, streetsl and other infrastructure; and recreational activities and cultural events.
Certain sanitation services are provided through the Water and Sewer Funds, which function as a Public
Works Department of the City'l The City is ultimately financially responsible for the Arroyo Grande
Redevelopment Agency (RDA), which is reported separately within the City's financial statements.
Additional information on the RDA can be found in the notes to the basic financial statements.
I
The annual budget serves as the foundation for the City's financial planning and control. All
departments/divisions are requirJd to submit requests for appropriations to the City Manager. These
request are used as the starting p6int for developing a proposed budget. The City Manager then presents
this proposed budget to the City Council for review prior to June I <t. The City Council is required to hold
public hearings o.n the proposed budget and to adopt a final budget by no later than June 30'", the close of
the City's fiscal year. The appr6priated budget is prepared by fund, function (e.g. public works), and
department (e.g. automotive shop). Department heads may make transfers of appropriations within a
department. Transfers of appropr~ations between departments or changes in appropriations that affect the
fund balance, require the approval of the City Council.
Factors Affecting Financial con~ition .
The information presented in the financial statements is perhaps best understood when it is considered
from the broader perspective of the specific environment within which the City of Arroyo Grande
operates.
Local economy
The City of Arroyo Grande currently enjoys a favorable economic environment and indicators point to
continued stability. The region'~ average unemployment rate of 4% which is slightly lower than the
national average of 5%; the homJ prices have doubled during the last six years increasing property tax
revenues; and sales tax revenues dontinue to be strong. Two of the top twenty San Luis Obispo County
employers (Lucia Mar Unified S~hool District and Arroyo Grande Community Hospital) are located
within City boundaries and employ over 1,500 workers.
Long-term financial planning I .
Several CIP projects are expected 10 improve the City's infrastructure, increase the number of City parks,
improve drainage problems and lmprove the overall look of the community. The following list of
projects approved in the FY 2005-06 & FY 2006-07 Bi-Annual Budget will impact the community.
I .
Parks - The completion of'a new tennis court in the Soto Sports Complex.
I
Miscellaneous Project - There is approximately $775,000 budgeted towards the City's water
conservation program ove~ the next two fiscal years. The goal of this program is to reduce water
2
consumption to 160 gallons per person, per day to meet the general plan build out with the current
water supply.
Streets - The installation, of two new traffic signals for the intersections of Grand A venue and
Halcyon Road and West Branch Street and Camino Mercado. The environmental report for the
Brisco Road-Halcyon Rbad/Route 101 Interchange project. In addition, several pavement
rehabilitation projects are scheduled to improve City streets.
Water & Sewer Projects -, The installation of a new production willer well and the upgrade of the
Fair Oaks A venue sewer lines.
Cash management policies and ~ractices
Cash temporarily idle during the fiscal year was invested in the Local Agency Investment Fund (LAIF), a
state investment pool. This pool bffers the City liquidity, safety, and a higher rate of interest than could
be found with local banks. The a~erage yield on investments was 2.23% during the past year. Investment
income includes appreciation in the fair value of LAIF at fiscal year-end. Increases in fair value during
the current fiscal year, however, do not necessarily represent trends that will continue; nor is it always
i possible to realize such amounts.
Risk Management
The City joined the California Joirt Powers Insurance Authority (CJPIA) in July of 2003 for the purpose
of pooling liability risks. The CJPIA was formed under the Joint Powers Agreement (JPA) provisions of
state law. The fund is directed by la board of directors comprised of a representative appointed by the city
council members-agency. The Insurance Fund derives its revenues from contributions established for
each city at the beginning of each Ipolicy year. The contributions are established by the board of directors
based on the recommendations Of the JPA's program administrators and actuaries using recognized
insurance experience rating techniques. .
In addition, various control techbiqUeS, including employee accident prevention training, have been
implemented during the year to rrlinimize accident-related losses. The third-party coverage is currently
maintained for individual work~rs' compensation claims in excess of $350,000, while the City
participates in a shared risk pool ~or liability claims above $30,000. During FY 2003-04, the City began
the process of joining the California Joint Powers Insurance Authority for worker's compensation
coverage.
Pension and other post employm,ent benefits
The City participates in the defined benefit pension plan administered by the California Public Retirement
Agency (CaIPERS) for all full-tirhe employees. Each year, the Agency calculates the amount of the
annual contribution the City must rhake to the pension plan to ensure the plan will be able to fully meet its
obligation to retired employees on la timely basis. .
The City also provides postretireJent health benefits for certain retirees and their dependents. As of the'
end of the current fiscal year, the1re were twenty-three (23) retired employees receiving these benefits,
which are financed on a pay-as-yo~-go-basis. .
1
Additional information on the Cityl's pension arrangements and post employment benefits can be found in
NOTE 7 - CITY EMPLOYEES' RETIREMENT PLAN in the notes to the basic financial statements.
3
Acknowledgements
The preparation of this report would not have been possible without the efficient and dedicated services of
the entire staff of the financikl and administration departments. We would like to express our
. appreciation t~ all members of Ithe department who assisted and contributed to the preparation of this
report. Credit also must be given to the Mayor and City Council for their unfailing support for
maintaining the highest standards of professionalism in the management of the City of Arroyo Grande's
finances.
Respectfully submitted,
Steven Adams
City Manager
Angela Kraetsch
Financial Services Director
4
FINANCIAL SECTION
----------------------------------------------------
~
MOSS, LEVY & HARTZHEIM
CERTIFIED PUBLIC ACCOUNTANTS
PARTNERS:
ROBERT M. MOSS, CPA'
. RONALD A. LEVY, C.P.A.'
CRAIG A HARTZHEIM. C.PA'
'DENOTES PRO~ESSIONAL CORPORATION
802 EAST MAIN
SANTA MARIA, CA 93454
PHONE: (805) 925.2579
FAX: (805)"925-2147
E-MAIL: mlhsm@mlhcpos.com
INDEPENDENT AUDITORS' REPORT
City Council of the City of Arroyo Grande . .
Arroyo Grande, California . I. . . . . . . . . . .
We have audited the accompanymg financial statements ofthe governmental activities, the busmess-type activities, each major fund,
and the aggregate remaining fund infohnation of the City of Arroyo Grande (City), as of and for the fiscal year ended June 30, 2005,
which collectively comprise the City'slbasic financial statements, as listed in the table of contents. These financial statements are the
responsibility of the City's managemeht. Our responsibility is to express opinions on these financial statements based on our audit.
We conducted our audit in accordancl with auditing standards generally accepted in the United States of America. Those standards.
require that we plan and perform the aLdit to obtain reasonable assurance about whether the financial statements are free of material.
misstatement. An audit includes exJmining, on a test basis, evidence supporting the amounts and disclosures in the financial
statements. An audit also includes ass~ssing the accounting principles used and significant estimates made by management, as well as
evaluating the overall financial statenient presentation. We believe that our audit provides a reasonable basis for our opinions.
In our opinion, the financial statementl referred to above present fairly, in all material respects, the respective fmancial position ofthe
governmental activities, the business-type activities, each major fund, and the aggregate remaining fund inforrnation of the City of
Arroyo Grande as of June 30, 2005, arid the respective changes in financial position and cash flows, where applicable, thereof and the
,
respective budgetary comparison for the General Fund and the Transportation Impact Fees Fund for the fiscal year then ended, in
conformity with accounting principle~ generally accepted in the United States of America.
Management's Discussion and Anallsis on pages 6 through ;5 is not a required part of the basic. financial statements but is
supplementary inforrnation required by the Governmental Accounting Standards Board. We have applied certain limited procedures,
which consisted principally of inquiries of management regarding the methods of measurement and presentation ofthis information,
but we did not audit this information ~nd we express no;opinion on it.
I
Our audit was made for the purpose offorming an opinion on the basic financial statements of the City of Arroyo Grande, taken as a
whole. The supplemental informatioh listed in the table of contents is presented for purposes of additional analysis and is not a
required part ofthe basic financ,ial stat'ements. Such information has been subjected to the auditing procedures applied in our audit of
the basic statements, and in our opini6n is fairly stated in all material respects in relation to the basic financial statements taken as a
whole. I
I
The introductory section listed in the table of contents was not audited by us, has not been subjected to the auditing procedures
applied in the audit of the b.asic tinanbial statements, and accordingly, we express no opinion on thereon.
MOSS, LEVY AND HARTZHEIM
N!~~~'~ ..;~
5
OFFICES: BEVERLV HILLS. SANTA MARIA
MEMBER AMFR1CMj I~,STII();~ or C f' A.s . (AUrOR",I... srx:-I~rl fF C P /. 's . CALIFCRNI/' 500[1', 0, MIJ~IClPAL FlNAI\;CF S~~ICErIS . CALlFOf<NIA ASSCOAWJN or SCHO':.l3t;SiNESS OFFiCiALS
I
I. CITY OF ARROYO GRANDE
MANAGEMENT'S DISCUSSION AND ANALYSIS
I Fiscal Year Ended June 30, 2005
The Management's Discussiol). and Analysis of the City of Arroyo Grande's financial p.erformance
provides an overall review of the City's [mancial activities for the fiscal year ended June 30, 2005. The
intent of this discussion and arialysis is to look at the City's financial performance as a whole. Readers
should review the discussion arid analysis in conjunction with the basic financial statements as well as the
notes to the basic financial stat~ments to enhance their understanding of the City's financial performance.
FINANCIAL IDGHLIGHTS
Key [mancial highlights for the fiscal year 2005 are as follows:
. The assets of the City of Arroyo Grande exceeded its liabilities at the close of the most
recent fiscal yekr by $79,187,143. Of this amount, $13,028,130 may be used to meet the
government's dngoing obligations to citizens and creditors.
. Total net assetsllincreased by $1,462,719, which represents a 2% increase from fiscal year
2004.
. As of the cloL of the current fiscal year, the City's governmental funds reported
combined endirtg fund balances of $9,915,740, an increase of $347,168 from the prior
fiscal year. AJproximate1y 89% of this amount, $8,786,668 is available for spending at
the governmentt s discretion.
I
. At the end of the current fiscal year, unreserved fund balance for the General Fund was
$2,643,229, or 22% of General Fund expenditures.
I .
OVERVIEW OF THE FINANCIAL STATEMENTS
This annual report consists of la series of financial statements and notes to those statements. These
statements are organized so the reader can understand the City as a financial whole, an entire operating
entity. These statements then proceed to provide an increasingly detailed look at specific financial
activities. This annual report consists of four parts - introductory section, management's discussion and
analysis (this section), the basi~ financial statements, and an optional section that presents combining
statements for non-major goveriunental funds and agency funds statement of changes in fiduciary assets
and liabilities. I .
The basic financial statements include two kinds of statements that present different views of the City:
I
. The first two statements are government-wide financial statements that provide both
long-term and short-term .inforrnation about the City's overall financial status.
. The remaining Jtatements are fund financial statements that focus on individual parts of
the government,! reporting the City's operations in more detail than the government-wide
statements. I
The financial statements. also include notes that explain some of the information m the financial
statements and provide more detkiled data.
I
6
The following explains the structure and content of each of the statements:
Government-wide Statements I
Government-wide statements report information about the City as a whole using accounting methods
similar to those used by priv~te-sector companies. The statement of net assets includes all of the
government's assets and liabilities. All of the current fiscal year's revenues and expenses are accounted
for in the statement of activitieslregardleSs of when the cash is received or paid.
The two government-wide state1llents report the,City's net assets and how they have changed. Net assets
are the difference between the City's assets and liabilities and are one of the ways to measure the City's
financial health or position. I .
. Over time, increases or decreases in the' City's net assets are an indicator of whether its [mancial
health is improving or deteriorating, respectively.
. To assess the overall hellth of the City, you need to consider additional non-financial factors such
as changes in the City's tax base, facility condition, required educational programs, and other
factors.
The government-wide financial statements of the City are divided into two categories:
. Governmental activities: - Most of the City's basic services are included here, such as the General
Government, Fire, Police, Public Works, Community Development, Parks, Recreation, and
Facilities. Property arid sales taxes, user fees, interest income, franchise fees, and state and
federal grants finance these activities.
. Business-type activities 1- The City charges a fee to customers to cover all or most of the cost of
certain services it provides. The City's Water System is reported in this category.
Fund Financial Statements I .
The fund [mancial statements provide more detailed information about the City's most significant funds-
,
not the City as a whole. The CifY's major governmental fund is the General Fund. Funds are accounting
devices that the City uses to keep track of specific sources of funding and spending for particular
purposes. I. .
. Some funds are required by State law and by bond covenants.
. Management establishJ other funds to control and manage money for particular purposes or to
show that it is meeting l~gal responsibilities for using certain taxes, grants, and other money.
The City has three kinds of fundl: .'
. Governmental funds - :Most of the City's basic services are included in governmental funds
which focus on how mdney flows into and out of these funds and the balance left at fiscal year-
end that are available fdr spending. These funds are reported using an accounting method called
modified accrual accouriting, which measures cash and all other financial assets that can readily
be converted to cash. 'the governmental funds statements provide a detailed short-term view of
the City's general goveriunental operations and the basic services it provides. Governmental fund
information helps deteniune whether there are more or fewer financial resources that can be spent
in the near future to fin~nce the City's programs. Because this information does not encompass
the additional long-te~ focus of the government-wide statements, additional information is
provided in the financial statements that reconciles and explains the relationship (or differences)
between them. I . .
7
I
I
. Proprietary funds - When the City charges customers for the services it provides these services
are generally reported lin proprietary funds. Proprietary funds are reported in the same way that'
all activities are reported in ,the Statement of Net Assets and the Statement of Revenues,
Expenses, and ChangJs in Net Assets. In fact, the City's enterprise funds are the same as the
business-type activitie~ reported in the govermnent-wide statements but provide more detail and
additional information! such as cash flows, for proprietary funds. The proprietary fund financial
statements provide separate information for the Water and Lopez Funds.
I
. Fiduciary funds - The City is the trustee, or fiduciary, for the Downtown Parking Association and
Sanitation District. Th~ City is respons'ible for ensuring that the assets reported in these funds are
used for their intended purposes. All of the City's fiduciary activities are reported in a separate
statement of fiduciary het assets. We exclude these activities from the City's govermnent-wide
,
financial statements beruse the City cannot use these assets to finance its operations.
FINANCIAL ANALYSIS OF! THE CITY AS. A WHOLE
The City's combined Net Assetb for Fiscal Years 2004-05 and 2003-04 are:
Assets:
Current and Other Assets
Capital Assets
Total Assets I
liabilities:
Long-Term Liabilities Outstandirig
Other Liabilities I
Total Liabilities
Net Assets: I
Total Net Assets
I
Total net assets for the City as 1 whole increased between fiscal years ending 2005 and 2004, increasing
by 2% to $79,187,143. This intrease of$I,462,719 comes from the change in net assets as recorded in
the Statement of Activities. Pfogram expenses by function, general revenues by major source, excess
and/or deficiency of revenues dver expenses before contributions to permanent fund principal, special,
and extraordinary items, and tot~l assets are presented in the Statement of Activities.
Fiscal Year Ended
June 30, 2005
$ 16,142,612
68,232,666
84,375,278
Fiscal Year Ended
June 30, 2004
$ 17,323,389
65,943,898
83,267,287
3,192,329
1,995,806
5,188,135
3,336,349
2,206,514
5,542,863
$
79,187;143
$
77,724,424
8
Increase
(Decrease)
$(1,180,777)
2,288,768
1,107,991
(144,020)
(210,708)
(354,728)
$ 1,462,719
Total %
Change
-7%
3%
1%
-4%
-10%
-6%
2%
GOVERNMENTAL ACTIVITIES
The Net Assets ofGovernment~1 Activities for fiscal years ended June 30, 2005 and June 30, 2004, are:
Fiscal Year Ended Fiscal Year Ended Increase Total %
Assets: June 30, 2005 June 30, 2004 (Decrease) Change
Current and Other Assets $ 11,632,505 $ 11,513,386 $ 119,119 1%
Capital Assets 57,793,472 57,381,001 412,471 1%
Total Assets 69,425,977 68,894,387 531,590 1%
Liabilities:
Long-Term Liabilities Outstanding 2,807,531 2,855,832 (48,301) -2%
Other Liabilities 1,781,376 2,000,158 (218,782) -11%
Total Liabilities 4,588,907 4,855,990 (267,083) -6%
Net Assets:
Invested in Capital Assets, Net
Of Related Debt. 55,951,374 55,422,908 528,466 ' 1%
Restricted 200,806 329,779 (128,973) -39%
Unrestricted 8,684,890 8,285,710 399,180 5%
Total Net Assets $ 64,lS3'/,U'/U $ 64,U3lS,39 I $ '/9lS,673 1%
The City's net assets from governmental activities increased 1% from $64,038,397 to $64,837,070. This
increase of governmental activities accounted for all of the growth in the net assets of the City of Arroyo
Grande. Key elements of the g6vernmental activities increase is as follows.
9
The City's total Governmental Net Assets increased by I % to $64,837,070. A significant portion comes
,
from taxes (51 %) and charges for services (16%). The $798,673 change in net assets can be in a large
part contributed to an increase ih grants and contributions.
The cost of all Governmental1activities this fiscal year was $15,911,081. However, as shown in the
Statement of Activities, the amqunt that our taxpayers ultimately financed for these activities through City
tax revenue was only $9,757,27,6 because some of the cost was paid by those who directly benefited from
the programs ($2,602,470), or by other governments and organizations that subsidized certain programs'
with grants and contributions I ($3,55'1,335). 'Overall, the City's governmental program revenues,
including intergovernmental aid and fees for services, were $15,992,879. Transfers from the Business-
type activities contributed $716!875 toward Governmental activities. '
I
The City's programs include I General Government, Public Safety, Parks, Recreation & Facilities,
Community Development, Streets & Roads, and Sewer. Each program's net cost (total cost less revenues
generated by the activities) is ptesented below. The net cost shows the financial burden that was placed
on the City's taxpayers by each 'of these functions. These functions were subsidized by taxes, investment
income, miscellaneous income.! gain on the sale of capital assets, and transfers from the business-type
activities.
Govemmental Activities:
General Government
Public Safety
Parks, Recreation & Facilities
Community Development
Streets & Roads
Sewer
Interest on long term debt
Total Net (Expense) Revenue
I
Total resources available dUrin~ the fiscal year to finance governmental operations were $80,748,151
consisting of net assets at July II, 2004 of $64,038,397, program revenues of $6,153,805, and general
revenues and transfers of $10,'555,949. Total governmental activities during the fiscal year were
$15,911,081; thus Net Assets were increased by $798,673 to $64,837,070.
1-, '
BUSINESS TYPE ACTIVITIES
I
The Net Assets of Proprietary Fu~nds (Business Type) Activities for Fiscal Year ended June 30, 2005 are:
I' Fiscal Year Ended Fiscal Year Ended Increase Total %
Assets: June 30, 2005 June 30, 2004 (Decrease) Change
Current and Other Assets $ 4,510,107 $ 5,810,003 $ (1,299,896) -22%
Capital Assets 10,439,194 8,562,897 1,876,297 22%
Total Assets 'I 14,949,301 14,372,900 576,401 4%
Liabilities:
Long-Term Liabilities Outstanding -20%
Other Liabilities I 4%
Total Liabilities -13%
Net Assets:
Total Net Assets
Expenses
$ 3,201,586
6,333,577
1,720,296
1,100,514
2,753,823
723,144
78,141
$ 15,911,081
Charges for
Services
$
75,014
445,091
769,870
440,610
237,423
634,462
$ 2,602,470
384,798
214,430
599,228
480,517
206,356
686,873
$ 14,350,073
$ 13,686,027
10
Contributions
& Grants
$ 1,458,725
447,824
377,624
1,090,521
176,641
$ 3,551,335
(95,719)
8,074
(87,645)
$
664,046
Net
Governmental
Activities
$(1,667,847)
(5,440,662)
(950,426)
(282,280)
(1,425,879) ,
87,959
(78,141)
$(9,757,276)
5%
"
i
I
I
I
The City's net assets from business-type activities increased 5% from $13,686,027 to $14,350,073. The
key element(s) of this increase ~re as follows:
. The completion of Resdrvoir No. I' was recorded as a capital asset this fiscal year.
Fiscal Year Ended Fiscal Year Ended Increase Total %
June 30, 2005 June 30, 2004 (Decrease) Change
Operating Revenues $ 3,875,220 $ 3,585,682 $ 289,538 8%
Operating Expenses I (2,550,867) (2,564,841) 13,974 1%
Operating Income (Loss) 1,324,353 1,020,841 303,512 30%
Nonoperating Revenues (ExJJenses; 56,568 27,382 29,186 107%
I 1,380,921
Income (Loss) Before Transfer 1,048,223 332,698 32%
I
Transfers In 2,106,541 2,106,541 100%
Transfers Out (2,823;416) (1,526,273) (1,297,143) -85%
O1ange in Net Assets 664,046 (478,050) 1,142,096 -239%
Total Net Assets Beginning 13,686,027 14,164,077 (478,050) -3%
Total Net Assets-Ending $14,350,073 $ 13,686,027 $ 664,046 5%
The cost of Proprietary (Business Type) activities this fiscal year was $2,550,867. As shown on the
Statement of Activities and Changes in Net Assets, and summarized above, the amounts paid by users of
the systems was $3,875,220, net'nonoperating revenues $56,568, and net transfers of($2,823,416).
,
I '
The Proprietary Fund (Busines~ Type) Activities include, the Water Utility and the Lopez Fund. The
two activities' net cost (total cost less revenues generated by the activities) is presented below.
!
I
I Fiscal Year Ended Fiscal Year Ended
,
Proprietary (Business) Activities June 30, 2005 June 30, 2004
Increase
(Decrease)
Total %
Change
Water Utility
Lopez Fund I
Total Net (Expense) Revenue I
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Total resources available durinJ the fiscal year to finance Proprietary Funds (Business Type) Activities
were $17,645,335 consisting of net assets at July I, 2004 of $13,686,027, program revenues of
$3,875,220, and general revenues of $84,088. Total Proprietary Fund (Business Type) Activities during
, the fiscal year were $2,550,867 'for operations, $27,520 for interest expense, and $716,875 for transfers;
thus Net Assets were increased by $664,046 to $14,350,073.
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FINANCIAL ANALYSIS OF THE CITY'S FUNDS
$
$
741,855
245,862
987,717
$
9,481
299,635
309,116
1%
122%
31%
751,336
545,497
$ 1,296,833
$
$
,
As noted earlier, the City of Arroyo Grande uses fund accounting to ensure and demonstrate compliance
with finance-related legal requirJments. ,
Governmental Funds - The f01s of the City of Arroyo Grande's governmental funds is to provide
information on near-term infloWs, outflows, and balances of spendable resources. Such information is
11
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useful in assessing the City's financing requirements. In particular, unreserved fund balance may serve as
a useful measure of a governrnent's net resources available for spending at the end of the fiscal year.
As the City completed its fiscal year, its governrnental funds reported a combined fund balance of
$9,915,740, an increase of$347,168 in comparison with the prior fiscal year. Approximately 89% of this
total amount ($8,786,668) coristitutes unreserved fund balance, which is available for spending at the
,
City's discretion. The remainder of fund balance is reserved to indicate that it is not available for new
spending because it has already been committed (I) pay debt service ($229,673), and (2) for a variety of
other restricted purposes ($899',399).
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The General Fund is the chie~ operating fund of the City of Arroyo Grande. At the end of the current
fiscal year, unreserved fund balance of the General Fund was $2,643,229, while total fund balance
reached $2,667,697. As a rrieasure of the General Fund's liquidity, it may be useful to compare
,
unreserved fund balance to total fund expenditures. Unreserved fund balance represents 22% of total
general fund expenditures. I
The Debt Service Fund has a total fund balance of $229,673 all of which is reserved for the payment of
the debt service for the General Obligation Bond to be used for the Fire Station expansion. The Bond was
approved by the voters of the cbmmunity in fiscal year 2001-02, but was funded in fiscal year 2002-03.
I
Proprietary Funds - The City ~f Arroyo Grande's proprietary funds provide the same type of information
found in the governrnent-wide financial statements, but in more detail.
1
Net assets of the Water fund at; the end of the fiscal year amounted to $\3,074,280, and the net assets for
the Lopez fund amounted to $1,275,793. There was an increase in the total growth in net assets in the
Water fund of $295,038 and ~ growth in the Lopez fund of $369,008. Other factors concerning the
finances ofthese two funds havt'e already beell addressed in the discussion of the City of Arroyo Grande's
business-type activities.
General Fund Budgetarv Highlights
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The City's budget is prepared ,according to California law. The most significant budgeted fund is the
General Fund. The City's ~udget is a flexible-spending plan, which commits resources to the
accomplishment of City Council goals and objective.
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City Council approval is required for changes impacting fund balances, such as increases to
appropriations that are not offset by matching increases to estimated revenue. Approval is also required
for all budget transfers betweeh departments/divisions that alters fund balance. Quarterly Reports are
,
used to keep the City Council informed of key budget issues, forecasts, and required changes. The budget
amendments changes reported in the Quarterly Reports fall into three categories:
Th' f I.. c . . d' h .
. e carryover 0 appropnatlOns lor contracts, eqUipment, or projects approve III t e prevIOus
fiscal year, but not completed as of fiscal year-end. '
. Increases and decreases lin estimated revenues to reflect actual receipts of major revenues.
. Additional appropriations for unforeseen, but necessary expenditures.
" I
Final differences between the o~ginal budget and the final amended budget was an increase of $952,196
in appropriations and can be briJfly summarized as follows:
, I
. $364,476 in carryover expenditures from the prior year.
. $347,884 in council app~oved salary increases.
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· $100,000 purchase ofl~nd for the village-parking project.
I
. $130,000 in Fire strike team reimbursement.
The difference of $952, 196 w~s to be budgeted from available fund balance. During the fiscal year,
however, expenditures were $314,175 less than budgetary estimates, thus reducing the amount needed to
draw upon in the existing fund ~alance. .
The City's General Fund balaLe of $2,643,229 differs from the General Fund's budgetary final fund
balance of $1 ,813,034 principally because of uncompleted Cll' projects.
Caoital Assets I
The capital assets of the City are those capital assets, which are used in the performance of the City's
- functions including infrastructJre assets. At June 30, 2005, net capital assets of the governmental
activities totaled $57,793,4721 and the net capital assets of the business-type activities totaled
$10,439,195. Depreciation on capital assets is recognized in the Government-wide financial statements.
I ,
The investment in capital ass~ts includes land, buildings and system improvements, machinery and
equipment, park facilities, roadJ, highways, and bridges. The City's investment in capital assets for the
I
current fiscal year was 81 % of total net assets.
I
I Capital Assets
(Net of Depreciation)
Original Accumulated Book
Description Cost Depreciaton Value
Capital Assets-Governmental Activities:
, ,
Land I $ 1,719,019 $ $ 1,719,019
Buildings & Improvem~nts 4,431,444 (1,132,935) 3,298,509
Equipment, Vehicles, Machinery 3,660,032 (2,211,086) 1,448,946
CIP 1 609,842 609,842
Infrastructure I 74,413,610 (23,696,454) 50,717,156
Total I. $ 84,833,947 $ (27,040,475) $ 57,793,472
Capital Assets- Business-Type Activities:
Land I $ 56,730 $ $ 56,730
Buildings & Improvem'Tnts 222,999 (194,426) 28,573
Equipment, Vehicles, Machinery 710,072 (597,495) 112,577
. Infrastructure I 15,036,323 (4,795,009) 10,241,314
Total $ 16,026,124 $ (5,586,930) $ 10,439,194
Major capital asset events during the current fiscal year include the following:
. Completion of the RancJo Grande Park at a cost of $1 ,412,971.
. The completion of the fi~e station expansion project at a cost of $2,031 ,817.
· Completion of the Traffi~ Way Bridge Rail at a cost of$319,487.
,
. The completion of Reseroir No I replacement for $2,236,546.
At the end of 2005, the City had invested $68,232,666 in a broad range of capital assets, including land,
equipment, buildings, and infrasttucture. .
13
LONG TERM DEBT !
I
At the end of the current fisc4l year, the City had total General Obligation debt outstanding of $1.8
million that is backed by the full faith and credit of the City. The proceeds of the debt issuance are to be
used for expanding the current fire station in order to accommodate a full time fire staff. Voters approved
the general obligation debt, ~hich is to be repaid through a tax assessment on property taxes, in
November 2002. The City received an "A" rating from Standard & Poor's for the general obligation debt.
!
The City entered into a five-year lease purchase agreement in December of 2002. The General Fund,
Water Fund, and Sewer Fund !share the responsibility for payment of the debt. The lease purchase
agreement has a December of 2007 maturity date. .
Compensated Absences is the ohtstanding amount of vacation, sick leave, management annual leave, and
comp time earned by employeeslas of June 30, 2005.
,
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The Water Fund is responsible for a $408,557 loan under the Safe Water Drinking Bond Law of 1976.
The loan will be fully amortizedlin January 2009, . .
The following table summarizes.the long-term debt of the City.
Fiscal Year en:hI G<Mrnrmltal
I
Loog-TermD::bt June 30, 200;1 en,.Year LoogTerm
<Jen:ral OJligatiool3<xrl; $ 1,900,~ $ 65,0Xl $1,835,0Xl
2002- Lease Purchase 126,008 25,497 0l,75IJ
,
ConpensatedAbsences 1,001,239 1,001,177
, .
Safe Water Loon 496,164
Total $ 3,523,411
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FINANCIAL ISSUES AND CONCERNS
!
!
Business-Type
en,. Year Loog Term
$ $
8,958
23,803
54,782
408,557
$ 487,142
June 30, 2005
en,. Year Loog Term
65,0Xl $1,835,0Xl
34,455 91,553
1,055,959
408,557
$3,391,069
87,fiJI
$187,062
$ 90,497
$2,903,927
87,fiJI
$ 96,565
Because of uncertainty connectea with the California state budget, the City adopted a Bi-Annual Budget
. for Fiscal Years 2003-04 and 12004-05 that are fiscally conservative. During the budget process,
departments were directed to contain operational expenses. In addition, the City Council increased the.
minimum General Fund Balance from 15% of appropriations to 20% and established reserves for the.
Water and Sewer Funds of 60 days of operations expenses and $500,000. This fiscally conservative
document should aid the City iri dealing with unforeseen economic issues. Major factors affecting the
City are: :
. The unemployment rate I in San Luis Obispo County is at 4%, which is among the lowest in
California. i
. The median home price has increased approximately 27% compared to the previous year. This
increase results in higheriProperty taxes and higher property tax revenue for the City.
. The City's continued contribution towards the state budget deficit.
. The City's aging infrastnlcture.
. The City Hall complex arid Police Station. do not meet current ADA requirements.
. Outdated Fire equipment!
. Large transportation projbcts such as the Halcyon RoadlBrisco Road-Hwy 101 interchange.
!
The City has determined that it can continue to fund on-going operations but that the funding for much
needed improvements (as listed above) cannot be met with the current revenue base. To address these
needs the City is working to develop additional re~enue sources.
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14
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CONTACTING THE CITY'S FINANCIAL MANAGEMENT
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This financial report is designed to provide our citizens, taxpayers, customers, investors, and creditors
,
with a general overview of the City's finances and to demonstrate the City's accountability for the money
it receives. If you have any qJestions about this report or need additional financial information, contact
Angela Kraetsch, Financial Services Director at 123 West Branch Street, Arroyo Grande, CA 93421,
phone 805-473-5430. I
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CITY OF ARROYO GRANDE I
STATEMENT OF NET ASSETS I
June 30, 2005 I
Governmental Business-type
Activities Activities Total
ASSETS
Cash and investments .$ 10,886,896 $ 3,033,483 $ 13,920,379
Taxes receivable 581,761 581,761
Accounts receivable 1,010,783 397,305 1,408,088
Interest receivable 59,296 . 26,873 86,169
Inventory 18,248 56,199 74,447
Prepaid expenses 11,117 11,117
Internal balances (996,247) 996,247
Deferred charges 60,651 60,651
Capital assets:
Nondepreciable:
Land 1,719,019 56,730 1,775,749
Construction in progress 609,842 609,842
Depreciable:
Structures and improvements 4,431,444 222,999 4,654,443
Equipment 3,660,032 710,072 4,370, I 04
Infrastructure 74,413,610 15,036,323 89,449,933
Accumulated depreciation (27,040,475) (5,586,930) (32,627,405)
Total assets 69,425,977 14,949,301 84,375,278
LIABILITIES
Accounts payable I 610,124 45,252 655,376
Accrued wages , 381,260 ,16,635 397,895
Accrued interest payable 28,867 12,543 41,410 ~
Deposits payable 280,456 37,655 318,111
Deferred revenue 384,274 384,274
Noncurrent liabilities:
Due within one year 96,395 102,345 198,740
Due in more than one year 2,807,531 384,798 3,192,329
Total liabilities 4,588,907 599,228 5,188,135
NET ASSETS I
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Invested in capital assets, net of related debt 55,951,374 10,006,833 65,958,207
Restricted for: ,
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Restricted for debt service I 200,806 200,806
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Unrestricted 8,684,890 4,343,240 13,028,130
Total net assets $ 64,837,070 $ 14,350,073 $ 79,187,143
The notes to the financial statements 'are an integral part of this statement.
I 16
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CITY OF ARROYO GRANDE
STATEMENT OF ACTIVITIES
For the Fiscal Year Ended June 30, 2005
Governmental activities:
General government
Public safety
Parks and recreation
Community development
Streets and roads
Sewer
Interest on long term debt
Program Revenues
Operating
Charges for Contributions
Expenses Services and Grants
$ 3,201,586 $ 75,014 $ 1,458,725
6,333,577 445,09 I 388,145
1,720,296 769,870
1,100,514 440,610 177,624
2,753,823 237,423 124,055
723,144 634,462
78,141
15,911,081 2,602,4 70 2,148,549
Total governmental activities
Business-type activities:
Water
Lopez
1;129,392 1,880,728
1,448,995 1,994,492
2,578,387 3,875,220
$ 18,489,468 $ 6,477,690 $
Total business-type activities
Total government
2, I 48,549
,
,
General Revenues
Taxes:
Secured and unsecured properry taxes
Sales and use taxes
Transient, lodging tax
Franchise taxes
Business license tax
Debt service
Investment income
Other
;rransfers
Total general revenues and transfers
Change in net assets
Net assets at beginning of fiscal year
Net assets at end of fiscal year
I
The notes to the financial statements are an integral part of this statement.
18
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Net Expense (Revenue) and Changes
In Net Assets
Primary Government
Capital I
Contributions Governmental I Business-type
and Grants Activities I Activities Total
,
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$ $ (1,667,847) $ $ (1,667,847)
59,679 (5,440,662) (5,440,662)
(950,426) (950,426)
200,000 (282,280) (282,280)
966,466 (1,425,879) (1,425,879)
I
176,641 87,959 87,959
(78,141) (78,141)
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1,402,786 (9,757,276) (9,757,276)
751,336 751,336
545,497 545,497
1,296,833 1,296,833
$ 1,402,786 (9,757,276) 1,296,833 (8,460,443)
3,441,339 3,441,330
3,460,478 3,460,478
390,670 390,670
526,792 526,792
75,90\ 75,901
238,04~ 238,048
347,595 84,088 431,683
1,358,260 1,358,260
716,875 (716,875)
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10,555,949 (632,787) 9,923,162
798,673 664,046 1,462,719
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64,038,397 13,686,027 77,724,424
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$ 64,837,070 $ 14,350,073 $ 79,187,143
19
CITY OF ARROYO GRANDE
GOVERNMENTAL FUNDS
BALANCE SHEET
June 30, 2005
Transportation
General Impact Fees
Fund Fund
ASSETS
Cash and investments $ 2,276,723 $ 2,154,451
Taxes receivable 524,873
Accounts receivable 546,798
Interest receivable 12,268 12,075
Inventory 13,351
Prepaid items 11,117
Due from other funds 20,198 104,397
Advances to other funds
Total assets , $ 3,405,328 $ 2,270,923
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LIABILITIES AND FUND BALANCES
Liabilities:
Accounts payable $ 149,095 $
Accrued wages 356,961
Due to other funds
Deposits payable 231,575
Deferred revenue
.Advances from other funds
Total liabilities 737,631
Fund Balances:
Reserved for prepaid items 11,117
Reserved for inventory 13,351
Reserved for advances to other funds
Reserved for debt service
Unreserved:
General fund 2,643,229
Special Revenue funds 2,270,923
Capital projects funds
Total fund balances 2,667,697 2,270,923
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Total liabilities and fund balances I $ 3,405,328 $ 2,270,923
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The notes to the financial statements arc an integral part of this statement.
: 20
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Capital Redevelopment Other,
Improvement Capital Projects Governmental
Fund Fund 1 Funds Totals
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S 594,489 $ 27,129 $ 5,834,104 $ 10,886,896
29,007 27,881 581,761
357,541 106,444 1,010,783
34,953 59,296
4,897 18,248
11,117
!. 83,581 208,176
870,034 870,034
S 952,030 $ 56,136 $ 6,961,894 $ 13,646,311
S 422,944 $ $ 38,085 $ 610,124
1,724 22,575 381 ;260
188,986 20,198 209,184
,
10,600 38,281 280,456
384,274 384,274
1,865,1'73 1,865,273
817,818 2,055,983 119,139 3,730,571
1
11,117
4,897 18,248
870,034 870,034
229,673 229,673
2,643,229
5,738,151 8,009,074
134,212 (1,999,847) ( 1 ,865,635)
134,212 (1,999,847) 6,842,755 9,915,740
$ 952,030 $ 56,136 $ 6,961,894 $ 13,646,311
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CITY OF ARROYO GRANDE i
RECONCILIATION OF THE GOVERNMENTAL FUNDS - BALANCE SHEET
TO THE STATEMENT OF NET ASSETS
For the Fiscal Year Ended June 30, 2005
Total fund balances - governmental fu~ds
$
9,915,740
,
In governmental funds, only current assets are reported. In the statement of net assets,
all assets are reported, including c~pital assets and accumulated depreciation.
i
Capital assets at historical cost
$
84,833,947
Accumulated de~reciation
27,040,475
Net
57,793,472
In governmental funds, interest on long-term debt is not recognized until the period in
which it matures and is paid. In the government-wide statement of activities, it is
recognized in the period that it is incurred.
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(28,867)
In governmental funds, debt issue costs are recognized as expenditures in the period
they are incurred. In the government-wide statements, debt issue costs are amortized
,
over the life of the debt. .
60,651
Long-term liabilities: In governmental' funds, only current liabilities are reported. In the
statement of net assets, all liabilities, including long-term liabilities, are reported.
Long-term liabilities relating to governmental activities consist of:
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Capital lease obligation
Bonds payable '
Compensated ab1ences payable
$
67,749
1,835,000
1,001,177
Total
(2,903,926)
Total net assets, governmental ac~ivities
$
64,837,070
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The notes to the financial statem~nts are an integral part of this statement.
, 22
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CITY OF ARROYO GRANDE
GOVERNMENT ALFUNDS I
,
STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES
For the Fiscal Year Ended June 30, 2005
Transportation
General Impact Fees
Fund Fund
Revenues:
Taxes and assessments $ 7,420,246 $ 171,926
Licenses and permits 316,499
Fines and penalties 128,181
Use of money and property 193,363 40,566
Intergovernmental revenues 1,714,739
Charges for services 1,108,817
Other revenues 462,4 I 8
Total revenues 11,344,263 212,492
Expenditures:
Current:
General government 2,0 I 1,224
Public safety 6,047,101
Parks and recreation 1,675,641
Community development 855,374
Streets and roads 1,120,691
Sewer
Capital outlay 405,509
Debt service:
Principal 22,396
Interest and fiscal agent fees: 2,672
Total expenditures 12, I 40,608
Excess of revenues over (under) expenditures (796,345) 212,492
Other Financing Sources (Uses):
Transfers in 1,371,385
Transfers out (377,853) (44,702)
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Total other financing sources and uses 993,532 (44,702)
Net change in fund balances, 197,187 167,790
Fund balances - July I, 2004 2,470,510 2,103,133
Fund balances - June 30, 2005 $ 2,667,697 $ 2,270,923
The notes to the financial statements are an integral part of this statement.
24
Capital Redevelopment Other
Improvement Capital Projects . Governmental
Fund Fund Funds Totals
$ $ 379,940 $ 637,368 $ 8,609,480
316,499
128,181
113,666 347,595
405,419 958,545 3,078,703
1,595,879 2,704,696
124,323 200,000 2,927 789,668
529,742 579,940 3,308,385 15,974,822
927,871 189,402 3,128,497
9,579 6,056,680
1,675,641
237,139 1,092,513
730,022 1,850,713
222,150 222,150
3,675,050 179,048 4,259,607
68,101 90,497
72,100 74,772
3,675,050 927,871 1,707,541 18,451,070
(3,145,308) , (347,931) 1,600,844 (2,476,248)
3,329,030 336,207 5,036,622
(44,585) (95,350) (1,650,716) (2,213,206)
3,284,445 (95,350) (1,314,509) 2,823,416
139,137 (443,281) 286,335 347,168
(4,925) . (1,556,566) 6,556,420 9,568,572
$ 134,212 $ , (1,999,847) $ 6,842,755 $ 9,915,740
25
CITY OF ARROYO GRANDE
. RECONCIUA nON OF THE STATEMENT OF
REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES OF
GOVERNMENTAL FUNDS TO THE STATEMENT OF ACTIVITIES
For the Fiscal Year Ended June 30, 2005
Total net change in fund balances - governmental funds
$
347,168
Capital outlays are reported in governmental funds as expenditures. However, in the
statement of activities, the cost of those assets is allocated over their estimated useful
lives as depreciation expense. This is the amount by which additions to capital
outlay of $4,075, 155 is greater than depreciation expense $(1,542,643) in the period.
2,532,512
In governmental funds, repayments oflong-term debt are reported as expenditures.
In the government-wide statements,: repayments of long-term debt are reported
as reductions of liabilities.
90,497
The issuance of long-term debt provides:current financial r~sources to the governmental
funds. Also governmental funds report the effect of issuance costs, premiums, discounts
and similar items when debt is first issued, whereas these amount are deferred and
amortized in the statement of activities. This amount is the net effectofthese differences
in the treatment of long-term debt and related items.
(3,369)
In the statement of activities, compensat~d absences are measured by the amounts
earned during the fiscal year. In governmental funds, however, expenditures for
these items are measured by the amount of financial resources used (essentially
the amounts paid). This fiscal year" vacation earned exceeded the amounts used
by $48,094.
(48,094)
Disposal of capital assets decrease net assets for the cost of the capital assets net
of accumulated depreciation
(13,500)
Contributed capital assets from governmental funds to business type funds are not shown in
the government funds.
(2, I 06,541)
Change in net assets of governmental activities
$
798,673
The notes to the financial statements are an integral part of this statement.
26
CITY OF ARROYO GRANDE
GENERAL FUND
STATEMENT OF REVENUES, EXPEl\!DITURES, AND CHANGES IN FUND BALANCE-
BUDGET AND ACTUAL
For the Fiscal Year Ended June 30, 2005
Variance n'ith
Budeeted Amounts Final Budget
Positive
Original Final Actual Amounts (Neeative)
Revenues:
Property taxes $ 2,9\8,800 $ 2,804,457 $ 2,966,405 $ \61,948
Taxes other than property 4,672,800 4,67\ ,583 4,453,841 (217,742)
Licenses and permits 417,360 3\2,260 316,499 4,239
Fines and forfeitures \80,000 180,000 128,\8\ (5\,819)
Use of money and property 198,300 234,300 \93,363 (40,937)
Intergovernmental \ ,221 ,250 \,422,450 \,714,739 292,289
Charges for services 752,200 955,130 \,\08,8\7 \53,687
Other revenue 2\8,350 399,050 462,418 63,368
Total revenues 10,579,060 10,979,230 1\ ,344,263 365,033
Expenditures:
General government
City Council 83,200 83,495 94,046 (\0,55\)
City Manager 4\8,050 44\,691 434,225 7,466
City Attorney \63,250 163,250 \73,422 (\0,172)
Administrative services \44,325 153,343 154,498 (1,\55)
Management information systems 145,950 149,850 \32,642 17,208
Finance 401,950 439,425 404,744 34,68\
Printing 49,150 49,90\ 46,745 3,156
Non-departmental 456,700 486,700 409,374 77 ,326
Governmental buildings \53,200 \65,52\ \61,528 3,993
Public works 689,600 705,255 762,573 (57,3\8)
Building and planning 271,750 285,169 302,209 (17,040)
Parks and recreation
Parks 576,\80 6\5,545 618,63\ (3,086)
Recreation \46,800 153,047 \45,227 7,820
General recreation \ 06,400 1\2,215 \04,829 7,386
Pre-School program 54,300 56,647 47,425 9,222
Special programs, recreation 86,400 86,400 90,\47 (3,747)
Children in Motion 363,325 376,083 424,314 (48,231)
Five Cities Youth Basketball 5\,500 58,830 57,333 \,497
Soto sports complex \7\,200 \90,\41 \87,735 2,406
Community development 54\,130 555,219 553,\65 2,054
Public safety
Police 4,546,500 4,638,4\9 4,799,9\6 (16\,497)
Fire \,267,610 1,480,0 \2 \,238,276 24\,736
OTS Fire Grant 10,000 8,909 \,09\
Streets and roads
Street/bridge maintenance 47,000 47,000 45,687 1.31 ]
Street lighting 250,000 250,000 231.746 \8,254
A utomoti ve shop 117,600 \20,406 80,685 39,721
Debt service 28,500 28,500 25,068 3,432
Capital outlay \74,900 556,602 405,509 15\,093
Total expenditures \\ ,506,470 12,458,666 \2, \40,608 3\8,058
Excess of revenues over (under) expenditures $ (927,4\0) $ (1,479,436) $ (796,345) $ 683,09\
The notes to the financial statements are ~m int~gral part of this statement.
. 27
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CITY OF ARROYO GRANDE
GENERAL FUND
STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE -
BUDGET AND ACTUAL
For the Fiscal Year Ended June 30, 2005 :
Variance with
Budgeted Amounts Final Budget
Positive
Original Final Actual Amounts {Negative}
Other Financing Sources (Uses):
Transfers in $ 1,336,300 $ 1,323,200 $ 1,371,385 $ 48,185
Transfers out (128,900) (501,240) (377,853) 123,387
Total other financing sources (uses) 1,207,400 821,960 993,532 171,572
Net change in fund balance 279,990 (657,476) 197,187 854,663
Fund balance - July I, 2004 2,470,510 2,470,510 2,470,510
Fund balance - June 30, 2005 $ 2,750,500 $ 1,813,034 $ 2,667,697 $ 854,663
The notes to the financial statements are an i~tegral part of this statement.
28
CITY OF ARROYO GRANDE
TRANSPORTATION IMPACT FEES FUND
STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE -
BUDGET AND ACTUAL i
For the Fiscal Year Ended June 30, 2005
The notes to the financial statements are an integral part of this statement.
, 29
CITY OF ARROYO GRANDE
PROPRIETARY FUNDS
STATEMENT OF NET ASSETS
June 30, 2005
Water Lopez
Fund Fund Totals
ASSETS
Cash and investments $ 1,955,882 $ 1,077,601 $ 3,033,483
Accounts receivable, net 204,051 193,254 397,305
Interest receivable 21,935 4,938 26,873
Inventory at costs 56,199 56,199
Due from other funds 1,008 1,008
Total current assets 2,239,075 1,275,793 3,514,868
Advances t'o other funds 995,239 995,239
Capital assets:
Land 56,730 56,730
Structures and improvements 222,999 222,999
Equipment 710,072 710,072
Infrastructure 15,036,323 15,036,323
16,026,124 16,026,124
Less accumulated depreciation (5,586,930) (5,586,930)
Total capital assets (net of accumulated depreciation) 10,439,194 10,439,194
Total assets 13,673,508 1,275,793 14,949,301
LIABILITIES
Accounts payable 45,252 45,252
Accrued wages 16,635 16,635
Accrued interest payable 12,543 12,543
Deposits payable 37,655 37,655
Current portion of long-term liabilities 102,345 102,345
Total current liabilities 214,430 214,430
Compensated absences 54,782 54,782
Capital lease 14,529 14,529
Loans payable 315,487 315,487
Totallong-tenn liabilities 384,798 384,798
Total liabilities 599,228 599,228
NET ASSETS
Invested in capital assets, net of related debt 10,006,833 10,006,833
Unrestricted 3,067,447 1,275,793 4,343,240
Total net assets $ 13,074,280 $ 1,275,793 $ 14,350,073
The notes to the financial statements are an integral part of this statement.
30
CITY OF ARROYO GRANDE
PROPRIETARY FUNDS
STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET ASSETS
For the Fiscal Year Ended June 30, 2005
Water Lopez
Fund Fund Totals
Operating Revenues:
Sale of water $ 1,744,737 $ 1,994,492 $ 3,739,229
Distribution charges 72,841 72,841
Meter installations 23,361 23,361
Reconnection fees 5,310 5,310
Other 34,479 34,479
Total operating revenues 1,880,728 1,994,492 3,875,220
Operating Expenses:
Distributio~ 402,905 402,905
General' 245,952 245,952
Lopez water contract 1,448,995 1,448,995
Production 198,747 198,747
Depreciation 254,268 254,268
Total operating expenses 1,10 I ,872 1,448,995 2,550,867
I.
Operating income (loss) 778,856 545,497 1,324,353
Non-Operating Revenues (Expenses):
Interest income 74,427 9,661 84,088
Interest expense (27,520) (27,520)
Total non-operating revenues (expenses) 46,907 9,661 56,568
Income before transfers 825,763 555,158 1,380,921
Transfers out (2,637,266) (186,150) (2,823,416)
Capital contributions from other funds 2,106,541 2,106,541
Change in net assets 295,038 369,008 664,046
Net assets at July 1,2004 12,779,242 906,785 13,686,027
Net assets at June 30, 2005 $ 13,074,280 $ 1,275,793 $ 14,350,073
The notes to the financial statements are an integral part of this statement.
31
CITY OF ARROYO GRANDE
PROPRIETARY FUNDS
STATEMENT OF CASH FLOWS
For the Fiscal Year Ended June 30, 2005
Water Lopez
Fund Fund Totals
Cash Flows From Operating Activities:
Receipts from customers $ 1,861,595 $ 1,993,773 $ 3,855,368 .
Payments to suppliers and wages (755,719) (735,737) (1,491,456)
Internal activity - payments to other
funds (21,810) (21,810)
Other receipts 34,479 34,479
Net cash provided (used) by operating
activities 1,118,545 1,258,036 2,3 76,581
Cash Flows From Capital and Related Financing Activities:
Capital lease principal paid (8,958) (8,958)
Loan principal paid (87,607) (87,607)
Interest paid on long-term debt (30,209) (30,209)
Purchase of capital assets (24,024 ) (24,024)
Net cash provided (used) by capital and related
financing activities (150,798) (150,798)
Cash Flows from Noncapital Financing Activities:
Transfers to other funds (2,637,266) (186,150) (2,823,416)
Net cash provided (used) by noncapit~l
financing activities (2,637,266) (186,150) (2,823,416)
Cash Flows From Investing Activities:
Interest income 66,067 5,715 71,782
Net cash provided (used) by
investing activities 66,067 5,715 71,782
Net increase (decrease) in
cash and cash equivalents (1,603,452) 1,077,601 (525,851 )
Cash and cash equivalents - July 1, 2004 3,559,334 3,559,334
Cash and cash equivalents - June 30, 2005 $ 1,955,882 $ 1,077,601 $ 3,033,483
The notes to the financial statements are an integral part of this statement.
32
CITY OF ARROYO GRANDE
PROPRIETARY FUNDS
STATEMENT OF CASH FLOWS
For the Fiscal Year Ended June 30, 2005
Water Lopez
Fund Fund Totals
Reconciliation of operating income (loss) to
net cash provided (used) by operating
activities:
Operating income (loss) $ 778,856 $ 545,497 $ 1,324,353
Adjustments to reconcile
operating activities
Depreciation expense 254,268 254,268
Change in assets and liabilities:
Receivables, net 12,582 (719) 11,863
Prepaid expenses 79,935 747,405 827,340
Inventories 3,105 3,105
Due to other funds (34,147) (34,147)
Advances to other funds (21,810) (21,810)
Accounts and other payables 2,219 2,219
Deposits 2,764 2,764
Compensated absences 6,626 6,626
Net cash provided (used) by operating
activities $ 1,118,545 $ 1,258,036 $ 2,376,581
The notes to the financial statements arc an integral part of this statem~nt.
33
CITY OF ARROYO GRANDE
STATEMENT OF FIDUCIARY NET ASSETS
AGENCY FUNDS
June 30, 200S
Agency Funds
Assets
Cash and investments
Interest receivable
$
86,857
182
Total assets
87,039
Liabilities
Due to other agencies
87,039
Total liabilities
87,039
Net Assets
Unrestricted
Total net assets
$
The notes to the financial statements are an integral part of this statement.
34
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE 1 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
A. Reporting Entity
The accompanying basic financial statements present the financial activity of the City, which is the primary government,
along with the financial activities of its component unit, which is an entity for which the City is financially accountable.
Although they are separate legal entities, blended component units are in substance part of the City's operations and are
reported as an integral part of the City's basic financial statements. This City's component unit, which is described below, is
a blended unit of the City.
The City Council serves in a separate session as the governing body of the Arroyo Grande Redevelopment Agency, although
this Agency is a legal entity apart from the City.
The Arroyo Grande Redevelopment Agency is included as a component unit in the accompanying financial statements. The
financial activities ofthe foregoing entities have been aggregated and merged (termed "blending") with those of the City in
the accompanying financial statements, as it meets the criteria for inclusion as set forth in the Governmental Accounting
Standards Board (GAS B) Statement No. 14, as amended by GASB Statement No. 39.
The Arroyo Grande City Redevelopment Agency was established in 1996, by the City Council to eliminate blight within the
defined project areas by encouraging and assisting planned development of low income housing and commercial projects.
The Redevelopment Agency exists for .the purpose of facilitating the City's capital. Separate financial statements are
prepared by the Arroyo Grande Redevelopment Agency and are available at City Hall offices.
