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Agenda Packet 2005-03-22 CITY OF City Council Agenda Tony Ferrara Mayor Steven Adams City Manager Joe Costello Mayor Pro Tem ~LIFOR~.t Timothy J. Carmei City Attorney Jim Dickens Council Member Kelly Wetmore City Clerk Jim Guthrie Council Member ~- ~ '. Ed Arnold Council Member AGENDA SUMMARY CITY COUNCIL MEETING TUESDAY, MARCH 22, 2005 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: 3. FLAG SALUTE: AMERICAN LEGION POST NO. 136 4. INVOCATION: PASTOR ROBERT BANKER 5. SPECIAL PRESENTATIONS: None. 6. AGENDA REVIEW: 6.a. Move that all resolutions and ordinances presented tonight be read in title only and all further readings be waived. --_.~ -_.._-,,~_.._._,._.. AGENDA SUMMARY - MARCH 22, 2005 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. 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. 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 Any Council Member may request that any item be withdrawn from the Consent Agenda to permit discussion or change the recommended course of action.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. a.a. Cash Disbursement Ratification (PILLOW) Recommended ActIon: Ratify the listings of cash disbursements for the period March 1, 2005 - March 15, 2005. a.b. Consideration of Statement of Investment DeDOslts (PILLOW) Recommended Action: Recaive and file the report of current investment deposits as of February 28, 2005. a.c. Consideration of Cost Allocation Plan Update (PILLOW) Recommended Action: Adopt the Fiscal Year 2005-06 Cost Allocation Plan. a.d. Consideration of AoDroval of City Investment eRlI~ (PILLOW) Recommended Action: Approve the City of Arroyo Grande Investment Policy. a.e. Consideration of AoDroval of Minutes (WETMORE) Recommended Action: Approve the minutes of the Regular City Council Meeting of March a, 2005 as submitted. ---- .- AGENDA SUMMARY - MARCH 22, 2005 PAGE 3 8. CONSENT AGENDA (continued): a.f. Consideration of a Resolution Revlslna the Records Retention Schedule for the Police Decartment (TERBORCH) Recommended Action: Adopt the Resolution revising the records retention schedule for the Police Department. a.g. Consideration of AoDOlntment to the Citizens TransDOrtatlon Advlsorv Committee (ADAMS) Recommended Action: It is the recommendation of the Mayor that the City Council approve the appointment of Joel Couser to the Citizens Transportation Advisory Committee (CTAC). a.h. Consideration of Council AoDOlntments to the Traffic Commission and Senior Advlsorv Commlqlon (ADAMS) Recommended Action: 1) Approve the recommendation of Mayor Pro Tem Costello to appoint Matthew Brownlee to the Traffic Commission; and 2) Approve the recommendation of Council Member Amold to appoint Richard Jackson to the Senior Advisory Commission. 8.i. Consideration to Declara SurDlus ProDertv and ADDrove a Contract for Auction Services (SPAGNOLO) Recommended Action: 1) Adopt Resolution declaring the used vehicles, equipment and miscellaneous items as surplus and authorize their sale; and 2) Authorize the City Manager to execute a contract with Bill Phelps Auction Services. a.j. Consideration to AoDrove a Contract Extension with Mid jtate Plumblna to Continue the Plumblna Retrofit Proaram (SPAGNOLO) Recommended Action: 1) Approve a one-year contract extension with Mid State Plumbing and Drain Cleaning, Inc. to continue the City's Plumbing Retrofit Program in the amount of $353,773.25; and 2) Appropriate an additional $230,000.00 from the Water Neutralization Fund (Fund 226). a.k. Consideration to ADorove the Plans and Sceclflcatlons and Authorlzetlon \9 S9l1clt Bids for the Thel8lKelsler Tennis Court Addition Prolect. PW 200+02 (SPAGNOLO) Recommended Action: 1) Approve the plans and specifications for the Theis/Keisler Tennis Court Addition Project, PW 2004-02; 2) Authorize the Public Works Department to solicit public construction bids; 3) Find that the project is categorically exempt from CEQA pursuant to Section 15301 (e); and 4) Direct the Director of Administrative Services to file a Notice of Exemption. a.1. Consideration of Resolution Denvlna Amended CondltlonallJse Permit Case No. 04- pen to Allow a Flnancllllnstltytlon tQ OCCUDV BllIldlna J pf 'he Five Cities ~hODDlnJl Center: 9ll Rancho Parkwav: WeJlI Farao Bank (STRONG) Recommended Action: Adopt a Resolution denying Amended Conditional Use Permit Case No. 04-001. ---------.- AGENDA SUMMARY - MARCH 22, 2005 PAGE 4 8. CO~ENT AGENDA (continued}: a.m. Consideration of Resolution AcceDtlna Grant Deed for Real Procertv Located at 206 N. Halcvon Road (CARMEL) Recommended Action: 1) Adopt Resolution accepting a Grant Deed for Real Property Located at 206 N. Halcyon Road, 2) Authorize the City Manager to execute escrow instructions and related documents; and 3) Authorize an appropriation of $5,400 from the General Fund for escrow and related expenses. 9. PUBLIC HEARJ!IIGS: 9.a. Consideration of Final ADDroval of Community DeveloDment Block Grant (CDBG) Prolects for Year 2005 (STRONG) Recommended Action: Adopt Resolution approving Community Development Block Grant (CDSG) projects for Year 2005. 10. ~11T1NUEp B~INESS: None. 11. NEW BUSINESS: 11.a. Consideration of ProDOsec:I Bu(laet Strateaies for FY 2005-06/FY 2006-07 (ADAMS) Recommended Action: Review proposed budget strategies for FY 2005-06 and FY 2006-07 and direct staff to provide information on alternatives for new or increased long- term revenue sources. 12. CITY CQI,lN~IL REPOR:rs: 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. (8) MAYOR TONY FERRARA: (1) San Luis Obispo Council of Governments/San Luis Obispo Regional Transit Authority (SLOCOG/SLOATA) (2) South San Luis Obispo County Sanitation District (SSLOCSD) (3) Other (b) MAYOR PRO TEM JOE COSTELLO: (1) Zone 3 Water Advisory Board (2) County Water Resources Advisory Committee (WRAC) (3) Air Pollution Control District (APCD) (4) Other ---...-- ---_...----- AGENDA SUMMARY - MARCH 22, 2005 PAGE 5 12. CITY COUN<(.!L REPORTS {continued}: (c) COUNCIL MEMBER JIM DICKENS: (1) South County Area Transit (SCAT) (2) South County Youth Coalition (3) Other (d) COUNCIL MEMBER JIM GUTHRIE: (1) Economic Vitality Corporation (EVC) (2) Other (e) COUNCIL MEMBER ED ARNOLD: (1) Integrated Waste Management Authority Board (IWMA) (2) Califomia Joint Powers Insurance Authority (CJPIA) (3) Other 13. CITY COIlNCII.. MEMBER ITEM~: The following item(s) are placed on the agenda by the Mayor and/or 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 M~NAGER ITEM~: The following itam(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. COYNCIL ~<t"4MUNICATlONj: Correspondence/Comments as presented by the City Council. 16. STAFF COMPd~NICATIOM~: Correspondence/Comments as presented by the City Manager. 17. COMMIlHITY CO"'-M.gNTS ANQ !iYGGEjTlQN~: 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. AQ.IO\lRNMEJjT -.. .--. .- ..-- ---- AGENDA SUMMARY - MARCH 22, 2005 PAGE 6 ......... All staff reports or other written documentation relating to each item of business referred to on the agenda are on file in the Administrative Services Department and are available for public inspection and reproduction at cost. If requested, the agenda shall be made available in appropriate alternative formats to parsons 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 4a hours prior to the meeting date. ......... Note: This agenda was prepared and posted pursuant to Government Code Section 54954.2. www.arrovoarande.ora ~- -.'-- ---- 8.a. MEMORANDUM TO: CITY COUNCIL Af FROM: ANGELA PILLOW, DIRECTOR OF FINANCIAL SERVICES BY: FRANCES R. HEAD, ACCOUNTING SUPERVISO~ SUBJECT: CASH DISBURSEMENT RATIFICATION DATE: MARCH 22, 2005 RECOMMENDATION: It is recommended the City Council ratify the attached listing of cash disbursements for the period March 1 through March 15, 2005. FUNDING: There is a $637,699.06 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. AL TERNA TIVES: The following alternatives are provided for the Council's consideration: . Approve staffs recommendation; . Do not approve staffs recommendation; . Provide direction to staff. Attachments: Attachment 1 - Cash Disbursement Listing Attachment 2 - March 1, 2005, Accounts Payable Check Register Attachment 3 - March 4, 2005, Accounts Payable Check Register Attachment 4 - March 4, 2005, Payroll Checks and Benefit Checks Register Attachment 5 - March 11, 2005, Accounts Payable Check Register ATTACHMENT 1 CITY OF ARROYO GRANDE CASH DISBURSEMENTS 7M de 'PettI4tt ~?I(a."d 1 7~ ?I(a."d 15. 2005 , ~m" March 22, 2005 Presented are the cash disbursements issued by the Department of Financial Services for the period March 1 to March 15, 2005. Shown are cash disbursements by week of occurrence and type of payment. WEEK TYPE OF PAYMENT ATTACHMENT AMOUNT March 1, 2005 Accounts Payable Cks 119824-119834 2 $ 16,077.82 March 4, 2005 Accounts Payable Cks 119835-119918 3 $ 100,433.31 Payroll Olecks and Benefit 01ecks 4 $ 380,626.64 $ 481,059.95 March 11, 2005 Accounts Payable Cks 119935-120053 5 140,561.29 I THREE-WEEK TOTAL $ 637,699.06 I I 1 I I f i I . ! i U:\MSWORD\CITY COUNCIL FORMS\CASH DISBURSEMENT SCHED wEXCEL WKS.doc ~_. CIIY OF ARROYO GRANDE INDEX FOR BUDGET DEPARTMENTS EDEN COMPUTER SYSTEM GENERAL FUND (010) SPECIAL REVENUE FUNDS City Government (Fund 010) Park Development Fee Fund (Fund 213) 4001 - City Council 4550 - Park Development Fee 4002 - Administrative Services Traffic Signal Fund (Fund 222) 4003 - City Attorney 4501 - Traffic Fund 4101 - City Manager Transportation Fund (Fund 225) 4102 - Printing/Duplicating 4553 - Public Transit System 4120 - Financial Services Construction Tax Fund (Fund 230) 4121 - Taxes/ Insurance/ Bonds 4556 - Construction Tax 4130 - Community Development Police Grant Funds 4131 - Community Building (CDBG) 4201 - Law Enforcement Equip. (Fd 272) 4140 - Management Information System 4202 - State AB3229 Cops Grant (Fd 271) 4145 - Non Departmental 4203 - Federal Universal Hiring (Fd 274) Public Safetli (Fund 010) 4208 - Federal Local Law Enforcmt (FD 279) 4201 - Police Redevelopment Agency ( Fund 284) 4211 - Fire 4103 - Redevelopment Administration 4212 - Building & Safety ENTERPRISE FUNDS Public Works (Fund 010) Sewer Fund (Fund 612) 4301 - Public Works-Admin & Engineering 4610 - Sewer Maintenance 4303 - Street/ Bridge Maintenance Water Fund (Fund 640) 4304 - Street Lighting 4710 - Water Administration I I 4305 - Automotive Shop 4711 - Water Production I Parks & Recreation (Fund 010) 4712 - Water Distribution ! 4420 - Parks Lopez Administration (Fund 641) , 4421 - Recreation 4750 - Lopez Administration , I , 4422 - General Recreation CAPITAL IMPROVEMENT PROGRAMS (Fund 350) , I 4423 - Pre-School Program 5501-5599 - Park Projects i , 4424 - Recreation-Special Programs 5601-5699 - Streets Projects 4425 - Children in Motion 5701-5799 - Drainage Projects 4426 - Five Cities Youth Basketball 5801-5899 - Water/Sewer/Street Projects 4430 - 5oto Sport Complex 5901-5999 - Water Projects 4213 - Government Buildings 4460 - Parkway Maintenance U:\MSWORD\CITY COUNCtL FORMS\ CASH DISBURSEMENT SCHED wEXCEL WKS.doc ---- ... - 0 0 8 ... ... 0 ... 0 0 ~ " 0 '" ~ ~ 0 N 0 0 ::I ci m cD ~ m g ~ m ci 0 ~ CD CD '" '" Q) CD ~ ~ N ~ a; iU '" '" N .. ., E-< D.. a. 