B. Basis of Presentation
The City's basic financial statements are prepared in conformity with accounting principles generally accepted in the United
States of America. The Governmental Accounting Standards Board is the acknowledged standard setting body for
establishing accounting and financial reporting standards followed by governmental entities in the United States of America.
Govenunent-wide Statements
The Statement of Net Assets and the Statement of Activities display information about the primary government (the City) and
its component unit. These statements include the financial activities of the overall City government, except for fiduciary
activities. Eliminations have been made to minimize the double counting or internal activities. Governmental activities
generally are financed though taxes, intergovernmental revenues, and other non-exchange transactions.
The Statement of Activities'presents a comparison between direct expenses and program revenues for each segment of the
City's governmental activities. Direct expenses are those that are specifically associated with a program or function and,
therefore, are clearly identifiable to a particular function. Program revenues include (a) charges paid by the recipients of
goods or services offered by the programs, (b) grants and contributions that are restricted to meeting the operational needs of
a particular program, and (c) fees, grants, and contributions that are restricted to financing the acquisition or construction of
capital assets. Revenues that are not classified as program revenues, including all taxes, are presented as general reve.nues.
Fund Financial Statements
The fund financial statements provide information about the City's funds, including fiduciary funds and blended component
units. Separate statements for ea,ch fund category-governmental, proprietary andfiduciary-----are presented. The emphasis
offund financial statements is on major individual funds, each of which is displayed in a separate column. All remaining
governmental funds are aggregated and reported as nonrnajor funds.
Proprietary fund financial statements include a Statement of Net Assets, a Statement of Revenues, Expenses, and Changes in
Net Assets, and a Statement of Cash Flows for all proprietary funds.
Proprietary funds are accounted for using the "economic resources" measurement focus and the accrual basis of accounting.
Accordingly, all assets and liabilities (whether current or noncurrent) are included on the Statement of Net Assets. The
Staieme~t of Revenues, Expenses, and Changes in Fund Net Assets presents increases (revenues) and decreases (expenses) in
total nel assets. Under the accrual basis of accounting, revenues are recognized in the period in which they are earned while
expenses are recognized in the period in which liability is incurred.
35
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE I - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
B. Basis of Presentation (Continued)
Fund Financial Statements (Continued)
Operating revenues in the proprietary funds are those revenues that are generated from the primary operation of the fund. All
other revenues are reported as nonoperating revenue~. Operating expenses are those expenses that are essential to the
primary operations of the fund. All other expenses are reported as nonoperating expenses.
Fiduciary funds are used to account for assets held by the City in a trustee capacity or as an agent for individuals, private
organization, other governmental units, and/or other funds. The City maintains, two funds - Sanitation District and
Downtown Parking.
c. . Major Funds
GASB Statement No. 34, define,S major funds and requires that the City's major funds are identified and presented separately
in the fund financial statements. All other funds, called norunajor funds, are combined and reported in a single column,
regardless of their fund-type.
Major funds are defined as funds that have either assets, liabilities, revenues, or expenditures/expenses equal to ten percent of
their fund-type total. The General Fund is always a major fund. The City may also select other funds it believes should be
presented as major funds.
The City reported the following major governmental funds in the accompanying financial statements:
General Fund
This fund accounts for all financial resources except those to be accounted for in another fund. It is the general operating
fund of the City.
Transportation Impact Fees Fund
This fund accounts for transportation impact fees collected.
Capital Improvement Fund
This fund accounts for capital improvement projects performed by the City and the use of those revenues.
Redevelopment Capital Proiects Fund ~
This fund is used to account for the accumulation of resources for, and the payment of, operations a,nd related costs in the
RDA.
The City reported the following major proprietary funds:
Water Fund
This fund accounts for the activities of providing water to residents of the City.
Lopez Fund
This fund accounts for the activities associated with Lopez Lake and the water contract with the County of San Luis Obispo.
D. Basis of Accounting
The government-wide, proprietary funds, and fiduciary funds financial statements are reported using the economic resources
measurement focus and the full accrual basis of accounting. Revenues are recorded when earned and expenses are recorded
at the time liabili*s are incurred. regardless of when the related cash flows take place.
Private-sector standards of accounting and financial reporting issued prior to December 1, 1989, generally are followed in
both government-wide and proprietary fund financial statements to the extent that those standards do not conflict with or
contradict guidance of the Governmental Accounting Standards Board. Governments also have the option of following
subsequent private-sector guidance for their business-type activities and enterprise funds, subject to this same limitation. The
government has elected not to follow subsequent private-sector guidance.
36
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE I - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
D. Basis of Accounting (Continued)
Governmental funds are reported using the current financial resources measurement focus and the modified accrual basis of
accounting. Under this method, revenues are recognized when measurable and available. The City considers all revenues
reported in the governmental funds to be available if the revenues are collected within sixty days after fiscal year-end.
Expenditures are recorded when the related fund liability is incurred, except for principal and interest on generallong-tenn
debt, claims and judgments, and compensated absences, which are recognized as expenditures to the extent that they have
matured. Capital asset acquisitions are reported as expenditures in governmental funds. Proceeds of long-tenn debt and
acquisitions under capital leases are reported as other financing sources.
Non-exchange transactions, in which the City gives or receives value without directly receiving or giving equal value in
exchange, include property taxes, grants, entitlements, and donations. On an accrual basis, revenues from property taxes is
recognized in the fiscal year for which the taxes ar~ levied. Revenue from grants, entitlements, and donations is recognized
in the fiscal year in which all eligibility requirements have been satisfied.
'Other revenues susceptible to accrual include other taxes, it:ltergovemmental revenues, interest, and charges for services.
Grant revenues are recognized in the fiscal year in which all eligibility requirements are met. Under the tenns of grant
agreements, the City may fund certain programs with a combination of cost-reimbursement grants, categorical block grants,
and general revenues. Thus, both restricted 'and unrestricted net assets may be available to finance program
expenditures/expenses. The City's policy is to first apply restricted grant resources to such programs, followed by general
revenues if necessary.
E. Compensated Absences
In compliance with Governmental Accounting Standards Board Statement No. 16, the City has established a liability for
accrued sick leave and vacation in relevant funds. For governmental type funds, the current liability appears in the respective
funds. All vacation paid is accrued when incurred in the government-wide and proprietary funds financial statements This
liability is set up for the current employees at the current rates of pay. If sick leave and vacation are not used by the
employee during the term of employment, compensation is payable to the employee at the time of retirement. Such
compensation is calculated at the employee's prevailing rate at the time of retirement or termination. Each fiscal year, an
adjustment to the liability is made based on pay rate changes and adjustments for the current portion. The General Fund is
primarily responsible for the repayment of the governmental portion of compensated absences.
F. Property Taxes
California Constitution Article Xlii A, limits the combined property tax rate to one percent of a property's assessed
valuation. Additional taxes may be imposed with voter approval. Assessed value is calculated at one hundred percent of a
property's fair value, as defined by Article Xlii A, and may be increased no more than two percent per year unless a change
in ownership occurs. The state legislature has detennined the method of distributing the one percent tax levy among the
various taxing jurisdictions.
Property tax revenues are recognized in the fiscal year for which taxes have been levied', and collected within sixty days of
fiscal year end. Property taxes are billed and collected as follows:
Secured
Unsecured
January I
July I
November I (50%)
February I (50%)
December 10 (Nov.)
April 10 (Feb.)
The City adopted an alternative method of property tax distribution (the "Teeter Plan").. Under this method, the City receives
I 00% of its secured property tax levied in exchange for foregoing any interest and penalties collected on delinquent taxes.
The City receives payments as a series of advances made by the County throughout the fiscal year. The secured property tax
levy is recognized as revenue upon receipt including the final payment, which generally is received within 60 days after'the
fiscal year end. .
Valuation/Lien Date(s)
Levy Date( s)
Due Date(s)
January I
July I
August I
Delinquency Date(s)
August 31
37
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE 2 - STEWARDSHIP, COMPLIANCE, AND ACCOUNTABILITY
A. Budgetary Information
Annual budgets are adopted on a basis consistent with accounting principles generally accepted in the United States of
America for governmental funds. The City's budget ordinance requires that in April of each year the City Manager must
submit a preliminary budget that includes projected expenditures and the means offmancing them, to the City Council for the
fiscal year commencing the following July 1. As modified during public study sessions, the preliminary budget becomes the
proposed budget. Following public hearings on the proposed budget, the final annual budget is adopted by the City Council
in June of the following fiscal year. After adoption of the final budget, transfers of appropriations within a general fund
department, or within other funds, can be made by the City Manager. Budget modifications between funds; increases or
decreases to a fund's overall budget; transfers between general fund departments; or transfers that affect capital projects,
must be approved by the City Council. Numerous properly authorized amendments are made during the fiscal year.
Budgetary control is enhanced by integrating the budget into the general ledger accounts. Encumbrance accounting is
employed (e.g., purchase orders) to avoid expenditures over budget. Encumbrances outstanding at fiscal year end are
automatically rebudgeted in the following fiscal year.
B. Deficit Fund Balance
Maior Fund
A deficit fund balance of $1,999,847 exists in the Redevelopment Capital Projects Fund. This fund balance deficit is
primarily due to the advances payable of$I,865,273 due to the Sewer Facility Revenue Fund and to the Water Enterprise
Fund,
NOTE 3 - CASH AND INVESTMENTS
The composition of cash and investments as of June 30, 2005, by fund is as follows:
Available
For
Operations Restricted
Total
General Fund $ 2,282,621 $
Special Revenue Funds 7,761,449
Capital Projects Funds 621,618
Debt Service Funds 221,208.
Proprietary Funds 3,033,483
Fiduciary Funds 86.857
Total $ 13699171 $ 308 065
Classification
$
2,282,621
7,761,449
621,618
221,208
3,033,483
86.857
$
14 007 236
Cash and investments are classified in the financial statements as shown below, based on whether"or not their use is restricted
under the terms of City debt instruments or Agency agreements:
Cash and investments, statement of net assets
$ 13,920,379
Cash and investments, statement of fiduciary net assets
86.857
Total cash and investments, Statement of Net Assets
$ 14007236
38
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE 3 - CASH AND INVESTMENTS (Continued)
Investments Authorized bv the California Government Code and Citv's Investment Policv
The table below identifies the investment types that are authorized for the City by the California Government Code. The table also
identifies certain provisions of the California Government Cod. that address interest rate risk, credit risk, and concentration of credit
risk.
Authorized
Investment Tvoe
Local Agency Bonds
U.S. Treasury Obligations
U.S. Agency Securities
Bankers' Acceptances
Commercial Paper
Negotiable Certificates of Deposit
Repurchase Agreements
Reverse Repurchase Agreements
Medium-Tenn Notes
Mutual Funds
Money Market Mutual Funds
Mortgage Pass-Through Securities
County Pooled Investment Fund
Local Agency Investment Fund(LAIF)
lP A Pools (other investment pools)
Guaranteed Investment Contracts
Disclosures Relating to Interest Rate Risk
Maximum
Maturit:'
5 years
5 years
5 years
180 days
270 days
5 years
I year
92 days
5 years
N/A
N/A
5 years
N/A
N/A
N/A
15 months
Maximum
Percentage
Of Portfolio
Maximum
Investment
in One Issuer
None
None
None
30%
10%
None
None
None
None
10%
10%
None
None
None
None
None
Interest rate risk is the risk that changes in market interest rates will adversely affect the fair value of an investment. Generally, the
longer the maturity of an investment, the 'greater the sensitivity of its fair value to changes in market interest rates. One of the ways
that the City manages its exposure to interest rate risk is by purchasing a combin~tion of shorter term and longer tenn investments and
by timing cash flows from maturities so that a portion of the portfolio is maturing or coming close to maturity evenly over time as
necessary to provide the cash flow and liquidity needed for operations.
Infonnation about the sensitivity of the fair values of the City's investments to market interest rate fluctuations is provided by the
following table that shows the distribution of the City's investments by maturity:
Remaining Maturitv (in Months)
13-24 25-60
Months Months
Investment Tvpe
None
None
None
30%
15%
30%
None
20% of base value
30%
15%
15%
20%
None
None
None
None
Carrying
Amount
12 Months
Or Less
LAIF
$ 12.202.104
$ 12202104
Total
Disclosures Relating to Credit Risk
$ 12.202.104 $
$ 12202 104 $
More than
60 Months
$
$
$'
$
Generally, credit risk is the risk that an issuer of an investment will not fulfill its obligation to the holder of the investment. This is
measured by the assignment of rating by ,; nationally recognized statistical rating organization. Presented below is the minimum rating
required by (where applicable) the California GovernmentCode, the City's investment policy, or debt agreements, and the actual
rating as of fiscal year end for each investment type. .
Minimum Exempt
Carrying Legal From
Amount Rating Disclosure
$12.202.104 N/A $ $
$12202 104 ~ $
39
Investment TVDe
LAIF
Total
Rating as of Fiscal Year End
AAA Aa Not Rated
$
$
$12.202.1 04
$ 12 2JJJ,liM
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE 3 - CASH AND INVESTMENTS (Continued)
Concentration of Credit Risk
The investment policy of the City contains no limitations on the amount that can be invested in anyone issuer beyond that stipulated
by the California Government Code. There are no investments in anyone issuer that represent 5% or more of total City investments.
Custodial Credit Risk
Custodial credit risk for deposits is the risk that, in the event ofthe failure ofa depository financial institution, a government will not
be able to recover its deposits or will not be able to recover collateral securities that are in the possession of an outside party. The
California Government Code and the City's investment policy do not contain legal or policy requirements that would limit the
exposure to custodial credit risk for deposits, other than the following provision for deposits: The California Government Code
requires that a financial institution secure deposits made by state or local governmental units by pledging securities in an undivided
collateral pool held by a depository regulated under state law (unless so waived by the governmental unit). The fair value of the
pledged securities in the collateral pool must equal at least 110% ofthe total amount deposited by the public agencies. California law
also allows financial institutions to secure the City's deposits by pledging first trust deed mortgage notes having a value of 150% of the
secured public deposits.
None oftheCity's deposits with financialinstitutions in excess of the Federal Depository Insurance Corporation's limits were held in
uncollateralized accounts.
The custodial credit risk for investments is the risk that, in the event of the failure of the counterpattY (e.g., broker-dealer) to a
transaction, a governmerit will not be able to recover the value of its investment or collateral securities that are in the possession of
another party. The California Government Code and the City's investment policy do not contain legal or policy requirements that
would limit the exposure to custodial credit risk for investments. With respect to investments, custodial credit risk generally applies
only to direct investments in marketable securities. Custodial credit risk does not apply to a local government's indirect investment in
securities through the use of mutual funds or government investment pools (such as LAIF).
Investment in State Investment Pool
The City is a voluntary participant in the Local Agency Investment Fund (LA IF) that is regulated by the California Government Code
under the oversight of the Treasurer of the State of California. The fair value of the City's investment in this pool is reported in the
accompanying basic financial statements at the amounts based upon the City's pro-rata share ofthe fair value provided by LAIF for
the entire LAIF portfolio (in relation to the amortized cost ofthat portfolio). The balance available for withdrawal is based on the
accounting records maintained by LAIF, which are recorded on an amortized cost basis.
NOTE 4 - CAPITAL ASSETS
A. Capital Assets Additions and Retirements
All capital assets are valued at historical cost or estimated historical cost if actual historical cost is not available. Contributed
capital assets are valued at their estimated fair, value on the date contributed. The City's policy is to capitalize all capital
assets with costs exceeding certain minimum thres~olds, $5,000, with the exception of infrastructure at $50,000 and with
useful lives exceeding two years."
With the implementation of GASB Statement No. 34, the City has recorded all its public domain (inlTastructure) capital
assets, which include roads, bridges, curbs and gutters, streets and sidewalks, drainage systems, and lighting systems.
The purpose of depreciation is to ~pread the cost of capital assets equitably among all users over the life ofthese assets. The
amount charged to depreciation expense each fiscal year represents that fiscal year's pro rata share of the cost of capital
assets. GASB Statement No. 34 requires that all capital assets with limited useful lives be depreciated over their estimated
useful lives. Depreciation is provided using the straight line method which means the cost of the asset is divided by its
expected useful life in years and the result is charged to expense each fiscal year until the asset is fully depreciated. The City
has assigned the useful lives listed below to capital assets.
40
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE 4 - CAPITAL ASSETS (Continued)
Structures and Improvements 50 years
Equipment 5-25 years
Infrastructure 15-50 years
Capital assets activity for the fiscal year ended June 30, 2005, was as follows:
Balance Balance
July I, June 30,
2004 Additions Deletions 2005
Governmental Activities
Nondepreciab!e' capital assets
Land $ ],021,129 $ 697,890 $ $ 1,719,019
Construction in progress 3.73 1.625 2.95 1.988 (6.073.771 ) 609.842
Total nondepreciable
capital assets 4.752.754 3.649.878 (6.073.771 ) 2.328.861
Depreciable capital assets:
Structures and improvement~ 2,399,628 2,031,816 4,431,444
Equipment 3,341,298 506,837 (188,103) 3,660,032
Infrastructure 72.559.756 1.853.854 74.413.610
Total depreciable capital assets 78,300,682 . 4,392,507 (188,103 ) 82,505,086
~ Less accumulated depreciation 25.672.435 1.542.643 074.603 ) 27.040.475
Net depreciable
capital assets 52.628.247 2.849.864 (13.500 ) 55.464.611
Net capital assets $ 57381.001 $ 6499 742 $ (6087271 ) $ 57793472
Business-type Activities
Nondepreciable capital assets
Land $ 56.730 $ $ $ 56.730
Total nondepreciable
capital assets 56.730 56.730
Depreciable capital assets:
Structures and improvements 222,999 222,999
Equipment 711,048 24,024 (25,000 ) 710,072
Infrastructure 12.929.782 2.106.541 15.036.323
Total depreciable capital assets 13,863,829 2,130,565 (25,000) 15,969,394
Less accumulated depreciati9" 5.357.662 254.268 (25.000) 5.586.930
Net depreciable capital assets 8.506.167 1.876.297 10.382.464
Net capital assets $ 8 562 897 $ I 876 297 $ $ 10439194
B. Depreciation Allocations
Depreciation expense was charged to function and programs based on their usage of the re lated assets. The amounts
allocated to each functions or program were as follows:
Governmental Activities:
General government
Public safety
Community ~evelopment
Parks and recreations
Streets and roads
Sewer
Total Depreciation Expense-Governmental Activities
$ 51,375
237,017
8,001
44,655
700,60 I
500.994
$ 1 542643
41
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE 4 - CAPITAL ASSETS (Continued)
B. Depreciation Allocations (Continued)
Business-type Activities:
Water
Total Depreciation Expense-Business-typeActivities
$
$
254.268
254 268
NOTE 5 -INTERFUND RECEIVABLES, PA Y ABLES, AND TRANSFERS
The composition of interfund balances at June 30, 2005, is as follows:
Due to/from other funds:
Receivable Fund
Pavable Fund
Nonmajor Governmental Funds
Redevelopment Capital Projects Fund
Redevelopment Capital Projects Fund
Redevelopment Capital Project Fund
. Amount
General Fund
Transportation Impact Fees Fund
Nonmajor Governmental Funds
Water Enterprise Fund
$ 20,198
104,397
83,581
1.008
Total
$ 209184
Interfund transfers:
Transfer In Transfers Out
General Fund $ 1,371,385 $ 377,853
Nonmajor Governmental Funds 336,207 1,650,716
Transportation Impact Fees
Fund 44,702
Redevelopment Capital Projects
Fund 95,350
Water Fund 2,637,266
Lopez Fund 186,150
Capital Improvement Fund 3.329.030 44.585
Total $ 5 036 622 $ 5 036 622
Advances Receivable and Pavable
Advances receivable and payable constitute long-term borrowing between funds. Each advance carries a stated interest rate and has
scheduled debt service payments. Interfund advances receivable and payable balances at June 30, 2005, arc as follows
Advances
Receivables
Advances
Pavable
Nonmajor Governmental Fund
Redevelopment Capital Projects Funds
Water Fund
$ 870,034
$
1,865,273
995.239
Total
$ I 865 273
$ 1.865 273
42
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE 6 -LONG-TERM DEBT
A. ComDensated Absences
City employees accumulate earned but unused vacation and sick pay benefits which can be converted to cash at termination
of employment. Since no means exists to reasonably estimate the amounts that might be liquidated with expendable currently
available financial resources, ifany, they are reported as long-term debt on the Statement of Net Assets. No expenditure is
reported for these amounts in the fund statements. However, in the statement of activities the expenditure is allocated to each
function based on usage. The non-current portion of these vested benefits, payable in accordance with various collective
bargaining agreements, at June 30, 2005, total $1,001,177 for governmental activities and $54,782 for business-type
activities.
B. 2002 CaDital Lease Eden Svstems
The City has entered into a capital lease agreement with Municipal Finance Corporation for the acquisition of financial
management software.
These assets acquired through the capital lease is as follows:
Governmental
Activities
Business-type
Activities
Asset:
Equipment
Less: Accumulated depreciation
Total
$
130,050
139.015)
91035
$
$
$
45,630
(]3.689 )
36 504
The future minimum lease obligations and the net present value ofthese minimum lease payments as of June 30, 2005, were
as follows:
Fiscal Year
Ending
June 30. 2005
Governmental
Activities
Business-type
Activities
2006
2007
2008
$
28,539
28,539
14.269
$
10,027
10,027
5.014
Total minimum lease payment
Less: amount representing interest
Present value of minimum lease payments
$
71,347
13598 )
67 749
$
25,068
(L264)
23 804
C. Bonded Debt
The outstanding general obligation bonded debt of the City of Arroyo Grande at June 30, 2005, is:
Date Amount of Redeemed
Of Interest Maturity Original Outstanding Current Outstanding
Issue Rate Date Issue Julv L 2004 Year June 30. 2005
2003 2.00%-4.45% 2024 $1900000 $1 900000 $ . 65 000 $ I 835 000
The annual requirements to amortize general obligation bonds payable, outstanding as of June 30, 2005, are as .follows:
43
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE 6 - LONG-TERM DEBT (Continued)
C. Bonded Debt (Continued)
Fiscal
Year Ended June 30 Principal Interest
2006 $ 70,000 $ 68,580
2007 70,000 67,145
2008 70,000 65,570
2009 75,000 63,680
2010 75,000 61,468
2011-2015 425,000 264,918
2016-2020 525,000 172,032
2021-2024 525,000 47,717
Totals $ 1.835.000 $ 811.110
Total
$ 138,580
137;145
135,570
138,680
136,468
689,918
697,032
572,717
$ 2.646.110
Thepurpose of the bonds is to finance the expansion and retrofit ofthe City's fire station.
D. Safe Water Loan Pavab1e
The City had been advanced $796,049 and $542,681 on two separate loans under the Safe Water Drinking Bond Law of 1976
from the State of California. In January of 1994, tberemaining principal balances ofthese two loans, $715,150 and $416,843
were consolidated into one loan. The loan of$I,131,993 has an interest rate of6.14% and requires principal and interest
payments of$58,373.66 on January 1 and July 1 of every year through January 2009.
The following is a schedule of payments to be made under the loan:
I
Fiscal
Year Ending
June 30.
Princioal
$
Interest
$ 93,069
98,871
105,035
111.582
$ 408 557
2006
2007
2008
2009
Total
E. Changes in Long-Term Liabilities
Long-term liability activity for the fiscal year ended June 30, 2005, was as follows:
$
23 ,678
17,876
11,712
5.165
58431
$
Total
$
116,747
116,747
116,747
116.747
466 988
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE 7 - CITY EMPLOYEES' RETIREMENT PLAN
Plan Description
The City of Arroyo Grande's defined benefit pension plan, Public Employees' Retirement System (PERS), provides retirement and
disability benefits, annual cost-of-living adjustments, and death benefits to plan members and beneficiaries. PERS is part of the Public
Agency portion ofthe California Public Employees' Retirement System, (CaIPERS), an agent multiple-employer plan administered by
CaIPERS, which acts as a common investment and administrative agent for participating public employers within the State of
California. A menu of benefit provisions as well as other requirements are established by State staiutes with the Public Employees'
Retirement Law. The City select optional benefit provisions from the benefit menu by contract with CalPERS and adopts those
benefits through local ordinance (other local methods). CalPERS issues a separate comprehensive annual fmancial report. Copies of
the CaIPERS' annual financial report may be obtained from the CalPERS Executive Office - 400 P Street - Sacramento, CA 95814.
Funding Policv
The City contributes the employee and employer shares for the Miscellaneous Plan and the Safety Plan. The City of Arroyo Grande is
required to contribute the actuarially determined remaining amounts necessary to fund the benefits for its members. The actuarial
methods and assumptions used are those adopted by the CalPERS Board of Administration. The required employer contribution rate
for the fiscal year 2004/2005 was 7.383% for miscellaneous employees, 26.23% for police safety employees, and 29.782% for fire
safety employees. The contribution requirements of the plan members are established by the State statute and the employer
contribution rate is established and may be amended by CaIPERS. .
Annual Pension Cost
For fiscal year 2004/2005, the City's annual pension cost was $971,274 was equal to the City's required and actual contributions.
The required contribution for fiscal year 2004/2005 was determined as part of the June 30, 2002 actuarial valuation using the entry age
normal actuarial cost method with the contributions determined as a percent of pay. The actuarial assumptions included (a) 8.5%
investment rate of return (net of administrative expenses); (b) projected salary increases that vary by duration of service, and (c) no
cost-of-living adjustment. Both (a) and (b) include an inflation component of3.5%. The actuarial value of the City's assets was
determined using a technique that smoothes the effect of short-term volatility in the fair value of investments over a two to five year
period depending on the size of investment gains andlor losses. The City's unfunded actuarial accrued liability (or excess assets) is
being amortized as a level percentage of projected payroll on a closed basis. The remaining amortization period at June 30, 2003, was
21 years.
Three Year Trend Information for the Citv of Arrovo Grande Public Emplovees' Retirement Plan
Annual . Percentage of Net
Fiscal Year Pension APC Pension
Endin.. Cost lAPel Contribution Oblioation
6/30/03 $475,782 100% $ 0
6/30/04 $537,154 100% $ 0
6/30105 $971,274 100% $ 0
Funded Status of Miscellaneous Plan
Retirement Pro ram
. Valuation
Date
6/30/02
6/30/03
6/30/04
Accrued
Liability
a
$11,201,725
$13,243,870
N/A
Actuarial
Value of
Assets
b
$11,750,530
$11,886,823
N/A
Unfunded
Liability
a b
$ (548,805)
$ 1,357,047
N/A
45
Funded
Status
b/a
104.9%
89.8%
N/A
Annual
Covered
Payroll
c
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE 7 - CITY EMPLOYEES' RETIREMENT PLAN (Continued)
Three Year Trend Information for the City of Arrovo Grande Public Emplovees' Retirement Plan (Continued)
NOTE 8 - LIABILITY, PROPERTY AND WORKERS~ COMPENSATION PROTECTION
A. Description of Self-Insurance Pool Pursuant to Joint Powers Agreement
The City of Arroyo Grande is a member of the California Joint Powers Insurance Authority (Authority). The Authority is
composed of 107 California public entities and is organized under ajoint powers agreement pursuant to California Government
Code 96500 et seq. The purpose ofthe Authority is to arrange and administer programs for the pooling of self-insured losses, to
purchase excess insurance or reinsurance, and to arrange for group purchased insurance for property and other coverages. The
Authority's pool began covering claims of its members in 1978. Each member government has an elected official as its
representative on the Board of Directors. The Board operates through a 9-member Executive Committee.
B. Self-Insurance Programs of the Authority
General Liability Each member government pays a primary deposit to cover estimated losses for a fiscal year (claims year). Six
months after the close ofa fiscal year, outstanding claims are valued. A retrospective deposit computation is then made for each
open claims year. Costs are spread to members as follows: the first $30,000 of each occurrence is charged directly to the
member; costs from $30,001 to $750,000 are pooled based on a member's share of costs under $30,000; costs from $750,00 I to
$15,000,000 are pooled based on payroll. Costs of covered claims above $15,000,000 are currently paid by reinsurance. The
protection for each member is $50,000,000 per occurrence and $50,000,000 annual aggregate.
Workers' Comoensation The City of Arroyo Grande also participates in the workers' compensation pool administered by the
Authority. Members retain the first $50,000 of each claim. Claims are pooled separately between public safety and non-public
safety. Loss development reserves are allocated by pool and by loss layer ($0-$100,000 allocated by retained amount and
$100,000 to $2,000,000 by payroll). Losses from $50,000 to $100,000 and the loss development reserve associated with losses
up to $100,000 are pooled based on the member's share oflosses under $50,000. Losses from $100,000 to $2,000,000 and loss
development reserves associated with losses form $1 00,000 to $2,000,000 are pooled based on payroll. Costs from $2,000,000
to $50,000,000 are transferred to an excess insurance policy. Costs in excess of$50,000,000 are pooled among the Members
based on payroll. Administrative expenses are paid from the Authority's investments earnings.
46
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE 8 - LIABILITY, PROPERTY AND WORKERS' COMPENSATION PROTECTION (Continued)
C. Purchase Insurance
,
Propertv Insurance The City of Arroyo Grande participates in the all-risk property protection program of the Authority. This
insurance protection is underwritten by several insurance companies. The City of Arroyo Grande's property is currently insured
according to aschedule of covered property submitted by the City of Arroyo Grande to the Authority. Total all-risk property
insurance coverage is $17,881 ,528. There is a $5,000 per loss deductible. Premiums for the coverage are paid annually and are
not subject to retroactive adjustments.
Fidelity Bonds The City of Arroyo'Grande purchases blanket fidelity bond coverage in the amount of$I,OOO,OOO with $2,500
deductible. The fidelity coverage is provided through the Authority. Premiums are paid annually and are not subject to
retroactive adjustments.
D. Adequacy of Protection
During the past three fiscal (claims) years none of the above programs of protection have had settlements or judgments that
exceeded pooled or insured coverage. There have been no significant reductions in pooled or insured liability coverage from
coverage in the prior year. ' .
NOTE 9 - CONTINGENCIES AND COMMITMENTS
The City is involved in various litigations. In the opinion of management and legal counsel, the disposition of all litigation pending
will not have a material effect on the City's financial statements.
The City has received state and federal funds for specific:'purposes that are subject to review and audit by the grantor agencies.
Although such audits could generate expenditure disallowances under terms of the grants, it is believed that any required
reimbursements will not be material. I
NOTE 10- REVENUE LIMITATIONS IMPOSED BY CALIFORNIA PROPOSITION 218
Proposition 218, which was approved by the voters in November 1996, will regulate the City's ability to impose, increase, and extend
taxes, assessments, and fees. Any new, increased, or extended taxes, assessments, and fees subject to the provisions of Proposition
218, require voter approval before they can be implemented. Additionally, Proposition 218 provides that these taxes, assessments, and
fees are subject to the voter initiative process and may be rescinded in the future years by the voters.
NOTE 11 - WATER SUPPLY CONTRACT
The City of Arroyo Grande has entered into a Water Supply Contract with the San Luis Obispo County Financing Authority
(Authority). The Authority was created on August 15,2000, to issue bonds for the purpose of financing part or all ofthe costs of the
purchase, construction, expansion, improvement, or rehabilitation of any real or other tangible property. The Authority issued
$28,905,000 ($\J,200,000 of General Obligation Bonds al)d $15,705,000 Revenue Bonds) of Lopez Dam Improvement Bonds on
October 1,2000. The City of Arroyo Grande is considered a participating agency of the Authority. The City's share ofthe Water
Supply Contract is 50.55% based upon such participating agency's share of the quantity of water to be distributed by the Authority
from the Lopez Dam. The City is obligated to pay for the debt service of the Authority based on their water share, as stated above.
The City is further obligated to make contract payments until the year 2030. The future minimum contract payments for the debt
~ervice are as follows:
47
CITY OF ARROYO GRANDE
NOTES TO BASIC FINANCIAL STATEMENTS
June 30, 2005
NOTE II - WATER SUPPLY CONTRACT (Continued)
Fiscal
Year Ending.
June 30
Suoolv Contract Payments
2006
2007
2008
2009
2010
2011-2015
2016-2020
2021-2025
2026-2030
$ 534,856
533,447
534,235
534,621
534,596
2,676,530
2,685,647
2,699,139
2.716.503
Total
$13449574
The minimum contract payments only include the City's portion of the Revenue Bonds. The General Obligation Bonds are not
included in the financial statements, because the Authority collects the property tax revenue and makes the payment on behalf of the
City. However, in the event the Authority is disbanded, the City will be obligated to continueto pay its share of the remaining debt
service.
NOTE 12 - POST EMPLOYMENT BENEFITS
The City provides additional postemployment health benefits to Length-of-Service retirees. The City pays for 100 percent of this
benefit on a pay-as-you-go basis. During the fiscal year ended June 30, 2005, the City paid $21,30 I to 23 eligible retirees.
48
SUPPLEMENTAL INFORMATION SECTION
This page intentionally left blank.
50
Special Revenue Funds
Traffic Drainage Sewer Traffic
Signal Transportation Construction Fees Facility Circulation
$ 601,235 $ 117,674 $ 43,335 $ 24,215 $ 152,786 $ 268,950
3,370 227 349 240 1,255 1,869
48,667 20,648
870,034
$ 653,272 $ 117,901 $ 43,684 $ 45,103 $ 1,024,075 $ 270,819
$
$
575
$
$
$
$
575
870,034
653,272
117,326
43,684
45,103
154,041
270,819
653,272
117,326
43,684
45,103
1,024,075
270,819
$
653,272
$
117,901
$
43,684
$
45,103
$
1,024,075
$
270,819
51
52
$
141,846
141,846
$
141,846
.$
1,315,517
.1,315,517
$ 1,315,517
$
. 151,240
151,240
$
151,240
$
63,585
63,585
$
63,585
53
$
$
$
320,881
320,881
$
320,881
CITY OF ARROYO GRANDE
NON MAJOR GOVERNMENTAL FUNDS
COMBINING BALANCE SHEET
June 30, 2005
Special Revenue
Recreation
Community In-Lieu
Center Affordable CnBG
Impact Fees Housing Grant
Assets
Cash and investments $ 20,739 $ 971,332 $ 1,642
Taxes receivable
Accounts receivable 18,556
Interest receivable 112 5,285
Inventory
Due from other funds
Advances to other funds
Total assets $ 20,851 $ 976,617 $ 20,198
Liabilities and Fund Balances
Liabilities:
Accounts payable $ $ $
Accrued wages
Due to other funds 20,198
Deposits payable
Total liabilities 20,198
Fund Balances:
Reserved for inventory
Reserved for advances to
other funds
Reserved for debt service
Unreserved:
Undesignated 20,851 976,617
Total fund balances 20,851 976,617
Total liabilities and
fund balances $ 20,851 $ 976,617 $ 20,198.
54
c'
"
Debt Service
Funds Fund
Public Federal Fire Station
Access Fire Act G.O.
Television Grant Bonds Total
$ 37,915 $ 15,331 $ 221,208 $ 5,834,104
27,881
3,255 7,415 106,444
105 1,050 34,953
4,897
83,581
870,034
$ 41,170 $ 15,436 $ 229,673 $ 6,961,894
$ 5,415 $ $ $ 38,085
22,575
20,198
38,281
5,415 119,139
4,897
870,034
229,673 229,673
35,755 15,436 5,738,151
35,755 15,436 229,673 6,842,755
$ 41,170 $ 15,436 $ 229,673 $ 6,961,894
55
CITY OF ARROYO GRANDE
NONMAJOR GOVERNMENTAL FUNDS
COMBINING STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES
For the Fiscal Year Ended June 30, 2005
Special Revenue Funds
Special
Park Gasoline Landscape
Sewer Development Tax Assessment
Revenues:
Property taxes $ $ $ $
Taxes other than property 5,716
Intergovernmental 328,980
Charges for services 634,462 231,114
Use of money and property 1,827 9,107 168 648
Other revenue 1,587 1,340
T ota! revenues 637,876 240,221 330,488 6,364
Expenditures:
General government
Public safety
Community development 3,000 3,673
Streets and roads 710,959
Sewer 213,891
Capital outlay 3,928
Debt service:
Principal 3,101
Interest and fiscal agent fees 370
Total expenditures 221,290 3,000 710,959 3,673
Excess of revenues over
(under) expenditures 416,586. 237,221 (380,471) 2,691
Other Financing Sources (Uses):
Transfers in 328,948
Transfers out (324,125) (16,684) (1,800)
Total other financing
sources (uses) (324,125) (16,684) 328,948 (1,800)
Excess of revenues and other
. fmancing sources
over (under)
expenditures and
other financing uses 92,461. 220,537 (51,523) 891
FUnd balances, July 1,2004 89,188 226,664 51,523 33,479
Fund balances, June 30, 2005 $ 181,649 $ 447,20 I $ $ 34,370
56
Special Reventie Funds
Traffic Drainage Sewer Traffic
Signal Transportation Construction Fees Facility Circulation
$ $ $ $ $ $
67,189
328,193
11,640 12,619 159,285
11,147 703 1,216 734 2,980 6,514
78,336 340,536 1,216 13,353 162,265 6,514
19,063
19,063
78,336
321,473
1,216
13,353
162,265
6,514
( 13,282)
(273,700)
(19,957)
(l9,300)
(59,199)
(70,175) .
(13,282)
(273,700)
( 19,957)
(19,300)
(59,199)
(70,175)
65,054
47,773
(18,741)
(5,947)
103,066
(63,661)
588,218
69,553
62,425
51,050
921,009
334,480
$
653,272
$
117,326
$
43,684
$
45,103
$ 1,024,075
$ 270,819
57
58
Special Revenue Funds
Redevelopment
Set Aside
Lopez
Availability
Fire
Protection
Impact Fees
Police
Protection
:'Impact Fees
Law
Enforcement
Techuology
Equipment
Park
Improvement
Impact Fees
$
94,985
$
$
$
$
$
3,074
147,751
23,771
104,568
5,276
10,588
984
149,138
4,826
98,059
171,522
109,844
11 ,572
153,964
162,847
4,802
162,847 4,802
(64,788) 171,522 109,844 6,770 153,964
7,259
(173,271) (1,319)
(173,271) 7,259 (1,319)
(64,788)
17i,522
(63,427)
6,770
7,259
152,645
206,634
1,143,995
214,667
56,815
(7,259)
168,236
$
141,846
$ 1,315,517
$
151,240
$
63,585
$
$
320,881
59
CITY OF ARROYO GRANDE
NONMAJOR GOVERNMENTAL FUNDS
COMBINING STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES
For the Fiscal Year Ended June 30,2005
Special Revenue
Recreation
Community In-Lieu
Center Affordable CDBG
Impact Fees Housing Grant
Revenues:
Property taxes $ $ $
Taxes other than property
Intergovernmental 141,693
Charges for services 8,361 88,623
Use of money and property 323 18,493
Other revenue
Total revenues 8,684 107,116 141,693
Expenditures:
General government
Public safety
Community development 93,577 136,889
Streets and roads
Sewer
Capital outlay
Debt service:
Principal
Interest and fiscal agent fees
Total expenditures 93,577 136,889
Excess of revenues over
(under) expenditures 8,684 13,539 4,804
Other Financing Sources (Uses):
Transfers in
Transfers out
Total other financing
sources (uses)
Excess of revenues and other
fmancing sources
over (under)
expenditures and
other financing uses 8,684 13,539 4,804
Fund balances, July 1,2004 12,167 963,078 (4,804)
Fund balances, June 30, 2005 $ 20,851 $ 976,617 $
60
Debt
Service
Funds Fund
Public Federal Fire Station
Access Fire Act G.O.
Television Grant Bonds Total
$ $ $ $ 94,985
238,048 542,383
59,679 958,545
37,730 , 1,595,879
1,301 \ 3,119
113,666
2,927
37,730 60,980 241,167 3,308,385
26,555 189,402
9,512 9,579
237,139
730,022
222,150
170,318 179,048
65,000 68,101
71,730 72,100
26,555 179,830 136,730 1,707,541
11,175 {I 18,850) 104,437 1,600,844
336,207
(331,024) (I,650,716)
(331,024) (I,314,509)
11,175
( 118,850)
(226,587)
286,335
24,580
134,286
456,260
6,556,420
$
35,755
$
15,436
$
229,673
$ 6,842,755
61
CITY OF ARROYO GRANDE
AGENCY FUNDS
STATEMENT OF CHANGES IN ASSETS AND LIABILITIES
For the Fiscal Year Ended June 30, 2005
62
~
MOSS, LEVY & HARTZHEIM
CERTIFIED PUBLIC ACCOUNTANTS
PARTNERS:
ROBERT M _ MOSS. C. PA .
RONALD A l~\JY CPA'
CRAIG A HARTZHEIM. CPA'
.Dt~;CT;:S P:;'CO::SS:0~ji\~ CC'~PORArIO,\J
eo::: cAST MAI~J
SANTA MARIA, CA 93';SLl
PHO~~E: (805) 925-2579
FAX: (805) 925-21<17
E-MAIL: mlhsm@mJhcpc5.com
November 3, 2005
Honorable Mayor and Members of the
City Council
City of Arroyo Grande
In planning and performing our audit of the financial statements of the City of Arroyo Grande, for
the fiscal year ended June 30, 2005, we considered its internal control in order to determine our
auditing procedures for the purpose of expressing our opinions on the financial statements and not
to provide assurance on the internal control. However, we noted certain matters involving the
internal control and its operation that we consider to be reportable conditions under standards
established by the American Institute of Certified Public Accountants. Reportable conditions
involve matters coming to our attention relating to significant deficiencies in the design or
operation of internal control that, in our judgment, could adversely affect the City of Arroyo
Grande's ability to initiate, record, process, and report financial data consistent with the assertions
of management in the financial statements.
Finding:
Of the twenty-five invoices tested, eleven invoices were not
stamped paid following payment.
Recommendation:
For all disbursement checks, invoices should be stamped "paid"
to prevent a payment to be made twice.
Finding:
Of the ten credit card statements tested, in one instance the
employee went over the credit limit creating an unnecessary
transaction fee.
Recommendation:
The City should develop procedures that prevent an employee
from exceeding their credit limit by limiting the employees
spending and/or establishing a payment method that would
reduce the amount on credit.
Finding:
Of the ten credit card statements tested, three did not have
adequate back-up (possibly missing receipts) which made it
impossible to recalculate. Of the three, one did not have the
proper approval of the city manager.
Recommendation:
For all credit card disbursements, adequate back-up and approval
should be retained to prevent a misappropriation of funds to go
undetected.
OFFICES: BEVERLY HILLS' SANTA MARIA
MEMBER ;.~Ar;',~~ ':"; ";511;',';, c., C "!\', . '=~: i~O~: y, <.;(" -:- ,-;", '~J C' .: 0 . C^-.~lo,=r;~N, ::('C:~:', -;~ \~:);,=l;o,,\, c" ;;.':'~_: Cff!CEr.S . C'\L:,C'I,:';:' '\).5C,C''''-' = -" ,~ 3'_'-;i;,~:'..S ,-"oo:ri,':" ~
Finding:
Of the ten credit card statements tested, in one instance the
employee made charges for incidentals and room service.
Recommendation:
Before payment is made, the city must ensure that the charges
made are legitimate business related expenditures.
Finding:
Per examination of paid credit card statements, the City has
substantial instances when the employee making the charged
expenditure is the same person who is authorizing the payments.
Recommendation:
The city should develop a procedure that requires authorization
to be made by someone that is independent of the expenditures.
A material weakness is a reportable condition in which the design or operation of one or more of
the internal control components does not reduce to a relatively low level the risk that errors or
fraud in amounts that would be material in relation to the financial statements being audited may
occur and not be detected within a timely period by employees in the normal course of
performing their assigned functions.
Our consideration of internal control would not necessarily disclose all matters in internal control
that might be reportable conditions and, accordingly, would not necessarily disclose all reportable
conditions that are also considered to be material weaknesses as defined above. However, the
reportable conditions described above are not believed to be material weaknesses.
This report is intended solely for the information and use of the City of Arroyo Grande's City
Council, and management, and is not intended to be and should not be used by anyone other than
these specified parties.
Sincerely,
MOSS, LEVY & HARTZHEIM
..1.-.......---.
Ron Levy, CPA
Partner.
MEMORANDUM
STEVE ADAMS, CITY MANAGER
ANGELA KRAETSCH, DIRECTOR OF FINANCIAL SERVICES
SUBJECT: AUDITOR FINDINGS AND RECOMMENDATIONS
TO:
FROM:
~
DATE:
January 11, 2006
Auditors from the firm of Moss, Levy, & Hartzheim conducted tests of internal control
. and audit procedures during the month of July. These tests were conducted to
determine if the City employees adhere to City procedures; if these procedures are
strong enough to prevent fraud, theft, or misuse of City property; and to determine
material weaknesses in current procedures. At the conclusion of the auditors' fieldwork
any findings or recommendations are presented to the Finance Service Department for
discussion. The City then has an opportunity to either explain and/or remedy any
outstanding issues. Any outstanding issues are then presented in a Management Letter
at the conclusion of all audit work, normally in December.
Suzanne Pollak and myself met on November 3, 2005 to discuss any findings. Ms.
Pollak provided assurance that City policies and procedures are reasonably sound and
auditors did not find any instances where City procedures were deliberately and
maliciously abused. The Audit Findings were presented as minor in nature and easily
resolved.
1. Finding:
Of the twenty-five invoices tested, eleven invoices were not stamped paid
following payment
Auditor Recommendation:
For all disbursement checks, invoices should be stamped "paid" to prevent a
payment from being made twice.
Resolution:
Due to an oversight, Accounts payable had ceased stamping invoices as "paid".
This has been corrected and all invoices are being stamped once they have been
paid.
2. Finding:
Of the ten credit card statements tested, in one instance the employee went over
the credit limit creating an unnecessary transaction fee.
AUDITOR FININGS AND RECOMMENDATIONS
Page 2
Auditor Recommendation:
The City should develop procedures that prevent an employee from exceeding
their credit limit by limiting the employees spending and/or establishing a
payment method that would reduce the amount on credit.
Resolution:
The City is in the process of reviewing and updating the Administrative polices
and procedures. . This includes the requirements and procedures for use of City
Credit Cards. The City will incorporate the auditor's recommendations into the
updated polices and procedures. These updated policies will then be forwarded
to all departments.
3. Finding:
Of the ten credit card statements tested, three did not have adequate back up
(possibly missing receipts) which made it impossible to recalculate. Of the three,
one did not have the proper approval of the City Manager.
Auditor Recommendation:
For all credit card disbursements, adequate back up and approval should be
retained to prevenfa misappropriation of funds to go undetected.
Resolution:
Staff has been made aware of this problem and will be more diligent in making
sure that all receipts are attached to the credit card statements and that proper
authorization has been received before paying the credit card invoice. In
addition, this issue will be addressed in the updated policies and procedures for
use of City Credit Cards.
4. Finding:
Of the ten credit card statements tested, in one instance the employee made
charges for incidentals and room service.
Auditor Recommendation:
Before payment is made, the city must ensure that the charges made are
legitimate business related expenditures.
Resolution:
Past practice has been for employees to reimburse the City for incidentals that
are charged on their City credit cards. A record of the City being reimbursed was
not kept with the credit card statement. Instead the reimbursement was simply
deposited and credited towards the expense account that had been charged on
the credit card. Going forward the Accounts Payable Clerk will make copies of
any reimbursements that are received and attach them to the credit card
statement. In addition, staff will be encouraged not to use the City Credit Card
for incidentals. .
AUDITOR FININGS AND RECOMMENDATIONS
Page 3
5. Finding:
Per examination of paid credit card statements, the City has substantial
instances when the employee making the charged expenditure is the same
person who is authorizing the payments.
Auditor Recommendation:
The City should develop a procedure that requires authorization to be made by
someone that is independent of the expenditures.
Resolution:
As stated previously, the City is in the process of reviewing and updating the
Administrative polices. and procedures. This includes the requirements and
procedures for use of City Credit Cards. The City will incorporate the auditor's
recommendations into the updated polices and procedures. These updated
policies will then be forwarded to all departments.
8.e.
MEMORANDUM
TO:
CITY COUNCIL
FROM:
~
TERRY FIBICH, DIRECTOR OF BUILDING AND FIRE I..::;!.../
CONSIDERATION OF AWARD. OF CONSULTANT SERVICES
AGREEMENT TO PRODUCE PRE-DISASTER MITIGATION PLAN AND
APPROPRIATION FOR LOCAL MATCHING FUNDS
FEBRUARY 28, 2006
SUBJECT:
. DATE:
RECOMMENDATION:
It is recommended the City Council: 1) Authorize the Mayor to execute a consultant
services agreement to produce a multi-agency PrecDisaster Mitigation Plan to Category
Five Professional Consultants, Inc. of San Luis Obispo, for the amount of Sixty-Five
Thousand Dollars ($65,000.00); and 2) Approve an appropriation of $11,625 from the
General Fund Unappropriated Fund Balance.
FUNDING:
The City of Arroyo Grande has been awarded a Multi-Jurisdictional Local Hazard
Mitigation Plan Grant in the gross amount of $68,375, with a 25% local matching funds
requirement. Since the total cost of the Agreement is $65,000, the required local
matching funds are a total of $16,250. Based on analysis of the level of work that will
be involved in the project for each jurisdiction, it was determined the City's portion of the
local match will be $11,625.
DISCUSSION:
The City applied to the Federal Emergency Management Agency (FEMA), as the lead
agency for funds for the development of a mandated Pre-Disaster Mitigation Plan. The
Pre-Disaster Plan, along with the Multi-Hazard Emergency Response Plan have been
mandated by FEMA and the State Office of Emergency Services as tools to manage a
wide variety of emergencies within the community, as well as to maintain eligibility for
recovery and reimbursement funds after a declared disaster.
Because of our contiguous proximity, shared risk, and the Fire Department joint
management agreement with the City of Grover Beach, it was decided to include Grover
Beach and the Lucia Mar Unified School District in the development of the Pre-Disaster
Mitigation Plan. Because of a desire by FEMA to favorably consider applications of a
regional nature, our multi-agency approach was given strong, and ultimately successful
consideration for award.
CITY COUNCIL
CONSIDERATION OF AWARD OF CONSULTANT SERVICES AGREEMENT TO
PRODUCE PRE-DISASTER MITIGATION PLAN AND APPROPRIATION FOR
LOCAL MATCHING FUNDS
FEBRUARY 28, 2006
PAGE 2
The following proposals were received for the production of a multi-agency Pre-Disaster
Mitigation Plan:
1. The Wilson Group
Sacramento, CA
$122,223
$ 51,018
$ 65,000
2. URS
Oakland, CA
3. Category Five Professional
Consultants, Inc.
San Luis Obispo, CA
Staff recommends that the Agreement be awarded to Category Five Professional
Consultants, Inc. Though they are not the lowest cost proposal, upon comparison it was
determined that Category Five Professional Consultants, Inc. had also included the
update of the City's Multi-Hazard Emergency Response Plan in their proposal. Neither
of the other proposers had included this scope of work in their proposals. It was
determined that the value of this update alone is approximately $15,000. Additionally,
the updated plan to be produced by Category Five is identical in format to the plan that
they have previously produced for the City of Grover Beach, which will allow us a
greater degree of interoperability between the two jurisdictions.
ALTERNATIVES:
The following alternatives are provided for the Council's consideration:
- Approve staff's recommendation for award of consultant services agreement,
and authorize the execution of said agreement by the Mayor;
- Do not approve staff's recommendation;
- Modify as appropriate and approve staff's recommendation;
- Provide direction to staff.
Attachment:
1. Proposal by Category Five Professional Consultants, Inc.
ATTACHMENT 1
PREPARATION OF A MULTI-JURISDICTIONAL
LOCAL HAZARD MITIGATION PLAN
FOR THE
CITY OF ARROYO GRANDE, CITY OF GROVER BEACH
. .
AND THE
LUCIA MAR UNIFIED SCHOOL DISTRICT
Technical Proposal
Submitted by:
CATEGORY FIVEPROFESSIONAL CONSULTANTS, INC.
January 31, 2006
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Preparation of a Multi-Jurisdictional Local Hazard Mitigation Plan
For The City of Arroyo Grande, the City of Grover Beach,
And The Lucia Mar Unified School District
I. FIRM CONTACT INFORMATION
Category Five Professional Consultants
Post Office Box 13736
San Luis Obispo, California 93406
Telephone: 805-458-9567
Facsimile: 805-594-1233
E-mail: consulting(alcafive.com
Web site: www.cafive.com
Contact Person:
Sheri Eibschutz
Telephone: 805-458-9567
E-mail: sheri@cafive.com
All worked will be performed in San Luis Obispo County.
II. DESCRIPTION OF THE FIRM
Category Five Professional Consultants, Inc. (CFPC) is a dynamic multi-disciplinary
consulting firm that specializes in Emergency and Public Health preparedness. This San
Luis Obispo based S-corporation holds State of California certified Small Business status.
Although we are a young corporation, the experience of our principal staff is second to
none. We consistently provide comprehensive consulting, training, technical writing, and
plan assessment and development services tailored to meet each jurisdiction's unique
needs. Our goal is to provide clients with current, concise, relevant infonnation and
strategies, in a comprehensible fashion to facilitate successful implementation. Our
effective and efficient strategies engender both long-term successful solutions and the
building oflasting working partnerships amongst community stakeholders.
2
As a Fire Department Chief Officer, I have been the incident commander for a
number of large structure fires, wildland fires, hazardous materials spills, two major
floods and two large civil disturbances. I was also responsible for providing the
requisite training for -350 cities employees for over 15 years. I served as the initial
Plans Section Chieffor the City of Paso Robles in the recent San Simeon Earthquake
and subsequently assisted the Statl' in designing and outfitting the city's new
Emergency Operations Center (EOC).
· Cofounder and past Director (7 years) of the SLO County Regional Hazardous
Materials Response Team
.. Founder and past Director (12 years) ofthe SLO County Fire Chiefs Association
Critical Incident Response Team
· Member, Board of Directors, County's Emergency Medical Service Agency
· Member, Board of Directors, County's Firc Safc Council
~SHERI L. EIBSCHUTZ
. Education and Credentials:
. Bachelor of Science Degree in Microbiology (1988)
· American Society of Clinical Pathologists (1990), National Certification Agency
(1990), and State of California (1990) licensed Clinical Laboratory Scientist
· Master's Degree in Business Administration (1995)
· State of California licensed Public Health Microbiologist (1999)
Relevafll Work History:
· President/Owner, Category Five Professional Consultants, Inc. (2004-present)
· County Laboratory Bioterrorism Coordinator, San Luis Obispo Public Health
Department (2002-2004)
· County Health Agency Department Operations Center Laboratory Services
Branch Coordinator, SLO Public Health Department (2002-2004)
6
· County Wide Bioterrorism Advisory Committee Technical Consultant (2002-
2004)
· Select Agent Compliance Coordinator, San Luis Obispo Public Health Department
(2003-2004 )
· Public Health Microbiologist, SLO Public Health Department (1999-2002)
. Senior Clinical Laboratory Scientist/I'rainerlProtocol Developer,
Scripps Clinic and Research Foundation, La Jolla, California (1989-1995)
Relevant Project Experience:
· HRSA Grant Coordinator for San Luis Obispo County Public Health Department
(2005-2006)
. Composed Strategic Nation'al Stockpile Standard Operating Procedures for San
. Luis Obispo County Public Health Department (2005)
. Coordinator, trainer and facilitator for all day Emergency Response Training
Workshop for Stevens County, Kansas Hospital and Health Agency (2005)
. COlIrdinator, trainer and facilitator for all day Emergency Response Training
Workshop for Fort Bend County, Texas Health and Human Services Department
(2005)
. Composed Strategic National Stockpile (SNS) Draft Plan for San Luis Obispo
County Public Health Department (2004)
. Coordinator, trainer and facilitator for all day Emergency Response Refresher
,
Training and Bioterrorism Tabletop Exercise for San Bernardino County Public
Health Department, Regional Disaster Medical Health Coordinators, Medical Health
Operational Area Coordinator, Comity and State OES, FBI, Hospitals, and First
Responders. (2004) This workshop encompassed:
. National Incident Management System
. Strategic Emergency Management Systems
. Crisis and Emergency Risk Communications
. Biological Agents of Terrorism
. Tabletop exercise to utilize/evaluate local emergency response plans.
7
\
· Publishing articles in the various agencies newsletters or other public
outreach documents. We will explain the nature of the project, encourage
public involvement at upcoming public hearings, and provide multiple
avenues for public comment.
· Outlining the planning process at a public workshop and encouraging
participation.
. Presenting the Draft LHMP to the public and interested parties at a second
public workshop.
· Presenting the Final Draft LHMP at public meetings of the City Planning
Commissions, City Councils and School Board Meetings.
These actions, coupled with our firms outreach to all involved parties, will
enable all stakeholders (residents, neighboring communitics, local and regional
agencies that have the authority to regulate development, academia, .businesses,
and the non-profit sector) to be instrumental in the planning process and provide
input into the necessity, value, comprehensiveness and cost-effectiveness of
proposed mitigation activities.
In accordance with ~201.6(c)(I), all aspects of the planning process will be
documented and incorporated in the local plan, including how the plan was
developed, all stakeholders involved in the planning process, and the methods
used to involve the public. Additionally, written comments and responses to the
Draft and Final Draft LHMP will be included in a LHMP Appendix.
c. Area Profile
A general description of the local jurisdictions will be included in the plan. This
will provide a historic, geographic and socio-economic profile to provide a
context for understanding the mitigation actions that will be implemented to
reduce the jurisdiction's vulnerability.
12
. 2. PHASE II: ASSESSING RISK
. Natural hazards that have wreaked havoc on the Cities of Arroyo Grande and
Grover Beach and the Lucia Mar Unified School District in the past are likely to
resurface in the future. S201.6(c)(2) of the Rule requires local jurisdictions to
provide sufficient information from which to develop and prioritize appropriate
mitigation actions to reduce losses from identified hazards. To accomplish this, and
in compliance with S 201.6(c)(2)(i), CFPC will perform an in-depth risk assessment
that identifies and provides a detailed description of all natural hazards that could
likely affect Arroyo Grande, Grover Beach and the Lucia Mar Unified School
District. A study of the jurisdiction's vulnerability to these hazards will be
performed to predict the extent of damage to assets, analyze development trends,
and assess future structure development to establish the likelihood of future threats
from natural hazards.
Local hazards will be identified by performing an in-depth review of the:
. State Hazard Mitigation Plan
· Local and State land use regulations
. Flood ordinances.
._-'..
. Cities of Arroyo Grande and Grover Beach and the Lucia Mar Unified
School District Drainage Master Plan
· Cities of Arroyo Grande and Grover Beach Water Master
· City of Arroyo Grande Emergency Operations Plan.
\3
b. Profiling Hazards
Upon completion of the identification of all local natural hazards, a hazard
profile will be composed. This will delineate the physical characteristics of
each identified hazard and provide a determination of various hazard
I
descriptors, including magnitude, duration, frequency, probability, and extent.
Specifically, this entails obtaining a description of each hazard including:
· The location/geographic area in the community that would be affected.
· Obtaining composite maps for hazards ""lth a recognizable geographic
boundary (i.e.- State of California CD.F .Fire and Resource Analysis
Profile (FRAP), Flood-Inundation Maps)
. The extent (severity or magnitude) of potential hazard events. For
those hazards not determined geographically, the plan will outline their
recorded intensity of previous occurrences.
. The probability, likelihood or frequency that the hazardous event
would occur in this jurisdiction.
A description of past occurrences of hazardous events in this jurisdiction will be
provided. This section of the plan will include:
. Available infonnation on damages that occurred (fatalities, property
damage, recovery costs).
. The level of severity (magnitude, wind speeds, flood depth, etc.).
. Dates of occurrence and repetitive patterns (i.e.-flood, fire, earthquake,
tsunami).
. Duration of event.
. Information sources used to assemble historical data.
15
Hazards will be characterized to describe applicable conditions such as soil
characteristics, topography, meteorological conditions that could potentially
exacerbate the potential effects of local hazards. CFPC will review and utilize
hazard maps from the following sources:
· The United States Geological Survey (USGS)
· Federal Emergency Management Agency (FEMA)
· The National Oceanographic & Atmospheric Administration (NOAA)
· Geographic Information System [GIS] software
. State of California CDF Fire & Resource Analysis Profile (FRAP)
The HMP will describe these and all additional sources used to obtain hazard
profiling information. This data will be compiled to enable the contractor to
estimate and assign a level of risk for each identitied hazard taking into account
all factors unique to that particular hazard.
An analysis will be performed of each jurisdiction's vulnerability to those
hazards. This will be achieved by obtaining comprehensive information about
the types and numbers of structures, potential dollar losses, and a description of
land use patterns and development trends. Maps will be used to illustrate the
risk assessment.
c. Assessing Vulnerability
i. Overview
A description of the jurisdiction's vulnerability assessment will be
prepared as required in ~201.6(c)(2)(ii) of the Plan. This summary of
the hazard's impact to the community's vulnerable structures will
provide a general depiction of the type of structures (i.e.-buildings,
infrastructure, and critical facilities) affected by each applicable type of
hazard. Further, the extent of the hazard's impact to the vulnerable
structures will be delineated in terms of either dollar value or
percentages of damage.
16
ii. Identifying Structures
The HMP will assess vulnerability by including a description of the
numbers and types of existing and future buildings, infrastructure, and
critical facilities located in the identified hazard areas. This information
will be obtained by reviewing an inventory of existing and proposed
buildings, infrastructure, and critical facilities located within identified
hazard area boundaries. Stakeholders participating in the planning process
will be encouraged to look into the future to consider making
recommendations regarding proposed building code, public works
infrastructure, and planning regulations that will prevent reoccurring
damages.
iii. Estimating Potential Losses
The HMP will describe vulnerability in terms of an estimate of the
potential dollar losses to vulnerable structures and a description of the
methodology used to prepare the estimate as required in
S201.6(c)(2)(ii)(B) of the Plan. An estimate will be provided for each
hazard, and will include as available, contents, structure, and function
losses to present a full picture ofthe total potential loss associated with.
each asset. A composite loss map or a thorough descriptionofhigh
potential loss areas for each specific hazard will be created. This will
facilitate prioritization of mitigation actions based on loss potential.
FEMA 386-2 Understanding Your Risks and HAZUS-MH software will
be the resources used for estimating loss.
iv. Analyzing Development Trends
Vulnerability will also be illustrated by inclusion of a description ofland
uses and development trends within the community so that mitigation
options can be considered in future land use decisions as required in
S201.6(c)(2)(ii)(C) of the Plan. This will include existing and proposed
17
land uses in addition to development densities in the identified hazard
areas and any anticipated future changes. This data will provide a
foundation for making decisions on the type of mitigation approaches to .
consider, and the locations in which these approaches should be employed.
Additionally, this information can facilitate decision making regarding
future development in hazardous areas.
3. PHASE III: DEVELOPMENT OF A MITIGION PLAN
\
Goals, objectives and mitigation actions will be established based on the findings in
the first two steps. CFPC will then develop a series of drafts to enable both public
and staff input. The resultant LHMP wiIl include mitigation strategies as required
in ~201.6(c)(3) of the Rule. This critical component of the plan will provide the
Cities of Arroyo Grande and Grover Beach and the Lucia Mar Unified School
District \vith clear and concise guidelines for reducing the potential losses identified
in the risk assessment. Mitigation strategies wiIl be developed utilizing existing
authorities, policies, progiams and resources with the intent of improving and
expanding these tools. Mitigation goals will be developed which give rise to clear
mitigation actions and projects. . AIl mitigation projects and actions will be
prioritized in accordance with a cost-benefit review which delineates the
effectiveness of the actions with respect to their c?st.
a. Local Hazard Mitigation Goals
The Hazard mitigation strategy will include a description of mitigation goals to
prevent or minimize long-term vulnerabilities to the identified hazards. These
goals \viIl be determined based upon local and state risk assessment findings.
They wiIl signify long~term hazard reduction aspirations and will engender the
development and implementation of specific mitigation actions.
18
b. Identification and Analysis of Mitigation Actions
In accordance with S201.6(c)(3)(ii) of the Rule, the HMP will contain a
comprehensive review of specific mitigation actions and projects that are being
considered to minimize the effects of each identified hazard. This contractor
will list all prospective loss reduction actions identified in the planning process
and subsequently evaluate these actions to determine which best meet the
designated mitigation goals and objectives. Mitigation actions will address both
existing and future buildings and infrastructure.
Prospective mitigation actions will be presented to Staff, prior to the public
hearing process. The final plan will describe the process by which the
community determined particular mitigation actions. Existing local mitigation
activities, regulatory standards, integration with local planning and capital
improvements programs, and the jurisdictions ability to enhance these tools will
be included in the plan.
c. Mitigation Resources
The following recourses will be used help identify and evaluate mitigation
actions:
I. FEMA 386: Developing the Mitigation Plan
II. FEMA 386-7: Integrating Manmade Hazards into Mitigation
Planning
Ill. FEMA 372: Mitigation Resources for SuccessCD
IV. FEMA Mitigation Success Stories and Case Studies
v. FEMA 365: Rebuilding for a More Sustainable Future: An
Operational Framework
VI. The Natural Hazards Center at www.colorado.edu/hazards
VII. Flood Mitigation Success Stories from the Association of State
Floodplain Managers at www.tloods.org
19
4. PHASE IV: IMPLEMENTATION AND MONITORING
a. Implementation of Mitigation Actions
An action plan will be composed that delineates how the identified mitigation
actions will be prioritized, implemented and administered by the local
jurisdictions in accordance with requirement S201.6(c)(3)(iii) of the Rule. The
most important component in prioritizing these mitigation actions is the long-
term benefit. If competing actions are found to produce equivalent benefits, an
economic evaluation will be employed. Additional factors in prioritizing
actions will include:
. Administrative capabilities
. Legal constraints
. Technical feasibility
. Social impact
. Environmental issues
. Available funding for specified actions
. The economic goals of the community
. Public support for the action
b. Plan Maintenance Process
To ensure that the adopted HMP remains an active and relevant document, an
action plan will be developed in compliance with 44 CFR S20 1.6 of the Rule
This will provide detailed information on the implementation of the mitigation
action. In order to clearly delineate who's responsible for carrying out each
action and the funding mechanism that will be employed, this contractor will
consult with StatTprior to making a recommendation. A description will then
be provided explaining how the staff intends to incorporate their mitigation
strategies into existing planning mechanisms. Further, a schedule will be
provided for monitoring and evaluating the Plan annually and producing a plan
revision every five years. Public participation will continue throughout the plan
maintenance process.
20
c. Evaluating, and Updating the Plan
CFPC will incorporate into the hazard mitigation plan a section explaining the
method and schedule for monitoring, evaluating, and updating the mitigation
plan every five years. Although not required, it is the preference of CFPC to
follow FEMA's recommendation of having the HMP reviewed and updated
annually to optimize the etfectiveness of the plan, retlect changes in land
development, and respond to any unanticipated, natural or manmade disasters
that could alter mitigation priorities and implementation.
This section will include:
· How, when, and by whom the plan will be monitored.
· How, when, and by whom the plan will be evaluated.
· The criteria used to evaluate the plan.
· How, when, and by whom the plan will be updated.
The plan assessment will evaluate if:
· The nature, magnitude, and/or type of risks have changed.
· The goals and objectives are addressing current and anticipated
conditions.
· The current resources employed are appropriate and sufficient for
carrying out the plan.
· Implementation problems have occurred.
· The outcomes have occurred as anticipated.
· Stakeholders have followed through on their level of commitment.
21
d. Incorporation into Existing Planning Mechanisms
In accordance with g20L6(c)(4)(ii) of the Rule, the plan will include a process
by which our local government incorporates the HMP requirements into other
planning mechanisms (e.g.-comprehensive plans, capital improvement plans,
zoning and building codes, site reviews, permitting, job descriptions, staff
training and other planning tools). FEMA 386 Gelling Started will be the
resource utilized to aid in the incorporation of hazard mitigation activities.
e. Continued Public Involvement
Community stakeholders will be provided an opportunity during the plan's
periodic review to comment on the progress made and proposed plan revisions.
CFPC will include in the mitigation plan a description of the methods utilized
for keeping the public involved. FEMA 386-1: Getting Started and FEMA 386-
4: Bringing the Plan taLi(e describes a plethora of opportunities to actively
involve the public.
IV. PLAN DEVELOPMENT STAGES
As a result of the above described processes, the HMP will be developed in the following
progressive stages:
I) CFPC will facilitate a Local Planning Team meeting within 14 days of contract
award.
2) This consultant will coordinate, at a minimum, two additional 'progress review'
meetings with the Planning Team or Staff at their discretion.
3) CFPC will develop, and with Staffs input and coordination, schedule a series of
public workshops for the purposes of introducing and explaining the upcoming
LHMP process and to allow for public input and review.
22
4) The consultant will fonnulate a Draft LHMP that complies with 44 CFR 9201.6
and submit it to the Planning Team for review.
5) The consultant will prepare a revised Draft LHMP that incorporates the
Planning Team's comments. This revised draft will be distributed and
discussed at a second public workshop and will be distributed and posted as
required by the RFP. Additionally, it will be distributed to any interested
individual or agency, including FEMA for a courtesy review. This process will
facilitate meeting the LHMP Federal and/or State public input requirements.
6) Should Staff request, the consultant will present the plan to the Planning
commission for its review.
I
I
'I
7) This consultant will present the Draft LHMP at the various City Council and
School Board meetings, as directed by Staff, in order to receive and respond to
public comments.
8) Upon review by the involved agencies and public feedback, should it be
necessary CFPC will amend and edit and return to the Councils and School
Board for final approval of a revised Draft LHMP.
V. PLAN APPROVAL
The Federal Emergency Management Agency's Minimum Standards for Local Hazard
Mitigation Plans will be used to grade all aspects of the LHMP construction process.
CFPC will ensure that all components receive a score of "satisfactory" or "outstanding"
to enable the City's to receive FEMA approval. The following criteria will be graded
before the Plan is submitted for Adoption to the governing agencies.
. The planning process
· Documentation of the planning process
. Risk Assessment
. Hazard Identification
. Profiling hazard events
23
. Assessing vulnerability by :
o Identifying assets
o Estimating potential losses
o Analyzing development trends
. Multi-jurisdictional risk assessment
. Mitigation Strategy
. Local hazard mitigation goals
. Identification and analysis of mitigation measures
. Implementation of mitigation measures
. Multi-jurisdictional mitigation strategy
. Plan maintenance procedures
. Monitoring, evaluation and updating the plan
. Implementation through existing programs
. Continued public involvement
The Local Hazard Mitigation Plan Review Crosswalk will be used to ensure that all
Interim Final Rule Requirements are adhered to. Prior to submitting the LHMPto the
State Hazard Mitigation Officer, CFPCwill communicate with other California
communities to help uncover strategies and procedures that may facilitate State support
oflocal planning efforts.
If deficiencies are identified in the draft plan, CFPC will amend the plan as necessary.
This contractor will proceed with FEMA approval and formal adoption of the plan
locally. The final HMP will include documentation that it has been formally adopted by
the Cities of Arroyo Grande and Grover Beach and the Lucia Mar Unified School
District.
24
VI. SCHEDULE OF EVENTS
The following table represents a proposed time schedule for the activities described
above. The time periods suggested are approximate and subject to revision by Staff.
Services commence upon official notification of contract award.
TIME PERIOD
Weekly
Monthly
Week 1
Week 2-3
Week 3
Week 4
Weeks 4- 7
ACTIVITY
.
Provide Staff with progress report via e-mail.
Provide Staff with written progress report.
Establish Hazard Mitigation Planning Group and select
meeting dates.
Obtain and review local plans.
Obtain historic, geographic and socio-economic profile of
each jurisdiction.
Mcet with Hazard Mitigation Planning Group:
· Establish meeting dates for public forums.
. Devise a plan to solicit participation as outlined in the
RFP.
. Review existing mitigation plans.
. Solicit feedback regarding mitigation needs.
Assess Risk:
. CoHect and analyze all natural hazard related data
and maps.
. Perform review of State hazard mitigation plan.
. Communicate with local, state and federal agencies,
emergency response agencies, City planning, and
long-time residents.
-------.-'--.--.----
Weeks 6-10 Profile Hazards:
. Obtain hazard description, location, severity,
likelihood, etc.
. Obtain and review hazard maps.
. Estimate and assign level of risk for each hazard.
25
Weeks 7-12 Assess Vulnerability:
. Identify structures.
. Estimate potential losses.
. Analyze development trends.
Weeks 2-18 Develop Mitigation Plan
. Determine local mitigation goals and objectives.
. Identify and analyze mitigation actions.
. Hold public forums.
Weeks 8-20 Implementation and Monitoring:
. Compose Action Plan.
. Assess local capabilities, finances, impact.
. Prioritize mitigation actions.
. Assign responsibility.
. Establish plan for carrying-out mitigation actions.
. Create method to evaluate effectiveness of actions.
. Establish method tor updating plan.
. Incorporate actions into existing planning
mechanism.
Week 21 Submit Preliminary Draft to Planning Group and FEMA
Weeks 23-27 Edit Draft Plan to incorporate FEMA, Staff, stakeholder, and
general public input.
Week 28 Submit revised Draft incorporating edits for City Council's
and School Board review.
Week 30-32 Amend Plan per governing body direction and finalize
approval.
Week 33 Submit plan to obtain final FEMA approval.
Total Project Time: 33 weeks, 231 Days
26
Vll. TERMS OF PROPOSAL.
This proposal commences on January 31 st, 2006 and is valid for 180 days thereafter.
This contractor certifies that no conflicts of interest will exist in the provision of these
services.
VIII. SUMMARY
This contractor is confident that we possess the skills, work experience, and local
expertise necessary to develop practical; cost-effective, long-term mitigation solutions. If
your agencies possess a mitigation planning need not listed above, please let us know, so
that we may alter our services to best accommodate you. It is our goal to meet the
specific needs of our Cities of Arroyo Grande and Grover Beach and the Lucia Mar
Unified School District communities.
Thank you for allowing us this opportunity!
", L m~L{il
Bob Neumann and Sheri ~. IbsChUtz
Category Five Professional Consultants, Inc.
J ~
y:!~
Category Five Professional Consultants, Inc.
Post Office Box 13736
San Luis Obispo, CA. 93406
E-mail: ~onsulting@cative.com
Facsimile: 805-594-1233
Phone: 805-458-9567
www.cafive.com
27
Appendix A: Recent Related Project Experience
PROJECT DESCRIPTION OF WORK LOCATION CLIENT COST
.
. Provided City Staff with Morro Bay, City of Current
Local \\Titten and electronic progress California Morro Bay E~timated
reports via e-mail.
Hazard Value =
Mitigation . Established Hazard Mitigation $35,000.00
Planning Group and selected
Plan meeting dates.
. Obtained and reviewed local
plans.
. Obtained historic, geographic
and socio-economic profile of
City.
-
. Met with Hazard Mitigation
Planning Group to:
0 Establish meeting dates for
public forums.
0 Devise a plan to solicit
participation.
0 Review existing mitigation
plans.
0 Solicit feedback regarding
mitigation needs.
. Performed Risk Assessment:
0 Collected and analyzed all
natural hazard related data
and maps.
0 Performed review of State
hazard mitigation plan.
0 Communicated with local,
state and federal agencies,
emergency response
agencies, City planning,
and long-time residents.
28
. Profiled Hazards: .
0 Obtain hazard description,
location, severity,
likelihood, etc.
0 Obtain and review hazard
maps.
0 Estimate and assign level
of risk for each hazard.
Assessed Vulnerability: I.
. I
0 Identified structures.
0 Estimated potential losses.
0 Analyzed development
trends.
. Developed Hazard Mitigation
Plan
0 Determined local
mitigation goals and
objectives.
0 Identified and analyzed
mitigation actions.
o . Held public forums.
. Implementation and
Monitoring:
0 Composed Action Plan.
0 Assessed local capabilities,
finances, impact.
0 Prioritized mitigation
actions.
0 Assigned responsibility.
0 Established plan for
carrying-out mitigation
actions.
0 Created method to evaluate
effectiveness of actions.
0 Established method for
. updating plan.
'0 Incorporated actions into
existing planning
mechanism.
29
In progress activities:
. Submission of Preliminary
Draft to Planning Group and
FEMA
. Editing of Draft Plan to
incorporate FEMA, City Staff, r
stakeholder, and general public
input.
. Submission of revised Draft
incorporating edits for City
Council's review.
. Amendment of Plan per
council direction and finalize
approval.
. Submission of plan to obtain
final FEMA approval.
. Development of HazardJRisk Atascadero, . City of $8,000.00
Multi- Assessment Annex California A tascadero
Hazard . Preparation of updated threat
Emergency and risk analysis.
Response . Updating of the City's general
Plan Emergency Operating Plan
including policies, procedures,
Developer and annexes.
. Development of new annex
addressing domestic terrorism
response, preparedness, and
disaster recovery.
. Establishment of a
standardized employee
emergency preparedness and
response training program.
.
.
30
. Updating of the City
Emergency Operation's Center
organization, responsibilities,
and protocol.
. Review of existing Mutual Aid
Agreements
. Development of citywide and
regional communication's plan
. Updating the Continuity of
Government Annex
. Revising the Continuity of
Operation's Annex
. Coordination of the draft
updated EOP with Operational
Area's emergency planning
documents for synchronization
. Completion of updated EOP to
include all hazards with an
, emphasis on WMD/Terrorism.
Multi- *Please refer to work description Paso Robles, City of $8,000.00
Hazard listed above. California Paso
Emergency Robles
Response
Plan
Developer
Multi- *Please refer to work description Pismo Beach, City of $8,000:00
Hazard listed above. California Pismo
Emergency Beach
Response
Plan .
.
Developer
31
Multi- *Please refer to work description Grover City of $8,000.00
Hazard listed above. Beach, Grover
Emergency California Beach
Response
Plan
Developer
Multi- *Please refer to work description Morro Bay, City of $8,000.00
Hazard listed above. California Morro Bay
Emergency
Response
Plan
Developer
URSA Grant . Convened Local HRSA Grant San Luis San Luis $24,995.00
Coordinator! Planning Group consisting of Obispo Obispo
representatives from: SLO
HRSA Grant County hospitals, Public County Public
Application Health, clinics, ambulance Health
providers, EMSA, Mental
Development. Health, and Universities. Department
. Presided over Local HRSA
Planning Group meetings.
,
. Set planning group meeting
dates, times, locations and
agendas.
. Collected data from EMSA,
ambulance providers, clinics,
hospitals and Public Health.
. Serving as a liaison between
the HRSA Planning Group and
the Local entity (SLO County
Public Health Department).
. Composed FY 05/06 HRSA
Grant application.
. Made revisions to the grant
annlication anequested bv the
32
. Forwarding information to the
Public Health Department for
the mid-year progress report.
. Compiling data from all
required entities for the end of .
the year progress report
. Forwarding information to the
Public Health Department for
the tlnal progress report.
Strategic . Construction of a protocol San Luis San Luis $24,995.00
National outlining if and how Obispo Obispo
augmenting health care
Stockpile personnel (physician and County Public
Plan nursing) paid staff and Health
volunteers will be credentialed
Standard based upon proof of state Department
Operating I icensure/certi fication/
insurance or lack there of.
Procedures
. Establishment of procedures
for emergency management of
legal issues (to identify the
responsible departments and
position for coordinating legal
issues and personnel
credentialing). .
. Development of necessary
forms health care personnel
and volunteers will be required
to complete which pertain to
liability, injury and
compensation.
. Job Action Sheets for 32
Receiving, Staging and. Storage
(RSS) site and Point of
Dispensing (POD) site
personnel.
. Creation of patient forms for
documentation, medical I.
screening and referrals:
34
0 Medical Screening Form
(Patient History and Physical)
0 Notification to Patient's
Primary Care Provider I
0 Health Care Facility
Referral
0 Consent for Nasal Swab &
. Release of Medical Info.
o. Treatment Log.
0 Patient Log
. Outlining of state statues which
pertain to medial/nursing
services in emergencies; and
Samaritan type laws which
could protect volunteers.
. Establishment of procedures
for the utilization and
management of volunteers.
. Delineation of any existing
departmental or state statutes, I
regulations or standing orders
which may grant expanded
scope of practice for
emergency medical ,
technicians, paramedics,
nurses, pharmacy technicians,
etc. to administer vaccinations
and medications.
. Identification and delineation
of any state statutes which
grant reciprocity for
current/valid out-of-state
medical/nursing licenses I
during state-declared disasters.
. Establishment of Receiving,
Staging, and Storage
warehouse safety rules.
. Establishment of Point of
Dispensing Site safety rules.
35
. Establishment of a protocol for
the receipt, storage, and
transport of controlled
substances within the
iurisdiction.
Strategic' . Reviewed San Luis Obispo San Luis San Luis $24,995.00
National County's existing SNS plans, Obispo Obispo
procedures and outside
Stockpile contracts. County Public
Plan Defined San Luis Obispo Health
.
Composition County's Health Officer's role Department
and provide the definition of
authority in requisitioning the
SNS 12 hour push package.
. Provided thresholds and
justification criteria for
requesting deployment of the
SNS.
. Developed an SOP that
delineates the course of action
required to request the SNS as
required by the California .
Department of Health Services
and the State Emergency
Medical Services Authority.
. Delineated coordination and
logistical issues involved with
air or ground SNS transport.
. Established guidelines for pre-
event vaccination and
prophylaxis of essential
personnel and their families.
. . Defined the roles and
responsibilities of County I
agencies as they relate to
deployment of the SNS.
. Provided recommendations for
staffing of all critical and
SUDDort Dersonnel.
36
. Developed receiving, staging -
and storage sight layouts for
the I) Receipt of 12 hour Push
Package from CDC, 2)
Receipt of state appointment
from CDC/Direct Shipment of
Vendor Managed Inventory.
. Developed recommendations
I. for essential supplies to outfit
point of dispensing clinics.
. Comprised recommendations
for the recruitment and ,
supervision of SNS support
staff for: I) Receipt, Staging,
and Storage sites (RSS) for: 12
hour push package from CDC,
State appointment of push
package, Vendor Managed
Inventory, 2)County
distribution and dispensing
centers, 3) County Health
Agency Department
Operations Center
. Developed security
recommendations to safeguard
the SNS and protect delivery
and dispensing personnel.
,
I
j
37
Appendix B: Professional References for Principle Staff Members
. ;';'ROBERT F. NEUMANN
· Pat Hedges, Sheriff-Coroner, County of San Luis Obispo, California
(805) 781-4540
· Bob Hendrix, City Administrative Officer, City of Morro Bay, California.
(805) 772-6200
· Kurt Stone, Fire Chief, City of Atascadero, California.
(805) 461-5070
· Ken Johnson, Director of Emergency Services (Chief), City of Paso Robles,
California (805) 237 3973
. Mike Pond, Fire Chief, City of Morro Bay, California
(805) 772-6242
>SHERI L. EIBSCHUTZ
. Dr. Jean Galloway, County Health Officer, Fort Bend County Health and Human
Services Department Fort Bend, Texas (281) 238-3233
· Tracey Vardas, OES, Emergency Services Coordinator.
San Luis Obispo, California (805) 788-1268
. Greg Thomas, County Health Officer, San Luis Obispo County Public Health
Department San Luis Obispo, California (805) 781-5500
· Marlene Goodell, Staff Analyst, County of San Bernardino Department of Public
Health San Bernardino, California (909) 387-9146
. Bob Wilkinson, SLO Regional Hazardous Materials Response Team Manager
San Luis Obispo, California (805) 441-4301
. Tom Lynch, Executive Director, San Luis Obispo County Emergency Medical
Services Agency San.Luis Obispo, California (805) 546-8728
. Ann McDowell, County Epidtlmiologist, San Luis Obispo County Public Health
Department San Luis Obispo, California (805) 788-2095
38
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9.8.
CITY OF ARROYO GRANDE
CITY COUNCIL
NOTICE OF PUBLIC HEARING
On TUESDAY, FEBRUARY 28,2006, the Arroyo Grande City Council will conduct a public.
hearing at 7:00 P.M. in the COUNCIL CHAMBERS, 215 E. BRANCH STREETto consider
the following item:
Applicant:
Location:
Proposal:
City of Arroyo Grande
Citywide
The 2005 Urban Water Management Plan is being prepared by the
Public Works Department for the California Department of Water
Resources. The update includes the City's Water Facilities, projected
Water Supply, projected Water Use, Water Conservation Program,
Water Shortage Contingency Analysis and Recycled Water
Opportunities.
Environmental
Determination:
Section 15262 of the California Environmental Quality Act provides
that planning studies such as the 2005 Urban Water Management
Plan are exempt from the requirements to prepare Environmental
Impact Reports or Negative Declaration. '
Don Spagnolo, Director of Public Works/City Engineer
Representative:
The Council may also discuss other hearings or business items before or after the item
listed above. If you challenge the proposed action in court, you may be limited to raising
only those issues you or someone else raised at the public hearing described in this notice,
or in written correspondence delivered to the City Council at, or prior to, the public hearing.
Failure of any person to receive the notice shall not constitute grounds for any court to
invalidate the action of the legislative body for which the notice was given.
Information relating to these items is available by contacting Arroyo Grande City Hall at
473-5414. The Council meeting will be televised live on Charter Cable Channel 20.
l,-4/11 ; l~w;u-
Kell~ore, ~ty Clerk
Publish 2T, The Tribune, Friday, February 10,2006 and Friday, February 17, 2006
-- -----~-- ----
MEMORANDUM
TO:
CITY COUNCIL
FROM:
DON SPAGNOLO; DIRECTOR OF PUBLIC WORKS/CITY ENGINEER
SUBJECT: CONSIDERATION OF APPROVAL OF THE 2005 URBAN WATER
.. MANAGEMENT PLAN
DATE:
FEBRURARY 28, 2006
RECOMMENDATION:
It is recommended the City Council continue consideration of the City's 2005 Urban
Water Management Plan (UWMP) update until March 14, 2006.
FUNDING:
Urban water suppliers need to adopt and submit to the Department of Water Resources
(DWR) an UWMP to be eligible to receive grant assistance from the State. At the end
of March, the City, along with other local agencies, will be applying to the State for grant .
funding to assist in the preparation of a funding study for a.desalination project.
DISCUSSION: .
The 1983 Urban Water Management Planning Act (Water Code Section 10610, et seq)
states that Urban Water Management Plans are to be submitted from urban water
suppliers delivering more than 3,000 acre feet of water annually or having more than
3,000 water service connections. Staff is preparing an update to the City's 2000 Urban
Water Management Plan, adopted by the City Council on May, 2001. The UWMP
describes the City's programs for addressing water supply and demand, as well as
water conservation, groundwater use and reliability, and procedures during drought
conditions. Agencies must update their UWMP every five years and submit the plan to
the California Department of Water Resources (DWR) for review. The purpose of the
UWMP is to provide a reliable tool for future City water use planning, to provide
guidance when discussing regional water and land use planning with local agencies and
to ensure the City's eligibility for DWR grants and drought assistance,
In 2001, the State legislature added a series of requirements for water purveyors that
rely on groundwater for all or part of their water supply. Additionally, since 2001, DWR
has amended instructions and significantly expanded the required content and .
elements of the UWMP. In order to allow staff time to incorporate the required
additional information and the City's most up-to-date water data through 2005, it is
recommended that the City Council continue consideration of the UWMP to its March
14,2006 meeting.
--------_._--,_..~_.-
CITY COUNCIL
CONSIDERATION OF APPROVAL OF THE 2005 URBAN WATER MANAGEMENT
PLAN
FEBRUARY 28, 2006
PAGE 2
ALTERNATIVES:
- Approve staff's recommendation and continue consideration of the UWMP until
March 14,2006;
- Modify as appropriate and approve staffs recommendation to consider
the UWMP until March 14,2006; or
- Provide direction to staff.
9.b.
CITY OF ARROYO GRANDE
CITY COUNCIL
NOTICE OF PUBLIC HEARING
On TUESDAY, FEBRUARY 28, 2006, the Arroyo Grande City Council will Conduct a
public hearing at7:00' P.M. in the COUNCIL CHAMBERS, 215 E. BRANCH STREET to
consider the following item:
APPLICANT:
LOCATION:
PROPOSAL:
City of Arroyo Grande
Citywide
The City Council is requested to consider final approval of
projects to be funded with the City's allocation of Community
Development Block Grant (CDBG) funds for Year 2006. . The
City of Arroyo Grande is a participant with the County of San.
Luis Obispo and other cities therein as an "Urban County"
under the Federal Department of Housing and Community
Development Block Grant Program.
ENVIRONMENTAL
DETERMINATION:
REPRESENTATIVE:
Exempt Per CEQA Section 15061 and NEPA Part 58.34.A.3
Jim Bergman, Assistant Planner
The Council may also discuss other hearings or business items before or after the item
listed above. If you challenge the proposed action in court, you may be limited to
raising only those issues you or someone else raised at the public hearing described in
this notice, or in written correspondence delivered to the City Council at, or prior to, the
public hearing. Failure of any person to receive the notice shall not constitute grounds
for any court to invalidate the action of the legislative body for which the notice was
given.
Information relating to these items is available by contacting Arroyo Grande City Hall at
473-5414. The Council meeting will be televised live on Charter Cable Channel 20.
Publish n, The Tribune, Friday, February 17, 2006
v
MEMORANDUM
TO: CITY COUNCIL
FROM: ROB STRONG, COMMUNITY DEVELOPMENT DIRECTOR-i<.D
BY: JIM BERGMAN, ASSISTANT PLANNER ~
SUBJECT: CONSIDERATION OF ADOPTION OF A RESOLUTION APPROVING
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROJECTS FOR
YEAR 2006.
DATE: FEBRUARY 28,2006
RECOMMENDATION:
It is recommended the City Council adopt a Resolution approving Community Development Block
Grant (CDBG) projects for Year 2006.
FUNDING:
The County has estimated that $108,354 in CDBG funds will be available to the City in the fall of
2006. This estimate is a reduction of$12,232 from the amount during the City Council's preliminary
approval of proposed projects at the November 22, 2005 public hearing. The available amount is
approximately 10% less than the allocation for the 2005 fiscal year.
DISCUSSION:
On July 15, 2005, the City Council approved a Cooperative Agreement with San Luis Obispo
County for joint participation in the Community Development Block Grant (CDBG) Program. The
Agreement is for a period of three (3) years, 2006, 2007, and 2008.
The City, as a participant in the HUD designated Urban County program of San Luis Obispo
County, receives an annual formula based allocation of CDBG funds. The formula was developed
by the County utilizing HUD guidelines and distributes money to local jurisdictions based upon
three unequally weighted variables - population, persons below poverty level, and the number of
overcrowded houses ("persons below poverty level" is multiplied by a factor of two). The formula is
presented below and has been modified to show Arroyo Grande specifically.
Arroyo Gnmde popultltion
Arroyo Gnmdc persons (2)
below poverty level
Total County persons
below poverty level
Overcrowded houses in
Arroyo Grundc
+
Ovcrcrowdl.'tI houses in
the County
(Total CDBG funds)
Tolal Population of the County
(4)
CITY COUNCIL
CONSIDERATION OF APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG) PROJECTS FOR YEAR 2006
FEBRUARY 28, 2006
PAGE 2
The table below indicates allocation of CDBG funds for 2006 based upon the above-mentioned
formula.
ENTITLEMENT ALLOCATION OF 2006 CDBG FUNDS
Persons Overcrowded Houses
1,088 263
2,263 380
1 ,469 350
3,153 956
11,407 912
8,315 2,015
27,695 4,876
Allocation
108,354
191,569
126,119
284,387
645,914
788,251
2,144,593
CDBG funds are available for a variety of Community Development activities as long as the
activities meet at least one of the three national objectives. The objectives are:
1. Benefit low- and moderate-income persons;
2. Aid in the prevention or elimination of slums or blight.
3. Address urgent community development needs that pose a serious or immediate threat to
public health or welfare.
The County sent out a Request for Proposals and notified the public that the County and
participating Cities would accept applications for funding until October 31, 2005. Staff held a
"Needs Assessment Workshop" on September 21, 2005 to gather input from the public regarding
the allocation of CDBG funds. On November 22, 2005, the City Council held a public hearing and
gave preliminary approval of projects and funding. On January 25, 2006, staff held a second
"Needs Assessment Workshop." Below is a list of the applicants, project type, last year's.
recommendations, requested amounts for this funding cycle, and new and old proposed
recommendations. The column titled "Prior Proposed" represents preliminary funding
recommended by the City Council at its meeting of November 22, 2005. The column titled "New
Proposed" represents staff adjusted figures based upon the reduced allocation estimate provided
by the County. This reduction has been redistributed in the all project categories as follows: Public
Service - projects allocated more than $500 were reduced equally by 15.7 percent including the
Hotline which was moved from Administration and Planning to Public Services; Public Facilities -
funds for ADA improvements at City facilities were reduced by 3,015; Economic Development -
funds for the Small Business Development Center were reduced by $1,000; Area Benefit - funds
for Code Enforcement and Fa9ade Grants were reduced by $1,468; Administration -
Administrative funds were reduced by $2,446. Please refer to Attachment 1 (CDBG applications) for
background information on each of the requests.
CITY COUNCIL
CONSIDERATION OF APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG) PROJECTS FOR YEAR 2006
FEBRUARY 28, 2006
PAGE 3
- $16,253
$979.88 $1,162 $2,200 $1,162
$2,714.47 $3,219 $4,500 $3,219
$1,737.97 . $2,061 $5,500 $2,061
$1,400.67 $1,661 $3,000 $1,661
$5,132.96 $6,087 $6,000 $6,087
$1,153.59 $1,368 $2,000 $1,368
$500.00 $500 $500
$500.00 $500 $1,000
$1,290.20 $1,530 $3,500
$843.27 $1,000 $1,000
$16,253.00 $19,088 $28,200
alai $108,354 $120,586
. City and County staff was informed by HUD that the Hotline did not qualify as Administration and Planning but instead as a
public service.
At the November 22, 2005 public hearing, the Council directed staff to provide a report related to
the needs of Harvest Bag, Inc. Staff contacted Richard Riggins of Harvest Bag, Inc. to discuss their
funding request. Mr. Riggins emphasized the continuing need for reliable vehicles, which is critical
to completing the food transportation and delivery mission of the organization. Mr. Riggins stated
that using CDBG funds, Harvest Bag, Inc. was able to replace one aging vehicle, but the main
truck that transports food from the Central Valley is in desperate need of replacement. Mr. Riggins
also stated that an important refrigerator recently became non-operational and needs to be
replaced. Due to these needs staff recommends only reducing the allocation to Harvest Bag, Inc.
by the proportional amount deducted from each program of the Public Service category.
CITY COUNCIL
CONSIDERATION OF APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG) PROJECTS FOR YEAR 2006
FEBRUARY 28, 2006
. PAGE 4
AL TERNA TIVES:
The following alternatives are provided for the Council's consideration:
- Adopt the attached Resolution;
- Modify and adopt the attached Resolution
- Do not adopt the attached Resolution and provide direction to staff.
Attachrnents:
1. CDBG applications (12)
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF ARROYO GRANDE APPROVING COMMUNITY
DEVELOPMENT BLOCK GRANT (CDBG) PROJECTS
FOR YEAR 2006.
WHEREAS, via a Cooperation Agreement with the County of San Luis Obispo
(hereafter referred to as "County") executed on July 15, 2005, the City agreed to
become a participant for a period of three years with the County and other cities therein
as an "Urban County" under the Federal Department of Housing and Urban
Development (hereafter referred to as "HUD") CDBG program; and
WHEREAS, per the Cooperation Agreement, the City retains the authority to determine
which projects are to be funded with its allotment of CDBG funds; and
WHEREAS, the City expects to receive $108,354 in entitlement CDBG funds in 2006;
and
WHEREAS, in September 2005, the County published a "Request for Proposals" for
projects to be funded under the 2006 CDBG Programs, which provided that proposals
were to be submitted by October 31,2005; and
WHEREAS, on September 21, 2005 the County conducted a public workshop for the
City of Arroyo Grande to ascertain the housing and community development needs to
be addressed in the One-Year Action Plan; and
WHEREAS, at its meeting of November 22, 2005, the City Council gave preliminary
approval to a proposed listing of 2006 CDBG Projects; and
WHEREAS, on January 25, 2006 the County conducted a public workshop for the City
of Arroyo Grande to receive comments on the proposed 2006 CDBG Projects; and
WHEREAS, on February 28, 2006, the City Council held a duly noticed public hearing
to further consider the City's Program Year 2006 CDBG projects.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo
Grande, California, to recommend that the Board of Supervisors for the County of San
Luis Obispo adopt the Draft 2006 One-Year Action Plan, which shall include the
programs listed in Exhibit "A" attached hereto and incorporated herein by this reference,
to be funded with the City's allocation of CDBG funds.
RESOLUTION NO.
PAGE 2
On motion of Council Member
following roll call vote, to wit:
, seconded by Council Member.
, and on the
AYES:
NOES:
ABSENT:
the foregoing Resolution was passed and adopted this 28th day of February, 2006.
RESOLUTION NO.
PAGE 3
TONY FERRARA, MAYOR
ATTEST:
KELLY WETMORE, CITY CLERK
APPROVED AS TO CONTENT:
STEVEN ADAMS, CITY MANAGER
APPROVED AS TO FORM:
TIMOTHY J. CARMEL, CITY ATTORNEY
RESOLUTION NO.
PAGE 4
EXHIBIT "An
ALLOCATION OF PROGRAM YEAR 2006 COMMUNITY DEVELOPMENT BLOCK
GRANT (CDBG) FUNDS
- $16,253
$979.88
$2,714.47
$1,737.97
$1,400.67
$5,132.96
$1,153.59
$500.00
$500.00
$1,290.20
$843.27
$16,253.00
ATTACHMENT 1
REQUEST FOR PROPOSALS AND NOTICE OF PUBLIC WORKSHOPS TO
INVITE PUBLIC INPUT FOR THE PROPOSED 2006 COMMUNITY
DEVELOPMENT BLOCK GRANT PROGRAM AND HOME INVESTMENT
PARTNERSHIPS ACT AND THE EMERGENCY SHELTER GRANT FUND
PROGRAMS FOR THE URBAN COUNTY OF SAN LUIS OBISPO
The Urban County of San Luis Obispo is requesting proposals and comments regarding
the use of Community Development Block Grant (CDBG) funds, HOME Investment
Partnerships Act (HOME) funds, the Emergency Shelter Grant (ESG) funds, and the,
American Dream Downpayment Initiative (ADDI) programs within the cities of Arroyo
Grande, Atascadero, Grover Beach, Paso Robles, San Luis Obispo and the
unincorporated areas of the county. These cities and the county have been designated by
the federal Department of Housing and Urban Development (HUD) as an "urban county"
eligible to receive annual, formula-based grants of CDBG, HOME, ESG, and ADD!
funds directly from HUD. HUD has not notified the Urban County of the final funding
levels for the 2006-funding year, but they are expected to be the same, if not lower than
the previous funding year. The preliminary funding estimate for the CDBG program is
$2,386,689, $1,427,299 in HOME funds, $92,396 in ESG funds, and $46,096 in ADD!
funds. The resulting estimate of allocations of 2006 CDBG funds is shown below for
each participating jurisdiction of the Urban County of San Luis Obispo.
Arroyo Grande
Atascadero
Grover Beach
Paso Robles
$120,586
$213,194.
$140,356
. .. $316,490
San Luis Obispo
Urban projects fund
Unincorporated county
$718,829
. $131,585
$745,649
CDBG funds may be used for a variety of community development activities as long as
the activities meet at least one of the three national objectives, as follows:
I. Benefit primarily to families with incomes below 80 percent of area median; or
2. Aid in the prevention or elimination of slums or blight; or
3. Address urgent needs that pose a serious, immediate threat to the public health or
welfare.
Each year HUD publishes income limits, adjusted by family size, for families with
incomes below 80 percent of area median or below 50 percent of median. The income
limits for 2005 in the San Luis Obispo County area are the following:
Persons in Family [1 (;i.!1 '..!2 I 3 I 4' I 5. I '.6 :1 7 I 8 I
Low-Income:; $34,550 .".-, $44,400 $49,350 $53,300 $57,250 $61,200 $65,150
$39,500
,(~80% x median!) .
".
Very Low4ncome: $21,600 $24,700 $27,750 $30,850 $33,300 $35,800 $38,250 $40,700
(<50% x median)
1
CDBG-eligible activities include: acqulSltJon of real property, affordable housing
activities, construction or rehabilitation of public facilities and improvements, clearance
and demolition of buildings, provision of certain types of public services, relocation
payments and assistance, removal of architectural barriers, housing rehabilitation, historic
preservation, code enforcement, commercial or industrial rehabilitation, special economic
development activities, planning studies and grant administration. In addition to meeting
one of the national objectives listed above, at least 70 percent of total 2006 CDBG
funding must be approved for activities that benefit low-income families, and the overall
CDBG program should not exclude benefit to very low-income families.
HOME funds may be used only for affordable housing related activities that benefit low-
income families. There is a local funding match requirement equal to 25 percent of the
HOME funds. Numerous other program requirements apply, as described in the HOME
regulations, copies of which are available from the county Plauning and Building Dept.
The County is also seeking comments on potential uses of federal Supportive Housing
Program (SHP) funding which is a competitive (non-formula) grant program created to
address the need to move homeless persons into housing.
Any individual, group or organization wishing to apply for CDBG, HOME or ESG
funding must submit an application to the county or applicable city, using the official
proposal forms. Applications will be accepted until close of business Monday,
October 31, 2005. Hard copies of the original application must be PHYSICALLY
received by 5:00 P.M. on October 31, 2005. Postmarks are not acceptable. The
CDBG, HOME and ESG application forms can be obtained starting today, during normal
business hours from the County Department of Planning and Building, 1035 Palm Street,
Room 370, San Luis Obispo. The application packages also may be requested from the
county by telephone: Ask for Tony Navarro, (805) 781-5787. You may also obtain a
copy of the applications by visiting the following city/county web sites:
Arroyo Grande: www.arrovogrande.org/comm dev/index.php
Atascadero: www.atascadero.org
Grover Beach: www.grover.org
Paso Robles: www.prcitv.com/govemment/departments/commdev/housing
San Luis Obispo:
http://www .slocity.orglcon1munitydevelopmentlHousinglhousinggrantprograms.asp
County of San Luis Obispo: www.sloplanning.org
or from one of the participating cities by contacting the following persons:
. Jim Bergman, Community Development Dept., City of Arroyo Grande, 214 E.
Branch Street (P.O. Box 550), Arroyo Grande, CA 93421, (805) 473-5420.
. Marty Tracey, City of Atascadero Redevelopment Agency, 6500 Palma Ave.,
Atascadero, CA 93422-4299, (805) 470-3460.
. Janet Reese, Community Development Dept., City of Grover Beach, 154 S. Eight St.,
Grover Beach, CA 93433, (805) 473-4520.
2
· Ed Gallagher, Community Development Dept., City of Paso Robles, 1000 Spring St.,
CA 93446, (805) 237-3970.
· Doug Davidson, Community Development Dept., City of San Luis Obispo, 990 Palm
St., CA 93401, (805) 781-7170.
· Tony Navarro, Dept. of Planning and Building, County Government Center, Rm. 317,
San Luis Obispo, CA 93408, (805) 781-5787 (1035 Palm Street, Rm. 370, San Luis
Obispo, CA).
Criteria tbat will be used to evaluate the proposals prior to funding decisions by the cities
and the county include tbe following:
I. Consistency with federal regulations and laws
2. Community support (for example, approval of project by a city council)
3. Seriousness of community development need proposed to be addressed by project
4. Degree to which project benefits low-income and very low-income families or
persons
5. Feasibility of the project to be completed as budgeted and by December 31,2007
6. Cost effectiveness of funds requested and leveraging of other funds
7. Organization's experience or knowledge regarding CDBG or HOME requirements
The following criteria, in addition to those listed above, will be used only to evaluate
proposals for funding under the "Special Urban Projects Fund" allocation of CDBG
funds, pursuant to the cooperative agreements between the county and each of the
participating cities:
I. Degree of benefit to more than a single jurisdiction.
2. Need by tbe project for more funding than is available through the otber allocations.
3. The project provides direct benefit to most needy groups such as very low-income
and/or handicapped persons, at-risk youtbs (gang prevention, etc).
The project schedule required as part of any CDBG or HOME proposal should describe
realistic milestones leading to completion of activities for which funding is requested by
December 31, 2007. This is necessary to enable tbe county to maintain expenditure and
activity performance at levels acceptable to HUD. This, in turn, will prevent potential
future actions by HUD to "de-obligate" unspent CDBG or HOME funds or apply
measures to correct slow performance of activities.
The cooperative agreements with the cities give them a high degree of authority over
funding decisions regarding their allocations of CDBG funds. Where appropriate, some
jurisdictions may consider "sharing" their allocations to support activities located in other
jurisdictions, perhaps contingent upon some form of future compensation. Unless a city's
recommendations to tbe county regarding which projects to fund (with its allocation of
CDBG funds) is clearly in conflict with CDBG regulations, the county will approve those
recommendations. Each city will conduct one. or more public workshops for public
discussion of the draft 2006 One- Year Action Plan of the Consolidated Plan, which will
include tbe projects for which that city proposes to authorize CDBG funding.
3
The public workshops will be held at the following locations, dates and times:
San Luis Obispo - 7:00 P.M. Weds., September 7, 2005, Humans Relations
Commission, City County Library, 995 Palms Street, San Luis Obispo (notice for this
meeting mailed on 8/30/05).
Arrovo Grande/Grover Beach - 6:30 P.M. Weds., Sept. 21, 2005, City Hall, City
Council Chambers, 154 8th Street, Grover Beach.
Atascadero - 7:00 P.M., Thurs., Sept. 22, 2005, Pavilion on the Lake, Gronstrand Room,
9315 Pis;no Ave., Ata.cadero.
Paso Robles - 7:00 P.M., Wed., Oct. 5, 2005, Paso Robles Library Conference Room,
1000 Spring Street, Paso Robles.
Los Osos -7:00 P.M. Fri., October 7,2005, South Bay Community. Center, 2180
Palisades Ave., Los Osos
Nipomo - 7:00 P.M., Tues., Oct. 11,2005, Nipomo Library, 918 W. Tefft St., Nipomo
Cambria -7:00 P.M., Wed., Oct. 12,2005, Veteran's Memorial Building, Lounge
Room, 1000 Main Street, Cambria
San Luis Obispo - 5:00 P.M., Tues., Oct. 18,2005, City Hall, City Council Chambers,
990 Palm Street, San Luis Obispo (THIS IS A CITY COUNCIL HEARING)
Oceano - 7:00 P.M., Thurs., Oct. 20, 2005, 1655 Front Street, O.C.S.D. mtg. roI)m,
Oceano.
You are invited to attend these workshops to provide input into plan development. If you
cannot attend one of the workshops, please send all written comments to Tony Navarro,
Planner III, Department of Planning and Building, County Government Center, San Luis
Obispo, Ca., 93408 or e-mail comments to tnavarrotalco.slo.ca.us. For more information,
call (805) 781-5787. If you have questions or need additional information about the
funding programs, or about the citizen participation process, please contact Mr. Navarro.
4
CITY OF ARROYO GRANDE
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
APPLICATION FOR FUNDING DURING 2006 PROGRAM YEAR
ATTACHMENT 2
1. Name and mailing address of applicant organization, with contact person, phone and fax
numbers, and e-mail address:
Economic Opportunity Commission of San Luis Obispo County, Inc.
EOC Health Services
1030 Southwood Drive
San Luis Obispo, CA 93401
Program Contact: Raye Fleming
Phone: 805-544-2498 Fax: 805-544-3649 E-mail: rfIeming@eocslo.org
Organizational Contact: Elizabeth "Biz" Steinberg, Chief Executive Officer
Phone: 805-544-4355 Fax: 805-549-8388 E-mail: esteinberg(iV,eocslo.org
2. Title/name/address of proposed projector program:
Forty Wonderful Program
EOC Health Services
705 Grand Avenue
San Luis Obispo, CA 93401
^..'".-- .....,..
:J'..__I 'J ....;. L..J~;J.