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N 0 ~ ~ 0 u cj z Ii" ::> CIJ 0 0:: CIJ CJ W W >- -' CIJ :J W W CJ 0:: U ::> CJ ~ :> ..., OJ W 0:: :r: 0 a. z W U .c 6 0 CIJ " '<: N -' J: .. -' " W U " 1:: :; W U ;:s " > x 0 0 u ... .. .... .... ... "' ... I!! 0 .... '" '" ~ I: " '" ~ .... .... It .. I: 0 N ~ ~ ... :2 ~ 0 0 .. - :E 0 0 0 0 .2 .5 < "' "' "' "' e e .... 0 0 0 0 <:'! S 0 0 0 0 " " It ~ ~ ~ ~ .J:; .J:; '" OJ u u .... 0 c :!!: :!!: :!!: :!!: ::I ::I .;; .c '" '" <'> '" 0 0 > > .. ... ... "' " '" '" C> " C> 0 .. "' _ N " '" .... '" .. - u .J:; ~ 0; 0; 0; =~ ... u '" I: ::I '" '" '" '" .J:;_ .. ~ ~ ~ ~ ~ u .... III ~ ~ ~ ~ > C> 200S-0 s-. ATTACHMENT 4 CITY OF ARROYO GRANDE DEPARTMENTAL LABOR DiSTRIBUTiON PAY PERiOD 02/11/05 - 02124/05 03/04/05 FUND 010 341,363.80 Salaries Full time 165,176.11 FUND 220 16,991.88 Salaries Part.Time - PPT 22.709.43 FUND 284 1,497.66 Salaries Part. Time - TPT 6,492.98 FUND 612 5.816.96 Salaries OverTime 12,642.29 FUND 640 14,956.34 Salaries Standby 411.01 380,626.64 Holiday Pay 34.237.17 Sick Pay 4,641.71 Annual Leave Buyback - Vacation Buyback - Sick Leave Buyback - Vacation Pay 6.826.95 Comp Pay 5,849.36 Annual Leave Pay 929.87 PERS Retirement 55,739.23 Social Security 18,638.04 PARS Retirement 301.20 StateDisability Ins. 1,045.02 Deferred Compensation 725.00 Health Insurance 37,048.88 Dental Insurance 4.515.80 Vision Insurance 1,019.81 Life Insurance 726.78 Long Term Disability - Uniform Allowance - Car Allowance 875.00 Council Expense - Employee Assistance - Boot Allowance - Motor Pay 75.00 . 380,626.64 g.~ g$ g~ g~ gg 15 ~ ~ 8.~ ~~ ~~ 0>0> ~fi g S ",0> g\$ .......... ",to< 0 .....,.. N~ C'rIi... ....... ~ .... ... ....... ....... iP [ ~ .. .. .. :>- .. .. .. ~~ 1; ~ ~~ ~ 1; ~ ~ 1-. r: mm 'Z'Z 0 'l'l 0 l- I-' wW ~~ '& I-' l- I- ~~ mm mm ::; W~ ~~ .......... 00 (l. 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" "'\2. i" 'is 'is .~ 0 ~ ~... ~ ~ ... ... c.- .' .' .. .. ~~ ~ ~ \ ~ 0 ~ 0 o~ l- I- l~ ~ ~ .. ~~ ~ 55 WW 0 'Ob I- ~ ~~ <<?<<? & go r:r: <> ~mo ~ 55\3 ~~~ c (f}(/)~ ~*~. o \1.1 \1.1 . c.-c.-'6 "6. 008 ~~~ 'f; ~ ~... ~ d:.d:.~ 66$ 000 .. 0 ~ Go ~ ~i ~o '&~ ~~ \ ~"' S 'S ""'5 -0 '0 ~ ~ ~ \3 ~ 'Z ~ ~ 'Z ~ ~ i, *. ~ .., c.- ~ ., \P % 1:. ~ 0 g t ,.. ~ \ ~ .. .. ... (II "5 ~ ~ Po ~ '6 0 .S ? - ~ ~'S \ i ~ ... JA% -'G ... on i, ... & " o ~ ... 0 ... (1; ? ? 0 <'I ... '0 '0 ., ... ... ... -\ ~ ~" ~ ~ <> ~ .~ ;: \ ~ ~ ~ ... ... ;;; o ... ? --.-"'----, --------- ------------_.- ---._----_._..._----~-- I a.b. I ! l f MEMORANDUM ! t I f TO: CITY COUNCIL I ANGELA PILLOW, DIRECTOR OF FINANCIAL SERVICEsAf FROM: BY: FRANCES R. HEAD, ACCOUNTING SUPERVISOR~ SUBJECT: STATEMENT OF INVESTMENT DEPOSITS DATE: MARCH 22, 2005 Attached please find a report listing the current investment deposits of the City of Arroyo Grande, as of February 28, 2005, as required by Government Code Section 53646 (b). --..<-.--- CITY OF ARROYO GRANDE MONTHLY INVESTMENT REPORT A~ 0{ '7~ 2K, 2005 . . March 22, 2005 This report presents the City's investments as of February 28, 2005. It includes all investments managed by the City, the investment institution, type of investment, maturity date, and rate of interest. As of February 28, 2005, the investment portfolio was in compliance with aU State laws and the City's investment policy. Current Investments: The City is currently investing aU short-term excess cash in the Local Agency Investment Fund (LAIF) administered by the State Treasurer. This is a very high quality investment in terms of safety, liquidity, and yield. The City may readily transfer the LAIF funds to the City's checking account when funds are needed. At this time, the City does not hold any other investments. The foUowing is a comparison of investments based on book values as of February 28, 2005, compared with the prior month and the prior year. LAIF INVESTMENT CURRENT PRIOR MONTH PRIOR YEAR Date: February,2005 January, 2005 February, 2004 Amount: $ 11,959,532 $ 11,959,532 $ 12,600,000 Interest Rate: 2.37% 2.26% 1.53% 8.c. MEMORANDUM TO: CITY COUNCIL FROM: ANGELA PILLOW, DIRECTOR OF FINANCIAL SERVICES V SUBJECT: CONSIDERATION OF APPROVAL OF COST ALLOCATION PLAN DATE: MARCH 22, 2005 RECOMMENDATION: It is recommended the City Council adopt the Fiscal Year 2005-06 Cost Allocation Plan. FUNDING: The Fiscal Year 2005-06 Cost Allocation Plan will provide resources to the General Fund in the amount of approximately $437,300. DISCUSSION: A Cost Allocation Plan is a method of recovering the cost of General Fund services provided to other funds. In March of 1996, the first Cost Allocation Plan was adopted by the City Council. This was the first time that City costs were identified and divided between direct and indirect costs. Direct costs are expenses incurred in providing a specific cost objective, such as street maintenance, police protection, landscape maintenance, and water service. Indirect costs are expenses not readily identifiable with a particular operating program, but rather are incurred for a joint purpose, which benefits more than one fund/department. Common examples of indirect costs are accounting, purchasing, personnel, building maintenance, and utilities. Though indirect costs are not readily identifiable with direct operating programs, they can be allocated based on rational, logical methodology. The Cost Allocation Plan is a method of allocating indirect costs, provided by the General Fund, based on the proportionate share of benefits received. Different indirect costs have different methods of allocation. For instance, payroll costs are allocated on the number of full time positions and building maintenance costs are allocated on the number of departmental square feet in City buildings. The Cost Allocation Plan is based on the current year's Annual Budget. The budget is used for allocation purposes, as the amounts are the best available projection of costs. Each year, the Cost Allocation Plan is updated because (1) the more current the numbers, the better the allocation will mirror actual costs, and (2) technology allows for timely updating. ----- '- ~--." --------.--- -~ CITY COUNCIL COST ALLOCATION PLAN MARCH 22, 2005 PAGE 2 AL TERNA TIVES: The following alternatives are provided for City Council consideration: - Approve staff recommendation and approve plan; . 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FUNDING: There is no funding involved with this policy review. DISCUSSION: Attached is the City's Investment Policy, which was last reviewed by the City Council on April 13, 2004. State law (AB 943) requires the treasurer or chief fiscal officer of local governments to annually submit a statement of investment policy to their governing body. In compliance with that State law, the City's Investment Policy is presented for City Council review. The City's Investment Policy authorizes only the more conservative investments, requires monthly investment reports to City Council, and requires that the due diligence of a "prudent person" be followed in the investment of City funds. Staff modified the City's Investment Policy to reflect the increased account balance limit in the Local Agency Investment Fund to $40 million (previously limited to $20 million). Other than this modification, the Investment Policy, presented at this time, is the same policy that was approved April 13, 2004. AL TERNA TIVES: The following alternatives are provided for City Council consideration: . Approve the Investment Policy as presented; . Deny approval of Investment Policy; - Modify Investment Policy and approve; - Provide direction to staff. --- --- CITY OF ARROYO GRANDE .f M INVESTMENT POLICY March 22, 2005 Prepared by the Financial Services Department -- -- ~ -.---, --~----_...--_. --- TABLE OF CONTENTS Page Investment Policy ............................................................................................... ........................ I Investment Objective.................................................................................................................. I Prudence Standard ..................................................................................................................... 1 Areas of Investment Policy: I. Authorities, Control, and Care.................................................................................2 II. Portfolio Diversification Eligible Financial Institutions.... ........................................................................ 2 Code Authorized Instruments and Portfolio Limitations ............................... 3 City Placement Practice..................................................................................... 4 III. Cash Management and Maturities ..........................................................................5 Investment Reporting, Policy Review and Effective Policy Tenn............................................ 5 CITY OF ARROYO GRANDE STATEMENT OF INVESTMENT POLICY Investment Policv It is the policy of the City to invest public funds in a manner that will provide maximum security, adequate liquidity, and sufficient yield, while confonning to all statutes governing the investment of public funds. Investment Obiective The investment objective of the City of Arroyo Grande is to optimize the following goals: . Security . Liquidity . Yield Security of principal is the foremost objective of the City. Security means preserving the safety of City monies, via credit-worthiness study of various depositories, brokers, and issuers; insurance and collateral protection; and diversification of the portfolio. Liquidity means availability of money when needed. Liquidity of the investments guarantees the City's ability to meet operating requirements. Yield means the rate and amount of interest eamed. Optimization means striving to achieve a balance between all three objective goals. Should a demand be perceived to prioritize the three goals, they are listed in preferred order. Prudence Standard The standard of prudence to be used by the Financial Services Director/designee shall be the "prudent person rule" and shall be applied in the context of managing City investments. Persons acting in accordance with written procedures and exercising due diligence shall be relieved of personal responsibility for an individual investment loss, provided that deviations are reported in a timely fashion, and appropriate action is taken to control adverse developments. I Areas of Investment Policv Authorities. Control and Care: I. The City currently invests only in the State Local Area Investment Fund. City Manager approval shall be required prior to any other allowable investment vehicle being utilized. 2. The Director of Financial Services has been authorized, via Resolutions #2260 and #2261, to establish deposit and investment agreements and undertake deposit/investment transactions on behalf of the City of Arroyo Grande. The Director of Financial Services may delegate to another official the individual placement of monies in deposit/investment transactions, but must review and approve each one. 3. The Financial Services Department is responsible for implementing this policy, and maintaining a system of internal control designed to prevent employee error or imprudent actions, misrepresentation by parties to an investment agreement, fraud, or unexpected changes in the financial market place. 4. State of California Government Code Sections 53600 et seq. 53683 and 16429.1 regulate the deposit/investment activities of general law cities. See Sec. 53635 and 16429.1. Based upon the relatively small size of the City's portfolio, the City does not utilize a professional investment manager. Rather, Arroyo Grande's investment program is simply a part of the City's financial management activity. 5. The Director of Financial Services (and any delegate) shall use good judgement and care, as a "prudent person" would, when entering contracts for deposits and investments, and when placing individual investment transactions. Such care is that which would be exercised by a person concerning his/her own affairs; not for speculation, but for safe investment and earned interest. Some level of risk is present in any investment transaction, however. Losses could be incurred due to market price changes, technical cash flow complications such as the need to withdraw a non-negotiable Time Certificate of Deposit early, or even the default of an issuer. To minimize such risks, diversification of the investment portfolio by institution and by investment instruments will be used as much as is practical and prudent. Portfolio Diversification: I. Eligible Financial Institutions: Government Code Section 53635 distinguishes between "deposits" and "investments". It provides that "as far as possible" City monies shall be "deposited" in State or National banks, or State or Federal savings and loan associations; or may be "invested" in specified instruments. Thus, eligible financial institutions would include: 2 - A. Banks plus savings and loans, primarily for active demand deposits (checking accounts and passbook savings) and inactive deposits (non-negotiable Time Certificates), also for investment instruments. See Govemment Code Sec. 53638 for maximum deposit limitations for banks and savings and loans, involving bank paid up capita! and saving and loan net worth. B. Brokers and issuers, for various investment instruments listed below. 2. Code Authorized Instruments and Portfolio Limitations: A. Instruments and Portfolio Limitations are authorized as provided in Govemment Code Section 53635 and 16429.1, as follows: 1) Bonds issued by the City of Arroyo Grande. No limit. 2) U.S. Treasury Notes, bonds, bills, or other certificates of indebtedness. No limit. 3) California State registered notes, bonds, or warrants. No limit. 4) Other local agencies within California, bonds, notes, warrants, or other indebtedness. No limit. 5) Bank issued obligations for Federal agencies as the Govemment National Mortgage Association (GNMA'S), the Federal National Mortgage Association (FNMA'S), and the Small Business Administration (SBA notes), etc. No limit. 6) Banker's acceptances (bills of exchange or time drafts) drawn on and accepted by a commercial bank, and which are eligible for purchase by the Federal Reserve System. These are limited to 30 percent of the City's surplus funds, and limited to 180-day maximum maturities. 7) Commercial paper of "prime" quality, as rated by Moody's Investor Service or Standard and Poor's Corporation. These are limited to 15 percent of the City's portfolio, and limited to 270-day maximum maturities, plus some other qualifications. 8) Negotiable Certificates of Deposit, issued by either a National or State bank or savings and loan. These are limited to 30 percent of the City's available reserves. 9) Repurchase agreements or reverse repurchase agreements, whereby the seller of securities will repurchase them on a specified date and for a specified amount. 3 -- 10) Local Agency Investment Fund, State of California, per Government Code Sec. 16429.1. Pooled monies of various agencies within California. Limit of $40,000,000 account balance. City Placement Practice: 1. The following financial institutions will be used by the City of Arroyo Grande, for non- negotiable Time Certificates of Deposit: a) Commercial banks having offices in Santa Barbara and San Luis Obispo Counties, especially in the Five Cities area. b) Savings and loans maintaining offices in San Luis Obispo County, especially in the Five Cities area. 2. The State of California Local Agency Investment Fund (L.A.I.F.) will be utilized, to pool current surplus City monies for demand deposit earnings. 3. For other investment instruments, three institutions may be selected from a list of qualified primary dealers in government securities, which maintain offices in the State of California. 4. Prior to establishing a contract for deposit of monies per Sec. 53649, or placing an individual investment, the credit-worthiness of each financial institution will be determined. As a minimum, the ratio of net worth (equity) to total assets shall be 3.0% or more. 5. No more than 30% of the City's available surplus shall be placed with anyone financial institution (excluding the State L.A.I.F. and government agency issues). 6. No more than 50% of the City's available surplus shall be placed with savings and loan institutions. 7. The City, as authorized in Govemment Code Sections 53635 and 16429.1, may use all deposit and investment instruments; except repurchase and reverse repurchase agreements shall not be used. However, non-negotiable time certificates with commercial banks and savings and loans, plus deposits in the State Local Agency Investment Fund, will be the primary instruments used by the City, along with possible U.S. Treasury bills and bankers acceptances. 8. Collateral security on Certificates of Deposit will be provide in according to Govemment Code Sections 53651and 53653 by the commercial banks and savings and loans, at 110% when government securities are used, or at 150% when prornissory notes secured by 1st mortgages or I st trust deeds on improved residential real property located in California are used. 4 _.----,----- -- ---,- 9. Individual placements of deposits and investments will be made based upon highest rate quotes, in most instances. 10. Within the context of any portfolio limitations and quoted rates, deposits shall be distributed between institutions -as evenly as practical or possible. Cash Manae:ement and Maturities: I. A maximum investment of all City monies, not needed to meet current cash flow needs, will be maintained as closely as practical. A sufficient compensating balance will also be provided, regarding the City's banking service agreement. 2. All monetary resources will be pooled for investment purposes, to maximize interest earnings, which will be periodically allocated to the various funds of the City based upon average cash balances at month ends. No interest will be credited to individual accounts within the various funds. 3. Time deposits and investments will be held to maturity, unless it is absolutely necessary to withdraw a depositor sell an investment early due to an unexpected liability. 4. Maturities of deposits and investments will be scheduled in such a manner as to provide a steady stream (weekly) of available cash to meet a cash flow need. The Califomia State Local Agency Investment Fund deposits of the City of Arroyo Grande are available on a same-dayfnext-day telephone call basis. Investment ReDortinl!. Policv Review and Effective Policv Term Government Code Section 53646 requires a report of earned interest be prepared following each calendar quarter. On a sunset basis, the text was amended to be operative in its revised fOIm until January I, 1991 (through 12-31-90). At that time, the revised text is repealed unless re-enacted or extended. The amended, temporary text requires the Director of Financial Services to submit annually to the City Council a statement of investment policy. In addition, the temporary text requires the Director of Financial Services to submit to the City Council a monthly report, providing the following infonnation: I. Type of investment. 2. Financial institution (bank, savings and loan, broker, etc). 3. Date of maturity. 4. Principal amount. 5. Rate of interest. 5 - "._-~._-".- 6. Current market value for all securities having a maturity of more than 12 months. 7. Detail of investments in repurchase and reverse repurchase agreements. 8. Relationship of the monthly report to the annual statement of investment policy. The City of Arroyo Grande shall review and present to the City Council, pursuant to the temporary text of Govemment Code Section 53646: I. The current investment policy with technical updates each year. This policy generally will remain in force unchanged, unless significant requirements arise necessitating change. 2. Monthly reports of investments held on the last day of each month. The City's independent certified public accountant shall review and make recommendations, when appropriate, regarding the City of Arroyo Grande's investment policy. 6 ----. ------...- 8.e. MINUTES REGULAR MEETING OF THE CITY COUNc.lL TUESDAY, FEBRUARY 8, 2005 COUNCIL CHAMBERS, 215 EAST BRANCH STREET ARROYO GRANDE, CALIFORNIA 1. CALL TO ORDER Mayor Ferrara called the Regular City Council meeting to order at 7:01 p.m. 2. ROLL CALL City Council: Council Members Dickens, Guthrie, Arnold, Mayor Pro Tem Costello and Mayor Ferrara were present. City Staff Present: City Manager Adams, City Attorney Carmel, Director of Administrative Services/City Clerk Wetmore, Director of Public Works/City Engineer Spagnolo, Chief of Police TerBorch, Director of Financial Services Pillow, Associate Planner Heffernon, and Assistant Planner Foster. 3. FLAG SALUTE Members of Camp Fire USA, Rainbow Forest, led the Flag Salute. 4. INVOCATION . Pastor Richard Scharn delivered the invocation. 5. SPECiAl PRESENTATIONS 5.a. Honorary Proclamation Declaring March 17, 2005 as "Absolutely Incredible Kid Day". Mayor Ferrara presented an Honorary Proclamation proclaiming March 17,2005 as "Absolutely Incredible Kid Day". Members of Camp Fire USA, Rainbow Forest, accepted the Proclamation I and urged all adults to participate in Absolutely Incredible Kid Day by sending letters to express feelings and appreciation to young people in their lives, and making a difference in the life of a I I child. i , I 5.b. Honorary Proclamation Declaring the Month of March as "American Red Cross ! Month" . Mayor Ferrara presented an Honorary Proclamation proclaiming March 2005 as American Red Cross Month. Larry Womack, American Red Cross Board Member, accepted the Proclamation. 5.c. Mayor's Commendation Presented to Ryan Foster. Mayor Ferrara presented a Mayor's Commendation to Ryan Foster in recognition of his membership in the Platinum Service Club for service above and beyond the call of duty for his role as the City's webmaster; his work on designing the City's website; his role in setting up a web server within the City's existing computer network, eliminating the need for an outside vendor; which has resulted in the City saving thousands of dollars that would have otherwise been necessary to design and manage the website, and a website that has greatly improved the City's public outreach, public education, and customer service programs. -------- -- -- --------------- .