3. Please describe the proposed project or program
EOC Health Services Forty Wonderful Program provides peri-menopausal, menopausal, and post-
menopausal women services and education through routine pap smears, breast exams, testing for
anemia, colo-rectal exams, follicle stimulating hormone testing, complete blood chemistry, and
appropriate medical referrals as needed. Hormone replacement therapy is provided as appropriate.
Referrals for free mammograms are also provided.
The Forty Wonderful Program serves women age 40 and older, primarily low-income, uninsured and
underinsured. Currently, EOC Health Services has two clinics sites, in San Luis Obispo at 705 Grand
Avenue and in Arroyo Grande at 1152 East Grand A venue. A sliding fee scale is based on the
patient's income, however, no one is turned away due to inability to pay for services.
4. Total amount of CDBG funds requested: $ 9.600
Please identify the jurisdiction(s) to which you are applying:
City of Arroyo Grande:
City of Atascadero:
City of Grover Beach:
County wide:
$ 2.200
$ 2.200
$ 3.000
City of Paso Robles: $ 2.200
City of San Luis Obispo:
County of San Luis Obispo:
S. Please describe the budget for the proposed project or program. Itemize all sources of funding
expected to be available and used for this project.
a. Revenues: Please see Attachment A for detailed breakdown
2006 CDBG Application
EOC Forty Wonderful Program
Total Revenues
$ 52,400
b. Expenditures: Please see Attachment A for detailed breakdown
Total Expenses
$ 52,400
c. How do you plan to fuud the operation and maintenance costs associated with this project?
All funds received are earmarked for general operating support for the Forty Wonderful Program.
d. Will CDBG funds be used to match/Ieverage other funds? List below funding sources and
amounts and identify award dates of these sources.
CDBG support of Forty Wonderful will be used to leverage other funding sources including
public agencies, foundations, and the private sector. EOCHS staff is currently identifying
potential new funding opportunities. Award dates are not known for 2006-07 funding.
6. Does the proposed project or activity meet one of the three national objectives of the
CDBG program? Please check one ofthe objectives below that applies to the
proposal, and explain how the project or activity meets that national objective.
a. X Benefits low- and moderate-income persons as defined by the U.S. Department of
Housing and Urban Development (HUD).
. b. How does project or activity meet that national objective?
EOC's 40 Wonderful Program is a Public Service serving low-income community members.
7. If the project or program is designed to meet the national objective of providing benefit to low-
and moderate-income persons, please estimate the number of persons (or households) to benefit
from the project and break that estimate down by income group as follows:
a. Total number of persons or households who will benefit from the project or
program (regardless of income group):
250
PERSONS
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51 % - 80% or less of the County median-income)?
JL
PERSONS
c. Of the total number of persons or households entered above, how many will be
very low-income (earning 50% or less of the County median-income)?
J.QL
PERSONS
2006 CDBG Application
EOC Forty Wonderful Program
8. Please provide the following information regarding the number of persons/households who will
directly benefit from the funding requested in this application.
a. Total number of persons or households who will directly benefit from the
CDBG funds (regardless of income group):
250
PERSONS
b. Of the total number of persons or households entered above, how many will be
low-income (earning 5 I % - 80% or less of the County median-income)?
JL
PERSONS
c. Of the total number of persons or households entered above, how many will be
~ low-income (earning 50% or less of the County median-income)?
162
PERSONS
9. Who are the clients of your organization?
The Forty Wonderful Program serves women over 40 throughout San Luis Obispo County. The target.
population includes Medi-Cal recipients, Latinas, the uninsured and underinsured; the working poor,
and other low-income women.
10. How do you currently collect demographic data on the beneficiaries of the proposed project or
program?
Client demographic data is tracked through the "Practice Management System", collected upon initial
visit and updated at each subsequent visit. Data collected includes: gender, age, ethnicity/race,
education level, family type, family size, source of income, level of income, and housing status. Data
requested conforms to the California Department of Community Services and Development Data_
Client Characteristics Report (attached) which is used to report the demographic information semi-
annually to the State.
11. How do you currently document income status of each client?
As part of the intake process in each EOC program, client income status is determined using the
federal poverty guidelines.
12. How will the clients benefit from this project?
Fewer medical facilities and fewer physicians result in a population with even fewer healthcare
options. EOC Health Services are the only nonprofit clinics in the County that specialize in
reproductive health. The clinics provide these services at no cost, including referrals for free
mammograms. Early detection and prevention reduce the mortality rates of cancer and chronic
diseases, so it is imperative that these services are available and affordable to non-contracepting
women in the county. Many of the women in this population are part of the "sandwich generation";
2006 CDBG Application
EOC Forty Wonderful Program
they are caring for elderly parents as well as their own children. With these additional responsibilities,
their personal health issues often become a lower priority as they put family needs ahead of their own.
13. Will the services offered by your organization increase or expand as a result of the CDBG
assistance?
No, we will use grant funding to maintain current service levels.
14. Check any of the following eligible activity categories that apply to the proposed project
or program: (Refer to CDBG regulations and the Guide to Eligible CDBG Activities).
--X- Public services
15. Describe the need and the degree of urgency for the proposed projector program. What would
be the consequences if the proposed project or program is not funded in the next year?
Breast cancer patients with low incomes have lower 5-year relative survival rates than higher income
patients. State of California data suggests that much of the difference in survival rates between cancer
patients with low socioeconomic status and those in higher income brackets is due to late diagoosis.
Unfortunately with breast and cervical cancers symptoms occur late in the disease process so early
screening greatly enhances the cure rate and reduces the ultimate treatment costs.
Without CDBG support; EOC's ability to maintain the level of this essential healthcare service for
county residents would be severely compromised.
16. Please describe the specific organizational method used to implement the proposed
project or program.
The Forty Wonderful Program is part ofEOC's Health Services Division. The program takes a proactive
approach and prevention of health problems is the primary focus ofEOC Health Services medical and
educational programs. Medical staff provides most of the direct client services and nurse practitioners
provide the medical care at the two clinic sites.
I cer, that the information in this apP..lication is true and accurate to the best of my knowledge and ability.
~." . r; -tccSl ' . 0;' (j
Eliz eth "Biz" Steinber
Chief Executive Officer
Attachment A
Economic Opportunity Commission of San Luis Obispo County, Inc.
Budget for Forty Wonderful Program
2006 Program Year
Revenues:
CDBG Funds Requested
Federal Funds - Medi-Cal
Other Funds - Fundraising
Other Funds - Patient Revenue
Other Funds - Grants-in-Aid
Other Funds - Donations
Total Projected Revenues
$9,600
10,000
19,200
6,500
6,100
1,000
$52,400
Exoenditures:
Salaries and Wages
Mammograms/pap smears
Cultures/lab work
Miscellaneous
Indirect & administrative expense
Total Forty Wonderful Budget
$26,944
9,000
11 ,400'
500
4,556
$52,400
State of California
Department of Community SelVices and Development
CSBG"Programmatic Data-Client Characteristic Report Annual
CSO 295-CCR (Rev. 04/05)
Please use the eso 295 - Client Characteristic Report Instructions and Helpful Hints document to complete this form.
1 ConlraelorName: I Icontrael#: c::-
Prepared By (print name/title): Report Periodl
Demographic data should be collected on ALL clients receiving services under any program administered by the designated
Community Action Agency.
al 0
'~
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":', ;"_\;':':';_c.i';;~.:;'~>;:)t;:&;~'><:>,::':~';:::;~>:;::c '::.";:_:'::~/ -' ,;;~<~:<< i.:,: ":/ .;:: >
shoul(ri1ot:~xceed~tl1~Y~lue.of, Sectlofl:7e~; ,:.: ,_0'_'__"'-'_ .:,,'i..,::.,_.
,vJq,ji!@i:"'!h;';t<."'~~~;"'(<"",~;~'?""if.$t1"'^,;:4::;::';~,f",{.;;,,!}'.~J;!'&:i;+;'\,;;?~Y'.~~,;!.;,j<{i'
;l;Y.shoufd.not exceeCJ,\he valueof..sec:tlon 4"-"~:i:t.'.f;':i,?^,,:~l"<>.prlii'-
tm;\!b'~.,n~_,_,_"~",,~9:r.i~~':~A#~f:~)~g[[~Jiffi1~'~'@1,~Ji~:;~~~~Jh~~:~m~::~f~~~ii,*-~r'~))/\'t~fW;:':;:
o
S~\;~.ftLg;.~';;::i;,f;NiJiiibG(of;Pers'9ifs~n:if)"';'
# of Persons # SUrve ed
.*-~~q!flJ)J~.r:'()tJ;fi.mJI~,~~~:t?;::::~
o
!'lQfuij~t-,l>m;iirijlllii$~
CITY OF ARROYO GRANDE
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
APPLICATION FOR FUNDING DURING 2006 PROGRAM YEAR
1. Name and mailing address of applicant organization, with contact person, phone and fax
numbers, and e-mail address:
Economic Opportunity Commission of San Luis Obispo County, Inc.
EOC Health Services
1030 Southwood Drive
San Luis Obispo, CA 93401
Program Contact: Raye Fleming
Phone: 805-544-2498 Fax: 805-544-3649 E-mail: rfleming@eocslo.org
Organizational Contact:
Phone: 805-544-4355
Elizabeth "Biz" Steinberg, Chief Executive Officer
Fax: 805-549-8388 E-mail: esteinberg(ql,eocslo.org
2. Title/name/address of proposed project or program:
i:.
Senior Health Screening
EOC Health Services
705 Grand Avenue
San Luis Obispo, CA 93401
,"),.'.',," c-.
LjL, i .;
:',~. .
~~ i..0;~'~
..rJ
. '....:
3. Please describe the proposed project or program. Include a description of the groups who will
benefit and an explanation of how they will benefit from the proposed-projector program.
The Senior Health Screening team consists of a supervisor Registered Nurse (RN), a part time RN and
a clerk. This self-contained team brings all equipment and supplies to each ofthe J 6 senior-focused
sites throughout the county. Clinic services include: blood pressure, pulse, hemoglobin, blood glucose,
cholesterol, hemoccult (to detect colo-rectal cancer), glaucoma, and hearing and vision screening, as
well as flu vaccines. The clinics are held at local churches, senior centers, senior residential facilities,
mobile home parks, and other location where seniors already gather. Educational topics include diet,
exercise, lifestyle modification, reinforcement of medication compliance, bereavement issues, and
referrals to other health, social and legal services.
Although medically one of the most vulnerable segments of the population, seniors are often reluctant
or unable to goto a doctor or get advice about a physical problem or change. The convenience of
Senior Health Screening's monthly clinics, provided in the comfort and informality of a low-stress
environment with staff members who are friendly and familiar, helps make the screening process
more effective. As a trusted resource, Senior Health Screening is also able to help identify possible
health problems, make referrals and provide health education, and offer support and social interaction
for seniors.
The EOC Senior Health Screening Program is committed to ensuring that seniors have access to
maintaining their health, independence and quality of life and to avoiding premature and costly
institutionalization. CDBG funding plays an essential role in continuing these vital services to our
senior community.
2006 CDBG Application
EOC Senior Health Screening
4. Total amount of CDBG funds requested: $ 15.300
Please identify the jurisdiction(s) to which you are applying:
City of Arroyo Grande:
City of Atascadero:
City of Grover Beach:
County wide:
$ 4.500
$ 2.800
$ 4.500
City of Paso Robles: $ 3.500
City of San Luis Obispo:
County of San Luis Obispo:
5. Please describe the budget for the proposed project or program. Itemize all sources of funding
expected to be available and used for this project
a. Revenues: See Attachment A for detailed breakdown
Total Revenues
$ 50,129
b. Expenditures: See Attachment A for detailed breakdown
Total Expenses
$ 50,129
. c,. How do you plan to fund the operation and maintenance costs (if any) associated with this
project? Are these funds available now? !fnot, when will they be available? And from
what source(s)?
All funds received are as earmarked general operating support for the Senior Health Screening
Program; 5( d) details the funding sources for the program.
d. Will CDBG funds be used to match/leverage other funds? List below funding sources and
amounts and identify award dates of these sources.
CDBG support of Senior Health Screening will be used to leverage other funding sources
including public, private foundations and individual donations. Senior Health Screening funding
has already been approved from PG&E, Wells Fargo, United Way, and Grants-In-Aid from the
cities of San Luis Obispo, Morro Bay and Pismo Beach. Additionally, funding applications have
been submitted to three small, private family foundations. Award dates are not known for 2006-
07 funding.
6. Does the proposed project or activity meet one of the three national objectives of the
CDBG program? Please check one of the objectives below that applies to the
proposal, and explain how the project or activity meets that national objective.
a. X Benefits low- and moderate-income persons as defined by the U.S. Department of
Housing and Urban Development (HUD).
b. How does project or activity meet that national objective?
EOC's Senior Health Screening Program is a Public Service serving low-income community
members.
2006 CDBG Application
EOC Senior Health Screening
7. If the project or program is designed to meet the national objective of providing benefit to low-
and moderate-income persons, please estimate the number of persons (or households) to benefit
from the project and break that estimate down by income group as follows:
a. Total number of persons or households who will benefit from the project or
program (regardless of income group):
700 PERSONS
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51 % - 80% or less of the County median-income)?
182 PERSONS
c. . Of the total number of persons or households entered above, how many will be
very low-income (earning 50% or less of the County median-income)?
518 PERSONS
8. Please provide the following information regarding the number of persons/households who will
directly benefit from the funding requested in this application.
a. Total number of persons or households who will directly benefit from the
CDBG funds (regardless of income group):
700 PERSONS
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51 % - 80% or less of the County median-income)?
182 PERSONS
;
c. Of the total number of persons or households entered above, how many will be
ygy low-income (earning 50% or less of the County median-income)?
518 PERSONS
9. Who are the clients of your organization?
The Senior Health Screening Program serves seniors and other vulnerable adults throughout San Luis
Obispo County, with a target population of Medi-Cal and Medicare recipients, the uninsured and
underinsured, and other low-income residents. \
10. How do you currently collect demographic data on the beneficiaries of the proposed project or
program?
2006 CDBG Application
EOC Senior Health Screening
At their first visit of every calendar year an information and demographics card is completed on each
client. The data includes: gender, age, ethnicity/race, education level, family type, family size, source
of income, level of income and status. Data requested conforms to the California Department of
Community Services and Development Data-Client Characteristics Report (attached) which is used to
report demographic information semi-annually to the State.
11. How do you currently document income status of each client?
As part of the intake process in each EOC program, client income status is determined using the
federal poverty guidelines.
12. How will the clients benefit from this project?
Fewer medical facilities and fewer physicians result in a senior population with even fewer healthcare
options. That is why it is so important for Senior Health Screening clinics to continue to provide basic
. tests and monitoring that provide seniors with the opportunity to maintain a high standard of health at
little or no cost. This type of preventative healthcare helps avoid the risk of a prolonged illness and a
higher probability of need for costly subsequent care.
The Senior Health Screening Program in San Luis Obispo County fills a large gap in local health
services. The program provides a reliable and cost-effective means of helping one of the most
vulnerable segments of our population weather the local healthcare crisis without experiencing
financial ruin or neglecting a serio!ls health condition. .
13. Will the services offered by your organization increase or expand as a result of the CDBG
assistance? If yes, please answer the following questions:
No, we will use funds to maintain current service levels.
14. Check any ofthe following eligible activity categories that apply to the proposed project
or program:
---.lL Public services
15. Describe the need and the degree of urgency for the proposed project or program.
What would be the consequences if the proposed project or program is not funded in
the next year?
San Luis Obispo County has become a popular retirement community and the senior population has
increased significantly over the last 20 years. The older adult population in the county increased 28%
between 1980 and 2000, rising from 37,075 seniors age 55 and over in 1980 to almost 57,000 in 2000.
. Of seniors age 60 and over, more than 3,000 live at or below the poverty level and another 5,000 are
considered low- and very low_income.
The delivery of affordable quality health care is a serious need for local seniors living on fixed
incomes. Due to the current shortage of county physicians, many seniors do not have a regular
physician or, if they have, are unable to be seen in a timely manner for conditions or concerns that
may arise. When seniors are poor, non-English speaking, or geographically or culturally isolated, the
2006 CDBG Application
EOC Senior Health Screening
physical process of aging becomes more difficult for them, their families, health care providers, and
communities. Basic health screening, education, and preventative care are critiCal to the physical,
mental and social well-being of our senior citizens. Seniors who lack transportation and access to
affordable health care remain at risk for undetected health hazards or even life-threatening conditions.
Senior Health Screening promotes preventative health care through early detection and education.
Without CDBG support, EOC's ability to maintain the level of this essentiaI.preventative healthcare
. service for county residents would be severely compromised.
16. Please describe the specific organizational method used to implement the proposed
project or program (single or multiple groups, public agency,non-profit; for-profit,
experience in operating similar programs, etc.):
Since 1972, EOC Health Services has operated the only Senior Health Screening. Program throughout
San Luis Obispo County. The EOC Health Services Director oversees the program staff consisting of
a supervisor RN, part time RN, and part time clerk. EOC Health Services is .proud of its long aI]d
successful history of collaboration. Some of our collaborative partners that coordinate services and
-' resources and cross-refer for patient services include: Long's Pharmacy,
Area Agency on Aging's "Vial of Life" program, SLO County Library,HealthPlusPharmacy,
American Heart Association, and the Senior Nutrition Program. Senior Health Screening also
collaborates with volunteer hearing and vision professionals to provide specialized services, as well as
the Braille Mobile Van, SLONET Low Vision and Hospice Partners. Senior Health Screening has a
strong presence at area street fairs, health fairs and other community events. Additionally,program
staff serves on local committees in order to expand networking and collaboration.
I certify that the information in this application is true and accurate to the best of my knowledge arzd
ability.
'-/LS
(-
Eliza th "Biz" Steinberg
Chief Executive Officer
,
(
Attachment A
Economic Opportunity Commission of San Luis Obispo County, Inc.
Budget for Senior Health Screening Program
2006 Program Year
Revenues:
CDBG Funds Requested
County of SLO
Local Sources - United Way
Other Funds - Donations
Other Funds - Patient Fees
Total Revenues
$15,300
23,600
4,000
6,229
1,000
$50,129
Expenditures:
Salaries and Wages
Medical and other program supplies
Office expenses (rent, supplies, utilities, etc.)
Transportation
Liability and auto insurance
Indirect & administrative expense
Total Expenditures
$30,132
8,900
4,834
1,350
1,200
3,713
$50,129
State of California
Dep~rtmenl of Community Services and Development
CSBG Programmatic Data-Client Characteristic Report Annual
CSD 295-CCR (Rev. 04/05)
Please use the eso 295 - Client Characteristic Report Instructions and Helpful Hints document to complete this form.
1 Contractor Name: I I Contract #: C
Prepared By (print name/title): Report Periodl
Demographic data should be collected on ALL clients receiving services under any program a'dminlstered by th~ designated
Community Action Agency.
o
2006 CDBG Application
Organization: BBBS ofSLO County_
CITY OF ARROYO GRANDE
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
APPLICATION FOR FUNDING DURING 2006 PROGRAM YEAR
(Attach additional sheets if necessary)
To be considered for CDBG assistance, please submit this completed application with any exhibits,
budgets or beneficiary data as needed. The application deadline is Friday, October 31, 2005.
Applications must be submitted to one of the participating jurisdictions' of the Urban County or
mailed and post marked by the deadline date to the address provided on the last page of the
application.
NOTE:
(I) Please review the CDBG regulations and guidelines and the Request for
Proposals before completing this proposal. A copy of a HUD-prepared CDBG
eligibility guidebook is available upon request from County staff. Also, please
call County and/or city CDBG staff with any questions about how to complete the
form or about the rating criteria and process.
(2) If the information for any of the questions below requires more room to
provide a complete explanation of your proposed project or program, please
attach additional sheets.
1. Name and mailing address of applicant organization, with contact person, phone and fax
numbers, and e-mail address:
Big Brothers Big Sisters of San Luis Obispo County
PO Box 12644
San Luis Obispo, CA 93406
Contact: Executive Director
Phone: 805-781-3226
Fax: 805-781-3029
e-mail: office@slobigs.org
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2. Title/name/address of proposed project or program:
Big Brothers Big Sisters of San Luis Obispo County
PO Box 12644
San Luis ,Obispo, CA 93406
3. Please describe the proposed project or program. Include a description of the groups who
will benefit and an explanation of how they will benefit from the proposed project or program.
For projects, describe the location of the project (be as specific as possible, e.g. street address).
For programs, state the location from which the program will be operated and/or describe the
2006 CDBG Application .
geographic area served by the program.
milestones.
Organization: BBB8 of8LO County_
Also, please include a schedule of project/program
Big Brothers Big Sisters is an internationally recognized organization known for success in serving
high-risk and disadvantaged youth by matching them one-to-one with adult mentors. In San Luis
Obispo County our agency follows this model and currently serves approximately 4.5% of the
children in the community who (according to the 2000 census) are considered at-risk and high-risk.
This population is determined by four factors: If the child comes from a low-income home, if the
child's parent has not received a higher education, if the child comes from a single-parent or foster
home, and/or the child lives in an environment where there is substance abuse or criminal behavior.
It has been found that these factors contribute to the temptation and influence ,that drive youth to
join gangs, use drugs and alcohol, have an unplanned pregnancy, and be truant.
Description of groups who will benefit and how they will benefit from Program
. Children in our community need to have a Big Brother or Sister to foster resistance and break
the cycles of crime and dependency, drug and alcohol abuse, truancy, and unplanned pregnancy.
. School-aged children are waiting for their own positive role model, a mentor, a Big Brother or .
Big Sister to provide guidance, hope and life enhancing skills and experiences.
. BBBS-SLO targets school-aged children primarily from single family, lower income homes.
Many of the children and youth are from families with a history of physical and emotional abuse,
and/or drug and alcohol abuse. .
. Nearly half the young people currently served by Big BrothersBig Sisters of San Luis Obispo
County (BBBS-SLO) come from high-risk families, 30% with one incarcerated parent.
. Many of the families served by Big Brother Big Sisters of San Luis Obispo County are clients of
the Department of Social Services and many receive Section 8 housing assistance, because of
their limited incomes and other hardships.
. Big Brothers Big Sisters of San Luis Obispo County is an asset based long-term investment as
reflected in studies such as the one conducted by the California Mentor Foundation. That study
showed that of 57,000 young people in mentor programs in 1999:
./ 98.4% stayed in school,
./ 85.25% did not use drugs,
./ 97.9% did not become a teen parent,
./ 98.2% did not join a gang.
It has also been documented that vouths mentored bv a Big Brother or Sister are more Iikelvto:
./ seek higher education and career goals,
./ avoid recidivism
./ make healthier choices.
Big Brothers Big Sisters provide volunteer orientation, screening, training and the professional
Match Support components of the program, adheres to strict background standards, rigorous
training processes, and high quality ongoing case management policies and procedures. Program
Staff assist in the measurement of match goals by using statistical outcome study tools. The
Executive Director/Program Manager supervise college degreed professional Program Staff as well
as College interns and retired volunteer professionals to provide scheduled ongoing guidance,
support and supervision for the match and family.
,
2006 CDBG Application
Organization: BBBS of SLO County_
Targeted marketing strategies are used to identify potential volunteers, and carefully recruit Big
Brother and Big Sister mentors. The volunteers are comprehensively screened, trained and
matched. Big Brothers and Big Sisters spend a minimum of six to eight hours a month with their
"Little". . The time commitment is four hours twice a month of one-to-one mentoring and a telephone
contact on the alternate week. All one-an-one mentors commit to,their relationship for a year.
Beginning in January, 2006 we will be starting a new mentoring program. This will be in conjunction
with most of the local High Schools. Research has shown that Upper.grade high school teens have
great success mentoring children in the elementary grades. This success is.seen in many ways,
but most importantly to the schools it has shown a consistent increase. in academic performance.
Their success has also bested the college and adult school mentors.
i
BBBS-SLO follows and teaches best practices that include cultural sensitivity and diversity-
inclusion. Big Brothers and Big Sisters volunteers provide a catalyst for change that gently leads a
young person to become a caring, competent and productive adult.
BBBS-SLO collaborates with the school personnel, recreational facilities throughout the County,
SLO County Departments of Social Service and Probation,CASACourt.Appointed Special
Advocates, Poly Pals and SAFE-SOC.
BBBS-SLO goals and measurable outcomes are charted monthly
Location of Project:
BBBS-SLO has office space centrally located at 880 Industrial Way, in the City of San Luis Obispo.
. We have three program staff. Each one serves a specific geographical area; South County,
North County and SLO and the Coast. All interviews with potential volunteers and children and
their families are held at their homes. Our staff also interfaces with local organizations, schools,
and churches in their areas.
. The activities and one-to-one relationship between the mentor and mentee take place
throughout the County. The mentor-mentee matches are encouraged to spend recreational time
together that costs very little money, or is free, i.e. hiking, bike rides, the beach, etc. '.
Geographic Areas Served: All areas of San Luis Obispo County
Project Milestones
o . RecruitfTrain Case Manager & support staff
Timeline
First month
o Recruit Big Brothers & Sisters
Ongoing
o Orient Big Brothers & Sisters
Ongoing
o Screen & interview potential "Bigs"
As they apply and as needed
2006 CDBG A lication
o Train mentors, children andlor guardians
Or anization: BBB8 of 8LO Count
As they apply and as needed
o Do home assessments of "Bigs"
Ongoing, and as needed
o Do home assessments of "Littles"
Ongoing, and as needed
o Make BiglLittle matches
Ongoing, and as needed
o Make contact with children on the wait list monthly
Ongoing
o Supervise staff and matches
Ongoing
o Evaluate match goals and outcomes
Twice a year
o Provide ongoing case management
Daily, and scheduled
o Case Reviews
*Weeklv. *Monthlv. *Quarterlv and *Annual reviews
o Plan and have recreational activities
Monthly
(For all matches and children waiting to be matched')
4. Total amount of CDBG funds requested: $75,300
Please identify the jurisdiction(s) to which you are applying*:
AIl areas of San Luis Obispo County
If you are requesting CDBG funds from more than one jurisdiction, please break down the
amount shown above by the jurisdiction listed below.
City of Arroyo Grande:
$5,500
$7,800
$6,500
$75,300
City of Paso Robles: $7,500
. City of San Luis Obispo: $8,000
City of Atascadero:
City of Grover Beach:
County of San Luis Obispo: $40,000
Countywide:
*NOTE: If you are applying to one or more cities, please provide a copy of the application to the
County by the application deadline of October 31, 2005..
S. Please describe the budget for the proposed project or program. Itemize all sources of
funding expected to be available and used for this project
2006 CDBG Application
Organization: BBBS of SLO County_
a. Revenues:
1. CDBG Funds requested
2. Other Federal fund(s) (please describe below)
3. . State source( s) (please describe below)
4. Local source(s) (please describe below)
5. Other funds (please describe below)
Total Revenues
#4 SLO County CBO Grant
#5 local fundraising efforts with individuals and businesses
$75,300
$
$
$ 10,000
$198;000
$283,300
b. Expenditures: List below by item or cost category.
Breakdown of Cost per averaae Bia Brothers Bia Sisters One-to-One
Mentor-Mentee "Match" with Onaoina Match Support
The Expense of Each New Match for a Year
. Recruit Big Brothers & Sisters $150
. Potential Big Brothers & Sisters ("Bigs") Orientation $ 30
. Screen & interview potential "Bigs"
(livescans, local police, sheriff,
DMV records, interview references) $120
. Train mentors, children and/or guardians $ 50
. "Big" written evaluations $ 60
. Written evaluation of "Littles" and his/her family life $ 60
. Make Big/Little matches & meet with match,
complete contracts and document goals $ 60
. Professional Match Support $350
. Evaluate matches $100
. Provide recreational activities $ 20
(for all matches and children waiting to be
Matched)
Average Cost per year for a new "Match" $1.000
"In-Kind" match of volunteer Big Brother Big Sister hours
Average hours volunteered 8 per month x 12 months
= 96 hours per year 96 hours valued at $15.00 per hour of
"in-kind" volunteer services per "Match" = $1440.00
c. How do you plan to fund the operation and maintenance costs (if any) associated with this
project? Are these funds available now? If not, when will they be available? And from
what source(s)?
See above
.,;,,--
2006 CDBG Application Organization: BBBS ofSLO County_
d. Will CDBG funds be used to match/leverage other funds? List below funding sources and
amounts and identify award dates of these sources.
Not at this time
6. Does the proposed project or activity meet one of the three national objectives of the
CDBG program? Please check one ofthe objectives below that applies to the
proposal, and explain how the project or activity meets that national objective.
a. XX Benefits low-and moderate-income persons as defined by the U.S. Department of
Housing and Urban Development (HUD).
NOTE: To meet this national objective, the proposed activity must benefit a specific
clientele or residents in a particular area of the County or participating city, at least 51
percent of who are low- and moderate-income persons. See current income limit
schedule in the Request for Proposals. )
b. _ Aids in the prevention or elimination of slums or blight.
NOTE: To meet this national objective, the proposed activity must be within a designated
slum or blighted area and must be designed to address one or more conditions that
contributed to the deterioration of the area.
c. ---,----Meets community development needshavinga,particular.urgency -where existing
conditions pose a serious and immediate threat to the health or welfare of the community,
and no other funding sources are available.
NOTE: To meet this national objective, the proposed activity must deal with major
catastrophes or emergencies such as floods or earthquakes.
7. If the project or program is designed to meet the national objective of
providing benefit to low- and moderate-income persons, please estimate the
number of persons (or households) to benefit from the project and break that
estimate down by income group as follows:
a. Total number of persons or households who will benefit from the project or
program (regardless of income group):
200 households with children in the program
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51 % - 80% or less of the County median-income)?
100 Households
c. Of the total number of persons or households entered above, how many will be
2006 CDBG Application' Organization: BBBS ofSLO County_
~ low-income (earning 50% or less of the County median-income)? -
51 Households
8. Please provide the following information regarding the number of persons/households who
will directly benefit f1"om the funding requested in this application.
a. Total number of persons or households who will directly benefit from the
CDBG funds (regardless of income group):
73 Households
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51% - 80% or less of the County median-income)?
36 Households
c. Of the total number of persons or households entered above, how many;will be
verv low-income (earning 50% or less of the County median-income)?
18 Households
9. Who are the clients :of your organization? (Example: low- to -moderate-income persons,
-elderly persons, severely disabled persons, migrantfarm-workers,-batteredspouses, etc.)
Children and Families throughout SLO County, the majority of which-are low to moderate income.
10. How do you currently collect demographic data on the beneficiaries of the proposed
project or program? '(Example: racial/ethnic characteristics)
This data would be collected in the interview/screening/match process.
11. How do you currently document income status of each client? (Example: very low, low-
and moderate-income)
This data would be collected in the interview/screening/match process.
12. How will the clients benefit from this project?
The BiglLittle matches that we make and supervise have shown to increase school performance,'
decrease potential drug use, provide positive role modeling, and create a sense of hope for not only
the children, but their families too.
2006 CDBG Application Organization: BBBS ofSLO County_
13. Will the services offered by your organization increase or expand as a result ofthe CDBG
assistance? If yes, please answer the following questions:
a. What new programs and/or services will be provided?
We will expand the number of matches throughout the County.
b. Describe how existing programs and/or services will be expanded and what percentage of
an increase is expected?
We would like to see a 100% increase in the number of matches.
14. Check any ofthe following eligible activity categories that apply to the proposed project
, or program: (Refer to CDBG regulations and the Guide to Eligible CDBG Activities).
Acquisition of real property
Disposition of real property
Public facilities and improvements (may include acquisition; construction,
reconstruction, rehabilitation or installation)
Privately owned utilities
Clearance, demolition, removal of buildings and improvements, and/or movement of
structures to other sites
Interim assistance
Relocation of individuals, families, businesses, non-profit organizations, and/or farms
Removal of architectural barriers
Housing'rehabilitation
New housing construction (under limited circumstances)
Code enforcement
Historic preservation
Commercial or'industrial rehabilitation
Special economic development
2006 CDBG Application
Special activities by subrecipients
Organization: BBBS of 8LO County_
xx Public services
Planning studies
15. Describe the need and the degree of urgency for the proposed project or program. .
What would be the consequences if the proposed project or programis not funded in
the next year?
BBBS of SLO County's ability for capacity building is limited by buClgetrestrictions. In the last
year we have reduced the number of children on the wait list from 75 to 35, de-centralized our staff
. to better meet the need of the children in the County. Qualified Big Brother and Big Sister mentors
are available to be matched with at-risk and disadvantaged children in San Luis Obispo County. The
demand for services has exceeded the growth of financial resources. BBBS of SLO County may
have to stop accepting applications from children until additional funding sources are secured for
case management and support staff.
16. Please describe the specific organizational method used to implement the proposed
project or program (single or multiple group, public agency, non-profit, for-profit,
experience in operating similar programs, etc.):
BBBS of SLO County is a 501(c)(3) non-profit agency. In January 2005 we celebrated our tenth
anniversary as an affiliate of the premier mentoring organization in the Country, (Big Brothers Big
Sisters of America), as well as in San Luis Obispo County. In August of 2003, BBBS professional
staff initiated a quality Service Delivery Model to streamline the response to volunteers and "Littles"
with the ultimate goal of increasing matches at a reduced total cost per match.
2006 CDBG Application
Organization: ~~ ~
.S~.C~
I certify that the information in this application is true and accurate to the best of my knowledge and .
ability. '
Signature
~l ~ - l,,-':{t'<I<6-cD.
_'-.)"T_ c..:.' ~
Printed or typed name
E;><€~EC'. ~~
Title
Note to aDDlicant:
The County and cities require all of this grant recipients to maintain general liability, automobile and
workman's compensation insurance with limits of not less than $1.million*. Provide documentation
. regardmg ability to provide the required coverage.
* Liability coverage may vary by jurisdiction. Please call the city/county contact to verify limits.
Reporting of beneficiary data on a quarterly and year-end basis is required for HUD,purposes. If
you are successful in obtirining federal funds you will need to attend a mandatory meeting at a yet to
be determined time and location.
Prior to HUD's release of grant conditions and/or funds fortheCDBG-funded.project, a review of
the project's potential impact on the environment must be conducted by the awarding jurisdictions
and approved by the County of San Luis Obispo prior to obligating or incurring project costs.
The County must certify to HUD that it has complied with all applicable environmental procedures
and requirements. Should project costs be obligated or incurred Drior to the completion of the
necessary environmental review, the project shall not benefit from the federal funds.
If you need assistance or have questions regarding this application, please contact any of the persons
listed below. Your application(s) can be dropped off or mailed to the following locations:
. Jim Bergman, Community Development Dept., City of Arroyo Grande, 214 E. Branch Street (p.O. Box
550), Arroyo Grande, CA. 93421, (805) 473-5420.
. Marty Tracey, City Redevelopment Agency, City of Atascadero, 6907 EI Camino Real, Atascadero, CA
93422, (805) 470-3460.
. Janet Reese, Community Development Dept., City of Grover Beach, 154S. Eight St., Grover Beach, CA
93433, (805) 473-452.
. Ed Gallagher, Community Development Dept., City of Paso Robles, 1000 Spring St., Paso Robles, CA
93446, (805)237-3970.
. Doug Davidson, Community Development Dept., City of San Luis Obispo, 990 Palm St., San Luis
Obispo, CA 93401, (805) 781-7170.
. Tony Navarro, Dept. of Planning and Building, County Government Center, Rm. 317, San Luis Obispo,
CA 93408, (805) 781-5787.
Big Brothers Big Sisters of SLO County 2006 Budget
INCOME
Contributions
40010 . Camm Support Campaign 65000
40020 . Realtor's Circle 15000
40030 ~ Business Partners . 25000
40060 . Outside Events 0
40090 . Other Donations .' 2000
40120 - Financial Circle 0
40130 . Car Donations 0
40150 . Designated Contributions 4500
40160' Service Clubs 6000
40170 - Matching Gift Program 0
40175 . Sponsored Activities 0
Total Contributions 117500
Events
41220 . The Big Event . 55000
41230 - New Years Eve Event 0
41240 . Golf Tournament Event 32000
Texas Hold'em 15000
41001 - Events - Other 0
Total Events 102000
Grants . .'
42020 . General Grants 7000
42055 . CDBG 14000
42260 . SLO County CBO Grant 10000
42080 - Dept. of Education 35000
42200 . Grants - Other 0
Total Grants 66000
Total Other/Misc. Income 207
TOTAL INCOME 285707
EXPENSES
Event Exoenses
51055 - New Years Eve Expenses 0
51025' The Big Event 20000
51060. Golf Tournament Expenses 12000
51040 - Texas hold'em 3000
51070 . Other Event Expenses , 500
Total Event Expenses 35500
Comm. Support Campaian 900
52010 - Printing , 500
52020 - Kickoff/Report Sessions 0
52030 - Victory Celebration 0
. Page 1 of3
Big Brothers Big Sisters of sLO County 2006 Budget
52040 - Campaigner Recognition 0
52050 - Donor Recognition 200
52060 - Miscellaneous 200
Total Comm. Support Campaign 900
Proaram Exoenses
. 50010. Bookkeeping Services 500
50020 . Audit & Tax Preparation 4200
50030 . Miscellaneous 0
50050 . Donor Outreach 500
50060 - ExOutreachlPhone/Mileag 0
50065 . Internet Services 1300
50070 . Bank Service Charges 100
50071 . Interest Late Fee 0
50080 - Parking 0
50090 . Outside Services 0
50095' Taxes 0
50100. Software, Support & Upgrades 500
57010 . Amerlcorps Fee 0
57020 . Activities 1000
57025 . Sponsored Activities 100
57030 . advertising/newsletter 2000
57040 . Awards/Recognition 500
57050 . Background/L1vescan Check' 250
57054 - Depreciation 0
57055 . Dues/Subscriptions 1000
57060 . Equip. Purchase, Install, Lease 1000
57070 . Repair/Maint-Equip 2000
57080 . Liability 13000
57090 . Health 17000
57100 . Work, Compo 3500
57105 . AIM 0
57110. Supplies for Office & Programs 1500
57112 - Marketing & Recruitment
57120 . Postage 1200
57130' Printing 500
57140 . Promotional Merchandise 2000
57160 . Rent 14553
57170. Telephone 4800
57180. training volunteers 50
57200 . Training/ConI, - Staff/Board 2600
57207 - mileage costs 5000
57210 . Travel - Staff/Board 1400
57215. Meetings/Meals 1000
57250 . grant writing 500
57270 - sBM Supplies 1000
57290 . Building Repalr/Malnt. 0
57300 . Payroll 154000
57301 . Accrued Vacation 0
Page 2 of 3
Big Brothers Big Sisters of SLO County 2006 Budget
57303 . Accrued Payroll 0
57305 . contract payroll 0
57310 - Staff Recognition 0
57320 - Staff/Board Retreat 0
57330 . Board Meeting Expense 0
57350 . Fee - BBBS Affiliation 4300
DOE carryover to 2006
Total Program Expense 242853
TOTAL EXPENSES 279253
NET INCOME 6454
Page 3 of 3
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'COUNCIL"
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.' ,In Partnership' with/he Stin.LuisDbispo_City-:-Cormty Library
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,Dear Mr., Bergman;
Endosedis tbeLit<;racy-Council's2006 CDBGGrant Application. If you have
,anyquesiions ar :illplease feel freetocall me at (805) 541~4219. Thank you for
your time and consideration. "-, " - ',.. -, ,',",' '__" .
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MattKlemin ' ',',
Administrative Assistant
, ,
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1264 HIGUERA STREET, SUITE 102, SAN;LU1S OBISPO, CA93401
. (805) 541-4219 0 1-S00-549-4219 o fAX (805) 781-6630
'litera~y@ch.arter.neL. www~sl~lit~racy.org " ,.
..
,United Way
Of ' San Luis Obispo County
PartnerAge~cy
2006 CDBG Application
Organization: L,'+~ rtl ('^--{ Gt Ihr -t /
. COUNTY OF SAN LUIS OBISPO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
APPLICATION FOR FUNDING DURING 2006 PROGRAM YEAR
(Attach additional sheets if necessary)
To be considered for CDBG assistance, please submit this completed application with any exhibits,
budgets or beneficiary data as needed. The application deadline is 5:00 P.M., Monday, October
31, 2005. Applications must be received by one of the participating jurisdictions of the Urban
County prior to close of the business day. POSTMARKED DATED MAIL RECEIVED AFTER
THE DEADLINE WILL NOT BE ACCEPTED.
NOTE:
(1) Please review the CDBG regulations and guidelines and the Request for
Proposals before completing this proposal. A copy ofa HUD-prepared CDBG
eligibility guidebook is available upon request from County staff. Also, please
call County and/or city CDBG staff with any questions about how to complete the
form or about the rating criteria and process.
. (2) If the information for any of the questions, below requires more room to
provide a complete explanation of your proposed project or program, please
attach additional sheets.
1. Name and mailing address of applicant organization, with contact person, phone and fax
numbers, and e-mail address:
The Literacy Council
1264 Higuera Street, Suite 102
San Luis Obispo, CA 93401
Contact person/title: Bernadette BernardilExecutive Director
Phone: 805-541-4219
Fax: 805-781-6630
E-mail address:bliteracy@charter.net
1
2006 CDBG Application
Organization) ,'I~Y/}d-y {flUhfA/
2. Title/name/address of proposed project or program:
The Literacy Program/1264 Higuera Street, Suite 102, San Luis Obispo, CA 93401
3. Please describe the proposed project or program. Include a description of the groups who
will benefit and an explanation of how they will. benefit from the proposed project or
program. For projects, describe the location of the project (be as specific as possible, e.g.
street address). For programs, state the location from which the program will be operated
and/or describe the geographic area served by the program.. Also, please include a schedule
of project/program milestones.
The Literacy Council- the Literacy Council for San Luis Obispo County was incorporated as a non-
profit in 1982. Our mission statement is to assist adult Learners and their families in the .
development of English language communication skills. Our goals are: recruit and prepare
volunteers as Tutors in the delivery of quality instruction using a variety of approaches. Provide
individual and group instruction to Learners in reading, writing, speaking, and basic number skills,
thereby furthering the ability of Learners to function well in the community. Promote community
awareness and involvement in the literacy process. Our program.serves.allofSan Luis Obispo
County. We operate fourteen learning centers located throughout San Luis Obispo County. This
past fiscal year 430 tutors served 454 learners with 21,160 hours of tutoring.
Locations oflearning centers are as follows:
1. St. John's Lutheran Church, Arroyo Grande- Monday and Thursday afternoons.
2. Peace Lutheran Church, Arroyo Grande-Monday evenings.
3. St. Joseph's Catholic Church, Nipomo- Monday and Thursday evenings.
4. Central Coast Baptist Church, Grover Beach-Monday and Thursday evenings.
5. Atascadero Bible Church, Atascadero-Monday and Thursday evenings.
6. Georgia Brown Elementary, Paso Robles-Tuesday and Thursday evenings.
7. Presbyterian Community Church, Cambria-Monday and Thursday evenings.
8. St. Joseph's Catholic Church, Cayucos-Wednesday evenings.
9. Trinity Methodist Church, Los Osos-Monday and Thursday evenings.
10. 1264 Higuera Street, San Luis Qbispo- Thursday evenings.
11. St. Timothy's Church, Morro Bay-Tuesday and Thursday evenings.
12. First Presbyterian Church, San Luis Obispo-Tuesday and Thursday mornings.
13. First Presbyterian Church, San Luis Obispo-Monday evenings.
14. Oceano Elementary, Oceano- Tuesday and Thursday evenings.
We provide free instruction to adults in reading, writing, and speaking English. We help both
English speakers that need to improve their reading and writing skills and English as a Second
Language speakers. We hold tutor trainings once per month to have a consistent and replenished
resource of tutors. At the. California Men's Colony we train inmates to become tutors and provide
2
2006 CDBG Application . " Organization: /.... 'f.pytJ. f A ColA At:.. .;
both CMC East and West learning centers with in-service trainings and books. Ad~tionally, we
teach parents of children five and younger to read by utilizing children's books. After they have
mastered a book, we teach them to read it to their children. We work with EOC's Head Start
Farnilies. We have more than fifty tutors that work for us independent from any of our centers.
Literacy Council staff matches tutors and learners. Tutors and learners arrange. schedules and
locations that suit their needs.
In Fiscal year 2004-05 our learners were:
357 Hispanic
27 Caucasian-non-Hispanic
44 Asian
20 Afro American
2 Native American
o Pacific Islander
and 4 other
First languages were: English, Spanish, Chinese, Japanese, Vietnarnese, Russian, Polish; Farsi,
French and Italian.
The success of our program and projects are.evaluated by tracking the number.oftutors we are able
to recruit and train and the longevity of those trained tutors. Learners are assessed when they begin
in our program. We use the Slosson Oral Reading Test (SORT) for literacy learners'and the English
as a Second Language Oral Assessment (ESLOA) for ESL (English as a Second.Language) learners.
Learners set achievable goals in the areas of: Home and Family, Work, Self, and Community.
Follow-up assessments are given to each learner determined by their individual progress through the
books and materials in their individual learning plan. Center Directors send in monthly student
progress reports. The progress reports are evaluated to determine the effectiveness of the
tutoringllearning relationship. We assess the learners when they leave the program to determine if
they have progressed beyond their initial assessment and how much they have progressed. We track
how many learners go on to adult education or junior college prograrns. We track learners that pass
a driver's test, GED, become citizens, become employed, and get better jobs.
4. Total amount of CDBG funds requested: $ 15,000
Please identify the jurisdiction(s) to which you are applying*:
Cities of Arroyo Grande, Atascadero, Grover Beach, Paso Robles, San Luis Obispo and County of
San Luis Obispo.
3
2006 CDBG Application . Organization(A '-!-f/lJ, ~~ ~ he-, I
If you are requesting CDBG funds from more than one jurisdiction, please break d wn the amount
shown above by the jurisdiction listed below.
4. Total amount of CDBG funds requested: $ 15,000
Please identify the jurisdiction(s) to which you are applying*:
If you are requesting CDBG funds from more than one jurisdiction, please break down the
amount shown above by the jurisdiction listed below.
City of Arroyo Grande:
$3,000
$3,000
$3,000
$3,000
City of Paso Robles: $3,000
City of Atascadero:
City of San Luis Obispo: $0
City of Grover Beach:
County of San Luis Obispo: $0
County wide:
*NOTE: If you are applying to one or more cities, please provide a copy of the application to the
. County by the application deadline of October 31,2005.
(purposefully blank section)
4
2006 CDBGApplication
Organization: I~ ';..ur11 cy ~(nc.j
5. Please describe the budget for the proposed project or program. Itemize all sources of
funding expected to be available and used for this project
Income
CDBG
CLSA Matching
SLO City Human Relations
EOC
SLO Library
Contract
Special Event
Donations/Memberships
new grants
Books Reimbursement
Interest Income
Total Income
15,000
51,168
5,000
3,600
32,216
10,000
30,774
11,000
.942
300
160,000
a. Revenues:
1. CDBG Funds requested
2. Other Federal fund(s) (please describe below)
3. State source(s) (please describe below)
4. Local source(s) (please describe below)
$ $15,000
$ 0
$ 51, I 68-CA. State Library
$ 37,216-City ofSLO HRC and
City County Library
$ 56,616-special event, private
donations, new grants,
book reimbursement,
interest income
5. Other funds (please describe below)
Total Revenues
$ 160,000
5
2006 CDBG Application
Organization: L '-!nrtl Uj ~ ;-,c"./
b. Expenditures: List below by item or cost category.
Expense
salaries
books
fundraising
outside services
rent
telephone
copier
equipment maintenance
postage
mileage
printing
office supplies
staff development
volunteer
recognition
learning centers misc.
expenses
newsletter
annual meeting
audit
marketing
janitorial
water
donor recognition
pre-service training supplies
in-service training supplies
miscellaneous
payroll taxes
workers' comp
liability
health benefits
Total Expense
89,900
6000
2000
1,500
13,800
2,500
1,700
1,050
1,500
1,000
3,000
2,500
1,500
750
700
2,500
300
2,000
2,000
750
350
500
300
150
500
7,000
3,500
2,750
8,000
160,000
6
2006 CDBG Application
Organization:L '-I-lYPt l' ~nc,';
c. How do you plan to fund the operation and maintenance costs (if. any) associated with this
project? Operation costs will be funded through our. general' budget. . There are no
maintenance costs Are these funds available now? Yes, for the operations. costs. If not,
when will they be available? And from what source(s)? .Operation-costs'.are available
through our City/County Library Contract and State Library Funds.
d. Will CDBG funds be used to match/leverage other funds? List below funding sources and
amounts and identify award dates of these sources.
NO, although other funding entities would be favorably impressed by the fact that we receive CDBG
funds.
6. Does the proposed project or activity meet one of the three national objectives of the
CDBG program? Please check one of the objectives below that applies to the
proposal, and explain how the project or activity meetscthat national objective.
a. X Benefits low-and moderate-income persons as defined by the U;S~ Department of
Housing and Urban Development (HUD).
NOTE: To meet this national objective, the proposed activity must benefit a specific
clientele or residents in a particular area of the County or participating city, at least 51
percent of who are low- and moderate-income persons. See current income limit
schedule in the Request for Proposals.
b. _ Aids in the prevention or elimination of slums or blight.
NOTE: To meet this national objective, the proposed activity must be within a designated
slum or blighted area and must be designed to address one or more conditions that
contributed to the deterioration of the area.
c. _ Meets community development needs having a particular urgency where existing
conditions pose a serious and immediate threat to the health or welfare of the community,
and no other funding sources are available.
NOTE: To meet this national objective, the proposed activity must deal with major
catastrophes or emergencies such as floods or earthquakes.
7
2006 CDBG Application
Organization:L. '!pyt1cy {;Lrnt:, /
7. If the project or program is designed to meet the national objective of
providing benefit to low- and moderate-income persons, please estimate the
number of persons (or households) to benefit from the projectand.break that
estimate down by income group as follows:
a. Total number of persons or households who will benefitfromthe.project or
prograrn (regardless of income group):
ciQ)
Persons/households (circle the applicable unit)
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51 % - 80% or less of the County median-income)?
(ill)
Persons/households (circle the applicable unit)
c. Of the total number of persons or households entered above, how many will be
Y!rrY low-income (earning 50% or less of the County median-income)?
~
Persons/households (circle the applicable unit)
8. Please provide the following information regarding the'number of persons/households who
will directly benefit from the funding requested in this application.
a. Total number of persons or households who will directly benefit from the
CDBG funds (regardless of income group):
700 Gso~ouseholds (circle the applicilble unit)
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51 % - 80% or less of the County median-income)?
133 ~ouseholds (circle the applicable unit)
c. Of the total number of persons or households entered above, how many will be
very low-income (earning 50% or less of the County median-income)?
560 ~ouseholds (circle the applicable unit)
8
2006 CDBG Application
Organization:i '!.iuracy t;/A he. .j
9. Who are the clients of your organization? (Example: low- to moderate-income persons,
elderly persons, severely disabled persons, migrant farm workers, battered spouses, etc.)
Very low income, lowto moderate-income persons, migrarit farm workers, the,disenfranchised
10. How do you currently collect demographic data on the beneficiaries of the proposed
project or program? (Example: racial/ethnic characteristics)
Every learner completes a student adult data sheet when they begin our program. We ask them to
check ethnicity and we ask questions about employment.
11. How do you currently document income status of each client? (Example: very low, low-
and moderate-income) ,
We conduct a yearly anonymous survey
12. How will the clients benefit from this project?
They learn the basic skills of reading, writing and speaking English. 'They can improve their lives by
attaining better jobs. . They can participate in their communities and voice their needs.
13. Will the services offered by your organization increase or,expand.as a result of the CDBG
assistance? If yes, please answer. the following questions:
a. What new programs and/or services will be provided?
b. Describe how existing programs and/or services will be expanded and what percentage of
an increase is expected?
All of our learning centers presently maintain waiting lists of learners. Consistent funds will allow
us to continue our tutor recruitment and training which will add more tutors who can then serve
more learners. A twenty percent increase of learners is expected.
, 14. Check any of the following eligible activity categories that apply to the proposed project
or program: (Refer to CDBG regulations and the Guide to Eligible CDBG Activities).
Acquisition of real property
Disposition of real property
Public facilities and improvements (may include acquisition, construction,
reconstruction, rehabilitation or installation)
9
2006 CDBG Application
Organization:!. i.p HIt;' ~'w,t:. /
Privately owned utilities
Clearance, demolition, removal of buildings andimprovements;:and/or movement of
structures to other sites
Interim assistance
Relocation of individuals, families, businesses, non-profit organizations, and/or farms
Removal of architectural barriers
Housing rehabilitation
New housing construction (under limited circumstances)
Code enforcement
Historic preservation
Commercial or industrial rehabilitation
Special economic development
Planning studies
15. Describe the need and the degree of urgency for the proposed project or program.
What would be the consequences if the proposed project or program is not funded in
the next year? .
The need for literacy services in San Luis Obispo County is great and growing. The National
Institute for Literacy publishes adult literacy estimates. Their rating system uses 1 as the lowest
literacy level and 5 as the highest. The latest published data for our county is still 1996. It shows
that 17% of our population age 16 and older is at level 1- the lowest literacy level and 38% are at
combined levels 1 and 2.
10
i
\
2006 CDBO Application
Organization: L j'p y.a Lj t;1;.r, c., /
The major consequences oflow literacy are:
Welfare:
75% of food stamp recipients perform at the lowest two levels of literacy.
50% of adults on welfare do not have a high school diploma or OED.
43% of adults with low literacy skills live in poverty.
Crime:
70% of prisoners perform at the two lowest literacy levels.
Continuing cycle: Children's literacy levels are strongly linked to .the educational ,level of their
parents. The most significant predictor for children to, have success in school is for the primary
caregiver to have graduated from high school or have a OED.
Children of parents who are unemployed and have not completed high school are five times more
likely to drop out of school.