-..-_.._---~.--~-'--- CITY COUNCIL MINUTES MARCH a, 200S PAGE 2 6. AGENDA REVIEW 6.a. Resolutions and Ordinances Read in Title Only. Council Member Dickens moved, Council Member Costello seconded, and the motion passed unanimously that all resolutions and ordinances presented at the meeting shall be read in title only and all further reading be waived. 7. CITIZENS' INPUT. COMMENTS. AND SUGGESTIONS Colleen Martin, Arroyo Grande, thanked the Council for the kindness shown during the past month and the dedication of the February ath Council meeting in honor of her father Mike Titus. Ms. Martin also expressed congratulations to Mr. Foster for his work on the City's website. She referred to the General Plan Update in 2001 and read excerpts from" City Council meetings of October 3rd and October 9th 2001 dealing with Land Use Study Area 7Eb (E. Myrtle, E. Cherry and E. Cherry Extension east of Noguera Place and south of Arroyo Grande Creek, including Lierly Lane) and reminded that Council that the General Plan requires that a Neighborhood Plan be adopted prior to the approval of any development plan for this area. She also expressed concerns regarding the medium density zoning. a. CONSENT AGENDA Council Member Arnold requested Items a.e. and 8.t. be pulled for discussion. Mayor Ferrara also requested that Items a.d., a.e., and a.f. be pulled for discussion. Council Member Dickens moved, and Council Member Arnold seconded the motion to approve Consent Agenda Items a.a. through a.c., with the recommended courses of action. The motion carried on the following roll.call vote: AYES: Dickens, Arnold, Guthrie, Costello, Ferrara NOES: None ABSENT: None a.a. Cash Disbursement Ratification. Action: Ratified the listing of cash disbursements for the period February 16, 2005 through February 2a, 2005. a.b. Consideration of Approval of Minutes. Action: Approved the minutes of the Regular City CounciVRedevelopment Agency Meetings of February a, 2005 and February 22, 2005, as submitted. a.c. Consideration of Authorization to Use City Property and Close City Streets for the Annual Arroyo Grande Strawberry Festival on May 28-29, 200S; Temporary Use Permit No. 05-004. Action: Adopted Resolution No. 3a1a authorizing the use of City property and closure of City streets for the Annual Arroyo Grande Strawberry Festival on May 2a-29, 2005. 8.d. Consideration of an Amendment to the SHAlSTP Cooperative Agreement with the San Luis Obispo Council of Governments. Recommended Action: 1) Authorize the Mayor to execute Amendment No. 6 to the SHAlSTP Cooperative Agreement No. AG-TEA21-o1; and 2) Direct the Director of Administrative Services to submit Amendment No. 6 to the SHAlSTP Cooperative Agreement No. AG. TEA21-o1 to the San Luis Obispo Council of Govemments. ____________n_ _________n___________ __~_________ ..._'--~._----~,------- CITY COUNCIL MINUTES MARCH 8, 2005 PAGE 3 In response to questions by Mayor Ferrara, Director Spagnolo explained the process related to SHAlSTP Cooperative Agreements, including the process for reimbursement of State transportation funds that the City has applied to fund capital projects. Director Spagnolo and gave an overview of the current status of funding for various City projects, including the Brisco/Halcyon/Route 101 PA&ED. 8.e. Consideration of a Resolution Approving the Pavement Cut Policy. Recommended Action: Adopt a Resolution approving the Pavement Cut Policy. In response to questions by Council Member Arnold about the proposed pavement cut policy, Director Spagnolo explained that the policy would prohibit pavement cuts in streets for five (5) years following the placement of a new asphalt concrete surface. . He explained that studies have shown that excavations in paved streets degrade and shorten the life of the street surface. He also clarified that the policy would not apply to the microsurfacing of roads. Director Spagnolo also noted that the policy allows for an exception for emergency, safety and utility repairs or work mandated by the State. He stated that staff works closely with developers/owners during the design phase in order to plan utility placements prior to paving of streets. 8.1. Consideration of Resolutions Accepting the Pavement Management Program and Adopting the Federal Highway Administration (FHWA) Functional Street Classification System for the Street Network. Recommended Action: 1) Adopt a Resolution accepting the Pavement Management Program; and 2) Adopt a Resolution adopting the FHWA Functional Street Classification System for the Street Network. Mayor Ferrara expressed concern about the amount of money programmed for the pavement management program under corrective maintenance projects (pg. 30), specifically Brisco Road from EI Camino to Linda Drive, Brisco Road from E. Grand Avenue to Linda Drive, and Farroll Avenue. He requested that these projects be identified as priorities due to their existing I condition. Director Spagnolo stated the Pavement Management Program document is the first step to identify the streets that need to be improved. He stated that the Capital Improvement I Program ("CIP") is then developed based on funding availability and the Council would have the ability to select which projects should be prioritized when considering the CIP. ! Council Member Guthrie commented on the various street classification definitions and noted f that the classification definitions for the City's street network in the Traffic Model and General r f Plan should be consistent with the Federal Highway Administration (FHWA) Street Classification System. f , i , Mayor Pro Tem Costello moved, and Council Member Arnold seconded the motion to approve l Consent Agenda Items a.d., a.e., and a.f., with the recommended courses of action. The motion I I carried on the following roll-call vote: j t' AYES: Costello, Arnold, Dickens, Guthrie, Ferrara i NOES: None f [ ABSENT: None !. , r CITY COUNCIL MINUTES MARCH 8, 2005 PAGE 4 9. PUBLIC HEARINGS 9.a. Consideration of Renaming Courtland Street to North Courtland Street and South Courtland Street. Assistant Planner Foster presented the staff report and recommended the Council adopt a Resolution renaming Courtland Street "North Courtland Streef' for the portion north of East Grand Avenue and "South Courtland Streef for the portion south of East Grand Avenue. Mayor Ferrara opened the public hearing, and when no one came forward, he closed the public hearing. Council and staff discussion ensued regarding how addresses are assigned to properties within City blocks, and clarification on the need to provide consistent addressing of properties to ensure accurate and timely emergency response to all properties with the City. Council Member Guthrie moved to adopt a Resolution as follows, "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE RENAMING COURTLAND STREET TO NORTH COURTLAND STREET AND SOUTH COURTLAND STREEr'. Council Member Dickens seconded the motion, and on the following roll-call vote: AYES: Guthrie, Dickens, Arnold, Costello, Ferrara NOES: None ABSENT: None There being 5 A YES and 0 NOES, the motion is hereby declared to be passed. 9.b. Continued Public Hearing: Consideration of General Plan Amendment Case No. 04. 003; Housing Element Amendment. Associate Planner Heffernon presented the staff report and recommended the Council adopt a Resolution amending the Housing Element of the General Plan (General Plan Amendment 04. 003). This item was considered at the February 22, 2005 Council meeting; however, following discussion regarding the complexity of recently adopted SB 1a1a and its potential impact on Housing Element policies, the Council continued the item to direct staff to further research the new legislation and to receive clarification on the League of California Cities' position concerning SB 1a1a. She noted that the staff report included information on the League's efforts and response to SB 1a1a. Mayor Ferrara opened the public hearing. Jerry Bunin, Government Affairs Director representing Home Builders Association, spoke about the relationship between the City's inclusionary housing requirements and the State's new density bonus regulations in SB 1a1a. He claimed that SB 1a1a would override the City's inclusionary housing requirements and that builders will choose SB 1a1a. Upon hearing no further public comments, Mayor Ferrara closed the public hearing. - -- .- CITY COUNCIL MINUTES MARCH 8, 2005 PAGE 5 Council comments included general support for the proposed amendments to the Housing Element; support for the inclusionary housing provisions included in the Housing Element; concern regarding the interpretation of S8 1a1a; acknowledgment concerning upcoming legislation to address and interpret provisions in S8 1a1a; direction to staff to monitor the legislation; and acknowledgment that the Housing Element could be amended again in response to changes in the law. Mayor Pro Tem Costello moved to adopt a Resolution as follows: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE AMENDING THE HOUSING ELEMENT OF THE GENERAL PLAN (GENERAL PLAN AMENDMENT 04-003)". Council Member Dickens seconded the motion, and on the following roll.call vote: AYES: Costello, Dickens, Guthrie, Arnold, Ferrara NOES: None ABSENT: None There being 5 A YES and 0 NOES, the motion is hereby declared to be passed. 9.c. Continued Public Hearing: Consideration of Amended Conditional Use Permit Case No. 04-001 to Allow a Financial Institution to Occupy Building J of the Five Cities Shopping Center; 911 Rancho Parkway; Wells Fargo Bank. Associate Planner Heffernon presented the staff report and recommended the Council adopt a Resolution approving Amended Conditional Use Permit 04-001. Director Spagnolo introduced Andrew Lee from Omni.Means Engineers. Planners, and Steve Orosz from Orosz Engineering Group, Inc., who would be giving presentations. Carol Florence, Sr. Planner, Oasis Associates, representing the applicant, stated that based on the results of the traffic analysis, she requested the Council approve the Amended Conditional Use Permit for Wells Fargo; She indicated that the applicant agreed with the recommended mitigation. Steve Orosz, Traffic Engineer for the project, gave an overview of the traffic analysis conducted at the Rancho Parkway/Five Cities Shopping Center driveway intersection that services Phase 1 and Phase 2 of the Center. He reviewed Alternatives 1 through 1 0 for various intersection improvements, identifying the attributes and the constraints of each Alternative. In addition, he presented a simulation of existing traffic volume scenarios during PM peak hour weekday based on recent traffic counts. Mr. Orosz and Mr. Lee then responded to questions and comments from Council concerning the various Alternatives. Carol Florence commented that on behalf of the applicant, they have shown and are intending to continue to show good faith in attempting to resolve the existing traffic problems. She commented that whatever was proposed as mitigation for Wells Fargo must fit into the scheme of improvements for the rest of the Center. She requested the Council approve the Amended Conditional Use Permit for Wells Fargo with a special condition that will address not only the design implementation of the right turn lane on Rancho Parkway out of Phase 1, and instead of looking at the signal alternative, to pull back and look more comprehensively to see if there are some traffic circulation behaviors that can be modified. CITY COUNCIL MINUTES MARCH 8, 200S PAGE 6 Mayor Ferrara opened the public hearing. Steve Ross, Arroyo Grande, responded to the Alternatives presented and proposed a "one-way" exit out of the Five Cities Center Phase 1 driveway on Rancho Parkway. John Keen, Arroyo Grande, spoke about traffic signals and explained how traffic signals are synchronized. Colleen Martin, Arroyo Grande, supported the Alternative which would allow one way in and one way out of the Phase 2 driveway; thought the stacking of cars in the traffic simulation presentation was low; and suggested that the driveway entrance on W. Branch Street near the movie theater be improved to attract drivers and for safety reasons by removing about eight parking spaces to avoid cars backing into traffic entering the parking lot. Upon hearing no further public comments, Mayor Ferrara closed the public hearing. Council Member Arnold responded to suggestions made by members of the public; commented that the key for resolving traffic problems at the Center is to focus on utilizing W. Branch Street which was originally designed to serve as the main entrance and exit; stated he could not support the proposed mitigation for Wells Fargo; commented there needed to be a comprehensive plan to address the traffic issues surrounding the Center; stated that he wanted to see more comprehensive studies on all of the alternatives; expressed concerns regarding the suggestion for a round-about in the middle of the street on Rancho Parkway and thought a stop sign would make more sense; commented that the traffic simulation model could be valuable if all the variables are included when comprehensively studying all the alternatives; and concluded by stating' he would not support a traffic signal on Rancho Parkway unless it is absolutely the only solution. Council Member Dickens commented that the traffic simulation was helpful; however he did not completely agree with what was depicted. He noted that this was the third public hearing to review the Wells Fargo application and commented that it was made clear by the Council early on that the traffic circulation problems surrounding the Center as a whole coincide with consideration of this item as well as the build out of Phase 2. He stated he would like to see a simulation for the full build out of Phase 2 with a more comprehensive analysis of the altematives. He said he was unable to support moving forward on this item. Council Member Guthrie commented that the simulations were helpful; however, he pointed out that the results of the analysis showed an unacceptable Level of Service D and F traffic conditions at the driveway intersection; stated it was difficult to predict how the bank use would impact traffic conditions; commented that the proposed mitigation would improve service on the Phase 1 side; commented that Building J could be occupied by a retail tenant without any further improvements; and supported allowing the conversion to a financial use in order to ensure that the improvements for adding a right turn lane at the Phase 1 driveway are installed. He agreed with the need to move traffic activity away from the intersection between Phases 1 and 2 to the main entrance on W. Branch Street. In conclusion, he stated that the bank would be an added service that is not currently available on the east side of the freeway, which could reduce traffic crossing through Brisco Road to get to banking services on the west side. He supported moving forward with approving the amendment to allow a non-retail use with the addition of the right turn lane in Phase 1. -..-'" CITY COUNCIL MINUTES MARCH 8, 2005 PAGE 7 Mayor Pro Tem Costello commented that the issues to be considered are that we have a regional shopping center that is operating at a Level of Service that is far below original projections; the application being considered is an amendment to a Conditional Use Permit to permit a non-retail use in a retail oriented building; and the overall traffic behavior and conditions at the Center. He commented on the existing traffic circulation conditions, commented on the proposed alternatives and emphasized the need to maintain direct access from Phase 1 to Phase 2. He said for the long term, there are a lot of issues to address regarding access in and out of the Center. He agreed that by putting in a right turn lane at the Phase 1 driveway on Rancho Parkway, there would be an improved level of service; however, any improvements approved for this amended Conditional Use Permit would have to fit with whatever the long-term solutions for the Center are going to be. Mayor Pro Tem Costello stated he could not support moving forward at this time. Mayor Ferrara referred to the Statement of Overriding Considerations and related approval documents for the Five Cities Center project which required the payment of in-lieu fees and the installation and synchronization of traffic signals to address the traffic issue, and stated that even with those requirements, the traffic was going to get worse without a fix to the freeway underpass at Brisco. He noted that recent information from SLOCOG reported that it was going to be 10 to 14 years until there is a fix for the Brisco/101 interchange and that the EI Campo interchange project is no longer on the project schedule. He commented that he did not understand how the right turn lane mitigation at Phase 1 affects the cross traffic issue to Phase 2; stated that if there were a direct impact on traffic by adding a right turn lane, he would rather move forward with a retail establishment and not a bank in order to receive the benefit of sales tax; and commented that if the owner of the Center wanted to act in good faith, they would take a look at the comprehensive behavior of traffic circulation in the shopping center and try to improve the circulation behavior to make it more effective. He commented on some of the suggestions presented such as the round-about; commented that the traffic simulation model did not reflect reality or the actual behavior of the traffic flow; and that he would like to see a simulation based on actual traffic conditions. Mayor Ferrara stated he was not comfortable moving forward with this application, and that if the City has to settle on a mitigation measure that is questionable, he would prefer a use that generates sales tax. Extensive discussion ensued with regard to the traffic circulation issues surrounding the Five Cities Center and the need for a comprehensive solution to traffic problems and behavior of circulation. Mayor Pro Tem Costello moved to take tentative action to deny the Amended Conditional Use Permit applied for by Wells Fargo Bank located at 911 Rancho Parkway, Five Cities Center, Phase 2 without prejudice and direct staff to prepare and return with an appropriate resolution for City Council action. Council Member Arnold seconded the motion, and on the following roll-call vote: AYES: Costello, Arnold, Dickens, Ferrara NOES: Guthrie ABSENT: None There being 4 A YES and 1 NO, the motion is hereby declared to be passed. I I CITY COUNCIL MINUTES MARCH 8, 200S PAGE 8 Mayor Pro Tern Costello moved to direct staff that any future Conditional Use Permit amendment application that comes forward for Building J and/or Pad I, should include consideration of comprehensive traffic circulation mitigation to the Five Cities Center as a whole. Council Member Dickens asked if the motion intended to require a full circulation study of both Phase 1 and Phase 2. Mayor Pro Tem Costello responded yes. Council Member Arnold seconded the motion, and on the following roll-call vote: AYES: Costello, Arnold, Dickens, Guthrie, Ferrara NOES: None ABSENT: None There being 4 AYES and 1 NO, the motion is hereby declared to be passed. 10. CONTINUED BUSINESS None. 11. NEW BUSINESS None. 12. CITY COUNCIL MEMBER ITEMS a) Request for staff to research alternatives on formula business restrictions in the Village commercial area and place on a future agenda for review and consideration. (FERRARA) Mayor Ferrara requested, and the Council concurred, to direct staff to research alternatives on formula business restrictions in the Village commercial area and place this item on a future agenda for review and consideration. 13. CITY MANAGER ITEMS a) Request for feedback regarding planning for Joint Meeting with Planning and Traffic Commissions. (ADAMS) City Manager Adams requested feedback from the Council concerning the desired location for conducting the joint meeting. The Council directed that the meeting be held in the Council Chambers to enable the meeting to be videotaped and broadcast live. 14. COUNCIL COMMUNICATIONS None. 1S. STAFF COMMUNICATIONS City Manager Adams announced that U.S. Postal Service officials would be conducting a public meeting on March 29, 2005 at 7:00 p.m. at the City of Arroyo Grande Woman's Club and Community Center, 211 Vernon Street, Arroyo Grande to discuss the potential relocation of the Arroyo Grande Post Office. 16. COMMUNITY COMMENTS AND SUGGESTIONS None. CITY COUNCIL MINUTES MARCH 8, 200S PAGE 9 17. ADJOURNMENT Mayor Ferrara adjourned the meeting at 10;45 p.m. Tony Ferrara, Mayor ATTEST: Kelly Wetmore, City Clerk (Approved at CC Mtg ) ---- - 8.f. MEMORANDUM TO: CITY COUNCIL FROM: RICK TerBORCH. CHIEF OF POLlC# SUBJECT: CONSIDERATION OF A RESOLUTION REVISING THE RECORDS RETENTION SCHEDULE FOR THE POLICE DEPARTMENT DATE: MARCH 22. 2005 RECOMMENDATION: It is recommended the City Council adopt the proposed Resolution revising the records retention schedule for the Police Department. FUNDING: There are no funding issues involved in the implementation of the recommended action. DISCUSSION: On October 28, 1997, the City Council adopted Resolution No. 3253 which revised and updated the records retention schedule for the Police Department. Upon reviewing the Resolution, it was found that it is necessary to revise the Resolution, to include the following: 1. Revise the provision for retention of daily tape recordings of telephones and radio communications for 180 days to include digital recordings and video recordings. 2. As required by Section 11361.5 of the Health & Safety Code, provide for the destruction of reports related to the simple possession of marijuana after two years from date of adjudication. 3. Allow for the destruction of misdemeanor arrest reports three years after adjudication and to retain only unadjudicated arrest reports. 