Literacy is often the first step for a person to become a productive and contributing member of their
community. Better English language skills easily translate into better jobs .andhigher wages for our
learners. With better jobs and higher wages our learners become active productive.participants in
their communities. Because our service is provided one-to-one or in small groups, our learners are
provided with the level and type of instruction specific to their unique needs. . Our tutors are
prepared to help with such necessary skills as filling out job applications, . learning :job specific
vocabulary, attaining a driver's license, preparing for the OED test, and .studying for the citizenship
test. They are' also prepared to teach parents to read to their children and .to help teens improve their
English language skills. Often, a mentoring relationship develops wherein selfcesteemand life skills
are modeled and learned.
The recruitment, training and retention of volunteer tutors are expensive, on-going, and labor-
intensive efforts. We offer monthly tutor trainings conducted by Literacy Council staff. Each
training graduates, on average, fifteen new tutors. . The trainings are twelve hours over a two-day
period. Most tutors work one-on-one or in small groups of two or three learners per tutor. This low
tutor-learner ratio builds bonds between tutors ahd learners and is an extremely effective teaching
strategy. However, it requires a large and constantly replenished pool of tutors, as well as, staff
. support, books, and materials. Without ever increasing funding, the Literacy Council would not be
able to respond to the demand posed by the ever increasing number of individuals in San Luis
Obispo County needing to learn Basic English language skills.
Recruiting, training, and retaining tutors constitute one component of what the Literacy Council
needs to do in order to provide its services. The other crucial component is the assurance that each
individual that seeks our help can ultimately achieve the goal of reaching a literacy level that will
improve hislher overall quality of life. Consistent and new funding sources help the Literacy Council
provide the program, books, and materials to learners and to individuals on our waiting lists hoping
to be learners. The Literacy Council effectively serves all of San Luis Obispo County.
In order to grow and maintain the integrity of its program, the Literacy Council needs qualified,
professional staff to administer, create, and actualize a viable litera~y program that affects every
community in our county. ..
11
2006 CDBG i}pplication
organizationL '!f-,ytJ,/7 U1A h/../
If the Literacy Council were not funded next year the consequences would be:
1. The inability to recruit and train the needed number of tutors.
. 2. The increase in numbers of potential learners on waiting lists.
3. Not having enough books and materials.
4. Loss of staff to positions that promise better wages and benefits.
16. Please describe the specific organizational method used to implement the proposed
project or program (single or multiple group, publkagency,non"profit, for-profit,
experience in operating similar programs, etc.):
The Literacy Council, founded in 1982 as a private non-profit,' utilizes the following method to
implement its program:
I. Have a diverse and active board of directors that is diligentin overseeing a non-profit
organization
2; Have a competent staff that is capable of. administrating and coordinating the
prograrn.
3. Secure funds from both the private and public sector.
4. Uphold accurate accounting of funds.
5. Advertise for volunteer tutors.
6. Be accessible to all potential learners.
'7. Offer well designed tutor pre-service and in-service trainings taught .by:experienced
instructors.
8. Maintain a well-trained pool of volunteer Center Directors and tutors.
9. Research for best books and materials and have them accessible to all tutors and
learners.
10. Assure that each learner has a learning plan specific to their individual English
language learning needs.
11. Track learner progress.
12. Keep data bases oflearners and tutors.
13. Collaborate with other agencies whose clients may need our services.
14. Participate in other organizations such as United Way Agency Relations, the
Children's Services Network, Chambers of Commerce, and the Planned Giving
Council.
~,
I certify that the information in this application is true
"ty.
d accurate to the best of my knowledge and
Signature
;:;p /Y n Cr ('/.el4..L 34 rlCt-rt:l
Printed or typed name
If)
Date
6-Yetkt/"e /),'rRe.I~
Title
12
L
The Harvest Bag Inc.
Post Office Box 628,Oceano,Ca 93445
921 South Fourth Street, Grover Beach,CA
805-489-4223
Jim Bergman
Community Development Dept.
City of Arroyo Grande
214 E. Branch Street
Arroyo Grande, CA. 93421
Dear Mr. Bergman,
lj,. ~ ["~~. ~ --J 0 b
h\:. i;;';, :' l\ .," cto er 17, 2005
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Enclosed is an application for CDBG funds for the year 2006: HarVest Bag has reached a critical
period in its 26 years of existence as it realizes it can no longer be financially self sufficient.
Over the years our community has become economically successful andthe number offamilies
requiring our help has dwindled. We still expect to distribute 20,000 food units during 2006
about half being in the Arroyo Grande area. Even with an all volunteer staff our fixed cost are in
the neighborhood of $100,000 a year. At $2.50 donation per food unit we can generate only
about half enough revenue to operate and thus are dependent on grants'anddonations for the rest
of our income.
Arroyo Grande has been exceedingly generous to Harvest Bag over the, years, allowing us to use
. Soto Park as a distribution center and providing us money from their CDBG as well. lcan only
hope the City can continue to do so.
. ~!th kj1dest r~ards,
(~~
Richard S. Riggins
Volunteer
805 773 2399
rsriggins@sbcglobal.net
.'~""
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2006 CDBG Application Organization: _ ~~.e.~t B~r.'T!7 5 ~'_.
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CITY OF ARROYO GRANDE 'C',: -, , 'V
. ,'. - - \." , ~
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM i ,',' '" C:,
APPLICATION FOR FUNDING DURING 2006 PROGRAM YEAR "" -.;',..
(Attach additional sheets if necessary) .
To be considered for CDBG assistance, please submit this completed. application with any exhibits,
budgets or beneficiary data as needed. The application deadline is 5:00 P.M., Monday,October
31, 2005. Applications mnst be received by one of the participating, jurisdictions of the Urban
County prior to close of the business day. POSTMARKED DATED MAIL RECEIVED AFTER
'I:HE DEADLINE WILL NOT BE ACCEPTED.
NOTE:
(1) Please review the CDBG regulations and guidelines and the Request for
Proposals before completing this proposal. A copy of a HUD-prepared CDBG
eligibility guidebook is available upOn request from County staff. Also, please
call County and/or city CDBG staffwith any questions about how to complete the
form or about the rating criteria and process.
(2) If the information for any of the questions below requires more room to
provide a complete explanation of your proposed project or program, please
attach additional sheets.
1. Name and mailing address of applicant organization, with. contact. person, ,phone and fax
numbers, and e-mail address:
Name: The Harvest Bag Inc.
Address (mailing and physical address requested if different): PO Box 628 Oceano, CA.93445
921 Fourth St. Grover Beach, CA. 93443
. Contact person/title: Richard Riggins Harvest Bag Volunteer
Phone: 805 773 2399
Fax: Same
.E-mail address:rsriggins@sbcglobal.net
2. Title/name/address of proposed project or program:
Same as above.
2006 CDBG Application
Organization: _Harvest Bag 2
3. Please describe the proposed project or program. Include a description of the groups who
will benefit and an explanation of how they will benefit from thecproposed project or program.
For projects, describe the location of the project (be as specific as possible, e.g. street address).
. For programs, state the location from which the program will be .operated and/or describe the
geographic area served by the program. Also, please include. a. schedule' of project/program
milestones.
Harvest Bag collects and distributes surplus food to the economically disadvantaged and provides
opportunities for the older retired population as well as young people to participate in meaningful
community activities.
Harvest Bag is an all-volunteer organization begun in 1979 by eight senior women with the 'help of the
Economic Opportunity Council (EOC). Harvest Bag is the original food bank in San Luis Obispo
County celebrating 26 years of continuous service to the County. Presently, there are 54 volunteer
. members working at Harvest Bag. Volunteers pickup food donations from local' groceries and bakeries
seven days a week They drive trucks to exchange food with other distribution centers both locally and
in the Central Valley. and pack bags with groceries to distribute to needing 'residents in .San Luis
Obispo County. The volunteers also work at various fairs, festivals, 'and other events to obtain
operating money for the program. Most volunteers are members of RSVP (Retired & Seniors
Volunteer Program).
Harvest Bag participates in the local area youth programs through school community projects that
allow young people to work along side seniors where the students can learn from the experiences of
the elderly and witness that older people can still be productive members of society. Harvest Bag
accepts juveniles from the courts and supervises their community service sentences.
Harvest Bag distributes food weekly through 4 main distribution centers and 3-drop points. Our main
distribution center is located at Soto Park in Arroyo Grande where each Wednesday beginning at 4am
food is brought from the warehouse in Oceano and the packaging lines are set up. Once packaged the
food is distributed at the park as well as trucked to the Zion Lutheran Church in San Luis Obispo, the
Central Coast Seniors center in Oceano, and the Senior Citizen Center in Nipomo. We also have
weekly drop points in Santa Margarita and Atascadero. Twice a month, food units are sent to
California Valley from Santa Margarita. Food is also available at our warehouse any time it is open.
Our president has his phone number listed with "Hotline" in case an emergency distribution is
required.
Last year (July2004-June2005) we distributed approximately 20,000 food units to individual families
at the following locations: Nipomo 2,089, Atascadero 1,371, Paso Robles 1,599, SanLuis Obispo
2,797, Calif Valley 553, Santa Margarita 372, Oceano 661, and 10,553 at our main distribution center
2006 CDBG Application
Organization: _Harvest Bag 3
in Soto Park, Arroyo Grande. Three hOOdred and sixty-six of these bags were delivered to families
that could not get to a distribution center and 688 were distributed free. We finished the fiscal year
without having to raise our requested donation of $2.50 per food unit and maintained our unit weight
of A 1 Ibs. We were not able to accumUJ.ate enough surplus money to'purchase'any replacement
vehicles because of increasing cost of fuel and maintenance. We; need smaller,vehicles that do not
require special licenses so we would have more drivers to exchange ,food with Porterville,
Bakersfield, and Santa Maria. To find drivers to make these runs is becoming difficult. Fortunately
. with the improving economy and more agencies distributing food in our county we are seeing less
demand although we still expect to distribute between 15,000 and 20,000 units during the fiscal year
2005-2006. The unit of food includes fresh fruit and vegetables, bread, dairy products, snack foods
and occasionally meat and eggs.
Harvest Bag does not collect socioeconomic, ethnic, or religious dataonitsc1ientele although. we do
have data on the ages served. Harvest Bag has no qualification requirements. It- services a large
segment of the needy population including those that do not qualifY for government programs such
as the working poor, those with short term financial problems, migrant workers; undocumented
workers, the-temporary unemployed and.many of the elderly and disabled. .
During April 2004 Harvest Bag surveyed 408 families with a total of 1244 individuals in those
families to learn the age characteristics of the population we serve. Below are the results of that
survey:
Ages: 65 & older
18-64
6-17
5 & under
252/1244 (20%)
612/1244 (49%)
89/1244 (7.2%)
286/1244 (23%)
94/1244 (7.6%)
Disabled Adults
Single member families
89/408 (22%)
Families with childrenl58/408 (39%)
Families with children 5 & under 66/408 (16%)
Families headed by women 168/408 (41%)'
Families headed by women with children 62/168 (37%)
Families headed by women with children 5 & under
22/168 (13%)
9/168 (5%)
Families headed by women 65 & older with children
2006 CDBG Application
Organization: _Harvest Bag 4
There were 148/408 (36%) families where the head of household was 65 or older. and 471148 (32%)
lived alone. .
Locations
A vila Beach I Arroyo Grande 104 Antioch 1
Atascadero 10 CA. Valley 17 Grover Beach 42
. Guadalupe 3 Hanford I Lompoc 1
Morro Bay 2 Nipomo 44 Oceano 59
Pismo Beach 21 Paso Robles 18 Santa Barbara 17
San Luis Obispo 47 Santa Maria 10 Santa Maragarita 3
Templeton 4 Other 3
Although we do not collect income data on our population the nature of our service strongly suggests
are clientele are from the very lowest socioeconomic class. As to ethic origin, European and Hispanics
make up our largest group with an occasional Asian and African.
Harvest Bag is requesting funds for continuing operations. In earlier years we were entirely supported
by donations from our clientele. Harvest Bag . has seen a continuous decline in the number of people
requiring our services because of better economic conditions and more agencies distributing food and
other benefits: Along with the decline in the number of clientele, there has been an increase in
expenses do to aging of the equipment and higher fuel and electrical costs. Harvest Bag is faced with 3
options, discontinue services, .increase our request for donations from our clientele or obtain funding
through government and private grants. We still believe there is a need for our services and expect to
distribute 15,000 to 20,000 food units during our fiscal year 2005 - 2006. Presently we request a
donation of $2.50 for a food unit of 41 lb. and our clientele can afford very little more. Obviously if
Harvest Bagcan not raise enough funds through grants and donations we will have to request more
money from our clientele but that will further disadvantage the most vulnerable among us.
Finally it is important to note that Harvest Bag has no personnel costs. All moneys go directly to the
costs of collecting, storage, and distribution of surplus food. The food is also donated although we
usually have a small FEMA grant to purchase dairy products, as donations of these food items are
frequently inadequate.
2006 CDBG Application
Organization: _Harvest Bag 5
Harvest Bag is requesting $ 6000 from the City of Arroyo Grande to support Harvest Bag activity for
the residents in Arroyo Grande. We distributed' 10,553 .food units at Soto Park during ,the fiscal year
2004 -2005. We appreciate the use of Soto Park as our distribution point and consider it a major
contribution by the city of Arroyo Grande.
4. Total amount of CDBG funds requested: $6,000 From the City of Arroyo Grande
Please identify the jurisdiction(s) to which you are applying*:
. If you are requesting CDBG funds from more than one jurisdiction, please break down the
amount shown above by the jurisdiction listed below.
City of Arroyo Grande:
$ 6,000
$ 2,000
$ 5,000
$ 30,000
City of Paso Robles: $ 1,000
City of Atascadero:
City of San Luis Obispo: $4,000
City of Grover Beach:
County of San Luis Obispo: '$J2,000
Countywide:
*NOTE: If you are applying to one or more cities, please provide a copy of the application to the
County by the application deadline of October 31, 2005.
5. Please d.escribe the budget for the proposed project or program: Itemize all sources of
funding expected to be available and used for this project
a. Revenues:
L CDBG Funds requested
2. Other Federal fund(s) (please describe below)
$ 6,000
$ 39,000
We have been receiving approximately $ 10,000 from a Community Based Organization/Preventive
Health grant and $5,000 from a FEMA grant Harvest Bag is also requesting $24,000 CDBG funds
from the County and other government entities in the county.
3. State source(s) (please describe below) $
Harvest Bag has not successfully tapped into any State funds to date although we keep trying.
2006 CDBG Application Organization: _ ffurvest Bag 6
4. Local source(s) (please describe below) $ 10,000
Harvest Bag has raised about $10,000 annually from private sources and will continue this
effort.
5. Other funds (please describe below) $ 62,000
Harvest Bag requests a donation of $2.50 per food unit and will continue, to do so: Since ,our clientele
are poor we hope' not to raise this request. If families can not afford to make a', donation the food is
given to them without a donation. We hope to raise $50,000 through these donations. Also our
Warehouse has an Apartment above it which we can rent for about $12,000.
Total Revenues
$ 117,000
b. Exoenditures: List below by item or cost category.
Operating Expenses
Donated food valued at $0. 151b in-kind
Food purchases (mainly dairy products)
Mileage Reimbursement (some volunteers occasional must use
their own vehicles for pickup & delivery)
Repair & Maintenance (equipment is old with high maintenance and repair)
Supplies (bags, wrappers, containers, etc.)
Vehicle fuel & oil
Warehouse/office rent
Utilities & telephone
Taxes & licenses
Office supplies & postage
Insurance
Accounting
$189,879
$5,300
$1,100
$12,000
$300
$20,000
$48,000
$20,000
$2,000
$320
$18,600
$2,620
Sub total Operating Expenses (cash)
(in-kind)
, $111,640
$189,879
$301,519
Total Operating Expenses
Personnel Expenses
All personnel are volunteer contributing 15,893 hours for calendar year 2004. At minimum wage
without any fringe benefits this would represent $ 1 07 ~278.
(
2006 CDBG Application
Organization: _Harvest Bag 7
c. How do you plan to. fund the operation .and maintenance costs (if any) associated with this
project? Are. these funds available now? If not, when will they'be available? And from
what source(s)?
Harvest Bag plans to fund operations as outlined in the budget about 50%.by private. donations and
50% through govermnent grants such as this Community Development block grants and Community
Based Organizations! Preventive Health grants. We have successfully obtained these: funds for'
~everal years and hope to continue to do so. These funds would not become available until 2006-
2007.
d. Will CDBG funds be used to matchlleverage other funds? List below funding sources and
amounts and identify award dates of these sources.
Harvest Bag will match funds from the CDBG grant with privatedonations.which includeSTequested
donations for each food unit, and other grants as detailed in the budget. These . funds are not yet
available but will be applied for at the appropriate times. We will be asking for funds from
Community Based OrganizationlPreventive Health grants, our '.private . sources, FEMA and CDBG
funds from the County and other county entities. Harvest Bag also constantly: looking . for other
sources of funding from agencies, foundations, and organizations that wilL help fund our activities.
6. : Does the proposed project or activity meet one of the three national objectives:of. the
CDBG program? Please check one ofthe objectives below that applies to the
proposal, and explain how the project or activity meets that national objective.
a. _X_ Benefits low- and moderate-income persons as defined by the U.S. Department of
Housing and Urban Development (BUD).
NOTE: To meet this national objective, the proposed activity must benefit a specific
clientele or residents in a particular area of the County or participatipg city, at least 51
percent of who are low- and moderate-income persons. See current income limit
schedule in the Request for Proposals. .
b. _ Aids in the prevention or elimination of slums or blight.
NOTE: To meet this national objective, the proposed activitY must be within a designated
slum or blighted area and must be designed to address one or more conditions that
contributed to the deterioration of the area.
c. Meets community development needs having a particular urgency where existing
conditions pose a serious and immediate threat to the health or welfare of the community,
and no other funding sources are available.
NOTE: To meet this national objective, the proposed activity must deal with major
2006 CDBG Application
Organization: _Harvest Bag 8
catastrophes or emergencies such as floods or earthquakes.
7. If the project or program is designed to meet the national objective of
providing benefit to low- and moderate-income persons, please estimate the
number of persons (orhouseholds) to benefit from the project and break that
estimate down by income group as follows:
a. Total number of persons or households who will benefit from. the projector
program (regardless of income group): .
Approximately 200 households
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51 % - 80% or less of the County median-income)?
Estimate 150 households
c. Of the total number of persons or households entered above; how many will be
verv low-income (earning 50% or less of the County median-income)?
Estimate 50 households
8. Please provide the following information regarding the number of persons/households who
will directly benefit from the funding requested in this application.
a. Total number of persons or households who will directly benefit from the
CDBG funds (regardless of income group):
. -200 households
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51 % - 80% or less of the County median-income)?
150 households
c. Of the total number of persons or households entered above, how many will be
verv low-income (earning 50% or less of the County median-income)?
50 households
2006 CDBG Application
Organization: _Harvest Bag 9
9. . Who are the clients of your organization? (Example: low-to moderate-income persons,
elderly persons, severely disabled persons, migrant farm workers, battered spouses, etc.)
Harvest Bag does not collect socioeconomic, ethnic, or religious data on its clientele although we do
have data on the ages served. Harvest Bag has no qualification requirements.' It- services.a large
segment of the needy population including those that do not qualify for 'government 'programs such
as the working poor, those with short term financial problems, migrant workers, undocumented
workers, the temporary unemployed and many of the elderly and disabled:Details are described in
section 2
10. How do you currently collect demographic. data on the beneficiaries of the proposed
project or program? (Example: racialletImic characteristics).
Harvest Bag does not collect demographic data except for age data done in a 2004 survey (see
section 2). However if required we will provide our clients with a.selfaddressed stamped'.post card
requesting the required data. They can fill out the card and mailitback to us anonymously. The card
will be in English and Spanish.
11. How do you currently document income status of each client? (Example: very low, low-
and moderate-income)
Harvest Bag does not collect income data from its clientele. If it will be required it will be done by
postcard survey (see I 0).
12. How will the clients benefit from this project?
Harvest Bag's surplus food products of fresh fruit and vegetables along with dairy and bakery
goods should provide nutritious food for the family and reduce food costs in their budget.
13. Will the services offered by your organization increase or expand as a result of the CDBG
assistance? Hyes, please answer the following questions:
a. What new programs and/or services will be provided?
2006 CDBG Application
Organization: _Harvest Bag 10
None
b. Describe how existing programs and/or services willbe.expanded,and what percentage of
an increase is expected?
We do not expect to expand our over all services with CDBG,funds.only:maintain our
present level of services without requesting a larger donation for our food,unit from our
clientele. We would like to keep the request at $2.50for41Ibs of food. 'Harvest Bag is
capable of expanding services if the need arrives as much of our costs are fixed costs but
our experience suggests the food requirements for the economically disadvantaged in this
,county are being met. Unless there is a significant worsening of our local economy or a
large influx of poor people we should not need to expand our services.
14. Check any of the following eligible activity categories that apply, to the proposed project
, or program: (Refer toCDBG regulationsand the Guide to Eligible CDBGActivities).
Acquisition of real property
Disposition of real property
Public facilities and improvements (may include acquisition, construction,
reconstruction, rehabilitation or installation)
,Privately owned utilities
Clearance, demolition, removal of buildings and improvements, and/or movement of
structures to other sites
X Interim assistance
. Relocation of individuals, families, businesses, non-profit organizations, and/or farms
Removal of architectural barriers
Housing rehabilitation
New housing construction (under limited circumstances)
)
2006 CDBG Application
Organization: _Harvest Bag 11
Code enforcement
Historic preservation
Commercial or industrial rehabilitation
. Special economic development
Special activities by subrecipients
Public services
Planning studies
15. Describe the need and the degree of urgency for the proposed project or program.
What would be the consequences if the proposed project or program is notfundedin
the next year?
We still believe there is a need for our services. Harvest Bag expects to distribute 15,000 to 20,000
food units during our fiscal year 2005 - 2006 and approximately the same number during 2006- 2007
Presently we request a donation of $2.50 for a food unit of 41 lb. and our clientele can afford very.
little more. Obviously if Harvest Bag can not raise enough funds through grants and donations we will
have to request more money from our clientele which will further marginalize the most vulnerable
among us.
16. Please describe the specific organizational method used to implement the proposed
project or program (single or multiple group, public agency, non-profit, for-profit,
experience in operating similar programs, etc.):
Harvest Bag is an all-volunteer organization begun in 1979 by eight senior women with the help of
the Economic Opportunity Council (EOC). Harvest Bag is the original food bank is San Luis
Obispo County celebrating 26 years of continuous service to the County. Presently there are 54
volunteer members working at Harvest Bag. Volunteers pickup food donations from local groceries
and bakeries seven days a week. They drive trucks to exchange food with other distribution centers
both locally and in the Central Valley and pack bags with groceries to distribute to needing residents
in San Luis Obispo County. .
2006 CDBG Application
Organization: _Harvest Bag 12
, Harvest Bag distributes food weekly through 4 main distribution centers and3-drop points. Our main
distribution center is located at Soto Park in Arroyo. Grande where each ,Wednesday beginning at 4am
food is brought from the warehouse in Oceano and the packaging lines are set up;.Once.packaged the
food is distributed at the park as well as trucked to the Zion Lutheran.Church in.San Luis Obispo, the
Central Coast Seniors center in Oceano, and the Senior Citizen Center in'Nipomo: We also have
weekly drop points in Santa Margarita and Atascadero. Twice a month, food units are' sent to
California Valley from Santa Margarita. Food is also available at our'warehouse any time it is open.
Our president has his phone number listed with "Hotline" in case an emergency:distributionis
required.
I certify that the information in this application is true and accurate to the best of my knowledge and
ability.
jL, .A..yU""'" ( tO.Dr. J ..0
Signature
Herman Olave
/ ~ - 2S~~ ,C;-
Date
President Harvest Bag Inc,
The County and cities require all of this grant recipients to maintaingeneraHiability;automobile and
workman's compensation insurance with limits of not less than $ l'million*. Provide documentation
regarding ability to provide the required coverage.
* Liability coverage may vary by jurisdiction, Please call the city/county contact to verify limits.
Reporting cifbeneficiary data on a quarterly and year-end basis is required for HUD purposes, If
you are successful in obtaining federal funds you will need to attend a mandatory meeting at a yet to
be determined time and location.
Prior to HUD's release of grant conditions and/or funds for the CDBG-funded project, a review of
the project's potential impact on the environment must be conducted by the awarding jurisdictions
and approved by the County of San Luis Obispo prior to obligating or incurring project costs.
The County must certify to BUD that it has complied with all applicable environmental procedures
and requirements. Should project costs be obligated or incurred Drior to the completion of the
necessary environmental review, the project shall not benefit from the. federal funds.
If you need assistance or have questions regarding this application, please contact any of the persons
listed below. Your application(s) can be dropped off or mailed to the following locations:
. Jim Bergman, Community Development Dept., City of Arroyo Grande, 214 E. Branch Street (p.O. Box
550), Arroyo Grande, CA 93421, (805) 473-5420.
. Marty Tracey, City Redevelopment Agency, City of Atascadero, 6907 El Camino Real, Atascadero, CA
93422, (805) 470-3460.
2006 CDBG Application Organization: _Harvest Bag 13
o Janet Reese, Community Development Dept., City of Grover Beach, 154 S. Eight St., Grover Beach, CA
93433, (805) 473-452.
o Ed Gallagher, Community Development Dept., City of Paso Robles, 1000 Spring St., Paso Robles, CA
93446, (805) 237-3970. .
o Doug Davidson, Community Development Dept., City of San Luis Obispo; 990.PaIm St., San Luis
Obispo, CA 93401, (805) 781~7170. .
o Tony Navarro, Dept. of Planning and Building, County GovernmentCenter,Rm.'317, San Luis,Obispo,
cA 93408, (805) 781-5787.
2005 CDBG Application
Organization: Senior Volunteer Services
COUNTY OF SAN LUIS OBISPO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
APPLICATION FOR FUNDING DURING 2006 PROGRAM YEAR
(Attach additional sheets if necessary)
To be considered for CDBG assistance, please submit this completed application with any exhibits,
budgets or beneficiary data as needed. The application deadline is Friday, October' 28, 2005.
Applications must be submitted to one of the participating jurisdictions of the Urban County or
mailed and post marked by the deadline date to the address provided. on the last page of the
application.
NOTE:
(I) Please review the CDBG regulations and guidelines and the Request for
Proposals before completing this proposal. A copy of a HUD-prepared CDBG
eligibility guidebook is available upon request from County staff. Also, please
call County and/or city CDBG staff with any questions about howto complete the,
form or about the rating criteria and process. i
(2) If the information for any of the questions below requires more room to
provide a complete explanation of your proposed project or program, please
attach additional sheets.
1. Name and mailing address of applicant organization, with contact person, phone and fax
numbers, and e-mail address:
Senior Volunteer Services
660 Pismo Street
San Luis Obispo, CA 93401
Phone: (805) 544-8740
FAX: (805) 544 9146
Email: rsvpslo@srvolunteer.org
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2. Title/name/address of proposed project or program:
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"""'I - ft, . / ~i"-...
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Caring Callers
Wanda McFarlanelProgram Director
660 Pismo Street
San Luis Obispo, CA 93401
Phone: (805) 541-1800
FAX: (805) 544-9146
Email: carecall@srvolunteer.org
2005 CDBG Application
Organization: Senior Volunteer Services
3. Please describe the proposed project or program. Include a description of the groups who
will benefit and an explanation of how they will benefit from the proposed project or program.
For projects, describe the location of the project ~ as specific as ,possible, e.g. street address).
For programs, state the location from which the program will be operated and/or describe the
geographic area served by the program. Also, please include a schedule of project/program
milestones.
PROGRAM SUMMARY
Caring Callers has been in operation for approximately 25 years. The program serves all of
San Luis Obispo County and remains the onlyprogram of its kind; providing in-home visiting
services to senior citizens/clients, aged 60 and over, who are frail, homebound and at risk, at
no cost to the client(s) and for as long as the client(s) needs the service. The increasing number
of older persons who reside alone and are at-risk for substance abuse for, elder abuse, scams,
fraud, suicide, depression and lowered self-esteem is evidence of the need for the Caring
Callers Program Often a Caring Caller is the only source of social and emotional contact for a
homebound senior, adding meaning to their lives and postponing'oreliminating the need for
institutionalization. Caring Caller's is also able to locate individuals in need of more in-depth
services such as travel to medical appointments, therapy, and other such services. Caring
Callers collaborates with several County departments and programs servingJhe same target
population. Those departments are: Mental health Services; Public Health; Public Guardian;
and Social Services. The programs or services include: Adult protective Services. In-Home
Supportive services, Linkages, and Senior Home Care. Caring Callers volunteers are'mandated
reporters for elder abuse and collaborate with Adult Protective Service staff.
Caring Caller volunteers are matched with a client and agree to visit a minimum of one ( I)
hour a week on a regular basis. The program is designed to stimulate and enhance the social
activities of the lonely, frail, mostly isolated aging population. The mental and social
stimulation that many individuals are missing is due to a lack of sociaVfamily support and is
therefore provided by the Caring Caller volunteer. Many times the volunteers are the only,
source of human contact to which the senior can rely. The pair may play cards, board games,
take walks, drives or go shopping. Caring Callers may also provide transportation to doctor's
appointments or therapy sessions. Transportation for seniors was found by the Healthy
Community survey to be one of the highest ranked needs in this community.
Each volunteer must complete a volunteer orientation before actual visiting takes place. Every
senior client receives a complete assessment before visitation begins. "Matches" are made by
the Program Director according to personalities, interest, location, and availability. The
program has approximately 110 volunteers making weekly visits to the residents that have
been identified at-risk throughout the entire county. These volunteers come in all age groups
and walks oflife: they are homemakers, students, teachers, lawyers; business people, nurses,
and other seniors.
The focus of the program has and will always be the enabler for the older individual (clients)
to maintain a maximum level of independence and personal dignity as stated in the Older
2005 CDBG Application
Organization: Senior Volunteer Services
American Act Title III. The primary goal of Caring Callers is to allow seniors to stay in their
homes, participate in their community to the extent they are able and remain independentas
long as possible. Research points out that removing individuals from their home environment
and placing them in congregate care settings significantly reduces their quality of life and often
hastens death.
Caring Callers is able to measure outcomes using past data and professional judgment. This
data can be reported in both numbers and percentages. Whenthe client survey is done on an
annual basis the comments reflect how the program bas enhanced the life of the individuals it
is designed to serve. Over 73% ofthe clients surveyed state that the element of renewed spirit
is what their Caring Caller brings to them. Another element of satisfactionjs illustrated by the
comments about "having someone and something to look forward to in the future".
Collected Data: End of year report 2005
Number of hours: 6256
New seniors served: 145
Number of seniors age 75+: 123
Number of seniors age 85+: 62
Number of male: 25
Number ofFerrnale: 120
Number of seniors who live alone: 103
Number of seniors who cannot do :
2+Acrivities of daily living: 43
3+ Activities of daily living: 23
2+Instrumental activities of daily living: 140
3+Instrumental activities of daily living: 136
4+ Instrumental activities of daily living: 108.
* Activities of daily living are tasks such as eating, dressing, hathing, toileting, walking, and
getting out of bed
*Instrumental activities of daily living are preparing meals, shopping, managing medications,
managing money, using the telephone, doing light housework, doing heavy housework
Many other agencies such as Senior Information and Referral, In-Home Supportive Services,
Senior Home Care, County Home Health Agency and Senior Nutrition make referrals to Caring
Callers. During the initial intake process as attempt is made to identify any client needs that
another agency could provide. The referral is discussed with the senior and if she/he agrees, a
2005 CDBG Application
Organization: Senior Volunteer Services
release form is signed and the referral is made. Caring Callers also serves as an integral
component of the community-based long- term care system in San Luis Obispo County, working
cooperatively with home health agencies, hospital discharge planners, home delivered meal
programs and County department that serve the elderly.
Monthly meetings for individuals and like agencies are attended. These groups collaborate in
working plans to serve the senior residents needs and expand services for the best ,impact and in
better solving of problematic issues. Groups that collaborate are Adult Abuse Prevention Council
and the Financial Abuse Specialist Team of San Luis Obispo County. Due to the raising rate of
senior fraud and possible adult abuse it is important to have such groups in place. Another
collaboration is the HOSPICE, due to the number oflosses the program experiences it is
beneficial to have resources for the volunteers to access. Just another way of enhancing our
clients' life for the better. We may utilize the resources ofthe Braille Institute to bring a new
avenue of enjoyment to those clients that may be impaired visually. This next year the program
would like to see that every client have a basic survival kit in their home, in case of emergency,
for their personal support. This will also give the elder client a since of security; especially, after
the latest rash of disasters in our country
4. Total amount\of CDBG funds requested: $ 9000
Please identify the jurisdiction(s) to which you are applying*:
If you are requesting CDBG funds from more than one jurisdiction, please break down the
amount shown above by the jurisdiction listed below.
City of Arroyo Grande: _2000 City of Paso Robles: 3.500
City of Atascadero: 1.500 City of San Luis Obispo:
City of Grover Beach: 2.000 County of San Luis Obispo:
County wide: 9000
*NOTE: If you are applying to one or more cities, please provide a copy of the application,to the
County by the application deadline of October 28,2005
5. Please describe the budget for the proposed project or program. Itemize all sources of
funding expected to be available and used for this project
2005 CDBG Application
Organization: Senior Volunteer Services
a. Revenues:
1. CDBG Funds requested
2. Other Federal fund(s) (please describe below)
3. State source(s) (please describe below)
4. Local source(s) (please describe below)
5. Other funds (please describe below)
. Total Revenues
$ 9000
$ -0-
$ -0-
$ 1245
$ 2500 /300/5650
$ _18,6'5
Budget attached:
FUND RAlSERS, LOCAL DONATIONS, City, County Grants
Bequeaths, United Way
'. b. Exoenditures: List below by item or cost category.
* SEE ATTACHED BUDGET
c. How do you plan to' fund the operation and maintenance' costs (if any) associated with this
project? Are these funds available now? If not, when will they .be available? And from what
source(s)? .
ALL THE FUNDS ARE NOT AVAILABLE AT THE ONSET OF OUR PROGRAM
YEAR. WE HOPE TO BALANCE THE BUDGET BY THE END OF THE YEAR BY
RESOURCES SUCH AS THESE GRANTS.
d. Will CDBG funds be used to match/leverage other funds? List below funding sources and
amounts and identifY award dates of these sources.
*See Attached Budget
6. Does the proposed project or activity meet one ofthe three national objectives ofthe
CDBG program? Please check one of the objectives below that applies to the
proposal, and explain how the project or activity meets that national objective.
a. X Benefits low- and moderate-income persons as defined by the U.S. Department of
Housing and Urban Development (HUD).
L~__.
FY 2005-06
, Caring Callers BUDGET REQUEST FORM
Project Grant Budget Other Funding
t. PERSONNEL EXPENSES Expenses Requested Available
Caring Callers Staff :
Director ( Contract) 15,000 9000 9,300 (NS)
Staff Travel 600 0 600 (NS)
Subtotal- Personnel Expenses: 15,600 9000 10,900
ll. OPERATING EXPENSES
Rent 1200 0 1,200 (NS)
Utilities 300 0 300 (NS)
Equipment Lease 500 0 500 (NS)
TelephonelISP 800 0 800 (NS)
Postage 450 0 450 (NS)
Office Supplies 450 0 450 (NS)
Repair/Mt 100 0 100 (NS)
Printing! Advertising 200 0 200 (NS)
Gen. Liability 550 0 550 (NS)
Volunteer Expenses:
Volunteer Insurance 650 0 650 (NS)
Volunteer Recognition/Awards/etc. . 500 0 500 (NS)
Subtotal- Operating Expenses 5,700 0 5,700
Ill. INDIRECT 0 0 0
Total Grant Project Expenses 21,300 9000 16,600
*****************************************************
Other Sources of Funding:
Atascadero CDBG
Arroyo Grande CDBG
Paso Robles CDBG...;.............
Grover Beach CDBG.............
United Way SLO ...................
City ofSLO... ... ......... ...... .....
S1. Barnabus Thrift .................
CountyofSLO .....................
SLO Lions Club .....................
Fundraising.......................... .
$
$ 1,000
2,000
3,000
2,000
2,000 (NS)
2,500
1,300
4,700
300
5.650 (NS)
19950
"
2005 CDBG Application Organization: Senior Volunteer Services
NOTE: To meet this national objective, the proposed activity must benefit a specific
clientele or residents in a particular area of the County or participating city, at least 5 I
percent of who are low- and moderate-income persons. See current income limit
schedule in the Request for Proposals.
b. _ Aids in the prevention or elimination of slums or blight.
NOTE: To meet this nationaLobjective, the proposed activity must be.withinadesignated
slum or blighted area and must be'designed to addressone.ormore'conditions'that
contributed to the deterioration of the area.
c. _ Meets community development needs havinga,particuIar:",urgency.\where"existing
. conditions pose a serious and immediate threat to the health or welfare of the community,
and no other funding sources are available.
NOTE: To meet this national objective, the proposed activity must deal with major
catastrophes or emergencies such as floods or earthquakes.
7.. If the project or program is designed to meet the national objective of
. providing benefit to low- and moderate-income persons, please estimate the
number of persons (or. households) to benefit from the project and break that
estimate down by income group as follows
a; Total number of persons or households who will benefit from the project or
program (regardless of income group):
95 to 145
Persons/households (circle the applicable unit)
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51% - 80% or less of the County median-income)?
85% Persons/households (circle the applicable unit)
c. Of the total number of persons or households entered above, how many will be
very low-income (earning 50% or less of the County median-income)?
65% Persons/households (circle the applicable unit)
8. Please provide the following information regarding the number of persons/households who
will directly benefit from the funding requested in this application.
2005 CDBG Application Organization: Senior Volunteer Services
a. Total number of persons or households who will directly benefit from the
CDBG funds (regardless of income group):
95-145
Persons/households (circle the applicable unit)
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51% - 80% OJ: less of the County,median-income)?
29% Persons/households (circle the applicable unit)
c. Ofthe total number of persons' or households entered'above,.how many will be
very low~incoine (earning 50% or less of the County median"income)?
73% Persons/households (circle the applicable unit)
9. Who are the clients of your organization? (Example: low- to moderate-income persons,
elderly persons, severely disabled persons, migrant farm workers,. battered spouses, etc.)
10. How do ,you currently collect demographic data on:thecbeneficiaries ,of the proposed
project or program? (Example: racial/ethnic characteristics)
There is a data collection computer program we use called NAPIS
11. How do you currently document income status of each client? (Example: very low, low-
and moderate-income)
All of our clients are on Medicare/Medicaid. Their also are on set income base for the
majority of the folks.
12. How will the clients benefit from this project?
* See objectives for the program
13. Will the services offered by your organization increase or expand as a result of the CnBG
assistance? If yes, please answer the following questions:
a. What new programs and/or services will be provided?
This year we would like to insure that all of our frail elderly have a basic survival kit and
information in-order for them to have a feeling of some degree of security in their homes. With
every act of nature out of controL Even a small amount of preparedness can give the senior
some degree of comfort that does not otherwise exists in this world of uncertainty.
The program would like to have a brochure printed in Spanish.
2005 CDBG Application Organization: Senior Volunteer Services
These activities can be put on a 15 month goal dead line.
This is Caring Callers 25th year of service so we would like to take advantage of this time
To add some awards to the volunteers recognition, if possible.
b. Describe how existing programs and/or services will be, expanded, and ;what percentage of an
increase is expected? The above byl00% tol0%
14. Check any of the following eligible activity categories thatapply,to the proposed 'project
or program: (Refer toCDBG regulations and the Guide,to,EligibleCDBGActivities).
Acquisition of real property
Disposition of real property
Public facilities and improvements (may include acquisition, ,construction,
reconstruction, rehabilitation or installation)
Privately owned utilities
Clearance,demolition, removal' of buildings and improvements, and/or movement of
structures to other sites
Interim assistance
Relocation of individuals, families, businesses, non-profit organizations, and/or farms
Removal of architectural barriers
Housing rehabilitation
New housing construction (under limited circumstances)
Code enforcement
Histori~ preservation
Commercial or industrial rehabilitation
Special economic development
_X_ Special activities by subrecipients
,2005 CDBG Application
X Public services
--
Organization: Senior Volunteer Services
_ Planning studies
15. Describe the need and the degree of urgency for the proposed project. or program.
What would be the consequences if the proposed project or program is not. funded in
the next year?
We are always putting the fore mentioned projects on the back'burner; I would like to see them
fly this year. Mainly adding security to ones life from fraud,. scarns,. abuse, frightofthe.unknown.
Adding a flyer in Spanish, and generally being/giving acknowledgment to the great volunteer staff.
16. Please describe the specific organizational metho!l used to implement the proposed
project or program (single or multiple group, public agency, non-profit, Jor-profit, ,
experience in operating similar programs, etc.):
, Non-profit HRC using volunteers as non-paid staff. Interesting and challenging
with very rewarding out comes, we function only with,fmancial support from the
community. The money we received from CDBG has afIordedour'program' to maintain its
level of service in areas we other wise could not.
I certify that the information in this application is true and accurate to the best of my knowledge and
ability.
~dd~.
W /ttVb~ Me iQ(~.~P.
( Printed or typed name l'
/0/-;;15/00
D~e /
,
-Prco u-d.tM ':p (Va1O '
-----,- TItle
Note to aDDlicant:
Internal Revenue Service
Date: April 20, 2004
Department of the Treasury
P. O. Box 2508
Cincinnati, OH 45201
Senior Volunteer Services
660 Pismo SI.
San Luis Obispo, CA 93401
Person to Contact:
Mrs. Bonnie Lawson #31-07572
Customer Service Representative
Toll Free Telephone Number:
8:00 a.m. to 6:30 p.m. EST
877-829-5500
Fax Number:
513~263-3756
Federal Identification ' Number:
77-0433542
Dear Sir or Madam:
This is in response to the amendment to your organization's Articles of Incorporation filed with the state on
November 10, 2003, regarding your organization's tax-exempt status'. '
In March 1998, we issued a determination letter that recognized your organization as exempt:from federal
income tax. Our records indicate that your organization is currently exempl'under section 501(c)(3) of the
Internal Revenue Code.
Based on information subsequently submitted, we classified your organization.as one that is not a private
foundation within the'meaning of section 509(a) of the Code because it is an organization described in
sections509(a)(1) and 170(b)(1 )(A)(vi). . .
. This classification was based on the assumption that yourorganization's'operationswould'continue as staed
in the application. If your organization's sources of support, or its character, method of operations. or purposes
have changed, please let us know so we can consider the effect of the change on the exempt status and
foundation status of your organization.
Your organization is required to file Form 990, Return of Organization Exempt from Income Tax. only if its
gross receipts each year are normally more than $25,000. If a retum is required, it must be filed by the 15th,
day of the fifth month after the end of the organization's annual accounting period. The law imposes a penalty
of $20 a day, up to a maximum of $10,000, when a return is filed late, unless there is reasonable cause for the
delay. '. .
All exempt organizations (unless specifically excluded) are liable for taxes under the Federal Insurance
Contributions Act (social security taxes) on remuneration of $1 00 or more paid to each employee during a.
calendar year. Your organization is not liable for the tax imposed under the Federal Unemployment Tax Act
. (FUTA).
Organizations that are not private foundations are not subject to the excise taxes under Chapter 42 of the
Code. However, these organizations are not automatically exempt from other federal excise taxes.
Donors may deduct contributions to your organization as provided in section 170 of the Code. Bequests.
legacies, devises, transfers, or gifts to your organization or for its 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.
".
2006 CDBG Application
Organization: South Countv Youth Coalition
COUNTY OF SAN LUIS OBISPO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
APPLICATION FOR FUNDING DURING 2006 PROGRAM YEAR
(Attach additional sheets if necessary)
To be considered for CDBG assistance, please submit this completed application with any exhibits,
budgets or beneficiary data as needed. The application deadline is 5:00 P.M., Monday, October
31, 2005. Applications must be received by one of the participating jurisdictions of the Urban
County prior to close of the business day. POSTMARKED DATED MAlL RECEIVED AFTER
THE DEADLINE WILL NOT BE ACCEPTED.
NOTE:
(I) Please review the CDBG regulations and guidelines. and the Request for
Proposals before completing this proposal. A copy of a HUD-prepared CDBG
eligibility guidebook is available upon request from County staff. Also, please
call County and/or city CDBG staff with any questions about how to complete the
form or about the rating criteria and process.'
(2) If the information for any of the questions below requires more room to
provide a complete explanation of your proposed project or program, please
attach additional sheets.
1. Name and mailing address of applicant organization, with contact person, phone and fax
numbers, and e-mail address:
Name: South County Youth Coalition
Address (mailing and physical address requested if different):
P.O. Box 371, Arroyo Grande CA 93421
Contact person/title: Cindy Blankenburg
Phone: 710-3794
Fax: n/a
E-mail address:seecbgo@sbcglobal.net
Ocr ,s- .;~ .~. ~ ~.~
'.
'. "..
"'1 '-.
'"I"
2. Title/name/address of proposed project or program: Targeted Support for Children in Need
3. Please describe the proposed project or program. Include a description of the groups who
will benefit and an explanation of how they will benefit from the proposed project or program.
For projects, describe the location of the project (be as specific as possible, e.g. sti.eet address).
For programs, state the location from which the program will be operated and/or describe the
geographic area served by the program. Also, please include a schedule of project/program
milestones. '
2006 CDBG Application
Organization: South County Youth Coalition
Through the Targeted Support for Children in Need program, theSouth County Youth Coalition
distributes scholarships to high-risk children in the South County area (including Pismo Beach,
Grover Beach, Arroyo Grande, Oceano, and Nipomo). Targeted families lack the financial resources
to provide for their children's basic needs and do not have enough money to pay for extra
opportunities that give their children positive experiences. Providing for basic needs and expanding
horizons are vital to our children's social, emotional, and academic development. Children who lack
shoes, P .E. clothes, dental care, and transportation cannot even begin to learn at school. Once these
basic needs are addressed, our children flourish through access to sports, field trips, summer camps,
and other opportunities.
Resilience research has found that whether children grow into healthy, stable adults is mainly
determined by the presence or absence of protective factors, the supports and opportunities that
buffer the effects of adversity and enable development to proceed. Protective factors make a more
profound impact on the life course of children who grow up under adverse conditions than negative
factors like stressful life events. Healthy youth development depends on deliberate policies,
practices, and interventions designed to provide young people with needed supports and
opportunities.
The goal of Targeted Support for Children in Need program is to provide these supports and
opportunities to children, increasing the protective factors in their lives. This includes helping all
children to fully participate in school and to connect positively to adults and children within the
community. The South County Youth Coalition raises funds to provide for these needs, as children.
are referred by school district and social service personnel.
Over the past year, funding for this program has declined. Funds from the San Luis Obispo County
Prevention Alliance that the Youth Coalition receives can no longer be used for this purpose. A
donation from the Arroyo Grande Police Department has been cut due to budget constraints, and
more families are suffering financially due to the ever-increasing cost of housing. None of these
factors are expected to change in the near future, so the Youth Coalition is actively seeking other
sources of funding for this program.
Pro am Milestones
Notify SCYC membership of grant award and distribute referral forms for
Tar eted Su ort to member a encies at December meetin .
Send referral forms to all school counselors and school administrators
Accept referral forms for Targeted Support from social service agencies,
school district ersonnel, and youth-servin non- rofit or anizations.
Screen referrals. Obtain items needed by children and distribute via
referring agency. Write checks to appropriate entities as needed (ie: sports
.team re istration, arentin education tuition).
Report expenditures to SCYC Board membership at regular meetings.
Complete all expenditures.
December, 2006
December, 2006
Ongoing, Dec. 2006 -
Nov. 2007
Ongoing, Dec. 2006 -
Nov. 2007
Monthly, Dec. 2006 -
Nov. 2007
December, 2007
2006 CDBG Application
Organization: South County Youth Coalition
4. Total amount of CDBG funds requested: $ 2.000
Please identify the jurisdiction(s) to which you are applying*:
City of ArrOYO Grande. City of Grover Beach. County of San Luis Obispo
If you are requesting CDBG funds from more than one jurisdiction, please break down the
amount shown above by the jurisdiction listed below.
City of Arroyo Grande:
$500
City of Paso Robles:
City of Atascadero:
City of San Luis Obispo:
City of Grover Beach:
$500
County of San Luis Obispo: $1.000
County wide:
*NOTE:' If you are applying to one or more cities, please provide a copy of the application to the
. County by the application deadline of October 31, 2005.
5. Please describe the budget for the proposed project or program. Itemize all'sources of
funding expected to be available and used for this project
a. Revenues:
1. CDBG Funds requested
2. Other Federal fund(s) (please describe below)
3. State source(s) (please describe below)
4. Local source(s) (please describe below)
5. Other funds (please describe below)
Total Revenues
$
$
$
$
$
$
2.000
1.500
4.500
8.000
3) State source is a subcontract from Lucia Mar Unified's "School Community Policing
Partnership" grant from the CA Attorney General's Office and the CA Department of Education.
5) Other funds are from local fundraising and donations.
b. Expenditures: List below by item or cost category.
$8,000
Requests for assistance to provide support for high-need children. Items requested are
obtained by volunteers and distributed via referring agencies. Scholarships are paid
directly to organizations.
2006 CDBG Application Organization: South Countv Youth Coalition
c. How do you plan to fund the operation and maintenance costs (if any) associated with this
project? Are these funds available now? If not, when will they be available? And from
. what source(s)?
There are no operation costs associated with this project. All labor is donated. BouthCounty Youth
Coalition volunteers send out referral forms to all school administrators and youth-serving agency
personnel. As referrals are submitted, the Treasurer screens them to ensure. that requests are
appropriate. SAFE staff provide support for processing applications and work.with Youth Coalition
volunteers to obtain needed items (bus passes, clothing, etc.), and distribute them. For needs such as
sports team registration and field trip fees, the Treasurer writes a check.directlytothe applicable
agency.
d. Will CDBG funds be used to match/leverage other funds? List below funding sources and
amounts and identify award dates of these sources.
It is expected that CDBG funds will leverage additional local fundraising. Youth Coalition members
will advertise the partnership with the CDBG entities to raise additional donations from service
organizations and others.
6. Does the proposed project or activity meet one of the three national objectives of the
CDBG program? Please check one of the objectives below that applies to the
proposal, and explain how the project or activity meets that national objective.
a. X Benefits low- and moderate-income persons as defined .by the u.S. Department of
Housing and Urban Development (HUD).
NOTE: To meet this national objective, the proposed activity must benefit a specific
clientele or residents in a particular area of the County or participating city, at least 51
percent of who are low- and moderate-income persons. See current income limit
schedule in the Request for Proposals.
b. _ Aids in the prevention or elimination of slums or blight.
NOTE: To meet this national objective, the proposed activity must be within a designated
slum or blighted area arid must be designed to address one or more conditions that
contributed to the deterioration of the area.
c. _ Meets community development needs having a particular urgency where existing
conditions pose a serious and immediate threat to the health or welfare of the community,
and no other funding sources are available.
NOTE: To meet this national objective, the proposed activity must deal with major
catastrophes or emergencies such as floods or earthquakes.
2006 CDBG Application
Organization: South County Youth Coalition
7. If the project or program is designed to meet the national objective of
providing benefit to low- and moderate-income persons, please estimate the
number of persons (or households) to benefit from the project and break that
estimate down by income group as follows:
a. Total number of persons or households who will benefit from the project or
program (regardless of income group):
160
Personsz!!puseho~circle the applicable unit)
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51% - 80% or less of the County median-income)?
160
Person€useho~(circle the applicable unit)
c. Of the total number of persons or households entered above, how many will be
TITI low-income (earning 50% or less of the County median-income)?
120
PersonilZ€luseho~circle the applicable unit)
8. Please provide the following information regarding the number of persons /households who
will directly benefit from the funding requested in this application.
a. Total number of persons or households who will directly benefit from the
CDBG funds (regardless of income group):
40 Person€useho~circle the applicable unit)
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51 % - 80% or less of the County median-income)?
40 person~useho@S::l:circle the applicable unit)
c. Of the total number of persons or households entered above, how many will be
verv low-income (earning 50% or less of the County median-income)?
30 Person~useho@S:(circle the applicable unit)
2006 CDBG Application,
Organization: South Countv Youth Coalition
9. Who are the clients of your organization? (Example: low- to moderate-income persons,
elderly persons, severely disabled persons, migrant farm workers, battered spouses, etc.)
The South County Youth Coalition serves children from birth through age eighteen. For its
scholarship program, the Youth Coalition targets low-income children and families in need of
additional support to succeed in school and at home. Each child served is referred through
. involvement by school, non-profit agency, or County staff. Generally, services are already being
provided to this child and their family, including social services, mental health services, and school
counseling. Clients are referred specifically because the person making the referral believes that the
assistance provided by this program will have a large impact on.this child and their family.
10. How do you currently collect demographic data on the beneficiaries of the proposed
project or program?. (Example: racial/ethnic characteristics)
All children are referred by school district, County agency, and non-profit agency staff. These
agencies all collect demographic data. As needed, the South County Youth Coalition requests this
data from partner agencies.
11. How do you currently document income status of each client? (Example: very low, low-
and moderate-income)
All children are referred by school district, County agency, and non-profit agency staff. These
agencies all collect income status data for their own program requirements. As needed; the South
County Youth Coalition requests this data from partner agencies.
12. How will the clients benefit from this project?
Children and families will benefit by having basic needs met and by increasing children's positive
experiences within their community. The program will better integrate children by reducing their
embarrassment at school when they don't have money for shoes, P.E. clothes, field trips, and
yearbooks. It will provide new, healthy opportunities for children, including summer camps and
sports participation. The program will ensure that older children receive the tutoring they need by
providing SCAT bus passes so students can stay after school. It will support families by increasing
parent effectiveness through Parent Project parenting education classes. In the long term, children
and families will benefit by adjusting better to school and functioning more effectively as a family,
which decreases truancy, juvenile crime, and foster care placements.
13. Will the services offered by your organization increase or expand as a result of the CDBG
assistance? If yes, please answer the following questions:
Services will be maintained by this funding, rather than increased or expanded.
a. What new programs and/or services will be provided?
N/A
2006 CDBG Application Organization: South Countv Youth Coalition
b. Describe how existing programs and/or services will be expanded and what percentage of
an increase is expected?
N/A
14. Check any ofthe following eligible activity categories that apply to the.proposed project
or program: (Refer to CDBG regulations and the Guide to Eligible CDBG Activities).
Acquisition of real property
Disposition of real property
Public facilities and improvements (may include acquisition, construction,
reconstruction, rehabilitation or installation)
Privately owned utilities
Clearance, demolition, removal of buildings and improvements, and/or movement of
structures to other sites
interim assistance
Relocation of individuals, families, businesses, non-profit organizations; and/or farms
Removal of architectural barriers
Housing rehabilitation
New housing construction (under limited circumstances)
Code enforcement
Historic preservation
Commercial or industrial rehabilitation
Special economic development
Special activities by subrecipients
~ Public services
Planning studies
2006 CDBG Application
Organization: South Countv Youth Coalition
15. Describe the need and the degr~e of urgency for the proposed project or program.
What would be the consequences if the proposed project or program is not funded in
the next year?
If the program is not funded, fewer children will have access to the supports they need to succeed.
With fewer protective factors, more children will respond to their life events.with negative behaviors
at home, in school, and in their communities.
16. Please describe the specific organizational method used to implement the proposed
project or program (single or multiple group, public agency, non-profit,for-profit,
experience in operating similar programs, etc.):
The South County Youth Coalition is a community organization that advocates for, supports, and
empowers children and families by promoting opportunities that build developmental assets. The
goals of the Youth Coalition are to coordinate services, support agencies that provide direct services,
advocate for support, and seek resources for children and families. The.organization is an all-
. volunteer non-profit, with no paid staff. Members of the Coalition represent the Department of
Social Services, SLO County Probation Department, Lifebound Leadership, Lucia Mar. Unified
School District, Arroyo Grande City Council, Public Health Department, Parent Project, Children's
Services Network, South County Services Affirming Family Empowerment, South County Boys and
Girls Club, Arroyo Grande Parks and Recreation, Grover Beach Parks and' Recreation; Nipomo
Healthy Start, SLO County YMCA, EOC TAPP, Exploration Station, Oceano Healthy Start, SLO
County Drug and AlcohorServices, SLO Office of Education, and others.
The organizational method used is a non-profit organization that is also a collaborative of all South
County youth-serving agencies and stakeholders. This prevents duplication of services and ensures .
that information is widely distributed to children and families in need.
I certify that the information in this application is true and accurate to the best of my knowledge and
ability.
~tR~~
Signa
Q, i I\~ ~\.aJ\Y-u..~~
Printe or typed name
(~~~OS-
Dae
~ktd r~rsoY\
Title
2006 CDBO Application
Organization: South County Youth Coalition
Note to applicant:
The County and cities require all of this grant recipients to maintain general liability, automobile and
workman's compensation insurance with limits ofnotless than $lmillion*; Provide documentation
regarding ability to provide the required coverage.
* Liability coverage may vary by jurisdiction. Please call the city/county contact to verify limits.
Reporting of beneficiary data on a quarterly and year-end basis is required for HOD purposes. If
you are successful in obtaining federal funds you will need to attend a mandatory meeting at a yet to
be determined time and location. .
Prior to HUD's release of grant conditions and/or funds for the CDBO-funded project, a review of
the project's potential impact on the environment must be conducted by the awarding jurisdictions
and approved by the County of San Luis Obispo prior to obligating or incurring project costs.
The County must certify to HUD that it has complied with all applicable environmental procedures
and requirements. Should project costs be obligated or incurred prior to the completion ofthe
necessary environmental review, the project shall not benefit from the federal funds.
. . If you need assistance or have questions regarding this application, please contact any of the persons
listed below. Your application(s) can be dropped off or mailed to the following locations:
. Jim Bergman, Community Development Dept., City of Arroyo Grande,.214 E.. Branch Street (P.O. Box
550), Arroyo Grande, CA 93421, (805) 473-5420.
. Marty Tracey, City Redevelopment Agency, City of Atascadero, 6907 EI Camino Real, Atascadero, CA
93422, (805) 470-3460.
. Janet Reese, Community Development Dept., City of Grover Beach, 154 S. Eight St., Grover Beach, CA
93433, (805) 473-452.
. Ed Gallagher, Community Development Dept., City of Paso Robles, 1000 Spring St., Paso Robles, CA
93446, (805) 237-3970.
. Doug Davidson, Community Development Dept., City of San Luis Obispo, 990 Palm St., San Luis
Obispo, CA 9340 I, (805) 781-7170.
. Tony Navarro, Dept. of Planning and Building, County Government Center, Rm. 317, San Luis Obispo,
CA 93408, (805) 781-5787.
NONPROFITS' INSURANCE ALLIANCE OF CALIFORNIA
P.O. Box 8507, Santa Cruz, CA 95061
P: (800) 359-6422 .
F: (831) 459-0853
iIJ.
Nonprofits'Insurance
Alliance of California
A HeAD FOllNStlRAHCE... A HfAUroI: NONPtomS
I COMMERCIAL GENERAL LIABILITY COVERAGE PART DECLARATIONS
PRODUCER:
Neal-Truesdale, Inc.
1400 Madonna Road
San Luis Obispo, CA 93405
NAME OF INSURED AND MAiLING ADDRESS:
South County Youth Coalition
P.O. Box 371
Arroyo Grande, CA 93421
POLICY NUMBER: 2005-09320 -NPO
POLICY PERIOD:
FROM 10/06/2005 TO 10/0612006
AT 12:01 A.M. STANDARD TIME AT YOUR MAILING ADDRESS SHOWN ABOVE
BUSINESS DESCRiPTION: Coalition of Youth Oriented Organizations
IN RETURN FOR THE PAYMENT OF THE PREMIUM, AND SUBJECT TO ALL THE TERMS OF THIS
POLICY, WE AGREE WITH YOU TO PROVIDE THE COVERAGE AS STATED IN THIS POLICY.
LIMITS OF COVERAGE:
. GENERAL AGGREGATE LIMIT (OTHER THAN PRODUCTS - COMPLETED OPERATIONS)
PRODUCTS - COMPLETED OPERATIONS AGGREGATE LIMIT .............................
PERSONAL AND ADVERTISING INJURY LIMIT ....................................................
EACH OCCURRENCE LIMIT ...................................................................................
DAMAGE TO PREMISES RENTED TO YOU .........................................................
MEDICAL EXPENSE LIMIT .....~................................................................................
ADDITIONAL COVERAGES:
SOCIAL SERVICE PROFESSIONAL LIABILITY
$2,000,000
$2,000,000
$1,000,000
$1,000,000
$100,OOOany ona premise.
1 0,000 any one person
EXCLUDED
CLASSIFICATION(S)
SEEATTACHED SUPPLEMENTAL DECLARATIONS SCHEDULE G
PREMIUM
$990
FORMS AND ENDORSEMENTS APPLICABLE TO THIS POLICY ARE INCLUDED IN COMMERCIAL LINES COMMMON POLICY DECLARATIONS
COUNTERSIGNED: 10/17/2005
rJ~ ~ 4).
BY
.
(AUTHORIZED REPRESENTATIVE)
TliESE DECLARATIONS AND ntE COMMON POLICY DECLARATIONS, IF APPLICABLE. TOGETHER WITH THE COMMON POLICY CONDITIONS, COVERAGE FORM(S)
AND FORMS AND ENDORSEMENTS, IF ANY, ISSUED TO FORM A PART THEREOF. COMPLETE THE ABOVE NUMBERED POLICY.
NIAC - GL - NPO (00530)
2006 CDBG Application
Organization: Lucia Mar Unified School District
COUNTY OF SAN LUIS OBISPO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
APPLICATION FOR FUNDING DURING 2006 PROGRAM YEAR
(Attach additional sheets if necessary)
To be considered for CDBG assistance, please submit this completed application with any exhibits,
budgets or beneficiary data as needed. The application deadline is 5:00P.M., Monday, October
31, 2005. Applications must be received by one of the participating jurisdictions of the Urban
County prior to close of the business day. POSTMARKED DATED MAIL RECEIVED AFTER
THE DEADLINE WILL NOT BE ACCEPTED.
NOTE:
(1) Please review the CDBG regulations and guidelines and the Request for
Proposals before completing this proposal. A copy of a HUD-prepared CDBG
eligibility guidebook is available upon req~est from County staff. Also, please
call County and/or city CDBG staff with any questions about how to complete the
form or about the rating criteria and process.
(2) If the information for any of the questions below requires more room to
provide a complete explanation of your proposed project or program, please
attach additional sheets.
1. Name and mailing address of applicant organization, with contact.person, phone and fax
numbers, and e-mail address:
Name: Lucia Mar Unified School District, as fiscal agent for the South County SAFE Collaborative
Address (mailing and physical address requested if different):
Lucia Mar: 602 Orchard Street, Arroyo Grande, CA 93420.
South County SAFE: 1086 Grand Avenue, Arroyo Grande, CA 93420
Contact person/title: Lucia Mar: Linda Hogoboom, District Nurse
South County SAFE: Laurie Morgan, Coordinator
Phone: Linda Hogoboom: 474-3000 x.1160
Laurie Morgan: 474-2037
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Fax: Linda Hogoboom: 473-1587
Laurie Morgan: 474-2025
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E-mail address: Linda Hogoboom: lhogoboom@lmusd.org
Laurie Morgan: lmorgan@co.slo.ca.us
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2006 CDBG Application'
Organization: Lucia Mar Unified School District
2. Title/name/address of proposed project or program: South County SAFE Family Advocate
Services, 1086 Grand Avenue, Arroyo Grande, CA 93420
3. Please describe the proposed project or program. Include a description of the groups who,
will benefit and an explanation of how they will benefit from the proposed project or program.
For projects, describe the location of the project (be as specific as possible, e.g. street address).
For programs, state the location from which the program.wiILbeoperated,and/or:describe the
geographic area served by the program. Also, please include. a schedule, of project/program
milestones.
The South County SAFE (Services Affirming Family Empowerment) Collaborative is an integrated
system of care for children and families. The mission of SAFE is: "working together in partnership
with children and families to enhance independence, safety, and health at home, in school and in the
community." SAFE is baSed on a community-based, three-tiered model incorporating intensive
treatment services, intervention services and referral, and community prevention activities.
SAFE was formed to address two needs: to make non-profit and government services more
. accessible to South County residents, and to have greater communication between agencies to better
serve families. Partner agency staff now share space at three locations in South County (Oceano,
Nipomo, and Grand Avenue), greatly reducing travel time for families who formerly'had to find
transportation to San Luis Obispo. This has also dramatically increased communication; as staff
from collaborating agencies now share an office, work in their clients', communities; and have easy
access to children's schools. SAFE partners include Family Care Network, Inc.; Healthy Start;
Women's Shelter Program of San Luis Obispo; Lucia Mar Unified School District; P.O.P.S.
(Positive Opportunities for Parenting Success); Economic Opportunity Commission's Homeless
Outreach; San Luis Obispo County Departments of Drug & Alcohol Services, Mental Health, Public
Health, Probation, and Social Services; Tobacco Control; and South County Youth Coalition.
The Family Advocates connect the SAFE Collaborative to the community, providing intervention _.
services and referrals. These staff are experts in the resources available to families. They help
families obtain everything from food to beds, provide Spanish interpretation and translation, visit
homes and schools, make referrals, help obtain transportation, and generally act as a safety net for
struggling families. Each Family Advocate works with approximately 320 families each year. One
Family Advocate is based at the Nipomo Healthy Start facility at Dana Elementary; one serves
Grover Beach and Arroyo Grande from the Department of Social Services Office on Grand Avenue;
and one is split between Grover Beach! Arroyo Grande and Oceano, serving Oceano from the
Oceano Healthy Start facility across from Oceano Elementary.
The CA Office of Child Abuse Prevention provides funds to San Luis Obispo County. These funds
are used by the SAFE Collaborative to provide Family Advocate services to South County residents.
However, these funds have been cut this year. Half of a Family Advocate position is at risk of being
eliminated, reducing SAFE's ability to help families in need. SAFE partners have all faced large
budget cuts and are struggling to find local funds that will sustain this vital position.
2006 CDBG Application
Organization: Lucia Mar Unified School District
4. Total amount of CDBG funds requested: $5.000
Please identify the jurisdiction(s) to which you are applying*:
Grover Beach. Arrovo Grande. San Luis Obispo Countv
If you are requesting CDBG funds from more than one jurisdiction, please break down the
amount shown above by the jurisdiction listed below.
City of Arroyo Grande:
$1.000
City of Paso Robles:
City of Atascadero:
City of San Luis Obispo:
City of Grover Beach:
$1.000
County of San Luis Obispo: $3.000
County wide:
*NOTE: If you are applying to one or more cities, please provide a copy of the application to the
County by the application deadline of October 31, 2005.
5. Please describe the budget for the proposed project or program. Itemize all sources of
funding expected to be available and used for this project
a. Revenues:
1. CDBG Funds requested
2. Other Federal fund(s) (please describe below)
3. State source(s) (please describe below)
4. Local source(s) (please describe below)
5. Other funds (please describe below)
Total Revenues
$ 5.000
$
$ 81.900
:$
$ 11.000
$ 97.900
2. State Funds: The state Office of Child Abuse Prevention provides funding to San Luis Obispo
County. This is allocated to the Family Advocate Program of the South County SAFE
Collaborative.
5. Other Funds: SAFE Collaborative partners are currently reviewing proposals to find continuing
funding for this position. A total of $16,000 is needed to prevent a full-time position from being cut
to half-time. We anticipate that the remaining $11,000 needed will be funded by Lucia Mar Unified
or another SAFE Collaborative partner. .
2006 CDBG Application
Organization: Lucia Mar Unified School District
b E
d.t
L. bib.
XDen lures: 1st e ow y Item or cost category.
Family Advocate Salaries (including benefits), $32,000 per staff, 3 staff (10 $96,000
month position):
Local travel mileage 1,260
Cellular phones 240
Training 400
. .
FamIly Advocate posItIOns and associated expenses are paid by the Economic Opportunity
Commission (EOC) using funds from the CA Office of Child Abuse Prevention.
c. How do you plan to fund the operation and maintenance. costs (if any) associated with this
- project? Are these funds available now? If not, when will they be available? And from
what source(s)?
Operation and maintenance costs are currently being paid by the members of the South County
SAFE Collaborative. Staff are co-located at the DSS Building on Grand A venue, where the
Department of Social Services subsidizes rent and custodial services. Lucia Mar Unified School
District provides office space and custodial services for the Nipomo and Oceano sites. Each partner
provides funding for supplies and telephones.- CA Office of Child Abuse Prevention funds pay for
Family Advocates' mileage, cell phones, and training.
d. Will CDBG funds be used to match/leverage other funds? List below funding sources and
amounts and identify award dates of these sources.
Yes, CDBG funds will match additional funding ($11,000) that is needed to keep the Family
Advocate program operating at its current level. Funding sources are in the process of being
identified. CA Office of Child Abuse Prevention funds will continue to fund the program, as well.
6. Does the proposed project or activity meet one ofthe three national objectives ofthe
CDBG program? Please check one of the objectives below that applies to the - --
proposal, and explain how the project or activity meets that national objective. '
a. X Benefits low- and moderate-income persons as defined by the U.S. Department of
Housing and Urban Development (HUD).
NOTE: To meet this national objective, the proposed activity must benefit a specific
clientele or residents in a particular area of the County or participating city, at least 51 -
percent of who are low- and moderate-income persons. See current income limit
schedule in the Request for Proposals.
At least 85% of families served by the SAFE Family Advocates have incomes below 80% of
the County median. Families live in Arroyo Grande, Grover Beach, and the unincorporated
areas of San Luis Obispo County.
2006 CDBG Application
Organization: Lucia Mar Unified School District
b. _ Aids in the prevention or elimination of slums or blight.
NOTE: To meet this national objective, the proposed activity must be within a designated
slum or blighted area and must be designed to address one or more conditions that
contributed to the deterioration of the area.
c. _ Meets community development needs having a particular urgency. :where existing
conditions pose a serious and immediate threat to the health or ,welfare of the community,
and no other funding sources are available.
NOTE: To meet this national objective, the proposed activity must deal with major
catastrophes or emergencies such as floods or earthquakes.
7. If the project or program is designed to meet the national objective of
providing benefit to low- and moderate-income persons, please estimate the
number of persons (or households) to benefit from the project and break that
estimate down by income group as follows:
a. Total number of persons or households who will benefit from the project or
program (regardless of income group): '
900
Person~useho~circle the applicable unit)
b, Of the total nuhIber of persons or households entered above, how many will be
low-income (earning 51 % - 80% or less of the County median-income)?
Person~useho~circle the applicable unit)
225
c. Of the total number of persons or households entered above, how many will be
verv low-income (earning 50% or less of the County median-income)?
540
Person~useho~circle the applicable unit)
8. Please provide the following information regarding the number of persons/households who
will directly benefit from the funding requested in this application.
a. Total number of persons or households who Will directly benefit from the
CDBG funds (regardless of income group):
45
Person~useho~circle the applicable unit)
2006 CDBG Application
Organization: Lucia Mar Unified School District
b. Of the total number of persons or households entered above, how many will be
low-income (earning Sl% - 80% or less of the County median-income)?
II
person~useho~ circle the applicable unit)
c. Of the total number of persons or households entered above, how many will be
verv low-income (earning SO% or less of the County median-income)?
27
Person~useho~circle the applicable unit)
9. Who are the clients' of your organization? (Example: low- to moderate-income persons,
elderly persons, severely disabled persons, migrant farm workers, battered spouses, etc.)
Families and children served by SAFE range from very low~income families in need offood and
shelter to severely dysfunctional families facing interventions such as foster care. Approximately
60% of families are very low-income and require basic necessities. Another.2S% of families are
low-income and also need assistance to remain in this high-rent region. Children come to SAFE
needing mental health care and skills to succeed in the school environment. Parents often need
parenting support, mental health care; stress management skills and/or life skills... FamilyAdvocates
primarily serve very low-income families, as they are most in need of community resources for daily
survival.
10. How do you currently collect demographic data on the beneficiaries of the proposed
project or program? (Example: racial/ethnic characteristics)
Demographic information is collected on an intake form when a family is referred to the SAFE
Family Advocate.
11. How do you currently document income status of each client? (Example: very 10w,low...-
and moderate-income)
Family Advocates collect information about the services that clients receive. These services indicate
the income status of the client (Medi-Cal, Food Stamps, CaIWORKS). Partners can also provide
aggregate income data about clients, including Free and Reduced Lunch enrollment.
12. How will the clients benefit from this project?
Approximately 170 families each year are served by the Family Advocate in the half-time portion
that would be eliminated. These families will benefIt greatly from Family Advocate services that
would otherwise not be available. They will be helped to fInd needed housing, clothing, food,
medical care, transportation, and household necessities. Families will be assisted with accessing
SAFE mental health and social service and with obtaining heahh insurance. Parents receive Spanish
interpretation whenever needed, including situations with teachers, legal proceedings, doctors,
2006 CDBG Application
Organization: Lucia Mar Unified School District
pharmacies, and banks. Most important, Family Advocates help families to follow through with
their plans, ensuring that families obtain the resources needed to keep their children safe and healthy.
13. Will the services offered by your organization increase or expand as a result of the CDBG
assistance? If yes, please answer the following questions:
CDBG assistance will help to retain the current level of services.
a. What new programs and/or services will be provided?
N/A
b. Describe howexisting programs and/or services will be expanded and what percentage of
an increase is expected?
N/A
14. Check any of the following eligible activity categories that apply to the proposed project
or program: (Refer to CDBG regulations and the Guide to Eligible CDBG Activities).
Acquisition of real property
Disposition of real property
Public facilities and improvements (may include acquisition, construction,
reconstruction, rehabilitation or installation)
Privately owned utilities
Clearance, demolition, removal of buildings and improvements, and/or movement of
structures to other sites
Interim assistance
Relocation of individuals, families, businesses, non-profit organizations, and/or farms
Removal of architectural barriers
Housing rehabilitation
New housing construction (under limited circumstances)
Code enforcement
Historic preservation
2006 CDBO Application
Organization: Lucia Mar Unified School District
Commercial or industrial rehabilitation
Special economic development
Special activities by subrecipients
~ Public services
Planning studies
15. Describe the need and the degree of urgency for the proposed project or program.
What would be the consequences if the proposed project or program is not funded in
the next year?
The need is acute - 170 families would not be served if the positionis'dropped,to half-time. There is
an enormous need for these services within our South County communities. Of the 11,000 children
in the Lucia Mar school district, 900 were served last year by SAFE. Families are growing
increasingly in need of support services as'rent and gas prices keep increasing. 'Our area's low
wages, combined with the high cost of housing, means that many citizens do not have enough money
to obtain the basics they need to survive.
Many children are referred to SAFE because of abusive and neglectful home situations. SAFE
partners work together and with the families to keep these children safe. Children are also referred
to SAFE when they are creating trouble and not attending school. SAFE staff work to address the
problems that are causing the truancy and law-breaking, from unaddressed mental health issues to
family gang involvement. If funding for this program is reduced, 170 children will not have the
intervention that they need to stay safe, healthy, in school, and out of trouble.
16. Please describe the specific organizational method used to implement the proposed
project or program (single or multiple group, public agency, non-profit, for-profit,
experience in operating similar programs, etc.):
South County SAFE is a collaborative of non-profit agencies, County Departments, and the school
district. Each partner ,contributes what they can financially, and each partner contributes their own
personnel. SAFE is not an incorporated entity and does not have the ability to take in or disperse
funds. Therefore, the Lucia Mar Unified School District is applying for CDBO funds as a fiscal
agent for SAFE.
2006 CDBG Application
Organization: Lucia Mar Unified School District
Because SAFE is not incorporated, it cannot hire staff. Family Advocate positions are hired by the
Economic Opportunity Commission (EOe). San Luis Obispo County subcontracts the CA Office of
Child Abuse Prevention funds to EOC. This makes it possible for the South County SAFE
Collaborative to hire these positions. Should this CDBG grant be funded, Lucia Mar Unified would
subcontract the funds to EOC to retain the Family Advocate position.
I certify that the information in this application is true and accurate to the best of my knowledge and
ab~1-}b J~
Signature ~ '.
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Printed or typed n e
10/31 J05
Date
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Title
Note to applicant:
The County and cities require all of this grant recipients to maintain general liability, automobile and
workman's compensation insurance with limits of not less than $1 million*."Provide"documentation
regarding ability to provide the required coverage.
* Liability coverage may vary by jurisdiction. Please call the city/county contact to verify limits.
Reporting of beneficiary data on a quarterly and year-end basis is required for HUD purposes. If
you are successful in obtaining federal funds you will need to attend a mandatory meeting at a yet to
be determined time and location.
Prior to HUD's release of grant conditions and/or funds for the CDBG-funded project, a review of
the project's potential impact on the environment must be conducted by the awarding jurisdictions
and approved by the County of San Luis Obispo prior to obligating or incurring project costs.
The County must certify to HUD that it has complied with all applicable environmental procedures
and requirements. Should project costs be obligated or incurred prior to the completion of the
necessary environmental review, the project shall not benefit from the federal funds.
If you need assistance or have questions regarding this application, please contact any of the persons
listed below. Your application(s) can be dropped off or mailed to the following locations:
· Jim Bergman, Community Development Dept., City of Arroyo Grande, 214 E. Branch Street (P.O. Box
550), Arroyo Grande, CA 93421, (805) 473-5420.
. Marty Tracey, City Redevelopment Agency, City of Atascadero, 6907 El Camino Real, Atascadero, CA
93422, (805) 470-3460.
2006 CDBG Application Organization: Lucia Mar Unified School District
. Janet Reese,.Community Development Dept., City of Grover Beach, 154 S. Eight St., Grover Beach, CA
93433, (805) 473-452.
.. Ed Gallagher, Community Development Dept., City of Paso Robles, 1000 Spring St., Paso Robles, CA
93446, (805) 237-3970.
. Doug Davidson, Community Development Dept., City of San Luis Obispo, 990 Palm St., San Luis
Obispo, CA 93401, (805) 781-7170.
. Tony Navarro, Dept. of Planning and Building, County Government Center,Rm.317, San Luis Obispo,
CA 93408, (805) 781-5787.
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2006 CDBO Application Organization:Community Counselin8'<'.c~nter_
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COUNTY OF SAN LUIS OBISPO ' .<' C~ , ' <~:/';'
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM';"'" 'v
APPLICATIONFORFUNDINGDURlNG2006PROGRAMYEAR" i'c' ,', ',,' C,
(Attach additional sheets if necessary) " '';',C,
'.
"
To be considered for CDBO assistance, please submit this completed application with any exhibits,
budgets or beneficiary data as needed. The application deadline is 5:00 ,P.M., Monday, October
31, 2005. Applications must be received by one of the participating jurisdictions of the Urban
County prior to close of the business day. POSTMARKED DATED MAIL RECEIVED AFTER
THE DEADLINE WILL NOT BE ACCEPTED.
NOTE:
(1) Please review the CDBO regulations and guidelines and the Request for
Proposals before completing this proposal. A copy of a HUD-prepared CDBO
eligibility guidebook is available upon request from County staff. Also, please
call County and/or city CDBO staffwith any questions about how to complete the
form or about the rating criteria and process.
(2) If the information for any of the questions below requires more room to
provide a complete explanation of your proposed project or program, please
attach additional sheets.
, ,1. Name and mailing address of applicant organization, with contact person, phone and fax
numbers, and e-mail address: '
Name: Community Counseling Center
Address (mailing and physical address requested if different): 1129 Marsh St.,
San Luis Obispo, CA 93401
Contact person/title Binah Polay, Executive Director
Phone: 543-7969
Fax: 543-0859
E-mail addressbpolay@cccslo.com:
2. Title/name/address of proposed project or program:
Community Counseling Center - Therapy for low income county residents
Main Office: Clients also seen in Atascadero, Grover Beach,
1129 Marsh St. Oceano, Morro Bay, Los Osos, Nipomo,
San Luis Obispo, CA 93401 Arroyo Grande, & San Luis Obispo
2006 CDBG Application Organization:Community Counseling Center_
3. Please describe the proposed project or program. Include a description of the
groups who will benefit and an explanation of how they will benefit from the proposed project or
program. For projects, describe the location of the project (be as specific as possible, e.g. street
address). For programs, state the location from which the program will be operated and/or describe
the geographic area served by the program. Also, please include a schedule of.project/program
milestones.
We are a safety net Mental Health provider for' short-term, ,low-cost counseling for
individuals, couples, and families who are uninsured or who otherwise are not able to afford
counseling. Because our clients are not severely mentally ill but are, people with stress, depression,
anxiety or other problems due to life situations, relationship or parenting problems, they are not
accepted at County Mental Health or any other non-profit agency in San Luis Obispo County. These
agencies refer many of our clients to us. People with more money or those with insurance that
covers counseling services can afford to pay for a private therapist. Our therapists are state licensed
professionals who volunteer their time to help their community, working through CCC.
The mental health of individuals and families is a vital part of a community's health,
affecting work performance, domestic harmony, financial stability and community safety. Our
clients, in the past year, had an average monthly household net income of $1,388. They paid an
average of $16/counseling session. Because CCC therapists see: clients in" several locations
throughout the county, low-income clients find it easier to receive the therapy they need. Last year,
CCC clinicians worked with about 400 clients who sought help because of problems that were
barriers to their ability to function as productive members of our community.. An additional 200
clients, approximately, were referred to other agencies or to private therapists because they had
needs beyond the scope of the work of the agency. In fiscal year
2004-05, 31 clients lived in Arroyo Grande. In the first quarter of this fiscal year, there were an
additional I 0 clients counted who live in Arroyo Grande.
Our newest program, started in Sept. of2005, provides therapy services for Spanish speaking
clients. We expect to see an increase of at least 20% of Latino clients this fiscal year. Because of a
grant from the California Endowment, we have been able to put significant staff time into recruiting
new volunteer clinicians and in providing information about our services to those who need them.
We expect to see a 30% increase in our client numbers in all categories by the end of this fiscal year.
The agency main office and site of most therapy, is in San Luis Obispo. Arroyo Grande
clients can be seen in the private offices of I )Leslie Barton -150D South 6th St., Grover Beach;
2)Oceano Safe Schools -1511 19th St., Oceano; 3)Ken Helfant- Oceano; 4)Safe Schools -920 Tefft,
Nipomo, 5)Laurie Riefsnyder - Nipomo;
4. Total amount of CDBG funds requested: $ 10,500
Please identify the jurisdiction(s) to which you are applying*:
Arroyo Grande, Atascadero, Grover Beach
If you are requesting CDBG funds from more than one jurisdiction, please break down the
amount shown above by the jurisdiction listed below.
City of Arroyo Grande:
$3500
City of Paso Robles:
City of Atascadero:
$3500
City of San Luis Obispo:
City of Grover Beach:
$3500
County of San Luis Obispo:
2006 CDBG Application Organization:Community Counseling Center_
*NOTE: If you are applying to one or more cities, please provide a copy of the application to the
County by the application deadline of October 31,2005.
S. Please describe the budget for the proposed project or program. Itemize all sources of
funding expected to be available and used for this project
a. Revenues:.
1. CDBG Funds requested
2. Other Federal fund(s) (please describe below)
3. State.source(s) (please describe below)
4. Local source(s) (please describe below)
5. Other funds (please describe below)
Total Revenues
$10,500
$
$
$ 122,096_(1)
$ _29,438 (2L(3)
$162,034
(1) Client fees - $40,000
Donations 9,600
Fundraising 33,600
Workshops 5,200
Local Grants 33.696
$122,096
(2) California Endowment grant:
$29,438
(3) Donated professional therapist
volunteer time equal to about $ 180,000/year
b. EXDenditures: List below by item or cost category.
Salaries & payroll taxes $ 79,084
Accounting & Audit 6,390
Fundraising .3,500
Communication Services 4,000
UtilitieslRentlInsurancelMaintenance 34,057
CopieslNewsletter/ AdvertisingIPostage 5,470
Office Supplies 4,436
Strat. PlanninglTherapist Recruitment!
Trainings
Misc. Exps.
21,097
4.000
$162,034
c. How do you plan to fund the operation and maintenance costs (if any) associated with this
project? Are these funds available now? If not, when will they be available? And from
what source(s)? .
See section (a) Revenues. Client fees are collected throughout the year, fundraising projects
and donations are ongoing throughout the year, most grants as listed have been approved.
d. Will CDBG funds be used to match/leverage other funds? List below funding sources and
amounts and identify award dates of these sources.
No
2006 CDBG Application
Organization:Community Counseling Center_
6. Does the proposed project or activity meet one ofthe three national objectives ofthe
CDBG program? Please check one ofthe objectives below that applies to the
proposal, and explain how the project or activity meets that national objective.
a. _X_ Benefits low- and moderate-income persons as defmed.by the U.S. Department of
Housing and Urban Development (HUD).
NOTE: To meet this national objective, the proposed activity must benefit a specific
clientele or residents in a particular area of the County or participating city, atleast 51
percent of who are low- and moderate-income persons. See current income limit
schedule in the Request for Proposals.
b. _ Aids in the prevention or elimination of slums or blight.
NOTE: To meet this national objective, the proposed activity must be within a designated
slum or blighted area and must be designed to address one or more conditions that .
contributed to the deterioration of the area.
c. _ Meets community development needs having a particular urgency where existing
conditions pose a serious and immediate threat to the health or welfare' of the community,
and no other funding sources are available.
NOTE: To meet this national objective, the proposed a~tivity must deal with major
catastrophes or emergencies such as floods or earthquakes.
7. If the project or program is designed to meet the national objective of
providing benefit to low- and moderate-income persons, please estimate the
number of persons (or households) to benefit from the project and break that
estimate down by income group as. follows:
a. Total number of persons or households who will benefit from the project or
program (regardless of income group):
_720----9ouseholds (circle the appli'cable unit)
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51 % - 80% or less of the County median-income)?
Persons/households (circle the applicable unit)
c. Of the total number of persons or households entered above, how many will be
YITY low-income (earning 50% or less of the County median-income)?
(!ers~ouseholds (circle the applicable unit)
ALL- 720
- -
2006 CDBG Application Organization:Community Counseling Center
8. Please provide the following information regarding the number of personslhouseholds who
will directly benefit from the funding requested in this application.
a. Total number of persons or households who will directly benefit from the
CDBG funds (regardless of income group):
ALL - 720 6~rs~ouseholds (circle the applicabie unit)
b. Of the total number of persons or households enteredabove,o how many will be
low-income (earning 51 % - 80% or less of the County median-income)?
persons/households (circle the applicable unit)
c. Of the total number of persons or households entered above, how many will be
~ low-income (earning 50% or less of the County median-income)?
_ALL -720_ ~rs~ouseholds (circle the applicable unit)
9. Who are the clients of your organization? (Example: low-' to ;moderate-income persons,
elderly persons, severely disabled persons, migrant farm workers, battered spouses, etc.)
Our clients are low income people of any age who are in need 'of professional therapy
and not served by any other agency. Because,of their income and/odackof insurance,
they also can not afford to pay for a private therapist.
10. How do you currently collect demographic data on the beneficiaries of the proposed
project or program? (Example: racial/ethnic characteristics)
Number of clients, gender, individual vs. couple vs. family, where they live, what their
Household income is, nature lif services provided, ethnicity, age.
11. How do you currently document income status of each client? (Example: very low, low-
and moderate-income)
At intake, clients tell us their monthly net income. We record the dollar amounts.
2006 CDBG Application Organization:Community Counseling Center_
12. How will the clients benefit from this project?
Clients will be helped to reduce the results of traumatic and stressing incidents. They will be
helped to .find better ways to relate to their families and work situations and be helped to find
better coping strategies. Better work performance, . domestic :harmony,. financial stability, and
community safety often follow the alleviation of mental health problems.
13. Will the services offered by your organization increase or.expandas a~resuIt ofthe CDBG
assistance? If yes, please answer the foIlowing questions:
Our services are'expanding, but not directly due to CDBG assistance.
a. What new programs and/or services will be provided?
b. Describe how existing programs and/or services will.be expanded and what percentage of
an increase is expected?
With the addition of our new Spanish language services in $ept.2005;weexpect at least a
20% increase in Latino clients. We also expect a 30% increase in all'clientsserved this fiscal
year.
14. Check any of the following eligible activity categories that apply to,the:proposedproject
or program: (Refer to CDBG regulations and the Guide to Elieible CDBGActivities).
Acquisition of real property
Disposition of real property
Public facilities and improvements (may include acquisition, construction,
reconstruction, rehabilitation or installation)
Privately owned utilities
Clearance, demolition, removal of buildings and improvements, and/or movement of
structures to other sites
Interim assistance
Relocation of individuals, families, businesses, non-profit organizations, and/or farms
Removal of architectural barriers
Housing rehabilitation
New housing construction (under limited circumstances)
2006 CDBG Application
Organization:Community Counseling Center_
Code enforcement
Historic preservation
. Commercial or industrial rehabilitation
Special economic development
Special activities by subrecipients
X Public services
_ Planning studies
15. Describe the need and the degree of urgency for the proposed.projector.program.
. What would be the consequences ifthe proposed project.or'programis ,noUunded in
the next year?
Ifwe are unable to find analtemate.source of funding,cwe might,have to decrease one
'of our staff positions. Since. we only have 2 'Y2. paid staff,members, this would have ,a
large impact on our ability to serve agency clients.
16. Please describe the specific organizational method used to implement the proposed
project or program (single or multiple group, public agency, non-profit, for-profit,
experience in operating similar programs, etc.):
Community Counseling Center is a non-profit agency. Formerly named Family Services
Center, the agency has been in business for 37 years in this county.
Every one of our 38 professional therapists is a volunteer. We have been nationally
recognized for being the only such agency to use all volunteers to provide clinical services. All
clinicians are either state licensed or working under supervision to earn their state license.
I certify that the information in this application is true and accurate to the best of my knowledge and
ability.
V~~~
Signature
Binah Polay
10 ( /1/o,r
Date
Executive Director
Printed or typed name
Title
2006 CDBG Application
Organization:Community Counseling Center_
Note to applicant:
The County and cities require all of this grant recipients to maintain general liability, automobile and
workman's compensation ' insurance with limits of not less than $lmillion*. Provide documentation
regarding ability to provide the required coverage.
* Liability coverage may vary by jurisdiction. Please call the city/county contact to verify limits.
Reporting of beneficiary data on a quarterly and year-end basis.is required forHUD.purposes. If
you are successful in obtaining federal funds you will need to attend a mandatory meeting at a yet to
be determined time and location.
Prior to HUD's release of grant conditions and/or funds for the CDBG-funded project, a review of
the project's potential impact on the environment must be conducted by the awarding jurisdictions
and approved by the County of San Luis Obispo prior to obligating or incurring project costs.
The County must certify to HUD that.it has complied with all applicable environmental procedures
and requirements. Should project costs be obligated or incurred prior,to'thecompletion of the
, necessary environmental review, the project shall not benefit from the federal funds.
If you need assistance or have questions regarding. this application;.please contact any:ofthe'persons
. listed below. Your application(s) can be dropped off or,mailedto thefollowinglocations:
. .Jim Bergman; Community Development Dept., City of Arroyo Grande,-214E.Branch Street (p.O. Box
'. 550), Arroyo Grande, CA 93421, (805) 473-5420.
. Marty Tracey, City Redevelopment Agency, City of Atascadero, 6907 EI Camino Real, Atascadero, CA
93422, (805) 470-3460.
. Janet Reese, Community Development Dept., City of Grover Beach, 154 S. Eight St., Grover Beach, CA
93433, (805) 473-452.
. Ed Gallagher, Community Development Dept., City of Paso Robles, 1000 Spring St., Paso Robles, CA
93446, (805) 237-3970.
. Doug Davidson, Community Development Dept., City of San Luis Obispo, 990 Palm St., San Luis
Obispo, CA 9340 I, (805) 781 ~7170.
. Tony Navarro, Dept. of Planning and Building, County Government Center, Rm. 3 17, San Luis Obispo,
CA 93408, (805)781-5787. .
NONPROFITS' INSURANCE ALLIANCE OF CALIFORNIA
P.O. Box 8507, Santa Cruz, CA 95061
P: (800) 359-6422
F: (831) 459-0853
ij)
Nonprofits' Insurance
Alliance of California
AtVDfOllNSl.'VJ'f:f.. .AHEAJlTfOI: NOtmOfll~
I. COMMERCIAL GENERAL LIABILITY COVERAGE PART DECLARATIONS
PRODUCER:
Neal-Truesdale, Inc.
1400 Madonna Road
San Luis Obispo, CA 93405
NAME OF INSURED AND MAILING ADDRESS:
Community Counseling Center of San Luis Obispo County
1129 Marsh SI.
San Luis Obispo, CA 93401-3323
POLlCY.NUMBER: 2004;.Q0117 -NPO
RENEWAL OF NUMBER: 2003;.Q0117 -NPO
POLICY PERIOD:
FROM 12/20/2004 TO 12120/2005
AT 12:01 AM. STANDARD TIME AT YOUR MAILING ADDRESS SHOWN ABOVE
BUSiNESS DESCRIPTiON: Social service organization
IN RETURN FOR THE PAYMENT OF THE PREMIUM, AND SUBJECT TO ALL THE TERMS OF THIS
POLICY, WE AGREE WITH YOU TO PROVIDE THE COVERAGE AS STATED IN THIS POLICY.
LIMITS OF COVERAGE:
GENERAL AGGREGATE LIMIT (OTHER THAN PRODUCTS - COMPLETED OPERATIONS)
PRODUCTS - COMPLETED OPERATIONS AGGREGATE LIMIT ............................
PERSONAL AND ADVERTISING INJURY LIMIT ...................................................
EACH OCCURRENCE LIMIT ..................................................................................
FIRE DAMAGE LIMIT ................................................................................................
MEDICAL EXPENSE LIMIT ......................................................................................
ADDITIONAL COVERAGES:
SOCIAL SERVICE PROFESSIONAL LIABILITY
AGGREGATE LIMIT ...... ...................................... ...... ......................... .............
EACH OCCURRENCE LIMIT: .,..........................................................................
. $3,000,000
$3,000,000
$1,000,000
$1,000,000
$300,000 anyone fire
10,000 anyone person
$3,000,000
$1,000,000
CLASSIFICATION(S)
"
SEE ATTACHED SUPPLEMENTAL DECLARATIONS SCHEDULE G
PREMIUM
$3,480
FORMS AND ENDORSEMENTS APPLICABLE TO THIS POLICY ARE INCLUDED IN COMMERCIAL LINES COMMMON POLICY DECLARATIONS
COUNTERSIGNED: 12/1412004
~ ~ /fl.
BY
(AUTHORIZED REPRESENTATIVE)
THESE OECLARAnONS AND THE COMMON POUCY DECLARAnONS,lF APPUCABLE, TOGE11iER WITH THE COMMON POUCY CONomONS, COVERAGE FORM(S)
AND FORMS AND ENDORSEMENTS,IF ANY, ISSUED TO FORM A PART THEREOf, COMPLETE THE ABOVE NUMBERED POLICY.
NIAC - GL- NPO
(00530)
COMMUNITY
COUNSEliNG
CENTER '
1129 MARSH ST.
SAN LUIS OBISPO, CA.
93401
805-543-7969
www.CCCSLO.com
STAFF:
Executive Direcror
Blnah Polay
R.ecruitment Coordinator
Jason Reed
A<lmin. Assisranr
Jeff Bringle
Board of Directors:
President
Nick Thille
Vice-President
Ann Marie Wood
Treasurer
AI Amaral
Secretary
Lucinda Borchard
Santos Arrona
Richard Equinoa
Bill Fletcher
Barbara George
Ron Griffen
Nancy Hay
Mary Ellen Lewis
Robert C. Palmer, M.D.
Ann Schiebelhut
IN] ['1 ~ IL [ T T [~
FALL 2005
OUR MISSION:
To' he I p b u i I 4 an 4 5 U P pot t em 0 t ion a II y 5 t ton 9 (a mil i e 5
in4ivi4uals. an4 community tht,ough con(i4entlal, aHot4;ble
co U n s elf" 9 I e cl u cat lon, . an <t <! cl v 0 cae y.
Binah's Byline:
These are busy, and exciting times
at Community Counseling Center. We are
about to launch our Spanish speaking
counseling services. Our agency brochure
has been translated into Spanish. We now
have 4 bilingual/bicultural volunteer
clinicians and we are looking for more. We
will begin accepting Spanish speaking
clients this month.
Our north county office, shared
with liNK and other agencies, is being
used and plans are in progress to share a
south county space in 2006. We have a
continuing education workshop for
clinicians about child therapy scheduled in
Sept. and an elder therapy WOrkshop
scheduled in Oct. Look for our mailings on
these workshOps or contact the cce office
if you don't receive one. There ate now
five counseling groups and soon to be six
every week at cec on specific topics.
Please see the groups listed on page 4.
Please use the car wash certificates in
this newsletter. Keep the coupons in your
car for easy access.' cce will get a
donation of 15% of the money paid with
these coupons, including car washes ~nd
details. This is an easy way to support
cce. Watch also for our membership
mailing by early November.
In fiscal year 2004-5, CCC saw 526
clients, with 352 of them going to Intake
and the rest referred to other agencies and
,private therapists.
These c1ients'did not meetCounty Mental
Health's criteria,ofbeingseverelymentally
'impaired. Nor could they afford to pay for
'private therapy. They were our friends,
family members, and neighbors who
needed that extra
help to make their
lives better.
, As I'write this"we,'
are daily hearing
about the horrors of
Hurricanes Katrina : '
and Rita; I imagine '
that we will likely
, never know the full
countof the dead. I am also sure that we
will never know the full extent of the
emotional trauma and how that trauma
continues to impact each person's life after
this is all over and the property is cleaned
up and rebuilt.
At a recent meeting of the United Way
non-profit committee, we were asked how
our agencies could help if Camp Roberts
were to be used as an evacuation sight for
hurricane survivors. Without hesitation, I
was able to volunteer CCC for counseling
to the survivors.
I knew that our volunteer therapists and
others who are not yet volunteering would
step forward to do what was needed. We
wiH not be called upon in this way after all
since, our local military camps will not be
used as evacuee sites.
We are, however, offering our services to
those who are evacuees here in our
county.
(Please see Byline, Pg. 2)
.~o
BYUNE lcont. from Daae 11
I have been wondering how we
would face a similar unimaginable
event in our lives. Yet, many people
do, on an Individual scale. And they
come to CommunityCounseling
Center for help In putting the pieces
of their lives together.
, San Luis Obispo County is so
fortunate to have all the volunteer
clinicians who keep Community
Counseling Center going, who do the
actual work with our clients.
Community Counseling Center Is also
so fortunate to have such a wonderful
group of volunteer board members
who work very hard to keep our doors
open.
I am so proud to be associated with
this agency that provides so much for
the residents of our county.
This newsletter Is made possible by funding
from the following agencies:
, SAN LUIS OBISPO COUNTY
~g>~
COMMUNITY
OOUNSELING
CENTEll.
&=
COMMUNiTYCOuN~~~~
, Ui'lDA'PO\~\VlTU UI;;R\lIli'lflil;R'~
CbRllfICA 16. fROM TUl;. D~ TRIP,RAff\...l;..
The Gtanq Ptize fOrthts annual
, funqraiset is a $1.000 travel certificate.
The Dream Trip raffle was held on July 22. Only 500 tickets were sold.
Each ticket buyer had a chance to win the Grand Prize Dream Trip with a
$1,000 Travel Certificate. In addition, there were fIVe second place prize
winners:
Second Place' Prizes:
, 6 Personal Training Sessions from Guaranteed Fitness - Kathy O'Brien
2 tickets for 2005 Cal Poly Men's Basketball- Cara Crye
1 hour massage by Maya Andllg'ofPhilosophy Salon & Nurturing
and
1 hour massage by Cynthia McCabe ofBody&:SouH30dyworks -Pat Harris
Wine Tasting for 6 plus Guided Tour at Tolosa Winery,-' Stefanle stever
1 hour plane ride piloted by Nick Thille - Lesley Axtell
CONGRATULATIONS TO ALL OUR WINNERS!
,
The California J!ndowmeot
continuation of services from Norcast
that should still save us money over
our previous provider.
Once again, the Oty and
County of San Luis Obispo, the Bull
Foundation, and the United Way are
very generously supporting CCC's
work.
three support groups for lesbians,
gay males, and transgender people.
Grant Awards This Year
CCC Is the recipient of an 18
month grant from the California
Endowment. The grant has the major
goal of helping CCC ubulld capacity,"
meaning to increase the number of
clients and volunteer therapists, to
increase our services to those who
are Spanish speaking and to the
elderly, to put on Continuing ,
Education Workshops for clinicians.
CCC has also received a second
annual grant from the Community
Foundation to provide services to the
lesbian, gay male, bisexual, and
transgender community. This grant
money is being used to proVide
Continuing Education Workshops and
In May of 2005, Community
Counseling Center was awarded a
one year service grant from
Norcast Communications, a local
telecommunications and internet
service provider. The grant proVides
for unlimited local calls, limited free
long distance calls, free website
hosting with email and a free DSL
internet connection. These free
services are saving us approx. $184
per month while the grant is in
effect.
At the end of the grant period we
will be able to negotiate a
Wish List:
1. Black & White copiet.
2. Plain papet Iilx machine.
3. Lightweight. light <luty. uptight
vacuum c1eanet.
4. Aqobe Actobat Software
ple<lse cqll 543-7969
Nick Thille
Board President
(pictured Ieflt. righl: Lucinda Borchard, Board Secretary; Santos Arrona, Mary Bien Le'Ais, tonner
Board member Maureen Saltzer, Ann Marie Wood, Board Vu:e-PresidentAnn Schiebelhul, Nancy
Hay, Nick Thine, Board President; Dr. Robert Palmer, Richard Equinoa,A1 Amaral, Board Treasurer.
Not picbJred: Ron Griffin, Barbara George, Bin Aetcher.)
Community Counseling Center (CCC)
has recently welcomed four new
board members: Richard Equlnoa, .
Barbara George, Ron Griffen and Mary
8len Lewis. .
They each brlng great experience,
new insights, and further strengthen a
. great board:We are pleased and
. excited to have them join us. The
. . board has been working on a strategic
planning processJunded.by a grant
'.' from the Califomla Endowment that
"has identified areasJor growth, better
reaching, the community, and better
. ,measurlng how. well we are doing In
serving ,the:community.
.As part oftheprooess, several
. committees have been developed with
different scopes of work. These
committees have members from the
board and also from the community at
large. If you would like to volunteer to
, be a member of one of the
:.,'committees(eventJundrclislng; major
donor fund raising, 'grantwriting,
organizational development,
marketing and PR, and program),
'. please call Binah at the Community
'Counseling,Center'office, 543-7969.
It Isapleasure and an honor to work
,.withthewonderfulteam atthe . -
Community.Counseling Center
Community Counseling Center's
'.1__
*Items that sell best:
"Vintage porcelain, pottery, glassware with maker's
label or 1.0. stamp.
"Sports memorabilialsportscards ; especially if they
have a certified autograph,
"Vintage kitchenware items from the '60's
and before such as bowls/utensils/canisters
made of aluminum, copper, bakelite or steel.
"Sterling silver items such as
spoons/creamers/tableware.
"Old jewelry; watches; coins; metallunchboxes.
This Is an easy way, with minimal time commitment on
your part, to support Community Counseling Center and
help us raise much-needed funds.
EbaY, the online auction service, has a non-profit
,
program that allows us to accept donated items* and
sell them on the internet with all resulting proceeds going .
directly to Community Counseling Center.
These items will most likely be found lurking among
the stuff that lives In your closets and garages and
follows you when you move, stuff that you haven't
used/touched in years, haven't missed, and in some
cases forgotten you even had anymore,
Note: There l!l!i!! be someone in I\IIlnnesota that can't
live without your ~Welcome Back Kotter" keychaln.
If in doubt or to make a donation, please call me
(Jeff @ 543-7969) and I'll help you decide.Thanks!
(All donations to be accepted or rejected at time of
donation by CCC staff, no items are to be left at
CCC without staff approval. Items that do not sell
will be picked up by the donor.)
Community Counseling Center Weekly Support Groups
GROUPS FUNDED BY
SAN LUIS OBISPO'COMMUNITY FOUNDATION
'GROWING TOGETHER GRANT'
. Gay/Bisexual Male Support Group**
Time: Tuesday Evenings from 6:30-7:30 PM ,Fee: None
Facilitated by: Conrad Mendoza, Marriage and Family Therapist Trainee
LesbianlBisexual Female Sup,port Group**
Time: Wednesday Evenings from 6-7 PM Fee: None
Note: NOT a "drop-in" group. Please call to sign-up in advance.
, Facilitated by: Ucensed Marriage and Family Therapist
TransgenderSup,portGrou,p**
'Time: Thursday Evenings from 6-8 PM Fee: None
Facilitated by: June Wiest, Licensed Clinical Social Worker
TOPICS DISCUSSED INCLUDE:
The coming-out process; relationship issues; social isolation; discrimination.
PLEASE CALL 543-7969 FOR MEETING AVAILABILITY BEFORE ATTENDING
Anger Management SUDDort GrouD**
Time: Thursday Evenings from 6:30-8 PM Fee:$5'Der'session
Note: NOT for individuals currently in a domestic violence situation andjorfor
people seeking court mandated treatment.
,-ParticiDants mustcomDlete an Intake session beforeadmittance.- '
,,-C' "Facilitated by: Bill Baldridge, Licensed Clinical Social Worker,
'Issues Addressed: General anger management issues".cohtributing,to"stralhed-' ,.
relationships, depression, anxiety and other, health problems.
Coping With Your Aaina Parents
Time: Saturday mornings from 10 - 11:30AM Fee: $5 Der session
Facilitated by: Shelly Blanc, MSW Trainee
Topics Addressed: Howto cope with caregiver burnout; community resources
and programs for seniors; legal issues related to seniors.
Location: Atascadero Guest Speakers: TBA
Hurricane Survivors Support Group**
Time a. Dates: TBA
, Facilitated by: Mary Bienkowski, MFT
Issues Addressed: for survivors and loved ones who have been affected by
the aftermath of recent hurricanes.
">"h.; ".
**GrouDs meet at CCC San L!.Iis O.,iSDO unless o~herwise noted**
, If you're Interested In attending one of our support groups, please
call (80S} 543-7969 to sign up In advance or obtain more Information.
Community Counseling Center
1129 Marsh St.
San Luis Obispo, ca. 93401
www.cccslo.com
-____________RDl______
SUNSET NORTH CARWASH - COMMUNITY COUPON
Bring this coupon to any of our 3 locations and we will donate 15% of the total sale to your organizati~n!
Participating Organization Nam~:
:....;,.:;.-'.',:. c;
Community Counseling Cent~r
3 Car Wash Locations Near You:;:.>
Arroyo Grande: 1198 Grand Ave. Phone: 805-4'B9~8455
. San Luis Obispo: 1023 Marsh St. Phone: 805-54.3...6943
San Luis Obispo: 2110 Broad St. Phone: 805-54~c.2110 ...
Coupon Expires December 31,2005
CASHIERS: Please attach receipt of sale to this coupon and file in box.
";"," ",
"0:""
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------------------.
SUNSET NORTH CARWASH - COMMUNITY COUPON
Bring this coupon to any of our 3 locations and we will donate 15% of the total sale to your organizatiOQ!
" ",,"
Participating Organization Nam,e:
;.:.:,'.';..'., <.'
Community Counseling Center
3 CarWas!:tLocatio~s Near You: ..... .'
Arroyo Grande: 1198 Grand Ave. Phone: 805-489~8455
San Luis Obispo: 1023 Marsh St. Phone: 805-54~...6943
SanLuis Obispo: 2110 Broad St, Phone: 805-54~...2110.
Coupon Expires December 31, 2005
CASHIERS: Please attach receipt" of sale to this coupon and file in box. "
I
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- -,- - - - - - - - - - - - - - --
------------------.
SUNSET NORTH CARWASH - COMMUNITY COUPON
Bring this coupon to any of our 3 locations and we will donate 15% of the total sale to your organizati?n'
.,....::
. Participating Organization NarTI.~: .... .. .
Community Counseling Center
.,
6
'.0
O~
o
3 Car Wash Locations Near You:
Arroyo Grande: 1198 Grand Ave". Phone: 805-489-8455
San Luis Obispo: 1023 Marsh St. Phone: 805-543...6943
San Luis Obispo: 2110 Broad St. Phone: 805-543-2110
Coupon Expires December 31, 2005
CASHIERS: Please attach receipt of sale to this coupon and file in box.