4. Maintenance of personnel records related to Police Department employees who are terminated or resign in lieu of termination for an extended period of time in support of the rulings of Bradv vs. Marvland and Randi vs. Muroc School District. In revising the provision for retention of daily records, Section 1 .A, Subsection 4 of the Resolution is amended to read: CITY COUNCIL CONSIDERATION OF A RESOLUTION REVISING THE RECORDS RETENTION SCHEDULE FOR THE POLICE DEPARTMENT MARCH 22, 2005 PAGE 2 "4. Daily Audio Tape or Digital Recordings of Telephone and Radio Communications and Audio or Video Records of Police Activities, provided such recordings are not listed as evidence in an investigation or are subject to a personnel complaint, civil claim or civil court action against the City. a. Audio and Video Recordings which are being held for evidentiary purposes may only be destroyed after the involved proceeding is resolved and the corresponding case file is authorized to be destroyed as dictated by Sections 1.D.9, 1.D.19, 1.E.1, 1.E.5, Section 2 and/or Section 3 of this Resolution." In order to comply with legal requirements for destruction of simple possession of marijuana, Subsection 13 is added to Section 1.D, to read: "13. Records pertaining to the arrest or conviction of any person for a violation of subdivision (b), (c), (d), or (e) of Section 11357 or subdivision (b) of Section 11360 of the Health and Safety Code occurring after January 1, 1976 shall not be kept beyond two (2) years from the date of conviction or from the date of arrest if there was no conviction. Exception: Health and Safety Code Section 11357(c), record shall be retained until a juvenile offender attains the age of 18 years old, then destroyed pursuant to Section 11361.5 of said code." In order to allow for the elimination of misdemeanor arrest reports three years after adjudication and to retain unadjudicated cases, Subsection f. of Section 1.D.9 is amended to read: "f. They do not relate to an unadjudicated arrest" I In order to mandate the retention of records related to the termination or resignation in lieu of resignation of Police Department employees, the following is added to Section 1 of the Resolution: I , I "D.19.a. Personnel complaints initiated by the Police Department, including any and all related documentation, which results in either the termination or resignation in lieu of termination of an employee(s) will be retained for a minimum of 30 years or until the death of the terminated employee(s), whichever comes first." i ------ ------- i CITY COUNCIL CONSIDERATION OF A RESOLUTION REVISING THE RECORDS RETENTION SCHEDULE FOR THE POLICE DEPARTMENT MARCH 22, 2005 PAGE 3 [ I , "E.5.a. Citizen complaints and all related documentation which resulted in I ! either the termination or resignation in lieu of termination of an employee(s) will be retained for a minimum of thirty years or until the death of the terminated employee(s), whichever comes first." In addition, Subsection E.6. shall be amended to read: I i I "6. Ex-employee personnel records, except in those situations where there was , I , either a termination or a resignation on lieu of termination as a result of a I disciplinary action listed in Sections D.19.a and E.5.a of this Resolution. Such records will be maintained per the criteria set forth in the aforementioned I Sections. " i I ! i These revisions have been reviewed and approved by the Police Department's Legal I I Advisor, as well as the City Attorney. , I AL TERNA TIVES: [ The following alternatives are provided for the Council's consideration: I ! - Adopt the attached Resolution as presented by staff; j , , - Modify and adopt the attached Resolution; - Do not adopt the attached Resolution; or I I - Provide direction to staff. -- RESOLUTION NO. - A RESOLUTION OF THE CITY COUNCIL OF THE. CITY OF ARROYO GRANDE REVISING THE RECORDS RETENTION SCHEDULE FOR THE POLICE DEPARTMENT WHEREAS, the City of Arroyo Grande is in need of updating its police records retention schedule as prescribed by law; and WHEREAS, Government Code Section 34090 provides that the head of a city department may destroy certain city record$, documents, or instruments under his or her charge, without duplication, with the approval of the City Council by resolution and with the written consent of the City Attorney; and WHEREAS, it has been determined that certain records are no longer required for retention and accumulation of these unneeded police records has become unduly cumbersome. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande that: SECTION 1. The Council of the City of Arroyo Grande hereby adopts the following policy with respect to records of the Arroyo Grande Police Department after the same are no longer needed and are no longer required by law, without making a copy thereof. A. The following records will be retained for one hundred eighty (180) days and subsequently destroyed: 1. Cadet's Daily Activity Report 2. Citation Issued Forms 3. CLETS Teletypes (all incoming and outgoing teletypes not connected with an AGPD case) 4. Daily Audio Tape or Digital Recordings of Telephone and Radio Communications and Audio or Video Records of Police Activities, provided such recordings are not listed as evidence in an investigation or are subject to a personnel complaint, civil claim or civil court action against the City. a. Audio and Video Recordings which are being held for evidentiary purposes may only be destroyed after the involved proceeding is resolved and the corresponding case file is authorized to be destroyed as dictated by Sections 1.D.9, 1.D.19, 1.E.1, 1.E.5, Section 2 and/or Section 3 of this Resolution. RESOLUTION NO. PAGE 2 5. Transmittal Forms 6. Vehicle Inspection Forms B. The following records will be retained for one (1) year and may subsequently be destroyed: 1. Bicycle Maintenance Logs 2. Citizen on Patrol Requests and Critiques 3. Equipment Logs 4. Extra Patrol Request Forms 5. Officer Statistics (computer generated) 6. PAS Cards with no Report 7. Public Safety and Welfare Permits 8. Repossession Reports 9. Subpoena Logs 10. MiscellaneoUs Paperwork C. The following records will be retained for two (2) years and may subsequently be destroyed: 1. Checking Account Records and Cancelled Checks 2. Department of Justice Validations 3. E-911 Print Outs 4. Field Interview Cards 5. Holding Cell Logs 6. Parking Citations RESOLUTION NO. PAGE 3 7. Payroll Slips (overtime, time-off, sick leave, etc.) 8. Receipts and Petty Cash Information 9. Expired Police Department Issued Permits and Licenses, including applications and related documentation (also includes all applications and supporting documentation where no permit or license was issued, from the date of notice of denial or withdrawal) 10. 11590 H&S, 290 PC and 457.1 PC Registrant Files (which have been either ordered purged by the Court or when the subject of record is deceased) 11. Requests for Cancellations/Appeals on Parking Citations (both granted and denied) 12. SWITERS Accident Reports and DOJ Printouts 13. Records pertaining to the arrest or conviction of any person for a violation of subdivision (b), (c), (d), or (e) of Section 11357 or subdivision (b) of Section 11360 of the Health and Safety Code occurring after January 1, 1976 shall not be kept beyond two (2) years from the date of conviction or from the date of arrest if there was no conviction. Exception: Health and Safety Code Section 11357(e), record shall be retained until a juvenile offender attains the age of 18 years old, then destroyed pursuant to Section 11361.5 of said code. D. The following records will be retained for three (3) years and may subsequently be destroyed: 1. Bicycle Licenses (expired) 2. Citations (traffic and misdemeanor) 3. Daily Activity Records and Logs 4. Dealer Records on Gun Sales 5. Dispatch Radio Logs 6. Firearms Registration 7. Injury/Overdose/Attempt Suicide Reports Not Resulting in Death -'--'-. RESOLUTION NO. PAGE 4 8. Lost and Found Reports 9. Misdemeanor Crime Reports, including investigative working files, providing that: a. There is no outstanding warrant related to the report b. There is not property outstanding in DOJ or NCIC c. There is no death connected with the report d. They are not involved in civil or criminal litigation e. They do not involve an Arroyo Grande City employee f. They do not relate to an unadjudicated arrest 10. Missing Persons Reports Which Have Been Cleared 11. Officer's Reports {all complaint reports determined not to describe criminal action} 12. Pawn Reports 13. Requests for Dismissals 14. Runaway Reports {where the subject has returned, or has reached his/her eighteenth birthday} 15. Stored/Impounded Vehicle Reports 16. Vehicle Forfeiture Reports 17. Traffic Accident Investigation Reports, including investigative working files, where no fatality occurred, providing that: a. There is no outstanding warrant related to the report b. They are not involved in civil or criminal litigation c. They do not involve an Arroyo Grande City employee RESOLUTION NO. PAGE 5 18. Watch Commander Logs 19. Personnel complaints initiated by the Police Department against Department employees, together with any investigations, reports and/or findings providing such documents are not evidence in any claim filed or pending litigation (or potential litigation), in which case, such documents shall be preserved for five years after the conclusion of litigation a. Personnel complaints initiated by the Police Department, including any and all related documentation, which results in either the termination or resignation in lieu of termination of an employee(s) will be retained for a minimum of 30 years or until the death of the terminated employee(s), whichever comes first. 20. Background investigations of applicants for positions with the department when the applicant was not hired 21. Personnel records concerning recruitment, hiring and promotional processes; the time period for which will commence on the expiration date of the eligibility list for the affected process E. The following records will be retained for five (5) years and may subsequently be destroyed: 1. Felony Crime Reports, including investigative working files, provided that: a. There is no outstanding warrant related to the report b. There is no property outstanding in DOJ or NCIC c. There is no death connected with the report d. They are not classified under Sections 799, 800, 290 PC or 11a50 H&S 2. General Correspondence 3. Criminal Intelligence Reports 4. Monthly Reports (City and State) ~~.~.._- -- RESOLUTION NO. PAGE 6 5. Citizen initiated complaints against Department employees, together with any investigations, reports and/or findings providing such documents are. not evidence in any claim filed or pending litigation (or potential litigation), in which case, such documents shall be preserved for five years after the conclusion of litigation. a. Citizen complaints and all related documentation which resulted in either the termination or resignation in lieu of termination of an employee(s) will be retained for a minimum of thirty years or until the death of the terminated employee(s), whichever comes first. 6. Ex-employee personnel records, except in those situations where there was either a termination or a resignation in lieu of termination as a result of a disciplinary action listed in Sections D.19.a and E.5.a of this Resolution. Such records will be maintained per the criteria set forth in the aforementioned Sections. SECTION 2. The records specified in Section 1 of this Resolution do not include any documents relating to capital crimes, embezzlement of public funds, bribery of public officials, reports involving Arroyo Grande City employees or any prisoner arrest files of child abuse reports, except as noted. SECTION 3. This Resolution shall not grant any authority for the destruction of any records or file where a claim against the City has been filed and that claim is subject to adjudication. SECTION 4. The City Council finds that the City Attorney has given his/her written consent to the destruction of the records described in Section 1 of this Resolution, and the Chief of Police is authorized to destroy the police records described in Section 1 of this Resolution. SECTION 5. The City Clerk shall certify to the adoption of this Resolution and shall cause this resolution and her certification to be filed in the Office of the City Clerk. SECTION 6. This Resolution supersedes Resolution No. 3252, which authorized a records retention schedule for the Police Department. On motion of Council Member , seconded by Council Member , and on the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this day of ,2005. ~-- RESOLUTION NO. PAGE 7 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 -- "'--~- 8.g. MEMORANDUM TO: CITY COUNCIL FROM: STEVEN ADAMS, CITY MANAGE~ SUBJECT: CONSIDERATION OF APPOINTMENT TO THE CITIZENS' TRANSPORTATION ADVISORY COMMITTEE DATE: MARCH 22, 2005 RECOMMENDATION: It is the recommendation of the Mayor that the City Council approve the appointment of Joel Couser to the Citizens' Transportation Advisory Committee (CT AC). FUNDING: There is no funding impact as a result of the proposed appointment. DISCUSSION: The Citizens' Transportation Advisory Committee reviews and prepares recommendations to the San Luis Obispo Council of Govemments (SLOCOG) on all phases of their transportation planning program, including transit, streets and roads, bicycle facilities, airports, funding and plan preparation. Its membership is comprised of appointments from each supervisorial district and each incorporated city, as well as four at-large appointments made by SLOCOG. The City's prior appointment, Kirk Scott, resigned in January 2005. The position has since been vacant. The practice by some of the other cities in SLOCOG has been to appoint members of their transportation or traffic commissions. This can be helpful since the members are already informed and involved in establishing the City's transportation related programs, policies and priorities. Joel Couser was recently appointed to the Traffic Commission and has expressed interest in filling the position. The position vacancy was also posted and advertised pursuant to State requirements. ALTERNATIVES: The following altematives are provided for the Council's consideration: . Approve the appointment of Joel Couser to the CT AC; . Continue to seek other nominations; or . Leave the position vacant. Attachment: 1. Application for Appointment -..-- -...- ATTACHMENT 1 APPLICATION FOR APPOINTMENT CITIZENS' TRANSPORTATION ADVISORY COMMITTE~X~) i;~'T'l C'i' /" ,PO'!'CI .i'" NAME OF APPLICANT: Jo~ I Jl, Louse, 05H:l.R-7 Pill:29 RESIDENCE STREET ADDRESS: CITY: ZIP: 7/)7 As'iro Arrt> 1 t) 6-~-2-) ~. Q3</;;;l.O RESIDENCE TELEPHONE NUMBER: BUSINESS TELEPHONE NUMBER: 805'-47'1-g>S-7~ ---- BUSINESS STREET ADDRESS: CITY: ZIP: - - - 1. An you a full-time paid offt~r or employ~ .of 'ocall."l!gcwe,"ment (circle one) Ify.., where '. . pOsftIoIt .. ., 2. Education: I/s ha 'h<!t..>v>lD'i'1 + 3+...{--o.-e.y-h/."""1..,, 3. Pre.ent Occupation: Rd-l..d fi"...l=kjh~.....1 ~~,,,......- ..: MeMbership lfIoi'Qai'llUtlc>n*: ~ I H'1Jo!a.J~ 1I.?>.4, , ~S.F,' A" P.o.J<'.At I ,,,,,,-I-I-ic;.. CJ ~~I~~W!'ty),pu..",1I}~.ted In..I!~"'a on ,~.~~,"Itt,~ '(~"~",\IMe side for any .adltlonarrntonnatlon- 20IJwotd.rtlaxlrnum):' ...... ...... .... .. ...' I .j<,e. -+e +k.. ,. " vt' ft.\'.. k I-.. )N.., e. fOlia.. ..citile other community actlvltle. that you have bMn Involved In: 7. Signature of applicant: 8. Date: :3 ~S---D;:;: - I ....... .. "" -----_.-,--- .-.," " ,._._~_._- B.h. MEMORANDUM TO: CITY COUNCIL FROM: STEVEN ADAMS, CITY MANAGER~ SUBJECT: CONSIDERATION OF COUNCIL APPOINTMENTS TO THE TRAFFIC COMMISSION AND SENIOR ADVISORY COMMISSION DATE: MARCH 22, 2005 RECOMMENDATION: It is recommended the Council approve: . The recommendation of Mayor Pro Tem Joe Costello to appoint Matthew Brownlee to the Traffic Commission, replacing Kirk Scott; and . The recommendation of Council Member Ed Arnold to appoint Richard Jackson to the Senior Advisory Commission. FUNDING: There is no fiscal impact. RECOMMENDATION: On January 14, 1997, the City Council adopted Ordinance No. 481 C.S. amending the composition of applicable Commissions and Boards from seven to five members and adopted Resolution No. 3192 establishing Council policy as it relates to the appointment procedure to various Commissions and Boards. The Ordinance states that the Mayor and each respective member of the Council shall appoint a representative to the various Commissions and Boards subject to the approval by a majority of the Council. All Commission and Board members serve at the pleasure of the Council. Mayor Pro Tem Costello's appointment to the Traffic Commission, Kirk Scott, submitted his resignation January 30, 2005. Mayor Pro Tem Costello is recommending the Council approve the appointment of Matthew Brownlee to the Traffic Commission, replacing Mr. Scott. Also, there are two vacancies on the Senior Advisory Commission, one being Council Member Arnold's appointment. Council Member Arnold is recommending the Council approve the appointment of Richard Jackson to fill this vacancy. CITY COUNCIL APPOINTMENTS TO TRAFFIC COMMISSION AND SENIOR ADVISORY COMMISSION MARCH 22, 2005 PAGE 2 ALTERNATIVES: The following alternatives are provided for the Council's consideration: . Approve the recommended appointments; . Do not approve the recommended appointments; . Provide direction to staff. Attachment: 1. Application forms: Matthew Brownlee; Richard Jackson - CITY OF ARROYO GRANDE Attachment 1 RESERVOIR OF CITIZENS TO SERVE Planning Commission F:;~,=:EiV=~J Parks and Recreation Commission .., ['::--.:\.(,'i ,.' - Years Lived In Arroyo Grande 35 OJ: :Y Traffic Commission '- Senior Advisory Commission 05 HMi I 6 PiI 2: 03 Registered Voter of Arroyo Grande - Architectural Review Committee . Yes X. No _ Downtown Parking Advisory Board (must own business in the Village area) _ Speciai Boards/Committees (varies) NAME #"vA t -\-'^e-.vJ b r I:) lAM \e-€...- HOME &""'~0lM. ?\. PHONE y, Lj - ( D3 S ADDRESS L\. II PRESENT EMPLOYER LIJ C " C\ Mo..r UII;{te.d $~I DI'sk'ttfr,OSITiON floc.?,e.r BUSINESS ADDRESS PHONE EDUCATIONAL BACKGROUND High School A/f0'60 6tA...J.e. ~i'T~1 Colleae' Ca \ ~CI~(SL{) ADDITIONAL EDUCATIONAL IN~ORMATION ~oc. ~ ~ ^5 c.('€d~{'t''''' \ - c.k.~W\C(" (),^~ iJe.I"'5\'~ COMMUNITY AND CiVIC INTERESTS ~P" t~ ~po-rk The City Council would like to have the names of three (3) Arroyo Grande References: 35& 13r ff.. -ld h !:!AM!; ADDRESS t ( 1.SNt€-. S+n^~.-r ~ 2. fudf' _ \-\\'rlz-V\AClV\. t-(lq Pc...r<:t,''':-D c.f. 3. "17 a.. '^ -:so~ V\So,^,- (Q "1 hG"e, eJ. - , ARE YOU WiLLING TO SERVE ON THE COMMISSION/COMMITTEE/BOARD MEETING TIMES SHOWN BELOW: Planning Commission, First and Third Tuesday of each month, 6:00 PM Yes _No_ Parks and Recreation Commission, Second Wednesday of each month, 6:30 PM Yes _No_ Traffic Commission, the day (Monday) before the third Tuesdayofeach month, 7:00 PM Yes)(....No_ Senior Advisory Commission, First Wednesday of each month, 3:00 PM Yes _No_ Architectural Review Committee First Monday of each month, 3:15 PM Yes _No_ Downtown Parking dvi B rd - Meets as needed Yes _No_ Special Boa o m s arles) Yes ----'No_. Signature Date 3 The Arroyo Grande City Council requests InformaUon about your Interest (and educaUon, If applicable), In serving' on a commission or committee, specifically your comments and .views relaUve to the role and responslblilUes of the Planning Commission, Parks and RecreaUon Commission, Traffic Commission, Se/llor Advisory Commission, Architectural Review Committee or a Speclai Board/Committee. Please note such information on the reverse side of this form. Thank you for your Interest. THIS FORM is A MATTER OF PUBLiC RECORD IF APPOiNTED. COMPLETiON OF A STATE CONFLICT OF INTEREST FORM is REQUiRED 8/2004 ------- .,___n_ CITY OF ARROYO GRANDE RESERVOIR OF CITIZENS TO SERVE Planning Commission -,........'-,, I~.~ Parks and Recreation Commission." c".:=-:, ~ ;" ;c.) . Years Lived in Arroyo Grande ~ ' , . :.:.. d [~.,' ~, ~ ---- Traffic Commission " ,. , '.. ........" -- Senior Advisory Commission 0 - r! ~ D _ [) 'r) II: I 7 Registered VO~f Arroyo Grande Architectural Review Committee ~ u ,\ h. Yes No == Downtown Parking Advisory Board (must own business In the Village area) _ Historical Resources Committee _ Special Boards/Committees (varies) NAME /?/&~~ ,~uL~ HOME 4-6 g y~ Pfa.C-e. !t--7(v76/ ! ADDRESS PHONE PRESENT EMPLOYER . f(6-W POSITION BUSINESS ADDRESS /VIPr PHONE EDUCATIONAL BACKGROUND High School ../ College v" ADDITIONAL EDUCATIONAL iNFORMATiON Pl1) P LgSlc.f COMMUNiTY AND CIVIC iNTERESTS 1-[,' sta-n. '0<11- ~~. G-~ C......ft- t?v~l~' S'-t-~ The City Council wouid like to have the names of three (3) Arroyo Grande References: f:iAMg ADDRESS 1. J~ S'~* tiz..u VI'I-- VO-.-~ - S'~~ 127 N efr 11"\. 2. .J,.L.- 3. f"S'.f k' tr^-?r~ D 2--fS . (( IJ J...e~ n l) (". ARE YOU WILLING TO SERVE ON THE COMMISSION/COMMITTEE/BOARD MEETING TIMES SHOWN BELOW: Planning Commission, First and Third Tuesday of each month, 6:00 PM Yes_No_ Parks and Recreation Commission, Second Wednesday of each month, 6:30 PM Yes _No_ Treffic Commission, the day (Monday) before the third Tuesday of each month, 7:00 PM Yes ./ No_ Senior Advisory Commission, First Wednesday of each month, 3:00 PM Yes/No_ Architectural Review Committee First Monday of each month, 3:15 PM Yes_No___' Downtown Parking Advisory Board - Meets as needed Yes _No_ Historicai Resources Committee - Quarterly meetings anticipated Yes _No_ Special Boards/Committees ~ L Yes_No_ Date 3/&/ ~ .r Signature The Arroyo Grande City Council requests Information about your Interest (and education, If applicable), In serving on a commlssJon or committee, specifically your comments and views relative to the role and responalbllltles of the Planning Commission, Parks and Recreation Commission, Traflio Commission, Senior Advisory Commission, Architectural Review CommlUee, Historical Resources Committee, or a Special BoardlCommlUee. Please note such information on the reverse side of this form. Thank you for your Interest. THiS FORM IS A MATTER OF PUBLIC RECORD . fl ,- IF APPOINTED. COMPLETION OF A STATE CONFLICT OF INTEREST FORM IS RE~. :, . O~ . ~, COUf\C-;1 M ~1fc --.