I
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busana Ayala. Trainee Nancy !Jay. Iv1b\V:PhD. bilvia Ortiz. PhD.
Bill Baldridge. LCb\V K:.en !Jelfant. PhD. Vicki P obor. Iv1 FT
Lori Barazza.Iv1FT blvera !Jornung. LCb\V Laurie Riefsnyder. PhD.
Leslie Barton. Iv1 FT Robin Inouye. Iv1FT . Connie..Rodgers.Iv1FT
lv1ary Bienkowski.Iv1FT Liz Johnston. LCb\V bandrabhelton. LCb\V
.' bhelly BLanc.lv1b\VTrainee Anne K:.ellogg.Iv1FT bhirley bummers.' LCb\V
busan Brown. Iv1 FT David Lichti. Intern bteve Thayer.Iv1FT
Tonya Burch.Iv1FT !Jeidi Lewin-lv1iller. Iv1FT Rod TreusdelL Intern
Carole Burns.Iv1FT Ly-Lan Lofgren. Intern Ole yon Frausing-Borch.Iv1FT
\Vendy Clodfelter.lv1ffi . lv1ary lv1alik. PhD. ..June \Viest LCb\V
bara Cress. LCb\V DaWn lv1analo.lv1b\V Trainee Marian \Villingham. Intern
Catherine Currie. LCb\V Conrad lv1endoza. Trainee Nancy \Vithers.Iv1FT
bari Dworkin. PhD. Iv1FT Carollv1isson.Iv1FT In Memory of
Nancy (j'reen. LCb\V Daphne lv1yers. Iv1FT Chris 6osnay. Intern
There is now 'I funelr'Iising committee he'Ieleel by Cineli Borch'Irel. Cineli's committee is ch'Irgeel with
r<lising $41.000 this fiSC'll ye<ir. A m<lin p<lrt ofth<lt comfuittee's work is the He<lrts & Minelsluncheon
'Inel <luction to be. helel <lg<lin thisye<lr in Febru<lty.
~'!v.';J.,;""'<1y. .-.1.->;.5 I 'ftl.A1('r~ 1 f.{r'f{p~ I
"r ' .~ . sponsors:
w;.;' J~
,~l Tolosa Winery
First Bank of San Luis Obispo
Smith-Volvo o/f> .
_...2m/.
James Maino Registered Investment Counselor .....:i<<.. '..w_.
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COMMUNITY
COUNSELING
CENTER
1129 Marsh St.
San Luis Obispo, CA. 93401
805-543-7969
www.CCCSLO.com
The Mission of Community
Counseling Center is to
help budcl ,lOci support
. emotion~lIy sttong
F.imilies, incliviclu~ls, ~ncl
community thtough
confjclenti~1, ~flOtcl~ble
counseling ~ncl ~clv~cy.
. . .' ,
I ~m ~ ~Iiforni~ State lice~d c1inici~n ~n4';""
. ".'~ . "- . , -.~..;
woulcllike to volunteer w.yptofessjq~~1 tim'~.. .'
PI~se contad ~e: .
.f,'
Name:
Phone number:
Email address :
Please accept my donation to continue your counseling work
with the low income and under insured.
Name:
Address :
Amount of
Donation:
$
. $100 me~ns ~ voting membership ~tthe Annu~1 Meeting:" .
Nov 04 05 04:47p
p.2
Cuesta College
Small Business Development Center
~ CUESTA
iii! COLLEGE
P,O: Bcx8t06
San Los Obispo, Ca!'omia 9340:>8106
P. (805) 549<l401, F. (805) 54:>8198
'Ml'W,smabbusmessinfo.org
October 17, 2005
.'
Jim Bergman
Community Development Department
214 E. Branch Street - P,O. Box 550
Arroyo Grande, CA 93421
RE: COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
-,'
Dear Mr. Bergman,
It was a pleasure meeting' you on September 30 in Arroyo Grande..The,Cuesta.College'Small
Business Development Center (SBDe) is honored to present this application for, consideration _.
of continued funding through the CDBG program for fiscal year 2006-07.
As you know, the SBDC program was forced to downsize in:October 2005 due to the.State not
being in a position to provide any funding to assist with the cash ,match. requirement that the
. College has for the federal dollars through the U.S. Small Business Administration (SBA).
Cuesta College has downsized the overhead and administration of the program.' We have
maintained consultants to.provide the delivery of services to clients, via one,on-one business
counseling and workshops. . .
Our funding request does bring with it the leveraging of federal dollars. For every dollar we
receive locally, we access one (1) federal dollar.
Our request from the City of Arr9Yo Grande is for $5,000. Our total request when including the
participating cities and the County is $70,000. With Cuesta College's in-kind contribution of
$25,000, the 8eDC program may be able to access the majority of set aside federai funds with
the support of the County and cities.
(
Our goal is to serve close to 200 total clients in a one-on-one counseling setting for the coming
fiscal year. The City of Arroyo Grande's portion is included in the application. This number does
not include those that the SBDe will serve through the offering of classes and workshops.
I look forward to working with you in the continued delivery of services to your targeted clientele
at)d supporting your economic development strategy through the SBDC program.
Best Wishes,
1--
r'J~ '?5u~v
Toni Sommer, Dean
Economic and Workforce Development.
iI
-UoIIVIlJUnYaoCAmat.NrA_
lie
U.1Sooool1~_I_~
SBA
PartnershIp of UC Merced a The U.S. Small Business Administra'jon
Nov 04 05 04:47p
p.3
2006 CDBG Application
Organization: c:;uesta Colleae
. COUNTY OF SAN LUIS OBISPO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)PROGRAM
APPLICATION FOR FUNDING DURING 2006 PROGRAM YEAR
(Attach additional sheets if necessary)
,
To be considered for COBG assistance, please submit this completed application with any
exhibits, budgets or beneficiary data as needed. The application,deadline is.5:00P.M.,
Monday, October 31, 2005. Applications must be received by, one: of the participating
jurisdictions of the Urban County prior to close of the business day. POSTMARKED
DATED MAIL RECEIVED AFTER THE DEADLINE WILL NOT BE ACCEPTED. -.-
NOTE: (1) Please review the CDBG regulations and guidelines and the
Request for Proposals before completing this proposal, A copy of a HUD-
prepared CDBG eligibility guidebook is available upon requestfrorl') County
staff. Also, please call County and/or city.CDBG'staff with any questions .
about how to complete the form or about the rating criteria. and process. .
(2) If the information for any of the questions'below requires more room to
provide a complete explanation of your proposed .projecLor .program, please
attach additional sheets.
1. Name and mailing address of applicant organization,-with:contactperson, phone
and fax numbers, and e-mail address:
Name:
Cuesta College / San Luis Obispo County Community College District
Address (mailing and physical address requested if different):
P.O. Box 8106 San Luis Obispo CA 93403
Highway One San Luis Obispo CA 93403
Contact person/title:
Toni Sommer, Dean - Economic and Workforce Development
Phone: (805) 546-3973
Fax: (805) 546-3966
Email: tsommer@cuesta.edu
2. Title/name/address of proposed project or program:
Cuesta College Small Business Development Center (SBDC)
Cuesta College - Main Campus
Building 4700, room 4711
.
.i!
"I
Nov 04 05 04:47p
p.4
2006 CDBG Application
. Organization: Cuesta Colleae
3. Please describe the proposed project. or program. Include a description of. the
groups who will benefit and an explanation of how they will benefit from ,the proposed
project or program. For projects, describe the location 'of. the project (be as.'specific as
. possible, e.g. street address). For programs, state the location ,from which the progrqm
will be operated and/or describe the geographic area served by the program. Also.
please include a schedule of projecUprogram milestones. .
The Small Business Development Center (SBDC) isa .program' designed to help
residents evaluate the feasibility of starting a small business as an option for
employment. The SBDC also works' with existing business owners to 'expand' their
operations or assist in helping a business find ways to increase sales so that theV'"can
create new jobs. (New jobs and increase sales promote economic development in
expanding the tax base for the local jurisdiction).
The SBDC works with existing businesses that. are 'struggling to survive. Guidance
provided by the SBDC may be able to save the business and thus retain jobs' and tali"
revenues for the local jurisdiction.
The SBDC is currently operated from the main campus of Cuesta College'on Highway
1. It is located in building 4700. Services, counseling and workshops;..are :presented on
the campus and out in the communities.
The program is ~esigned to provide services for the population that qualifies as a smali
business or budding entrepreneurs hopin.g to start a business. The SBDC focuses on
helping CDBG targeted clients in the areas that it receives funding. Over the years,
Cuesta College's SBDC has assisted local jurisdictions provide services to the very-low
to moderate income residents of the cities and county.
The SBDC provides services to all parts of the county.
4. Total amount of CDSG funds requested:
$ 70,000
Please identify the jurisdiction(s) to which you are applying*:
If you are requesting CDBG funds from more than one jurisdiction, please break down the
. amount shown above by the jurisdiction listed below.
City of Arroyo Grande: $5.000 City of Paso Robles: $5.000 .
City of Atascadero: $5.000 City of San Luis Obispo: $10.000 4
City of Grover Beach: $5.000 County of San Luis Obispo: $40.000
County wide:
Nov 04 05 04:47p
p.5
-
~
2006 CDBG Application
Organization: Cuesta CollE:lQe .
*NOTE: If you are applying to one or more cities, please. provide a copy of the application
to the County by the application deadline of October 31, 2005.
5. Please describe the budget for the proposed projector program. .Itemize I'll!
sources of funding expected to be available and used for this project
a. Revenues:
1. CDBG Funds requested
2. Other Federal fund(s) (please describe below)
3. State source(s) (please describe below)
4. Local source(s) (please describe below)
5. Other funds (please describe below)
Total Revenues
$ 70.000
.$100.000
$
$
$ 5.000/25.000'
. $ 175.000/25.000
-.
2) Federal- SBA Funds - contract with $1 to $1 matchrequired
3) State - none at present - grant funding search from Chancellor's Office
4) Local- none at present -contributions from local businesses will be sought
5) Other - Program income from workshops, Mystery Shopper 'program and Rx for
Small Business Iln-kind cash match - Cuesta College stafftimeand,rent
b. Exoenditures: List below by item or cost category.
Administrative Assistant
Business Consultants
Fringe Benefits
Accounting/Fiscal Services
Promotionl Advertising
Telephone/Website hosting
Utilities
Supplies
Mileage.
Workshop Materials/Handouts
Director - Part-time
Dean
Rent
Copier
Postage
Printing
Insurance
Library
$ 37,000
$ 85,000
$ 24,800'
$ 5,000
$ 10,000
$ 1,800
$ 1,200
$ 1,000
$ 2,100
$ 1,000
$ 6,000
$ 13,500.
$ 3,000.
$ 3,600
$ 1 ,800
. $ 1,000
$ 1,200'
$ 1,000
.
.f
. In-kind contributions: Fringe Benefits are divided between cash and in-kind.
Nov 04 05 04:4Bp
p.G
2.0.06 CDBG Application Organization: CUGsta ColleQe
c. How do you plan to fund the operation and maintenance costs (if any) associated
with this project? Are these funds available now? If not, when will they be available?
And from what source(s)?
Cuesta College is able to access federal funds with local cash match. Cash, match can be
either cash or in-kind. However, a program can be cash match rich and 'cash, poor. Th~.s,
. even though the SBDC program can match up to 5.0% of the federal dollars with in"kind, the
college is planning to match the federal funds with no more than 25% in-kind.
The federal dollars. are available on a calendar year. The first six months of. 2.0.06 are
supported by CDBG funds that are currently in place. The..college.also.l:1asosome'program
income dollars, which does not count as cash match, but which can be applied to any'line
item.
Cuesta College recently had to downsize the SBDC due to a cutback in' State funding
. through the Chancellor's Office of the Community College System. Downsizing required
that the College close the off site location and layoff twoof.three full-time employees. The"
goal is to maintain the same level of service to the community:That level of service. offered
will be determined by the amount of local cash match that can be raised (The.coJlege is
looking for compatible grants .from the State and Chancellor's office that can be used for
the SBDC program for cash match).
d. WillCDBG funds be used to matchlleverage other funds? Listbelowfunding sources
and amounts and identify award dates of these sources.
YES! CDBG funds will be matched. dollar for dollar. Thus, for every $1,.000 provided
through CDBG funds, $1,0.00 of federal moriey can be broughtinto the county and cities
though the SBDC program.
SBA funding is awarded on an annual basis. Contract year is the calendar year. The
Cuesta College SBDC will have access to $100,0.0.0 for 2.0.06 beginning January 1.
6. Does the proposed project'or activity meet one of the three national objectives of
the CDSG program? Please check one of the objectives below that applies to the
proposal, and explain how the project or activity meets that national objective.
a. X Benefits low- and moderate-income persons as defined by the U.S.
Department of Housing and Urban Development (HUD).
NOTE: To meet this national objective, the proposed activity must benefit a specific
clientele or residents in a particular area of the County or participating city, at least 511
percent of who are low- and moderate-income persons. See current income IimiP
schedule in the Request for Proposals. '. ..
Nov 04 05 04:4Bp
p.?
2006 CDBG Application
Organization: Cuesta Colleoe
The SBDC program supports individuals who are looking to improve their economic'
condition, The County 'is one that depends on' tourism, service industry, . retail and
agriculture for the majority of job creation.. However,eachof..those' industries foundation is
entry level/minimum wage-jobs. Thus providing an option .toL.people 10 seek self-
. employment is critical to the economic well being of the individual and .,the>.county as'.a
whole. Currently, only 11% ofthe population can purchasea'median,priced.home'in this
. county. Also, there is approximately 5,000 homeless in the County and creating their own
job may be the only option for employment they have.
b. Aids in the prevention or elimination of slums or blight.
NOTE: To meet this national objective, the proposed activity must be within a
designated slum or blighted .'area and must be designed to address one or more
conditions that contributed to the deterioration of the area..
c. X Meets community development needs' having aparticular.'^urgency,where'
existing conditions pose a serious and immediate threat to the health or welfare of
the community, and no otherfunding sources are available.
NOTE: . To meet this national objective, the proposed activity.musLdeal}with;major
catastrophes or emergencies such as floods or earthquakes.
In December 2003, this County was hit with the San Simeon Earthquake. TheSBDC
provided a financial consultant to help businesses apply for SBA Disaster Loans. The
SBDC consultant also promoted the Earthquake Recovery Loan Fund that was sponsored
by four local banks. The consultants packaged one loan through t~atloan fund.
Nationwide, the SBDC has helped small businesses get back on their feet during times of
natural and terrorism disasters.
7. If the project or program is designed to meet the national objective of providing
benefit to low- and moderate-income persons, please estimate the number of
persons (or households) to benefit from the project and break that estimate down
by income group as follows: .
a. Total number of persons or households who will benefit from the project or program
(regardless of income group): .
. 198 . ~ouseholds (circle the applicable unit) .'.
b. Of the total number of persons or households entered above, how many will be 10J
income (earning 51 % - 80% or less of the County median-income)? . ..
59 ~son~ouseholds (circle the applicable unit)
Nov 04 05 04:48p
p.8
2006 COBG Application
Organization: Cuesta Colleae
c. Of the total number of persons or households entered above, how many will be very
low-income (earning 50% or less of the County.median-income)?
50 0rs~~;t~lOuseholds (circle the applicable un if)
..'
8. Please provide the following informationregarding.the '..number of
persons/households who will directly benefit from thefunding'requested,inthis
application.
a. Total number<of'personsor households whowilFdirectly.:benefitJrom.theCD.BG
funds (regardless of income group): -'
14 ~ouseholds (circle the applicable unit)
b. Of the total number of persons or households entered above,..how many.will.be.low-
income (earning 51 % - 80% or less of the County median"income)? _.
5 ~ouseholds (circle the applicable unit)
.c; 'Ofthe total number of persons or households enteredabove"how:many.willbeverv
low-income (earning. 50% or less of the County median-income)?
. . 5 . Uerson~useholds (circle the'applicableunit)
9. Who are the clients of your organization? (Example: low- to moderate-income
persons, elderly persons, severely disabled persons, migrant farm workers,
battered spouses, etc.)
The SBOC program works with anyone who qualifies as a small business or potential small
business (This is a requirement of SBOC contract with the SBA). Our history since 2000
shows that we work with women, minorities, low-to-moderate-income persons, veterans,
young entrepreneurs, and people with background in farm labor.
10.How do you currently collect demographic data on the beneficiaries of the
proposed project or program?' (Example: raciallethnic characteristics)
The SBOC program is required by the federal government to capture as much demographic
information about each client as possible. This information is then entered into a program
call Client Activity Tracking System (CATS). The SBOC has the ability to create special
sub-sets that permits it to run specialized reports. ~
In regards to financial information, the SBOC collects this information on a self-certification'
form that is based on the income levels provided by San Luis Obispo County each year.
Nov 04 05 04:4Bp
p.9
--
2006 COBG Application
Organization: Cuesta ColleQe
11.How do you currently document Income status of each client? (Example: very
low, low. and moderate-income)
As noted above, each client that lives in the County of San Luis Obispo-is provided a cli~nt
self-certification form to fill out along with a request for counseling form.
.'
This information is then entered into the CATS system.
12. How will the clients benefit from this' project?
The SBOC program is designed to help individuals determine if their business idea is
feasible. Normally, the client wanting to start a new business is taken through the Business
Planning process. The process gives them good inforrnation to make a go-no-godecision
about starting a business: We do not encourage people to leave their day jobs, if they have
one, until they feel comfortable that their idea can replace their current income.
The SBOC helps existing businesses with improving business .operations, which. can cut
down on expenses. Or it helps businesses with marketing strategies . that can increase
sales and revenues. In turn new jobs for the community can be created. TheSBOC also
helps small businesses with loan packaging.
Small Businesses are owned and operated by local residents. Many times, ;a'small
business.owner does not fall into the category of the rich..Theymay..be moderateJncome at
best. They just choose to work for themselves instead of someone else.
13. Will the services offered by your organization increase or expand as a result of
the COSG assistance? If yes, please answer the following questions:
,a. What new programs and/or services will be provided?
The SBOC programs that will be offered and expanded include:
1) Consulting - one-on-one counseling offered on a variety of business topics including -
business start-up issues, marketing and advertising, cash flow management, loan
packaging, merchandizing, legal topics of personnel, permits and licenses, International
Trade and eCommerce.
2} Workshops - the SBOC will offer Business Start-up Orientation; Marketing Your Product
or Service; Access to Capital; Introduction to eCommerce; Franchising as a Business
Option; How to Research Your Business Idea and Develop a Business Plan; and othe~
workshops as needs are identified. . ..
Nov 04 05 04:49p
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2006 CDBG Application
Organization: Cuesta ColleQe
3) Rx for Small Business - this program is designed as a self-assessment tool for existing
small business. The program consists of 275 questions that cover six (6) areas of
conducting business. A software program computes answers to. the questions and the
topics are rated from weaknesses to strengths. Referrals are provided for followcup. _
4) Marketing - the SBDC will partner with a representative of the city or country.Economic
Development Department or. a designee (chamber. of commerce 'or . Main Street
Association) to promote services of this program and theCity.or. County. as being the
agency helping to underwrite these services for the business community. The SBDC
can also work to develop a survey to use in thebusiness:community.tohelp.the.locai
jurisdiction determine small business needs. .
5) Entrepreneurial Training - in English and Spanish. The SBDC will conduct small fee
based courses in entrepreneurship to help individuals and businesses to develop a
working business plan. The courses will be between 18to 30 hours in.length. .
6) International Trade Course - the SBDC will co-sponsora.ten.(10)week'class:covering
the topic of international trade. The course is normally done in concert. with the
Economic Vitality Corporation (EVe) of San Luis Obispo.
7). Emergency Preparedness and Response - the SBDC can offer a workshop on
emergency preparedness for the small businesscommunity.'The'.centerhas.access to
quality ,materials that have been produced 'by the federaL government, . the:Red Cross
and other agencies.
Likewise. the SBDCstands ready to help the business community after a natural
disaster. As an example. the SBDC dedicated a financial consultant to Paso Robles
following the San Simeon Earthquake. The consultant helped the business community
with SBA disaster relief applications, and going door to door to inform the business
community of the programs that were available to them for recover including the local
community bank funded Earthquake Relief Fund.
b. . Describe how existing programs and/or services will be expanded and what
. percentage of an increase is expected?
Under the new configuration of the SBDC,' services will be offered in additional locations
through out the County.
Workshops will be held on the Cuesta College Campus. which services Morro Bay, Los
Osos and Cambria. Workshops are held in Templeton, which services North CountY,f
Locations are currently being negotiated for San Luis Obispo and the Five Cities area. ',.
Consulting services will also be taken into the field as compared to the past where clients
came to an office in San Luis Obispo. On-site consulting has taken place in most.
Nov 04 0504:49p
P .11
2006 CDBG Application Organization: Cuesta Colleoe
communities on an as needed basis or as part of our agreement with communities that
have contracted with the SBDC through CDBG funds.
. A percentage increase is difficult to determine with this configuration. being new as of
October 2005.
14. Check any of the following eligible activity categories that apply .to the 'proposed
project or program: (Refer to CDBG regulations and the ,Guide to Elioible CDBG
Activities)
Acquisition of real property
Disposition of real property
-'
Public facilities and improvements (may include acquisition,. construction,
reconstruction, rehabilitation or installation)
Privately owned utilities
_ Clearance, demolition, removal of buildings and improvements,and/ormovement
of structures to other sites
Interim assistance
Removal of architectural barriers
Housing rehabilitation
New housing construction (under limited circumstances)
Code enforcement
Historic preservation
Commercial or industrial rehabilitation
----2L Special economic development
Special activities by subrecipients
.
il
Public services
No~ 04 05 04:50p
p.12
2006 CDSG Application
~ Planning studies
economic development)
Organization: Cuesta Colleoe
(SSDC can' assist with studies that impact business and
15. Describe the need, and the degree of urgency.for thee proposed' project pr
program. What would.be the consequences if the proposed project or program 1s
not funded in the next year?
If the SSDC program does not received funding thenthis.>six-year:old'program'could
disappear. The SBDC has funding available to it from the:federal.government; however,
those funds can only be accessed via cash match, By the fact that;this.; program /las
already downsized with the loss of State Funds, the loss of local funds would prove f6 be
critical to the continuation of the program.
This program can bring one dollar from the federal government for each dollar that comes
in from local funders.The SBDC statewide has been determined..to,generate.$9Jp.$12 in
new tax revenues for each dollar contributed to it. The Cuesta College".SBDC has.provideij"
job creation (192 jobs since' 2000) and has helped to bring an average.of$1',OOO,OOO.each
year into the economy of the county via loans, sales increases and equity injection.
16. Please describe the specific organizational method :used toimplemenLthe
proposed project or program (single or multiple group,:public.agency,:non"profit,
for-profit, experience in operating similar programs, etc.):
Cuesta College has operated the SBDC for six plus years. In its current set-up, the Dean
of Economic and Workforce Development serves as the Director of Operations for the
SBDC. The Community Programs Director serves as Director of Marketing for the SBDC.
The college retained the full-time Program Services Specialist to operate the day to day
activities of ihe Center.
. The Program Services Specialist coordinates the delivery of services. That person
schedules all the workshops, and counseling services. Business Consultaflts deliver the
direct dient services.
I certify that the information in this application is true and accurate to the best of my
knowl ge a ability.
.
iI
Toni Sommer
Printed or typed name
Dean - Economic and Workforce Development
Title
Nov 04 05 04:50p
p.13
, ~.-
2006 CDBG Application
Organization: Cuesta Colleae
Note to applicant:
The County and cities require all of this grant recipientsto'maintain' general liability,
automobile and workman's compensation insurance with limits ofnotless;than $1.million*,
Provide documentation regarding ability to provide the required coverage.
.'
* Liability coverage may vary by jurisdiction. Please call the-.city/countycontact to verify
limits.
Reporting of beneficiary data on a quarterly and year-end:basis.isrequired.for.' HUD
purposes. If you are successful in. obtaining federal funds you will need to atteAd a
mandatory meeting at a yet to be determined time and location.
Prior to HUD's release of grant conditions and/or funds for the CDBG-funded project,' a
review of the project's potential impact on the environment must be conducted by the
awarding jurisdictions and approved by the County of Sanluis.()bispo:prior\to.obligatin~.
or incurring project costs. The County must certify to HUD thaUt'has,complied with all
,applicable environmental procedures and requirements. Should project.costs be obligated
or incurred orior to the completion of the necessary environmentalrevieWi.lheproject shall
not benefit from the federal funds.
If you need assistance or have questions regarding this application, : please contact any of
the persons listed below. Your application(s) can be droppedoffoor mailed to the following
locations:
. Jim Bergman, Community Development Dept, City of Arroyo Grande, 214 E. Branch
Street (P.O. Box 550), Arroyo Grande, CA 93421, (805) 473-5420.
. Marty Tracey, City Redevelopment Agency, City of Atascadero, 6907 EI Camino Real,
Atascadero, CA 93422, (805) 470-3460.
. . Janet Reese, Community Development Dept, City of Grover Beach, 154 S. Eight St,
Grover Beach, CA 93433, (805) 473-452.
. Ed Gallagher, Community Development Dept., City of Paso Robles, 1000 Spring St.,
Paso Robles, CA 93446, (805) 237-3970.
. Doug Davidson, Community Development Dept., City of San Luis Obispo, 990 Palm St.,
San Luis Obispo, CA 93401, (805) 781-7170.
.. Tony Navarro, Dept. of Planning and Building, County Government Center, Rm. 317,
San Luis Obispo, CA 93408, (805) 781-5787.
.
~
~.
<\ \.,-",
.,1
2006 CDBG Application
Organization: HOTLINE of San Luis Obisoo Co
COUNTY OF SAN LUIS OBISPO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
APPLICATION FOR FUNDING DURING 2006 PROGRAM YEAR
(Attach additional sheets if necessary)
To be considered for CDBG assistance, please submit this completed application with any exhibits,
budgets or beneficiary data.as needed. The application deadline is. 5:00 P.M.,. Monday, October
31, 2005. Applications must be received by one of the participating jurisdictions of the Urban
County prior to close of the business day. POSTMARKED DATED MAIL RECEIVED AFTER
THE DEADLINE WILL NOT BE ACCEPTED.
NOTE:
(I) Please review the CDBG regulations and guidelines and the Request for
Proposals before completing this proposal. A copy of a HUD-prepared CDBG
eligibility guidebook is available upon request from County staff. Also, please
call County and/or city CDBG staff with any questions about how to complete the
form or about the rating criteria and process.
(2) If the information for any of the questions below requires more room to'
provide a complete explanation of your proposed projector program, please
attach additional sheets.
L Name and mailing address of applicant organization, with contact person, phone and fax
numbers, and e-mail address: .
Name: HOTLINE of San Luis Obispo County
Address (mailing and physical address requested if different):
P.O. Box 5456
San Luis Obispo, CA 93403
Contact person/title: Evan Mendelson, Executive Director
~EIVED
Phone: 805-544-6016
. .
OCT aIm
Fax: 805-544-6296
. :Ctrt,Of NlROfO GRANDE
~~ DEVELOPMENT
E-mail address: evan@Slohotline.org
2. Title/name/address of proposed project or program: Preparing for 2-1-1
2006 CDBG Application
Organization: HOTLINE of San Luis Obispo Co
If you are requesting CDBG funds from more than one jurisdiction, please break down the
amount shown above by the jurisdiction listed below.
City of Arroyo Grande: $1.000 City of Paso Robles:
City of Atascadero: $1.000 City of SanLuis Obispo: . $2.000
City of Grover Beach: County cifSan Luis Obispo: $3.000 .
County wide: $7.000
*NOTE: If you are applying to one or more cities, please provide ,a copyofthe;application to the
County by the application deadline of October 31, 2005.
5. Please describe the budget for the proposed project or program. Itemize all sources of
funding expected to be available and used for this project
a. Revenues:
1. CDBG Funds requested
2. Other Federal fund(s) (please describe below)
3. State source(s) (please describe below)
4. Local source(s) (please describe below)
5. Other funds (please describe below)
Total Revenues
$ 7.000
$
$
$ 30.000
$. 60.000
$ 97.000
4. United Way
5. InvestorlPartners
Exnenditures: List below by item or cost category.
I&R Program Manager
$40,000
Phone System
$15,000
$50.000
$105,000
Project Manager
2006 CDBO Application Organization: HOTLINE of San Luis Obisoo Co
c. How do you plan to fund the operation and maintenance costs (if any) associated with this
project? Are these funds available now? If not, when will they be available? And from
what source(s)?
For the next two years, HOTLINE of San Luis Obispo Countywill.be.buildingits capacity to be the
2-1-1 provider for the County. This project will end 'when we have. begun operating with 2-1-1
availability and have secured a steady funding stream.
d. Will CDBO funds be used to matcb/leverage other funds?, List below funding, sources and
amounts and identify award dates of these sources.
NO
6. Does the proposed project or activity meet one ofthe three national objectives of the
CDBG program? Please check one ofthe objectives below.that applies,to.the
proposal, and explain how the project or activity meets that national objective. "
a. _X~ Benefits low- and moderate-income persons as defined by the U.S.
Department of
Housing and Urban Development (HUD).
NOTE: To meet this national objective, the proposed'activity must benefit a specific
clientele or residents in a particular area of the County or participating city;'atleast 51
percent of who are low- and moderate-income persons. See current income limit
schedule in the Request for Proposals.
b. _ Aids in the prevention or elimination of slums or blight.
NOTE: To meet this national objective, the proposed activity must be within a designated
slum or blighted area and must be designed to address one or more conditions that
contributed to the deterioration of the area.
c. _X_ . Meets community development needs having a particular urgency where
existing conditions pose a serious and immediate threat to the health or welfare of the
community, and no other funding sources are available.
NOTE: To meet this national objective, the proposed activity must deal with major
catastrophes or emergencies such as floods or earthquakes.
7. If the project or program is designed to meet the national objective of
providing benefit to low- and moderate-income persons, please estimate the
number of persons (or households) to benefit from the project and break that
estimate down by income group as follows:
2006 CDBO Application
Organization: HOTLINE of San Luis ObispO Co
a. Total number of persons or households who will benefit from the project or
program (regardless of income group):
246.681
Persons
b. Of the total number of personS or households entered above, how manywill be .
low-income (earning 51% - 8oo/" or less of the County median-income)?
27.668
Households
c. Of the total number of persons or households entered abOve, howcmanywillbe'
ygy low-income (earning 50% or less of the County median-income)? .
17.185
Households
8. Please provide the folJowing information regarding the number of'.personslhouseholds who
will directly benefit from the funding requested in this application.
a. Total number of persons or households who will directly benefit from the
CDBO funds (regardless of income group):
246.681
Persons and 92,372 Households
b. Of the total number of persons or households entered above, how many will be
low-income (earning 51 % - 8oo/" or less of the County median-income)?
27.688
Households
c. Of the total number of persons or households entered above, how many will be
. ygy low-income (earning 50% or less of the County median-income)?
17.185
Households
,9. Who are the clients of your organization? (Example: low- to' moderate-income persons,
elderly persons, severely disabled persons, migrant farm workers, battered spouses, etc.)
All of the above (see attached statistics.)
2006 CDBG Application Organization: HOTLINE of San Luis Obispo Co
10. How do you currently collect demographic data on the beneficiaries of the proposed
project or program? (Example: racial/ethnic characteristics)
We do not collect demographic data other than caller age, location and referral due to the
confidential nature of the service.
11. How do you currently document income status of each client? , (Example:, very. . low, low-
and moderate-income)
We do not collect income data for same reason given above. We,can;however,;draw;conclusions
from the type of requests that we receive.
12. How will the clients benefit from this project?
. Fast, easy to remember number to access needed services.
13. Will the services offered by your organization increase or.; expand as aresult'ohhe CDBG
assistance? Hyes, please answer the following questions:
a What new programs and/or services will be provided?
Installation of a 2-1-1 interchange to replace theHOTLINE;800~549-8989;phone.:nuinber. The
. provision of additional full time paid program managementstaff'to'insure'quality control.
Installation of a new PBX phone switchboard and CMS (Computer Management System) operating
system.
b. Describe how existing programs and/or services will be expanded and what percentage 6'f
an increase is expected?
HOTLINE will double its phone inquiry rate to over 25,000 phone calls per year and 50,000
referrals.
14. Check any ofthe following eligible activity categories that apply to the proposed project
or program: (Refer to CDBG regulations and the Guide to Elil!:ible CDBG Activities).
Acquisition of real property
Disposition of real property
Public fucilities and improvements (may include acquisition, construction,
reconstruction, rehabilitation or installation)
Privately owned utilities
2006 CDBG Application
Organization: HOTLINE of San Luis ObisDO Co
Clearance, demolition, removal of buildings and improvements, and/or movement of
structures to other sites
_X_Interim assistance
Relocation of individuals,fiunilies, businesses, non-profit organizations, and/or farms
Removal of architectural barriers
Housing rehabilitation
New housing construction (under limited circumstances)
Code enforcement
Historic preservation
Commercial or industrial rehabilitation
Special economic development
, _X_ Special activities by subrecipients
_ ~ Public services
_X-,- Planning studies
15. Describe the need and the degree of urgency for the proposed project or program.
What would be the consequences if the proposed project or program is not funded in
the !leu year?
2-1-1 has begun to roll out in California and the United States. San Luis Obispo is already the last
County with a service to begin the two year planning/capacity building time needed to operate a 2-1-
1 service. Especially in light of the lessons of Katrina, this is a critical service for our community.
16. Please describe the specific organizationai method used to implement the proposed
project or program (single or multiple group, public agency, non-profit, for-profit,
experience in operating similar programs, etc.):
2-1-1 will be a multi-agency, community-wide effort consisting of coordination between all area law
enforcement, public health, human service agencies, and emergency services delivery systems. .
2006 CDBG Application
. Organization: HOTLINE of San Luis Obispo Co
I certify that the information in this application is true and accurate to the best of my knowledge and
ability. .
~/\ D.r\ .~A-m\
Signature
J::.\JA-tJ \l\ t::.t0tt.LSoJ
Printed or typed name
\0-'31-05
Date
)::::.)Ce.C-OTI\hE. D(~CrO~
Title
Note to aoolicant:
The County and cities require all of this grant recipients to maintain general liability, automobile and
workman's compensation insurance with limits of not less than $1 million*. Providedocumentation
regarding ability to provide the required coverage.
* Liability coverage may vary by jurisdiction. Please call the:city/county.'contactto'verify'limits.
Reporting of beneficiary data on a quarterly and year-end basisiS'fequiredfor HOD purposes. If
you are successful in obtaining federal fundsyou will:need to attend 'a' mandatory. meeting ata yet to
be determined time and location. .
Prior to HOD's release of grant conditions and/or.funds for the CDBG-fundedproject, a'review of
the project's potential impact on the environment must be conducted by the awarding jurisdictions
and approved by the County of San Luis Obispo prior to obligating or incurring project costs.
The County must certify to HOD that it has complied with all applicable environmental procedures
and requirements. Should project costs be obligated or incurred I'rior to the completion of the
necessary environmental review, the project sbaD not benefit from the federal funds. .
If you need assistance or have questions regarding this application, please contact any of the persons
listed below. Your application(s) can be dropped off or mailed to the following locations:
. Jim Bergman, Community Development Dept., City of Arroyo Grande, 214 E. Branch Street (p.O. Box
550), Arroyo Grande, CA 93421, (805) 473-5420.
. Marty Tracey, City Redevelopment Agency, City of Atascadero, 6907 El Camino Real, Atascadero, CA
93422, (805) 470-3460. .'
. Janet Reese, Community Development Dept., City of Grover Beach, 154 S. Eight St., Grover Beach, CA
93433, (805) 473-452.
. Ed Gallagher, Community Development Dept., City of Paso Robles, 1000 Spring St., Paso Robles, CA
93446, (805) 237-3970. . ,
. Doug Davidson, Community Development Dept., City of San Luis Obispo, 990 Palm St., San Luis
Obispo, CA 93401, (805) 781-7170.
. Tony Navarro, Dept. of Planning and Building, County Government Center, Rm. 317, San Luis Obispo,
CA 93408, (805) 781-5787.
r
9.c.
CITY OF ARROYO GRANDE
CITY COUNCIL
NOTICE OF PUBLIC HEARING
On TUESDAY, FEBRUARY 28, 2006, the Arroyo Grande City Council will conduct a
public hearing at 7:00 P.M. in the COUNCIL CHAMBERS, 215 E. BRANCH STREET to
consider the following item:
APPLICANT:
LOCATION:
PROPOSAL:
City of Arroyo Grande
Citywide
The City Council will consider a proposed Ordinance adding
Chapter 5.76 to Title 5 (Business Licenses and Regulations)
of the Arroyo Grande Municipal Code establishing regulations
for peddling and soliciting activities.
REPRESENTATIVE:
Tony Aeilts, Chief of Police
Timothy J. Carmel, City Attorney
The Council may also discuss other hearings or business items before or after the item
listed above. If you challenge the proposed action in court, you may be limited to
raising only those issues you or someone else raised at the public hearing described in
this notice, or in written correspondence delivered to the City Council at, or prior to, the
public hearing. Failure of any person to receive the notice shall not constitute grounds
for any court t? invalidate the action of the legislative body for which the notice was
given.
Information relating to these items is available by contacting Arroyo Grande City Hall at
473-5414. The Council meeting will be televised live on Charter Cable Channel 20.
/
I J/.. H I
~u-
Kelly Wetm
,
I .
lLt ";--?lJ{Yu2./
e, City Clerk
Publish n, The Tribune, Friday, February 17, 2006
TO: CITY COUNCIL
FROM: TONY AEIL TS, CHIEF OF POLICE
TIMOTHY J. CARMEL, CITY ATTORNEY ~C/
SUBJECT: CONSIDERATION OF AN ORDINANCE OF THE CITY COUNCIL OF
THE CITY OF ARROYO GRANDE ADDING CHAPTER 5.76 TO THE
ARROYO GRANDE MUNICIPAL CODE, ESTABLISHING
REGULATIONS FOR PEDDLING AND SOLICITING ACTIVITIES
DATE: FEBRUARY 28,2006
RECOMMENDATION:
It is recommended that the Council introduce for first reading by title only the attached
Ordinance entitled:~'AnOrdinance .of the City Council of the City of Arroyo Grande
Adding Chapter 5.76 to the Arroyo Grande Municipal Code, Establishing Regulations for
Peddling and Soliciting Activities".
FUNDING:
The adoption of the attached Ordinance will not require any specific City funding as an
application fee will be imposed to cover the cost of administration and enforcement by
the City.
DISCUSSION:
During calendar year 2005, the City received a substantial amount of complaints from
residents regarding door to door peddling and solicitation. These complaints included
allegations of highly aggressive sales tactics, misrepresentations, fraud, and late night
hour sales pitches which are often considered by residents to be highly intrusive,
disruptive and bothersome.
A city's ability to rest~ain.a~d,regLllate door to door peddling and solicitation is an aspect
of municipal police power. and is justified to the extent it bears a reasonable relationship
to public health, safety, morals, welfare and convenience. Because of certain clear-cut
First Amendment constitutional issues, such regulations must be narrowly tailored.
Additionally, case law regarding this matter makes a clear distinction between the
regulation of commercial and non-commercial (Le. non-profit or religious based)
solicitation and peddling.
The proposed Ordinance requires commercial peddlers and solicitors to obtain a
solicitation permit (as well as a standard City business license) and to comply with
CITY COUNCIL
PROPOSED ORDINANCE ESTABLISHING REGULATIONS FOR PEDDLING AND SOLICITING
ACTIVITIES
FEBRUARY 28, 2006
PAGE 2
certain time, place and manner restrictions imposed on the permit. In addition, at the
suggestion of Council Member Arnold, the proposed Ordinance establishes a "Do Not
Solicit Registry". The Do Not Solicit Registry allows residents to place their name on a
list if they do not want any door to door peddling or solicitation to take place at their
residence. The Do Not Solicit Registry will be maintained by the Financial Services
Department and will be distributed to any person obtaining a solicitation permit. It will be
a violation of the proposed Ordinance for a duly permitted peddler or solicitor to violate
the Do Not Solicit Registry.
It is recommended that the Council introduce for first reading by title only the attached
proposed Ordinance.
ALTERNATIVES:
The following alternatives are provided for the Council's consideration:
- Approve staff's recommendation and adopt the resolution;
- Do not approve staff's recommendation;
- Modify staff's recommendation as deemed appropriate; or
- Provide direction to staff.
,:".',
ORDINANCE NO.
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY
OF ARROYO GRANDE ADDING CHAPTER 5.76 TO THE
ARROYO GRANDE MUNICIPAL CODE, ESTABLISHING
REGULATIONS FOR PEDDLING AND SOLICITING
ACTIVITIES
WHEREAS, persons and organizations have been and are visiting private residential
properties in the City of Arroyo Grande ("City") for the purpose of peddling and soliciting
orders for the sale of goods, wares, merchandise or services; and
WHEREAS, the City Council finds that a variety of aggressive sales tactics,
misrepresentations, and frauds are at times employed in such activities and that such
peddling and solicitation activities are often considered by impacted residents to be
highly intrusive, disruptive and bothersome; and
WHEREAS, the City Council finds that public safety and welfare necessitates the
exercise of the police power of the City through the enactment and enforcement of this
Ordinance for the purpose of protecting the health, safety, welfare, and privacy of
residents.
NOW, THEREFORE, BElT ORDAINED by the City Council of the City of Arroyo
Grande, as follows:
SECTION 1: The above recitals and findings are true, correct, and incorporated herein.
SECTION 2: Chapter 5.76, entitled "Peddlers and Solicitors", is hereby added to the
Arroyo Grande Municipal Code to read in its entirety as follows:
CHAPTER 5.76 PEDDLERS AND SOLICITORS
5.76.010. Legislative findings.
The City Council finds that persons and organizations have been and are visiting private
residential properties in the City for the purpose of peddling and/or soliciting orders for
the sale of goods, wares, merchandise or services, and that some residents find such
visits and the tactics used by such visitors to be bothersome and highly intrusive. The
City Council further finds that a. variety of misrepresentations and other frauds are at
times employed in such activities. The City Council further finds that the public safety,
welfare and convenience. necessitates the exercise of the police power of the City
through the enactment and enforcement of this chapter for the purpose of protecting the
privacy of residents and preventing aggressive, threatening, abusive and fraudulent
practices by persons representing themselves as peddlers and solicitors.
ORDINANCE NO.
PAGE 2
5.76.020. Definitions.
For the purposes of this chapter, unless otherwise apparent from the context, "Peddler"
or "Solicitor" means any person who goes upon the premises of any private residence in
the City, not having been requested or invited by the occupant thereof, soliciting, selling
or taking orders for, or offering to sell or take orders for the sale of goods, wares and
merchandise for present or future delivery, or for services to be performed immediately
or in the future, whether or not such person has, carries or exposes a sample of such
goods, wares and merchandise, or not and whether or not the person is collecting
advance payments on such sales or not.
5.76.030. Solicitation permit required--Exemption.
, .
(a) Except as otherwise provided by this chapter, it is unlawful for any person to act as a
peddler or solicitor within the City without having first obtained a solicitation permit
issued pursuant to this chapter. Each ,individual peddler or, solicitor, shall obtain a
solicitation permit.
(b) Any person peddling or soliciting on behalf of any institution or organization
recognized by a tax board of the State and the Internal Revenue Service of the United
States, which institution or organization is conducted wholly for the benefit of charitable,
religious, or nonprofit .purposes and from which profit is not derived, either directly or
indirectly, by any person, shall be exempted from the requirements of this chapter.
5.76.040. Application for a solicitation permit.
Applicants for a solicitation permit under this chapter shall file with the Chief of Police an
application in writing on a form to be furnished by the City, which shall give the following
information:
(a) Name and physical description of the applicant.
(b) Date of birth, driver's license or other identification number, Social Security number.
(c) Permanent home address.
(d) Local address and telephone number.
(e) The nature or character of the goods, wares, merchandise or services to be offered.
(f) If employed, the name, address and telephone number of the employer, or if acting
as agent, the name.,aqdr~ss and tE:llephone number of the principal who is being
represented, with credentials in written form establishing the relationship and the
authority of the employee or agent to act for the employer or principal, as the case may
be. ,
(g) The length of time for which the right to peddle or solicit is desired.
(h) Two photographs of the applicant, taken within sixty days immediately prior to the
date of filing of the application, measuring one inch by one inch, and showing the head
and shoulders of the applicant in a clear and distinguishing manner.
(i) The names of, and a means of contacting, at least two reliable persons residing in
the County of San Luis Obispo, who will certify as to the applicant's good character and
ORDINANCE NO.
PAGE 3
business reputation, or,in neu of the names of such references, such other available
evidence as to the good' character and business reputation of the applicant as will
enable an investigator to properly evaluate the applicant's character and responsibility,
G) A statement as to whether or not the applicant has been convicted of any criminal
offense, whether felony or misdemeanor, other than minor traffic violations. As to any
such offense, the date and place of conviction, the nature of the offense, and the
punishment or penalty imposed must be provided.
(k) Proof of possession of any license or permit which, under federal, state or local laws
or regulations, the applicant is required to have in order to conduct the proposed
business, or which, under any such law or regulation, would exempt the applicant from
the licensing requirements,
5.76.050. Permit fee. '
At the time the application for a solicitation permit is filed with the Chief of Police, the
applicant shall pay a fee sufficient to cover the cost to the City of processing the
application. The amount of the fee shall be set by resolution of the City Council.
5.76.060. Investigatiol1alld permit issuance.
(a) Upon receipt of an application, the Chief of Police, or authorized representative,
shall cause an investigation to be made of the applicant's moral character and business
reputation, as deemed necessary for the protection of the public health, safety and
general welfare.
(b) The Chief of Police shall deny an application for a permit if he or she makes any of
the following findings:
(1) The applicant has failed to pay the application permit fee.
(2) The applicant has made one or more material misstatements in the application
for a permit.
(3) The applicant has ever been convicted or held liable for a crime of moral
turpitude, or any felony or misdemeanor offense that reasonably and directly indicates a
potential risk to the public.
(4) The applicant has had a judgment in an action for fraud, deceit or
misrepresentation, entered ag<')insLit, her, him, or them by any court of competent
jurisdiction within ten years prior to the date of application.
(5) The applicant fails to provide proof of possession of any license or permit
which, under federal, state or local laws or regulations, the applicant is required to have
in order to conduct the proposed business.
(6) The applicant has previously been convicted for violation of any provision of
this chapter, or who has had any permit issued pursuant to this chapter revoked,
(7) The Chief of Police, or authorized representative, possesses any other credible
information concerning the applicant, his or her employer or principal that reasonably
and directly indicates the peddling or soliciting activities will likely be used as a means
of committing crime, fraud or deceit. '
(c) If the application is disapproved, the reasons for disapproval shall be noted on the
application, and the applicant shall be notified that his or her application is disapproved
ORDINANCE NO.
PAGE 4
and that no permit will be issued. Notice shall be mailed to the applicant at the address
shoWn on the application form, or at the applicant's last-known address.
(d) If the Chief of Police finds that the applicant's character and business responsibility
are satisfactory, he or she shall endorse his or her approval on the application and shElIl,
upon payment of the prescribed fee, deliver the required solicitation permit to the
applicant.
5.76.070. Permit expiration.
All permits issued under the provisions of this chapter shall expire one year from date of
issuance, unless an earlier expiration date is noted on the permit.
5.76.080. Hours of operation.
It is unlawful for any person described in this chapter, whether permitted or unpermitted,
to enter upon any residential premises between the hours of eight p.m. and nine a.m.
5.76.090. Soliciting where "No Soliciting" sign is posted.
It is unlawful for any person described in Section 5.76.020 of this chapter, whether
permitted or unpermitted, to perform or attempt to perform the acts described in such
section by ringing the doorbell or knocking at the door or otherwise calling attention to
the person's presence of or at any residence whereon a sign bearing the words "No
Peddlers", "No Solicitors" or words of similar meaning is painted or affixed so as to be
exposed to public view, and no such person described in Section 5.76.020 shall perform
or attempt to perform any of the acts described in such section in any building, structure
or place of business whereon or wherein a sign bearing the words "No Peddlers", "No
Solicitors" or words of similar import, is painted or affixed so as to be exposed to public
view. Additionally, no person described in Section 5.76.020 shall perform or attempt to
perform any of the acts described in such section upon any property which has
registered and been !ncludedon thsHCity's ':00 Not Solicit Registry."
5.76.100- Creation of a "Do Not Solicit Registry",
There is hereby created within the City a "Do Not Solicit Registry." The purpose of such
registry is to allow residents within the City to register their name and the address(es) of
such places that they do not want any peddling or solicitation.
5.76.110. Applicability of a "Do Not Solicit Registry".
The "Do Not Solicit Registry" shall only be applicable to residential addresses within the
City.
, ."
ORDINANCE NO.
PAGE 5
5.76.120. Maintenance of a "Do Not Solicit Registry".
(a) The Director of Financial Services shall maintain the "Do Not Solicit Registry" ("the
"Registry") which shall consist of a list of residential addresses within the City whose
residents wish to deny any and all peddling or soliciting acts at the described residence.
(b) It shall be the duty of the resident to apply for such Registry, maintain current
addresses, and to remove their name and address(es) from such Registry when so
desired.
(c) It shall be the duty of the Director of Financial Services to have a current and true
copy of the Registry available during normal business hours.
(d) At the time of issuance of a business license, the Director of Financial Services, or
his/her designee, shall provide a current copy of the Registry at no cost to a peddler or
solicitor who possesses a valid solicitation permit.
(e) Any person may acquire a current copy of the Registry subject to payment of
duplication fees.
(f) Upon the request of any duly licensed peddler or solicitor pursuant to this chapter,
the Director of Financial Services, or his/her designee, shall provide a current copy of
the City's "Do Not Solicit Registry" at no cost.
5.76.130- Compliance "Do Not Solicit Registry."
It is unlawful for any person to peddle or solicit on private property where the resident
has registered his or her address and such address appears on the City's "Do Not
Solicit Registry."
5.76.140. Other conditions and regulations.
The following conditions and regulations shall also apply to the exercise of the privileges
granted by solicitation, permits, issued under the provisions of this chapter in addition to
those set forth in other parts of this chapter or elsewhere in this code:
(a) Every person issued a solicitation permit must be in possession of the solicitation
permit, a current copy of the City's "Do Not Solicit R~gistry", and a current City business
license issued pursuant to Chapter 5.02 of this Code at all times when engaged in the
business herein permitted. The permittee must produce and show the solicitation
permit, business license, and copy of the "Do Not Solicit Registry" on the request of any
person solicited or of any public safety officer or official of the City. No person issued a
permit shall alter, remove or obliterate any entry made upon such permit, or deface
such permit in any way. Each solicitation permit shall be personal and not assignable or
transferable, nor shall any permit be used by any person other than the permittee.
(b) Every peddler or solicitor, upon the request of any public safety officer or official of
the City, shall sign the solicitor or peddler's name for comparison with the signature
upon the solicitation permit or the signature upon the permit application.
(c) Every peddler or solicitor who solicits orders shall, if requested by the customer,
provide a receipt plaiflly, stating th~quantity of each article or commodity ordered, the
price paid to be paid therefor, the total amount purchased or ordered and the amount to
be paid on or after delivery.
ORDINANCE NO.
PAGE 6
(d) Every peddler or solicitor shall, if requested by the customer, provide his/her name,
business address and telephone number and the name, business address and
telephone number of the person, organization, or entity on whose behalf solicitation is
being made.
5.76.150. Peddler--Revocation of Solicitation permit.
(a) A solicitation permit issuedLII:ider this chapter may be suspended or revoked by the
Chief of Police for anyofthe following causes:
(1) Fraud, misrepresentation or false statement contained in the application for
permit;
(2) Fraud, misrepresentation or false statement made in the course of carrying on
the business of peddler or solicitor;
(3) Any violation of this chapter;
(4) Conviction of any crime including misdemeanors involving moral turpitude;
(5) Peddling or soliciting in an unlawful manner or in such a manner as to
constitute a breach of the peace or to constitute a menace to the health, safety or
general welfare of the public.
(b) This section shall be self-executing and the suspem,;ion or revocation shall be
effective immediately. The Chief of Police shall give notice of the suspension or
revocation of the permit and sufficient notice shall be given if mailed or delivered to the
permittee at permittee's address listed on his or her application.
5.76.160. Appeals to City Manager. . .
"',<"
In the event that anyap'plicahtor pe~mittee desires to appeal from any order, revocation
or other ruling of the Chief of Police or any other official of the City, made under the
provisions of this chapter, such applicant or any other person aggrieved shall have the
right to appeal such action or decision to the City Manager within fifteen (15) days after
the notice of the action or decision has been mailed to the person's address as shown
on the permit application. An appeal shall be taken by filing with the Police Department
a written appeal statement setting forth the grounds for the appeal. The Chief of Police
shall transmit the written statement to the City Manager within ten days of its filing and
the City Manager shall set a time. and place for a hearing on the appeal. A hearing shall
be set not later than thirty (30) days from the date of filing of the applicant's written
appeal statement with the Police Department. Notice of the time and place of the
hearing shall be given to the appellant in the same manner as provided for the mailing
of notice of suspension or revocation. The decision of the City Manager, or his
designee, on the appeal shall be final and binding on all parties concerned.
5.76.170. Violations," .... d"" .'
Any person who violates a provision of this chapter is guilty of a separate offense for
each day or part of a day during which the violation is committed, continued or
permitted. Any person who violates any provision in this chapter shall be guilty of a
misdemeanor.
ORDINANCE NO.
PAGE 7
SECTION 3: This Ordinance shall take effect 30 days from its adoption.
SECTION 4: A summary of this Ordinance shall be published in a newspaper published
and circulated in the City of Arroyo Grande ~t least five (5) days prior to the City Council
meeting at which the proposed. Ordinance is to be adopted. A certified copy of the full
text of the proposed Ordinance shall be posted in the office of the City Clerk. Within
fifteen (15) days after adoption of the Ordinance, the summary with the names of those
City Council members voting for and against the Ordinance shall be published again,
and the City Clerk shall post a certified copy of the full text of such adopted Ordinance.
On motion of Council Member , seconded by Council Member
, and on the following roll call vote, to wit: ,
AYES:
NOES:
ABSENT:
the foregoing Ordinance was passed and adopted this
day of
2006.
ORDINANCE NO.
PAGE 8
TONY FERRARA, MAYOR
ATTEST:
KELLY WETMORE, CITY CLERK
APPROVED AS TO CONTENT:
STEVEN ADAMS, CITY MANAGER
APPROVED AS TO FORM:
TIMOTHY J. CARMEL, CITY ATTORNEY
". ,
11.8.
MEMORANDUM
FROM:
SUBJECT:
CITY COUNCIL/REDEVELOPMENT AGENCY BOARD OF DIRECTORS
ANGELA KRAETSCH, DIRECTOR OF FINANCIAL SERVICES III(
CONSIDERATION OF FISCAL YEAR 2005-06 MID-YEAR BUDGET
REPORT
TO:
DATE:
FEBRUARY 28, 2006
RECOMMENDATION:
It is recommended the City Council/Agency Board:
. Approve detailed budget adjustments listed in the Mid-Year budget report
. Approve Schedule A
. Approve (Deny) requests for additional appropriations in the General Fund.
FUNDING:
The requested actions will impact several fund budgets as outlined in the Mid-Year Budget
Report. The General Fund ending balance will be impacted by the approval of the
recommended revenue and appropriation adjustments as follows:
Projected General Fund Balance at First Quarter Report (audited)
$2,337,211
Increase of Revenue
Council Approved Adjustments
Proposed Expenditure Adjustments
Total Decrease to General Fund Balance
$ 5,000
(31,530)
(52.000)
Adjusted General Fund Balance 6/30/2006
(78.530)
$2.258,681
DISCUSSION:
Each year, the City Council adopts a budget, which commits resources to the
accomplishment of its policies. The Financial Services Department routinely prepares
quarterly budget updates for the City Council.
The purpose of the City's Mid-Year budget review is to:
· Compare revenues received and expenditures made to budgeted amounts to determine
appropriate adjustments.
. Report on Departmental accomplishments.
MID-YEAR REPORT
CITY COUNCIL
FEBRUARY 28, 2006
PAGE 2
. Provide a link between the City budget, the financial records, and the independent
financial audit.
. Compare current revenues and expenditures against the prior fiscal year.
SUMMARY OF KEY MID-YEAR POINTS:
. The total Citywide Fund Balance reported at June 30, 2005 is $23,890,968. This is an
increase of approximately $1,061,297 over June 30, 2004. The beginning General Fund
balance is $2,633,631, which was an increase of $163,120 from the prior year and .is 22%
of General Fund appropriations. These increases can be attributed to CIP projects that
were budgeted but not completed at year-end and the receipt of the Motor Vehicle
License Fee gap loan of $280,185 that the State repaid to the City in July of 2005.
Although this revenue was received in fiscal year 2005-06, the auditors requested that it
be recorded in fiscal year 2004-05. A journal entry was made to move the revenue into
the 2004-05 year. The audited Fund Balances reported in the Annual Financial Report
have been incorporated into the beginning fund balances on Schedule A. There were two
adjustments to the beginning fund balances that are different from the Annual Financial
Report. The auditorS added the fund balance of $34,067 from the City's Payroll Clearing
Fund to the General Fund. For this report the actual General Fund balance is shown.
The second adjustment was to subtract the Fixed Asset balance of $10,439,195 from the
Water Fund in order to reflect a more accurate cash fund balance.
. The current projected available General Fund Balance for June 30, 2006 is $2,258,681, a
decrease of $286,984 from the projected fund balance of $2,545,665 published in the FY
2005-07 Bi-Annual Budget. This fund balance is projected to be 18% of appropriations,
which is lower than the City Council goal of 20%. The published fund balance did not
include carryover expenditures or compensation adjustments for FY 2005-06. The
projected Fund Balance assumes revenues are received exactly as budgeted, all budget
expenditures are made, and all capital transfers required by the CIP Program are
completed. Historically, the General Fund has not been required to fund all budgeted
capital transfers, and expenditures at year-end are traditionally less than budgeted.
Therefore it is likely that the June 30, 2006 General Fund Balance will be greater than the
$2,258,681 projection.
. As part of the Mid Year process, staff is asked to review their current budgets and
determine if any adjustments are required. This report includes requests of an additional
$52,000 in General Fund appropriations and an increase of $5,000 in General Fund
revenue. Additional increases are requested in the Transportation Facility Impact Fund
($25,000), Traffic Congestion Relief Fund ($69,109), Redevelopment Agency Fund
($7,434), Water Facility Fund ($191,903), and the CIP Fund ($12,125). Detailed
descriptions of these requests are included in the Mid-Year Report.
. The Management Reporting System Status Report on departmental accomplishments
and key issues in progress is presented as a separate section at the end of this report.
Each department Idivision reports the work accomplished during the first half of the fiscal
year toward an improved City government. Also reported is the progress toward those
on-going projectstwork efforts that will continue into the remaining quarters.
MID-YEAR REPORT
CITY COUNCIL
FEBRUARY 28, 2006
PAGE 3
ALTERNATIVES:
The following altematives are provided for City Council consideration:
1. Approve the following Schedule A included in Mid-Year Budget Report that
summarizes budget adjustments;
2. Deny staff recommendation and reject the schedule;
3. Modify staff recommendation and approve the schedule;
4. Provide direction to staff.
Attachment(s): Mid-Year Budget Report
Schedule A
Management Reporting System
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/
MANAGEMENT REPORTING SYSTEM
MID-YEAR
Julv1. 2005 .' - . December 31.2005
FUND: GENERAL FUND
DEPARTMENT: CITY MANAGER
Mid-Year Accomplishments
. Completed Police Chief recruitment. .,,-
. . . Provided assistance in achieving lease for relocation of Post Office.
. Developed public education program on funding needs and revenue enhancement.
. Facilitation arrangement for YMCA to assume operation of senior .center at Ocean
Oaks Condominiums. . .
. Developed new project tracking system. .
. Implemented office staffing changes to reduce costs and improve customer service.
. Completed negotiations with LMUSD for expansion of the high school pool.
. Completed negotiations with OCSD for temporary supplemental water.
. Completed 2-year extension of MOU with AGPOA
. Kev Issues I Work Efforts In Proaress
. Department of update of Personnel Regulations will be completed next month and
will then submit to union representatives for review. .
. Negotiating MOU with parties for right-of-way acquisition for . road connection
between Orchard and Fair Oaks.
. Implementing funding needs public education program. ..
. Negotiations underway regarding three key redevelopment projects identified as:
priority sites in the Redevelopment Implementation Plan.
. Preparation under way of cost analysis on the Print Shop operation.
. Preparing plans for modification of the City Hall lobby.
. Preparing Fir~ Consolidation Oversight Committee scope of work in coordination
with Grover Beach, Pismo Beach and OCSD. '
. Scheduling Commissioner recognition program in Spring 2006..
17
MANAGEMENT REPORTING SYSTEM
, '
, ' ,
MID-YEAR'
Julv1. 2005, - December 31.2005
FUND: GENERAL FUND
DEPARTMENT: ADMINISTRATIVE SERVICES
Mid. Year AccomDlishments
~ Revised City Council Agenda process and began posting the entire City Council
Agenda packet to the City'swebsite to improve public access to City documents.
.' Coordinated two publications ofthe City newsletter, Staaecoach Express,which were
,mailed to all City residences and bu~inesses. , '
. Completed the Municipal Code Update project.
. 'Coordinated two (2) Muni,cipal Code Supplements to incorporate newly adopted
Ordinances into the City's Municipal Code., , '
. Continued maintenance and update) of City's website and added the City's 2005-07
Budget document in its entirety to ~he Financial Services Department page for public '
viewing and access. ' . . '
.. Continued maintenance. and update of the City's government access channel to
include comprehensive information on all City ~vents, programs, and services.
., Assumed position ofSecretaryfTreasurer for League of California Cities Channel
Counties Division.' ' '
Kev Issues I Work EffortslnProaress" .
. ,Distribute Annual Statement of Economic Interests Forms to all elected and appointed
officials ofthe City, including members of the City Council; commissions, boards,
committees, staff: and consultants.
. Coordinate publication of next issue. of the City newsletter, Staoecoach Express, for
distribution to community by May 2006. '
. ,Begin planning for the November 2006 General Municipal Election.
. Review and update City-wide Records Retention Schedule and Policy.
'. ' I:.
18
_ __L_ ___"._.~_._.__
MANAGEMENT REPORTING SYSTEM
MID-YEAR
Julv 1.2005 - December'31. 2005
FUND:
DEPARTMENT:
GENERAL FUND
FINANCIAL SERVICES
Mid-Year Accomplishments
'. Implemented the Inforum Gold Purchasing system:
. Completed the 2005-2007 Bi-Annual Budget.
. Began diversifying the City's investment portfolio by purchasing investments
with higher yields. '
. Received the CSMFO Budget Award for the 2005"2007 Bi-Annual Budget.
.' '. ' I. . " .
. ' Completed the Fiscal Year 2004-05 audit.
. Completion of the California Street Report and' California Transportation
Report.
. Completion, of the State Controllers Report for the City and, the .
Redevelopment Agency.
Key'lssues/WorkEfforts In-Proaress
. Conversion' of Eden Command utility management system to the Inforum
Gold system.
. Implementation of the Council approved tiered water rates. '
. Develop the City's first Comprehensive Annual Financial Report.
J
19
MANAGEMENT REPORTING SYSTEM
MID-YEAR
Julv 1. 2005 - December 31. 2005
",
FUND: GENERAL FUND
DEPARTMENT: COMMUNITY DEVELOPMENT
Mid-Year Accomplishments
. Development review of Creekside Mixed Use, Fair Oaks Mixed Use, Le Point
Mixed Use, and numerous smaller Planned Unit Development residential tracts.
. Decision on Tract 01-001 (1998): Revised project expected.
. Adoption of Formula Business Regulations for Village areas. .
. Creation of Historical Resources Committee and designation process.
.. DevelopmentCode Update Cleanup of Commercial and Mixed Use Districts
. . Five Cities Center Phase 2 Traffic studies: Pad 'I' Preapplication processed.
. Community Recreation "Courthouse" Project Preapplicationcompleted.
I
i
!
i
Kev Issues I Work Efforts In Proaress .
. Creek setback study l:ind policy alternatives: C/OS District under development.
. Residential Development Code Amendments: Design Overlays and SFR Districts
under development
. Bike and Pedestrian Enhancement Plan:. Circulation' Element Update work has
been initiated. .
. Preparation of Energy and Water Conservation Element Update is underway.
. Study sessions are underway to improve staff-Commission coordination.
. Dedicate phase 2 of Let There Be Lights and commence phase 3 donations during
the next few months.
. Work has begun on development of the Landscape Ordinance.
i
i
I,
i
! .
i
i
I
I
20
I
!
MANAGEMENT REPORTING SYSTEM
MID-YEAR
" Julv 1.2005 - December 31. 2005
L
!
FUND:
GENERAL FUND
DEPARTMENT: MANAGEMENT INFORMATION SYSTEMS
Mid-Year Accomplishments
. Procurement ofdepartrhental computer upgrades as approved in the FY 05-06
Budget.
. Installation and configuration of all new computer systems as approved in the FY 05- .
06 Budget. .
. Relocated upgraded computers to'designated departments as needed to meet current
IT standards within the City.
. Procurement and installation of flat panel monitor upgrades as approved in the FY 05-
06 Budget.
. Started Microsoft MCSE certification training to support the Microsoft Migration
project.' .
. Created a test environment to support initial configuration and testing of the Microsoft
infrastructure.
. Completed Microsoft infrastructure planning.
. Began work with SLO County networking personnel to establish a manufacturer's
maintEma~ceagreement covering all City network equipment.
. Began work with SLO County networking personnel to upgrade the network
connection speed for the City Hall buildings.
Kev Issues I Work Efforts In Proaress
. Procurement of the first three computer systems .to support the Microsoft
infrastructure.
. Procurement of Microsoft Operating System software.
. Configuration of server systems in a Microsoft test environment.
21
. . .
. . . Complete Microsoft training andte~tforcertification.
. Provide personnel training on a Microsoft network environment.
. 'Implementthe Microsoft network infrastructure for City departments.
. Procure computer hardware to support the' City Internet environment. .
. Move existing Internet environmentto new hardware systems.
. Procure computer hardware .to. support the Police Dept. Microsoft infrastructure
upgrade. ..
. Install and configure new server hardware at the Police Dept.
. Procure computer hardware to, support the Microsoft Exchange. 2003 email
environment. .
. Install and test MS Exchange email environment.
. Provide personnel training on MSExchange 2003 emailenvironment.
.. Implement the MS Exchange 2003 email environment citywide. .
. Support IT configuration changes associated with the building expansion project at the
Police Dept. .
.. Support the Finance Dept.lnforum Gold Utility Billing module upgrade project.
22
MANAGEMENT REPORTING SYSTEM
MID:'YEAR
Julv 1. 2005 . - December 31.2005
FUND: GENERAL FUND
DEPARTMENT: POLICE
Mid-Year Accomplishments
. FBI Index Crime rate for the City of Arroyo Grande is 30.4% below the National
crime rate and 30.2% below the State crime rate for cities of similar size.
. The Police Department's Quality Services. Program continues to show a 98.9%
citizen satisfaction rate and the Department received no formal citizen complaints
over this reporting period. .
. ThePolice Department has increased itsim;olvementin the Neighborhood Watch
Program with the addition of 2 new groups, bringing the total to 33 groups. Chief
Aeilts recently corresponded with Neighborhood Watch Block Captains to offer the
opportunity to meet with him and to revitalize interest in the program.
.' .
. Traffic collisions have decreased by 20% (there were 224 accidents reported in
2005 and 280 in 2004). .
. The new Chief of' Police has met with all Department members regarding
community and Department issues. . A department wide meeting is being planned
for March.' .
. Additional emphasis on narcotics investigations by patrol has resulted in a 17%
increase in drug cases, while property crimes have been held to no increase. Two
major Cases resulted in the discovery of ,a methamphetamine lab in the City and
the seizure of 4 ounces of methamphetamine at a local moteL
23
~~__J
I
Kev Issues I Work Efforts In Proaress
· Five of the old VHS video systems have been replaced with the ICOP in-car digital
video systems. Two additional ICOP systems will be installed in the replacement
patrol vehicles to be delivered in February. . The two remaining VHS units will be
replaced with ICOP digital units.in FY 2006-07. .
· We have secured a building permit and a conditional useperrnit for the newly
acquired property ,next to the police facility. Rough grading is complete and the
City Council is. slated. to review the Architectural Review Committee's
recommendations regarding the treesahd landscaping on February 28.
o 0
· ,Two staff, members attended the "Design and Operation of the Emergency
, Operations Center" course sponsored by CSTI in November 2005. Once the
modular structure is installed, 0 the Police Department's Emergency Operations 0
Center, which was temporarily occupied by Investigations, will be restored to its
primary function, and testing of all systems will be completed.
· 0 Completed upgrade of logger recorder tc:i:a redundant hard drive system to, ensure
the preservation ofradio 'and telephone recordings. 0
· The Departmen't is in the .0 process of planning the upgrade of 0 the radio
communications system. The Dispatch SuperVisor will be visiting newly installed
consoles in Northern 0 Santa Barbara arid' San Luis Obispo Counties for ideas on
layout, furnishings, and computers.
. The Chief is in the process of meeting with, community members related to
o schools, business, and other agencies.
· A POST approved team-building workshop is being developed for late summer.
Highlighted objectives will be planning, goal setting, team building, and similar
priorities.
24
----'
'.
MANAGEMENT REPORTING SYSTEM .
-MID-YEAR
Julv 1. 2005
December 31. 2005
FUND: GENERAL FUND
DEPARTMENT: BUILDING & FIRE'
. .
. DIVISION: FIRE AND EMERGENCY SERVICES
Mid-Year Accomplishments
. The Fourth of July Safe and Sane Fireworks cEllebration.was a success. Six non-
profit organizations were issued permits to sell Safe and Sane Fireworks in the City.
. The Annual Weed Abatement Program was successfully coordinated with the
assistance of two firefighters acting in the capacity as Vegetation Management
Officers. .
. The Retired Senior Volunteer Program (RSVP) provided over 120 hours of
assistance to Fire Administration during this period. .
.
The Division was awarded the Multi-Jurisdictional Local Hazard Mitigation Planning
Grant.
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On July 1 the Cities of Arroyo Grande and Grover Beach completed their first year'
contract sharing the Fire Chiefs and the Training Captain's functions.
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The Division took delivery of the new 1996 Hi-Tech engine that was purchased from
Sparks, Nevada and"thenew 2006 Ford Expedition command vehicle. Both
vehicles are being outfitted with emergency equipment. .
The Code Enforcement funCtion has been renamed to the Division of Neighborhood
Services. Two firefighters were hired part time as the Neighborhood Services
Coordinators. .
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. Call Statistics.
Medical ' 466
Fire, 77
Vehicle Accidents 60
Hazardous Conditions 17
Other 201
Total Incidents . 821
Note: Out of 821 incidents, 159 were :Auto/Mutual Aid incidents.
. Public Education Programs - Daily crews provided station tours, school presentations,
and local business presentations to over 800 children and adults during this period.
This included topics on fire safety, emergency preparedness, and fire extinguisher.
training. The Division has successfully coordinated two quarterly blood drives with the
Tri-Counties Blood Bank.
. .
. Two Trainee Firefighters completed the Recruit Training Program and were hired as
rank of Firefighter I. The Arroyo Grande and Grover Beach Fire Departments
implemented a Cross Staffing Program so we have a larger pool of firefighters to pull
from to fill daily and evening shifts. . The Volunteer Division Chiefs position was filled. .
and will assist with various administrative assignments.
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. Staff continues to train daily and weekly with the Grover Beach Fire Department. This
provides familiarity and consistency of practices used 'on the fire ground during
automatic/mutual aid responses. Division members attended classes and schools
, that allowed the Department to maintain skills and certifications, and to meet local,
regional, and State standards. Per Council direction, training with Oceario Fire
Department continues as necessary. ..
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. Over the last several years a concerted effort has been undertaken to perform cost
recovery when possible. During this reporting period $48,664 has been invoiced and
$862 has been recovered/reimbursed by this Division.
Kev Issues I Work Efforts In Proaress
· The Division continues to provide Fire Chiefs services for the City of Grover Beach. ,
. The Division continues to co-sponsor the Allan Hancock College Fire Academy's
Intern Firefighter Development Program.
. The Division continues to recruit for Volunteer Firefighters. .
. Staff continues to provide training with neighboring fire agencies.
· Staff continues to provide fire safety inspections for the business community.
. · Staff continues to provide grant administration and apply for additional grants.
. Cost Recovery remains a high priority. '
· Begin specifications for new engine to be ordered in FY 2006/07.
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MANAGEMENT REPORTING SYSTEM
MID-YEAR
Julv 1. 2005
December 31. 2005
FUND: GENERAL FUND
DEPARTMENT: BUILDING & FIRE
DIVISION:
BUILDING AND LIFE SAFETY
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Mid-Year Accomplishments
. The recruitment of the permit technician position has been completed and the position
filled.
. Due to an unexpected vacancy in the building inspector position, a contract was
signed with JAS Pacific to provide the City with' a certified Building Inspector.
Inspections' continue to be performed to the high level of standards expected by the
City as well as those utilizing these services.
. Current state mandated building codes were adopted, induding the Emergency
Seismic Safety Requirements, and the new 2004 California Electrical Code.
. The plan review timeframe has improved. A typical review takes approximately 2
weeks instead of the previous 3 months.
. Our first mixed use project, lots 7 & 10 of DeBlauw's East Village Tract, is nearing
completion and occupancy has been allowed in several of the units.
. The shell building located at 1540 Grand Avenue has received its Notice of Inspection
Completion and the tenant plans have been submitted for review. Occupancy should
be allowed within the neXt few months.
. Major projects that have been permitted are the. Camino Mercado Senior
Condominiums, the Courtland Senior Housing project, a tenant improvement for the
establishment and expansion of the Central Coast Pet Emergency Clinic, the 13 home
subdivision for S & S Homes, the Le Point Street mixed use project for Fairway
Development, the new building for the Union of Operating Engineers located on Faeh
Street, and a mixed use structure located on Bridge Street.
. The Women's Center ADA retrofit project is 100% complete.
. The Rotary Bandstand is nearing.completion.
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'm__.__._mm~.__ ~~___~_ ___ __ _____
Kev Issues IWork Efforts InProal"ess
. Prepare for the adoption of a fire sprinkler ordinance. /'
". Inspection of commercial "construction for the numerous tenant improvements
currently in process including the-several tenant spaces in the 1540 Grand Avenue
building, the Le Point:Street mixed use project, the DeBlauw's East Village Tract, and
the Central Coast Pet Em~rgencyClinic.
. Residential inspection services for the Camino Mercado and Courtland Senior
Housing sites, the numerous mixed-use projects, new single-family dwellings, and
room additions that are currently in process. -
. Prepare for the l:!doption of a Wildland Urban Interface Code adoption for those areas
of the City that are prone to catastrophic fires due to their proximity to high fire danger
zones.
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MANAGEMENT REPORTING SYSTEM
. . MID-YEAR
Julv1. 2005 - . December 31. 2005
FUND: . GENERAL FUND
DEPARTMENT: BUILDING & FIRE
DIVISION: NEIGHBORHOOO SERVICES
Mid.Year Accomplishments
. Two active members of the Arroyo Grande Fire Department have filled the position of
Neighborhood Services Coordil')ator on apart-time'basis.
. Joint efforts .with Community Development, Public' Works, Police, and Building and
Fire have brought Clarity on many types of cases that involve all the departments in
some aspect. The citizens have expressed their appreciation in regard to the City's
dedication to making our community a cleaner, safer and more prosperous place to
live and work. .
. The Division's case-numbers have increased from an average of 10-15 calls per
. month to 20-25 calls per month. . .
. Noticed property owners of suspected illegal garage conversions and illegal
secondary dwellings. Many property owners have complied or are taking the
appropriate steps to do so. .
. Public information and education has increased with the broadcasting of the channel
2lr code enforcement infomercial.
. New tracking systems have been implemented to improve efforts on problematic
cases.
. The Division has increased their interaction with new business ownerS to. inform them
of the City's municipal codes. Contacting them when they first open their store has
made the explanation of issues such as un-permitted signs and window advertising
much clearer and easier to comprehend. ' .
. Three problematic cases involving solid waste accumulation, wrecked and abandoned
vehicles, and general unsanitary conditions have come to a close.
.A number of hazardous trees in the city have been abated.
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Kev IssueslWorkEffortS In-Proaress
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. Continue to locate and inspect garage conversions and illegal secondary dwellings.
. Continue to explore.other methods of public education to better inform our community
. of specific life safety issues and why they are of concern. .
. Creating a more tactful and streamlined system with the Police Department to rid. the
. city of wrecked and abandoned vehicles. .. .
,. Creating informational pamphlets. for distribution to. new businesses and property
owners to educate them on more dominant violations that occur in the city and to
request their correction in an informative way.
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MANAGEMENT REPORTING SYSTEM
MID-YEAR
Julv1. 2005 - December 31. 2005
FUND:
GENERAL FUND
DEPARTMENT: PUBLlc:;WORKS
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DIVISION:
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PUBLIC WORKS ADMINISTRATION I ENGIN.EERING
Mid-Year Accomplishments
. Completed the Nacimiento and Desalination studies.
. Completed the Fleet Maintenance Study.
. Selected a permanent Fleet Maintenance Coordinator. .
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Kev Issues I Work Efforts In Proaress
· Initiated a groundwater study in cooperation with other South County agencies.
~ . Continued to implement the first phase of the Plumbing Retrofit Program.
. Preparing the Brisco/Halcyon/10fPA&ED.
. Preparing a Drainage Fee Study.
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FUND:
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MANAGEMENT REPORTING SYSTEM
MID-YEAR
.Julv 1. 2005 - December 31.2005
GENERAL FUND
DEPARTMENT: . PUBLIC WORKS
DIVISION:
AUTOMOTIVE SHOP
Mid-Year Accomplishments'
. At Mid-Year, the Automotive Shop has carried out the following services:
Services (lube, oil, filter, safety insp.)
Tune Up (scope, spark plugs, rotor, cap
General (mechanical Le., pumps, cables)
Electric (starter, alternator, wiring)
Brake Repair
Warranty Repair
Transmission Service and Repair
Tire Services (replacing, mount & balance)
Tire Repair
Pre Trip Check
Smog Certificates
125
20
70
',35
30
.20
14
40
30
.75
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Kev Issues I Work Efforts In Proaress
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· Biennial Inspection of Terminal (BIT) as per the State of California and California
Highway Patrol.
. Continue to maintain the 'Cityfleet at a high level of reliability and safety.
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· Annual Underground Storage Tank Inspections.
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. MANAGEMENT REPORTING SYSTEM
MID-YEAR
Julv 1. 2005
December 31. 2005
FUND: GENERAL FUND
DEPARTMENT: PUBLIC WORKS
DIVISION: STREETS
Mid-Year Accomplishments
. 34 Concrete Replacement jobs
. . Completion of signal LED lighting
. Reconstruction and paving of Launa Lane
. Annual cleaning of Arroyo Grande, Tally Ho and Meadow creeks
Kev Issues I Work Efforts In Proaress
. Continuing with concrete replacement
. Asphalt grinding & repairs to roads
. Installing battery back up to traffic signals
. Continuing planting of trees on EI Camino Real
. Crack sealing of major streets citywide
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MANAGEMENT REPORTING SYSTEM
MID-YEAR.
Julv 1.2005 . - December 31.2005
FUND: . SEWER FUND
DEPARTMENT: PUBLIC WORKS
DIVISION: . UTILITIES I SEWER MAINTENANCE
Mid-Year Accomplishments
. Completed quarterly cleaning of lift stations .
. Raised manhole at 436 California
. Raised manhole by Arroyo Grande Creek at Paulding Circle
.. Installed new manhole at May Street/McKinley Street
. Completed problem sewer main cleaning program
Key Issues I Work Efforts In Proaress
. Sewer Lift Station No. 1 construction
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.. RWQCB Annual Report
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MANAGEMENT REPORTING SYSTEM
MID-YEAR
Julv 1. 2005 -December 31.2005
FUND: WATER FUND
DEPARTMENT: PUBLIC WORKS
DIVISION: WATER ADMINISTRATION
Mid-Year Accomplishments
. Completed 155 Service Requests . .
. Completed 398 Service. Orders/Open 8. Close
. Completed 217 USA Marking requests
. A total of 236 homes were retrofitted )Nith low-flow toiletslfixtures
Kev Issues I Work Efforts In Proaress
. Water Conservation Program/Plumbing Retrofit .
. Urban Water Management Plan update
. Well No. 10 CIP
. Desalination/Naciemento Study
. .A.G. Basin Groundwater Study
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MANAGEMENT REPORTING SYSTEM
'MID-YEAR
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Julv1. 2005- December 31. 2005
FUND: WATER FUND,
DEPART!\IIENT: PUBLIC WORKS
DIVISION: UTILITIES I WATER PRODUCTION ".
Mid-Year AccomplishmentS .
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. Pumped a total of 708:8 acre-feet of well water July' 1 sl throug~" Decemb~r 31si.
. Replaced pump and pipe column to Well No.6, Soto irrigation well.
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. Completed biannual well motor maintenance program .'
. Replaced 40 h.p. motor to Well #1
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. Well #10 design and construction.
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MANAGEMENT REPORTING SYSTEM
. '.MID-YEAR
Julv 1. 2005 - December 31 ;.2005
FUND: . WATER FUND
DEPARTMENT: PUBLIC WORKS
. DIVISION: . . UTILITIES / WATER DISTRIBUTION
Mid-Year Accomplishments
,
. Installed new fire hydrant at Traffic Way ExtensionlTraffic Way
· Completed An'nualValve Exercise Program, .1800 v~lves were exercised.
. Completed replacing 3 water main valves
· Completed air/vacuum valve program, 93 valves were Cleaned, lubed, flushed
. Comple'ted tie over of 8 water services to new main on Le Point8.treet
. .
· Replaced cathodic protection rectifier to R~serv6ir No. 5
Kev Issues / Work Efforts In Proaress. .
. Annual Water Main Flushing.Program
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MANAGEMENT REPORTING SYSTEM
MID-YEAR
Julv 1. 2005 - December 31. 2005
FUND: GENERAL FUND
DEPARTMENT: . PUBLIC WORKS
DIVISION: CAPITAL IMPROVEMENT PROGRAM
Mid-Year Accomplishments
. Completed construction of the East Grand Avenue Enhancements at Courtland
Street.
. Completed construction of the Thies/Keisler Tennis Court addition.
. Completed construction of the Wilton Place Paving project.
Kev Issues I Work Efforts In Proaress
. . . Completed the design of the Sewer Lift Station No.1 Upgrade Project and awarded a
construction contract.
. Completed the design of the East Grand Avenue / Halcyon Road Traffic Signal
Upgrade Project and awarded a construction contract.
. Completed the design of Phase I of the Well No. 10 Project and advertised it for
public bid. .
. Completed the design of Phase I of the Camino Mercado I West Branch Street Traffic
Signal and advertised the project for public bid.
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MANAGEMENT REPORTING SYSTEM
MID-YEAR.
Julv 1. 2005 - December 31.2005
FUND: GENERAL FUND
DEPARTMENT: PARKS, RECREATION AND FACiliTIES
DIVISION: GENERAL RECREATION
Mid-Year Accomplishments
. Conducted the Summer Playground Program at Elm Street Park with an average of
50 children participating daily
. Conducted 17 field trips to local businesses, as well as hosting 5 local business visits
to the Summer Playground Program
. Conducted Winter Break Program at Elm Street Park with an average of 30 children
participating daily
. The.City of Arroyo Grande and woman's Club Community Center has hosted 340
groups totaling nearly 14,000 participants.." "
Kev IssueslWork Efforts In-Proaress
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. All staff will complete or re-certifyin CPR and First Aid training this Spring
. "Scheduling activities for the Spring Playground Program
. Re-roofing the City of Arroyo Grande and Woman's Club Community Center
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MANAGEMENT REPORTING SYSTEM
MID-YEAR
Julv 1. 2005 - December 31.2005
FUND: GENERAL FUND
'DEPARTMENT: PARKS,RE~REATION AND,FACILlTIES
DIVISIOf'.l: PRE-SCHOOL
Mid-Year Accomplishments
. Conducted the Summer Pre-School Program with an average of 22 children,
participating
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. Took 51 preschoolers on a field-trip to Holloway's Tree Farm in December
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f . . All staff will complete or re-certifyin CPR a~d First Aid training in May
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MANAGEMENT REPORTING SYSTEM.
. MID-YEAR
Julv 1. 2005
December 31. 2005
FUND: GENERAL FUND
, DEPARTMENT: PARKS, RECREATION AND FACILITIES
DIVISION: GO~ERNMENT BUILDINGS
Mid-Year Accomplishments
. Completion of 21 work orders for service to various city facilities .
. Completion of installatio[1 of new restrooms at Woman's Club Community Ce~ter
... Replacement ofa corroded gas line at Elm Street Community Center
. Installation of a new heater at the Building Department
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Kev IssueslWork Effortsln-Proaress
. Re-roof Woman's Club Community ~enter
. Re-roof Elm Street Community Center
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MANAGEMENT REPORTING SYSTEM
. MID~YEAR
. . Julv 1,'2005 - December 31.2005
FUND: GENERAL FUND
DEPARTMENT:' PARKS, RECREATION AND FACILITIES
DIVISION: PARKS
Mid.Year AccomDlishments
. Strother Park concrete renovations around the B.B.a. areas with A.OA compliance/
access, concrete picnic tables, drinking fountain, and handrails.
. Maintenance responsibility of Poplar Basin landscape area.
. Rancho Grande Park and Strother Park turf repair and aeration. .
. Landscaping frontof Gill's Liquor Store.
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. Accommodations for groups of800,500, and 300 people for various functions and
activities in park areas. . . .
. Annual inspection and testing of the City's backflow prevention devices.
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. Replacement of entire gas,line on the roof of Elm St. Rec.l Community Center and
wall heater valves.
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. Installation of bird prevention spikes on tennis, court lights.
. Gathering otOata /Irifo of various cities for comparison for Community Tree
Ordinance. .
. Grading/leveling /prepping soil near the Rotary Club Bandstand.
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'. Tree related: tree appraisals" arborists reports for cost; recovery. and tree removal!
preservation issues, development inspections, root pruning, watering (including
downt?wn village pots twice weekly), 9 tree plantings; pruning, etc.
· Festivals: (including gathering materials, set up!take down, waste and litter removal,'
etc.)'. .", . ,
· Summer Carnival; Car Show, Harvest Festival, Halloween Carnival, and Turkey :frot
Fun Run.
· Regular accomplishments: waste and litter removal citywide, restroom maintenance
daily (6 locations), turf mainten~nce, irrigation repair, backflowtesting,;BBQ area
cleaning, bedding planter maintenance, weed abatement,' concrete repair,gopher
control, graffiti removal, assist other departments (including Building Maintenance),
work with .volunteer service groups, provide great customer service, etc.
. Kev Issuesl Work'Efforts In Proaress
· Annual treepruning prograrn citywide.
· Rotary Bandstand walkway, irrigation, and turf repair.
· Oro park sideWalk and driveway repair. '
. Elm Street Park irrigation replacement.
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. ADA compliance.
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MANAGEMENT REPORTING SYSTEM.
MID-YEAR
,.
Julv 1. 2005 - December 31. 2005
FUND: GENERAL FUND
DEPARTMENT: PARKS, RECREATION AND FACILITIES
DIVISION: RECREATION ADMINISTRATION
Mid-Year Accomplishments
. Completed revisions to the Community Tree Ordinance .
. Implemented new policies and procedures related to use of the Rotary.Bandstand
. Implemented new online registration software for facility rentals, program registration
and contract classes
. Completion of new tennis court at the Soto Sports Complex
.. Coordinated with community groups on Recreation Center proposal
Kev IssueslWork Efforts In-Proaress .
. Begin work with volunteer groups, in coordination with Public Works Department, for
Via Berros Pocket Park
. Complete improvements and finalize for dedication the Rotary Bandstand at Village
Green
. Complete formatting and distribution of Summer Activity Guide
. Assume budgetary management of ADA improvements at various City Parks through
CDBG funds
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MANAGEMENT REPORTING SYSTEM
'. MID-YEAR
Julv 1. 2005 - December 31.2005
FUND: . . GENERAL FUND
DEPARTMENT: PARKS, RECREATION AND FACILITIES
DIVISION: . . SPECIAL PROGRAMS
Mid-Year Accomplishments:
. Held a Summer Carnival on AugiJst 12th with 196 children participating.
. Conducted the Halloween Carnival and Haunted Maze bnOctober 29th with over
1,000 participants.
.. Conducted the Holiday Decoratin~ Contest for business and residences with 13
businesses receiving 1st, 2nd or 3 place awards and 17 residences receiving 1st,
2nd, or 3'd place awards. . .
. Worked with Hancock College Cross Country team and the Arroyo Grande Lions
Club to organize the 28th Annual Turkey Trot Fun Run with 145 participants.
. Organized Harvest Festival Activities including the Diaper Derby and Chili-Fest
. The noon-time sports program for the Lucia Mar Unified School District successfully
. operated at the Harloe Elementary school .
. The Parent's Night .Out program ran successfully this fall with an average of 12
children participating on the first Friday of each month
.. Organized a variety of youth and adult contract classes including art, tennis,
basketball, .dog training and babysitting.
. Completed the Summer Softball League with 65 teams participating.
Key IssueslWork Effortsln-Proaress
. The department is planning the Volunteer Banquet and the Annual Talent show
. Youth Wrestling registration and scheduling
. Adult Basketball registration and scheduling
. Spring softball registration and scheduling
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MANAGEMENT REPORTING SYSTEM
.MID-YEAR
c
Julv 1. 2005 - December 31. 2005
FUND: GENERAL FUND
DEPARTMENT: PARKS, RECREATION AND FACILITIES
,DIVISION: " CHILDREN IN MOTION
Mid-Year Accomplishments
. Children In Motion completed another successful Summer Day, CampatOcean View
Elementary SchooL Approximately 100 children a day participated'in a variety of
activities including: 17 field trips, Tguest spea,kers, and theme based games,crafts
, and special events. '
. School year programs continue to expand at Branch, Ocean View and Harloe
elementary schools, which currently provide childcare services to approximately 190
children daily.
. Three weeks of Winter Camp Were successfully completed this past holiday break at
Harloe Elementary School with an average attendance of 75 children per day. , The
children enjoyed a wide variety of winter activities, and also enjoyed walking to Jack n
the Box for lunch, a~isit from "Lost Animals", and a pizza pa[lYtoend the session.
Kev IssueslWork Efforts In-Proaress ,
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. Staff will be doing a complete review of all licensing requirements and insure that sites,
are in full compliance with all rules and regulations
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'. The Childcare Coordinator will review disaster policies and procedures, at an
upcoming staff meeting.
. Staff will begin' planning for our upcoming Spring Break and Summer Programs in
February. ' '
. In May, all necessary staff will be completing re~certifjcation for First Aid and CPR
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MANAGEMENT REPORTING SYSTEM
, MID-YEAR
Julv 1. 2005
December 31.2005
FUND: , GENERAL FUND
DEPARTMENT: PARKS, RECREATION AND FACiliTIES
'DIVISION: '5 CITIES YOUTH BASKETBALL lEAGUE ' '
Mid-Year Accomplishments
.
Registered 130 teams with over 1,000 participants'
Prepared game schedules for the'league season (about 700 games)
Recruited, trained arid assigned 50 referees
Collected $53,1,75 in fees'
Completed team and individual photos
Completed the first 250 games,ofthe season
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Kevlssues I Work Efforts InProaress,
. Preparation of the' end of the season tournament schedule
. Distributing photo packets '
. Continuing preparation of referee schedules
. Preparation for tournament finals and awards ceremony
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MANAGEMENT REPORTING SYSTEM
MID~YEAR .
. Julv1. 2005- December 31.2005
:.."j
FUND: . GENERAL FUND
DEPARTMENT: PARKS, RECREATION AND FACILITIES
DIVISION: SOTOSPORTS COMPLEX
Mid-Year Accomplishments
. Hosted, prepped fields ahdprovided maintenance forthe tournaments of: 4th of
. July, AA Sober, Law Enforcement, and Arroyo Grande Valley Little League
District. .
. Rented and utilized top dresser equiprnentforfield renovation. Reduced physical
labor by 80% and reduced time taken to complete tas.k by 75%.
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. Completed turf renovation of Ikeda alJdVolunteer Fields.
. Kev Issues I Work Efforts In Proaress
. . Pumping several millioh gallons of water to creek to save ball fields from flooding
and to ensure on time scheduling of opening of fields..
. .
. Repair major washout in Pond #2 with Parks, Public Works and inmate personnel.
. Beginning turf and infield renovations on remaining fields.
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ii.b.
MEMORANDUM
TO:
CITY COUNCIL
FROM:
TONY AEIL TS, CHIEF OF POLICE
CRAIG HENDRICKS, POLICE COMMANDER nlv
RYAN FOSTER, ASSISTANT PLANNE~~ .
CONSIDERATION OF SITE PLAN AND ADDITIONAL APPROPRIATION
FOR POLICE DEPARTMENT EXPANSION PROJECT
BY:
SUBJECT:
DATE:
FEBRUARY 28, 2006
RECOMMENDATION:
It is recommended the City Council:
1) Appropriate an additional $4,200 for the Police Station modular unit due to design
recommendations of the Architectural Review Committee (ARC), as approved by
the Planning Commission;
2) Delay installation of exterior enhancements to the modular units until November
2006; and
3) Approve the proposed removal of all eucalyptus trees along the northern property
line to enable location of the modular unit at the proposed location.
FUNDING:
Implementation of the design recommendations of the ARC, as approved by the
Planning Commission, would require that an additional $7,800 be appropriated to the
Police Department expansion project, based on the following:
Task Additional Cost
Increased cost for tree removal, trimmino and chippino of stumps $3,600
Addition of arbor structure $4,2150
Total $7,800
Implementation of staffs recommendation would require that an additional $4,200 be
appropriated to the Police Department expansion project, to cover the following:
Task
Addition of arbor structure
Until now, the entire project has been funded through the Police Facility Fund.
Therefore, it was staffs intent to complete the project without any impact to the General
It
S:\COMMUNITY _DEVELOPMENT\PROJECTSICUPI05-017\CC_RPT.doc
CITY COUNCIL
POLICE DEPARTMENT EXPANSION
FEBRUARY 28, 2006
PAGE 2 OF 6
Fund. However, any additional appropriation at this time will need to be made from the
Unappropriated General Fund Balance.
DISCUSSION:
Backqround
At its September 13, 2005 meeting, the City Council authorized the purchase of a 24'x60'
modular building to be used as temporary offices for the Police Department, to be
located at 206 North Halcyon Road (the vacant lot adjacent to the Police Station, also
recently purchased by the City).
There are six (6) eucalyptus trees, four (4) multi-trunk "shrub-trees" and one (1) acacia
tree located on or immediately adjacent to the northern property line of the project site.
The Police Department, after consulting with the Parks, Recreation & Facilities
Department, determined that removal and replacement would be preferable to retention
of these trees based on the following:
. The trees pose a potential hazard due to falling limbs and a portion of the canopy
would be located over the modular building and parking area;
. The trees represent a potential liability issue for the City, as they are located on
City property;
. Eucalyptus trees are not native, nor are they considered to be a "special status"
species, either by the City's Municipal Code or under the provisions of the
California Environmental Quality Act (CEQA); and
. None of the trees have been designated as a "landmark tree" nor has the
grouping of trees been designated a "landmark grove" by the City's Parks and
Recreation Commission.
The City applied for a Conditional Use Permit and Variance to procure an entitlement to
place the modular unit and improve six (6) off-street parking spaces (Attachment 1).
This application included a minimal landscape plan (prepared by Parks, Recreation &
Facilities staff), which included removal of all trees along the northern property line, with
replacement specimen trees (24" box redwood) at a 1:1 ratio.
The ARC first reviewed the project at its meeting of January 4, 2006 (Attachment 2).
After reviewing the proposed plans, the ARC recommended that a landscape architect
be retained by the City to revise the landscape plan to better visually screen the modular
building from the North Halcyon Road frontage and that the trees along the northern
property line be retained and maintained rather than removed and replaced with
specimen trees.
The Planning Commission considered approval of the project, including the
recommendation of the ARC at its meeting of January 17, 2006 (Attachment 3). After
S:ICOMMUNITY _DEVELOPMENTlPROJECTSICUPIOS-017\CC _RPT.doc
CITY COUNCIL
POLICE DEPARTMENT EXPANSION
FEBRUARY 28, 2006
PAGE 3 OF 6
reviewing the proposed plans, the Planning Commission approved Conditional Use
Permit 05-017 and Variance 05-006, subject to further review by the ARC. Staff was
also directed to procure a recommendation from a certified arborist regarding the
proposed tree removal and replacement.
Staff then secured the services of RRM Design Group and Mr. E. Wesley Conner,
Certified Arborist, at a combined cost of $1,400 (paid by Community Development
Department). The revised landscape plan prepared by RRM included additional plant
materials and a trellis structure attached to the western face (North Halcyon Road) of the
modular building. Mr. Conner provided a professional recommendation that the existing
trees along the northern property line be removed and replaced, preferably with Arbutus
marina (Strawberry Tree) and or Lyonothamnus floribundus asplenifolius (Catalina
Ironwood) (Attachment 4).
The ARC reviewed the revised landscape plan and Mr. Conner's recommendation at its
meeting of February 6, 2006 (Attachment 5). Regarding the proposed removal of trees,
the Committee recommended that two (2) of the six (6) trees and all four (4) multi-trunk
"shrub-trees" be removed and the remaining four (4) eucalyptus trees be safety pruned.
The Committee also recommended that instead of the proposed trellis, the project
include a double-posted arbor that would wrap around the western face of the modular
building to the northern walkway.
Trees
In regard to the trees along the northern property line, it should be noted that the VCA
South County Animal Hospital has just completed the pre-application review process for
a proposed redevelopment of its property located at 270 North Halcyon Road (adjacent
to the project site). This proposal consists of demolition of the existing animal hospital
and construction of a new two-story animal hospital at the southern end of the property
(Attachment 6). Because the trees located along the northern property line also affect
the proposed redevelopment of the VCA property (it's southern property line), there is
potential to share the cost of their removal with the VCA South County Animal Hospital
(Attachment 7).
If the trees are removed, the cost to the City would be approximately $800 and the cost
to the VCA South County Animal Hospital would be approximately $2,000, which could
be accomplished within the existing project budget. There is a significantly higher cost to
remove only two (2) of the six (6) eucalyptus trees, the four (4) multi-trunk "shrub-trees"
and the acacia tree due to the required chipping of the remaining trunks - the trunks
cannot be removed without degrading the integrity of the remaining trees' root structure -
and also the added cost of trimming the remaining trees. These costs, totaling
approximately $4,400, would be incurred entirely by the City as the trees are on the
City's property. Although the trees would impact the proposed redevelopment of the
VCA South County Animal Hospital, the animal hospital is not compelled to share in the
costs of their maintenance. Therefore, the incremental cost of this change is
approximately $3,600.
S:\COMMUNITY _DEVELOPMENTlPROJECTSICUPl05-017ICC _RPT .doc
CITY COUNCIL
POLICE DEPARTMENT EXPANSION
FEBRUARY 28, 2006
PAGE40F6
The recommendation to authorize removal of these trees is consistent with the City's
criteria for removal of trees as described in Section 12.16.070 of the Municipal Code, as
follows:
The intended decision of the director or tree coordinator for issuing or
refusing a tree removal permit shall be based upon reasonable standards,
including:
1. The condition of the tree regarding its general health, location to utilities
or structures, or status as a public nuisance;
Because the project site is narrow, the placement of the modular building
is essentially dictated by the design of the parking lot and minimum
standard dimensions for parking spaces. In order to accommodate the
six (6) off-street parking spaces required for a 1,440 square-foot
building, two (2) tandem spaces have been provided on either side of the
building, placing both a portion of the building and parking lot under the
tree canopy, exposing both the property and the public to a potential
hazard.
2. The necessity of the requested action to allow construction of
improvements or otherwise allow economic or other reasonable
enjoyment of property;
The trees were planted without any means or method to encourage deep
root growth. As a consequence, a portion of the existing parking lot just
north of the northern property line is cracked and buckled. The
shallowness of the roots would pose a similar problem to the proposed '
parking lot, one side of which would end at that property line.
3. The topography of the land and the effect of the tree removal on erosion
and water retention;
Tree removal would not aversely affect erosion or water retention, as the
project site is flat and storm water is discharged into the City's
stormwater system.
4. The number, species, size and location of existing trees in the area and
the effect of the tree removal on scenic beauty, historic values, and the
general welfare of the city;
While removal of the trees would impact the site's scenic beauty, it
would not negatively impact historic value (eucalyptus trees are non-
native), nor would it negatively impact the general welfare of the city, as
S:ICOMMUNITY _DEVELOPMENTlPROJECTSICUPI05-017ICC_RPT.doc
CITY COUNCIL
POLICE DEPARTMENT EXPANSION
FEBRUARY 28, 2006
PAGE50F6
each tree would be replaced with a specimen tree more appropriate for
the site.
5. Good forestry practices in general.
Replacing the existing trees with a more appropriate species would
reduce maintenance, allow for the use of deep-root barrier systems and
eliminate the long-term potential problems associated with eucalyptus
trees.
It should be noted that all of the above criteria also apply to a pending VCA South
County Animal Hospital project - a formal application for conditional use permit was
received by the Community Development Department on February 21, 2006.
Liabilitv
As previously stated, one reason to remove the trees along the northern property line is
the issue of potential liability. The recommendation by Mr. Conner that the trees be
removed is in part because of the potential hazard that they pose both to this property
and to the public. .
Arbor
The Police Department is not opposed to installation of an arbor as recommended by the
ARC. However, this does represent an added cost to the project of approximately
$4,200. Staff recommends that City Council appropriate this funding, but defer
installation of the arbor until after the November election. If the sales tax measure
currently under discussion is proposed and approved, the installation of the arbor would
be unnecessary, since the permanent expansion of the Police Station could then
proceed in a timely manner.
ALTERNATIVES:
The following alternatives are provided for Council consideration:
1. Appropriate an additional $4,200 for the Police Department expansion, defer
installation of the arbor and authorize the removal of all trees along the
northern property line; or
2. Do not authorize the removal of all trees along the northern property line,
appropriate an additional $7,800 for the Police Department Expansion and
defer installation of the arbor; or
3. Provide direction to staff.
S:ICOMMUNITY _DEVELOPMENT\PROJECTSICUPI05-017\CC _RPT .doc
CITY COUNCIL
POLICE DEPARTMENT EXPANSION
FEBRUARY 28, 2006
PAGE 6 OF 6
Attachments:
1 . Site plan for CU P 05-017
2. ARC notes from January 4, 2006 meeting
3. Planning Commission minutes from January 17, 2006 meeting
4. Letter from Mr. E. Wesley Conner, Certified Arborist
5. ARC notes from February 6, 2006 meeting
6. Proposed site plan for VCA South County Animal Hospital
redevelopment
7. Letter from Ms. Leann Palm, representative for VCA South County
Animal Hospital
S:ICOMMUNITY _DEVELOPMENTlPROJECTSICUPI05-0171CC _RPT.doc
ATTACHMENT 1
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around the building. Also, the handicap railing is metal (it looks like wood in the
graphic), and so is the railing on the north side of the building.
. In lieu of budget concerns, Mr. Strong requested the ARC state preferences for
trellis versus trees (instead of both).
Barneich
. It looks nice with the trellis, but maybe a couple trees could be added to help fill
in until the vine matures.
Miltenberger
. She also liked the trellis, but suggested bushes instead of trees to address the
safety issue. Overall, she likes the landscape plan.
. For the wall, she suggested trailing vines. Mr. Connor suggested Rosemary.
o Mr. Connor explained there was miscommunication with RRM about the
trellis design. He suggested street tree scale (Strawberry) trees with a few
shrubs along the front wall in appropriate places (instead of the depicted
trellis). The intent was to screen and soften the block modular building.
Peachey
. Is there a 2' grade difference from the street? It's 2.5' -3'.
. He also liked the trellis, but wanted a perspective drawing from the other side.
. In regards to street scale trees, they could be left in their boxes since this is a
temporary solution.
Hoag
. What is the frontage? 50'-65'.
. Is there a street tree there now? Ms. Barneich though it was a bottlebrush.
Scherquist
. He debated between trees and trellis. If they go with trellis, it needs to be more
substantial (like an arbor) with posts at both ends and elongated. He would
rather see wood than wire along the top. It should wrap around perpendicular to
the building to emphasize the entrance.
. He liked the espalier on the wall and would like to see more.
. He liked the trailing rosemary.
. He suggested placing two (2) Strawberry trees (perhaps offset) to shield the
southwest corner.
Gary Scherquist moved and Kristen Barneich seconded recommendation of approval to
the Community Development Director for landscape plans on CUP 05-017 & VAR 05-
006 as follows:
. There shall be trailing plants (Rosemary) over the wall.
. In addition to the espalier as shown, add it to the other sides of the windows.
. Instead of the trellis as shown, there shall be a double-posted arbor with wood
crossbars wrapping around the north walkway of the building. The vertical posts
shall be at least 6"x6", and the horizontal crossbars shall be double 4"x6"s. The
actual trellis cross members should be 2"x4"s on end.
. There shall be two medium size ornamental trees (possibly in boxes) at the
southwest corner.
Discussion: With the arbor and two boxed trees, there may be no room for additional
trees. Consensus was that would be okay. The motion stands with no additional trees.
Motion approved: 5/0 voice vote.
3. Landscape palette:
ARC had the following comments and questions:
. Ms. Barneich liked the plants listed that she was familiar with.
. Mr. Scherquist requested Mr. Connor's opinions. Mr. Connor suggested
rosemary for the plant trailing over the wall (noting that it does attract bees) and
Cistus (Rock rose) for the shrubs. He would keep it that simple, for water
conservation (several listed plants are thirsty and it's not a backyard garden). He
suggested using Strawberry Trees (specifically Arbutus 'Marina? for the side.
. What about fountain grass? That would be okay for variety, but don't go for Flax,
or Agapanthas that need a lot of water.
. What should be used for the espalier? He's a strong advocate of vines and
would suggest blood red trumpet vines for both the espalier and the arbor
(phaedranthus buccinatorisis).
. What about the Santa Barbara daisy for something different? Yes, there are a lot
of plants you could put there.
. ARC was comfortable with the plant palette and Mr. Connor's input. They
postponed voting on this until presentation of the final planting plan.
. Mr. Scherquist noted he liked the variety in the RRM plan. Maybe they could use
one main plant for continuity, such as lavender.
Chair Hoag had to leave at this time and noted 1) he had no problem with the by-law
revisions and 2) he doesn't want to be a member of the Sales Tax Advisory Committee.
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Animal Hospitals
ATTACHMENT 7
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Inter-Office
Communication
To:
From:
Date:
Subject:
Craig Hendricks
LeAnn Palm, RVP
January 27,2006
Tree Removal Proposal
I have reviewed your proposal including Mustang Tree Removal estimate. We
are amenable to the proposal and would like to move forward on the project.
Our hopes are to obtain Mustang Tree Removal to perform the removal of the
rest of the trees on our property concurrently. However, this will of course
depend on the ARC's approval on February 6th, 2006. .
. Joseph Echeverri from Sims Architect was to get in contact with you to discuss
options of placing replacement trees once the eucalyptus trees are removed and
time frame to do so.
I will have our Hospital Manager, Gillian Wilson contact MustangTree Removal
to coordinate and discuss proposals for removal of the additional trees. .
We appreciate your communication in working towards the same goal.
Sincerely,
LeAnn Palm
Regional VP
. VCA Animal Hospitals
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