-- ._--~----- - 8.1. MEMORANDUM TO: CITY COUNCIL FROM: DON SPAGNOLO, DIRECTOR OF PUBLIC WORKS/CITY rJjj ENGINEER SUBJECT: CONSIDERATION TO DECLARE SURPLUS PROPERTY AND APPROVE A CONTRACT FOR AUCTION SERVICES DATE: MARCH 22, 2005 RECOMMENDTION: It is recommended the City Council: 1. adopt the attached resolution declaring the used vehicles, equipment, and miscellaneous items as surplus and authorize their sale; and 2. authorize the City Manager to execute the contract with Bill Phelps Auction Services. FUNDING: The revenue from the sale of the surplus items is estimated to be $10,000. A commission of 15% gross sales will be deducted and retained by the auction company as payment for services rendered. DISCUSSION: From time to time, the City's vehicles and equipment are evaluated and replaced in accordance with Administrative Policy C-006. A list of surplus items has been prepared which represents vehicles, equipment, and miscellaneous items from various departments. The vehicles included police cars, pool cars, and work trucks that have been replaced over the past several years from the Public Works and Police Departments. The surplus items also include miscellaneous Public Works, Parks, Recreation and Facilities and Fire Department equipment and various unclaimed Police items. Staff is recommending the Council declare the items surplus and authorize sale of the items at a public auction. An auction will be held in conjunction with items from the Cities of Pismo Beach and Grover Beach and will be conducted by Bill Phelps Auction Services on April 23, 2005 at the City Corporation Yard. Mr. Phelps has satisfactorily performed these services for the City in the past. - CITY COUNCIL CONSIDERATION TO DECLARE SURPLUS PROPERTY AND APPROVE CONTRACT FOR AUCTION SERVICES MARCH 22, 2005 PAGE 2 ALTERNATIVES: The following alternatives are provided for the Council's consideration: - Approve staff's recommendation; - Do not approve staff's recommendation; - Modify as appropriate and approve staff's recommendation; or - Provide direction to staff. Attachment: 1. Contract with Bill Phelps Auction Services RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING ITEMS TO BE PLACED ON A SURPLUS LIST AND REQUESTING AUTHORIZATION FOR SALE AT PUBLIC AUCTION I WHEREAS, the City of Arroyo Grande has certain vehicles and equipment which are no longer used; and WHEREAS, the vehicles and equipment can be classified as surplus property and made available for sale to private parties at public auction. NOW THEREFORE BE IT RESOLVED that the City Council of the City of Arroyo Grande does hereby declare as surplus the vehicles and equipment described in Attachment 1 hereto and authorize a public auction. On motion of Council Member , seconded by Council Member , and by the following roll call vote, to wit: AYES: NOES: ABSENT: The foregoing Resolution was passed and adopted this day of ,2005. -.-.-" RESOLUTION NO. PAGE 2 TONYFERRARA,MAYOR ATTEST: KELLY WETMORE, CITY CLERK APPROVED AS TO CONTENT: STEVEN ADAMS, CITY MANAGER APPROVED AS TO FORM: TIMOTHY J. CARMEL, CITY ATTORNEY '-~-----'--- '--~--'-'-~ ATTACHMENT 1 SURPLUS VEHICLES AND EQUIPMENT AVAILABLE FOR AUCTION VEHICLES: 1. (PW-29) 1989 Dodge Ram Vin# 1 B7KE26Z6LS658460 2. (PW-902) 1991 Ford Crown Victoria Vin# 2FACP72GXMX131333 3. (PD-931) 1993 Ford Crown Victoria Vin# 2FACP71W4PX1273a6 4. (PW-951) 1995 Ford Crown Victoria Vin# 2FALP71W2SX131 025 5. (PD-942) 1994 Ford Crown Victoria Vin# 2FALP71W3RX154954 6. (PD-981) 1998 Ford Crown Victoria Vin# 2FAFP71W7WX155288 OFFICE FURNITURE & EQUIPMENT (Public Works Department): Wooden bench w/3 black metal chairs 5 light metal shelves Lear Siegler Inc., Signal Division traffic controller Extension Ladder Pinball soccer game Blue Jackhammer Motorolla Radios Wooden desks (6) (1 needs to be put together) Wooden door w/door stopper and 2 windows 2 Stanley Jackhammers Stationary bicycle Office Panels Type 27 Depressed Center Grinding Wheels Yellow metal tool boxes White metal tool storage box Arrow Board Various traffic cones Computers, keyboards, monitors (5) Old tan typewriter Copy machine Heater Tire Tubes (6) Reliance control unit boxes (2) Blue pickup truck back overhang Box full of various car parts Small blue chairs (15) Gray speaker Wood trunk Macintosh Printer Wooden Filing Cabinets (3) Wooden Chairs (3) Telephones (4) Car seat (brown leather) Various metal brackets and straight edges Kensington Computer Mouse Kodak Carousel Slide Viewers Voice operated two-way communication system Tandy dot matrix printer Victor Adding Machine Boston Heavy Duty Stapler Fax Machine with Accufax Thermal Paper Panasonic Electric Stapler Tractor Fed Computer Paper (2 boxes) CD or Computer Disk holder Various printer ribbons Okidata Microline Printer Peek Traffic Counters (4) with Module Reader OFFICE FURNITURE. PLAYGROUND EQUIPMENT. & EQUIPMENT (Parks Department) Sanyo "Maxi-Chef' Microwave Oven Kenmore Microwave Oven Global Computer Supplies Wire Cart Titan Sales Corp. Heater Avcan Corporation LV Power Pak Supply Equipment Superior Electric Products Corporation Fan Dominion Electric Corp. Fan Crocker Bank Table Southeast Manufacturing Co. box scraper Little cart with wheels 2 concrete tables with 3 benches Hustler 400 riding mower Tru-cut Edger (2) Stihl Hedge Trimmer Miracle Blue Spiral Slide Miracle Blue Bridge 4 Yellow Soccer Goals Galvanized Gym Set Micro Games Inc. Foos ban table Tournament Soccer, The Million Dollar Game Foos ball table 6-foot table 8-foot table 9 chairs 4 double concrete tables FIRE DEPARTMENT: Gas-fired Water Heater Poly Septic Tank Camper Shell 3 Mobile Fire Hose Reels 2 Lengths of Hard Rubber 1" Fire Hose Roll Bar for Pickup Truck Miscellaneous Parts and Accessories for Modl,Jlar Office Partition Systems Inoperative Exercise Treadmill Miscellaneous Radio Communication Equipment ADMINISTRATION U570 Automatic Mail Machine with 15 lb. Scale , 1 I i I f l l I l I I t ! I I r ~- --~- Information TIIIIIIIoDJY SUrplus UIt 'UBI WlI 1r..... MIIIII ........ ~. u lib 20 Keyboards NIA NIA N/A NIA 6 Keyboards N/A N/A N/A NIA Computer NIA N/A None Visible N/A Computer Gateway 2000 0009710883 1998 Computer Gateway 2000 0007679426 1997 Computer Compaq Proslgnia 200 7839BWP20938 NIA Computer Gateway 4DX2-86 2682210 1994 Computer NIA N/A None Visible N/A Computer N/A NIA None Visible NIA Computer TFP NIA None Visible NIA Computer Gateway GP6-333 0011060768 1998 Computer NIA N/A None Visible N/A Computer Gateway GP6-233 0009710882 1998 Computer Aopen NIA None Visible NIA Computer Gateway P5-200 0007679427 1997 Computer Gateway 2000 0008834826 1997 Computer Gateway 2000 0009710883 1998 Computer NIA NIA None Visible NIA Computer Gateway G~C 0013666510 1999 Computer EPS N/A None Visible NIA Computer Gateway 2000 0007285439 1997 Computer Gateway 2000 46547071 1994 Computer Gateway 2000 0007285748 1997 Computer Gateway 2000 0007285747 1997 Computer Aopen NIA None Visible NIA Computer Gateway E3000 0007679428 1997 Thursday. February 24, 2005 Page1of3 Pmlm t r r.r.. MIdII 1IrIIIII.- . l PM. IItB - Computer Gateway P5-166 0007285436 1997 Computer N/A NIA None Visible N/A Computer TLL NIA None Visible N/A Laptop Toshiba T1100 Plus 12635240 N/A Laptop Toshiba Satellite 5017635CU NIA Laptop Toshiba Satellite 5017668CU NIA Mon~or NIA NIA None Visible N/A Monitor N/A N/A None Visible NIA Mon~or NIA NIA None Visible NIA Mon~or N/A NIA None Visible NIA Monilor N/A NIA None Visible NIA Mon~or N/A NIA None Visible N/A Mon~or 15" ViewSonic NIA None Visible NIA Mon~or 15" Gateway 2000 8205050 1997 Mon~or 15" Hansol E14AL A9723005097 1997 Mon~or 15" Mini-Micro MM1439 129318027 A 1993 Mon~or 15" Gateway 2000 8362385 1996 Mon~or 15" Gateway NIA None Visible N/A Mon~or 15" Gateway NIA None Visible NIA Mon~or 15" Gateway NIA None Visible N/A Mon~or 15" Gateway N/A None Visible NIA Mon~or 15" Sony CP[)"15SF2 8127391 1996 Mon~or 17" Dell N/A None Visible NIA Mon~or 17" Gateway EV700 17004C025525 1998 Mon~or 17" Dell E771P CM2317P 2002 Mon~or 17" Viewsonic G771 JX74003469 1997 Mon~or 19" Viewsonlc G810 Q180309299 1998 Mon~or 19" Gateway VX900 ' G8J132667 1998 Power Supply Best LC850 None Visible 1992 Thursday, February 24, 2005 Pllllle2of3 -~- ---- PIWIDt III Id'MIIolII MIdI! 1IrIII'" . I 'ullhllllltll Printer HP Lase~et III None Visible NIA Printer HP Laserjet 111 3043JD8117 NIA Printer Epson DFX 8000 OVZ0058210 N/A Scanner MicroTek NIA 83S1519909 N/A Scanner Umax Astra 2100U HAF0019CD015 NIA Thursday, February 24, 2005 Page 3 of3 ARROYO GRANDE POLICE DEPARTMENT AUCTION ITEMS 2004 It is requested the following unclaimed items of found property be declared Surplus for the purpose of disposing the items at auction. LOT # ITEM DESCRIPTION: 1. 03-0001 2. 03-0002 Casio Chronograph watch 3. 03-0003 Gold Necklace 4. 03-0004 Gold Milan watch 5. 03-0005 Gold ring W/stone 6. 03-0006 Brooch/gold cocktail ring 7. 04-0007 Four American Eagle Tires & Wheels 8. 04-0008 1 Pair yellow metal earrings 9. 04-0009 Gemini Video Rewinder 10 04-0010 Tommy Hilfiger Watch/Silver/Unclaimed . 11 04-0011 Jogging stroller 12 04-0012 4 Carhart work jackets (N EW) 13 04-0013 Misc. mens Shirts(NEW) 14 04-0014 Knife display case w/misc knives 15 04-0015 Portable am/fm radio 16 04-0016 Portable Radio 17 04-0017 Binoculars 18 04-0018 Monocular 19 04-0019 Mise Stuffed animals 20 04-0020 Misc. Mens Underwear(NEW) 21 04-0021 Misc Mens Underwear(NEW) 22 04-0022 Knife 23 04-0023 2 knives 24 04-0024 Knife 25 04-0025 Backpack 26 04-0026 Misc Mens shirts(NEW) 27 0400118 Black Leather Jacket(Unclaimed)(NEW) 28 0400118 Dockers Brown leather Wallet(NEW) 29 0400118 Black Day Runner notebook 30 0101639 Kenwood CD player W/headphones 31 0101639 Texas Instrument calculator 32 0101639 CD power converter 33 0101639 Sony CD player 34 0101639 Sony Discman player 35 0101639 Bushnell Sportview Binoculars 36 0101639 Silver Wedding Band -- -~~- - _______.__n --------------- Bill Phelps Auction Services 428 Violet Avenue Nipomo, CA 93444 805-929-5847 Auction Contract 1. I. , representing the City of Arroyo Grande agree to contract Bill Phelps Auction Services to conduct a public auction on Saturday, April 23, 2005 at 10:00 a.m. at the corporation yard of the City of Arroyo Grande. 2. Bill Phelps Auction Services agrees fo: a. Professionally plan, organize and implement a public auction; b. Design and place all advertisement; c. Manage and supervise all auction company personnel; d. Provide all sale-day labor and security; e. Provide consignor(s} a full financial accounting of sale revenues within 10 working days of the auction; f. Guarantee disbursement of funds to consignor(s) within 10 working days of the auction; g. Manage and supervise a public preview of items to be sold; h. Work cooperatively with all consignors to promote a successful auction. 3. The City of Arroyo Grande agrees to: a. Deliver consigned items to sale site in salable condition no later than 12:00 p.m. (noon) Friday, April 22, 2005. b. Provide Bill Phelps Auction Services personnel access to consigned items, during regular business hours, beginning Monday, April 18, 2005 for the purpose of "lotting" and developing a manifest of the inventory; c. Provide Bill Phelps Auction Services all required vehicle titles, smog and appropriate Department of Motor Vehicle (DMV) paperwork by Monday, April 18, 2005 for the purpose of confirming vehicle identification numbers (VIN) and reconciling inventory manifest; d. Release Bill Phelps Auction Services of any liability or responsibility for loss or damage to consignment that may occur for reasons other than gross negligence; e. Pay a pro-rated percentage of the advertising based on sale revenues of consigned items-total advertising cost is not to exceed $1,000. No "up-front" costs for advertising will be charged. Advertising costs will be deducted from auction proceeds; f. A commission of 15% of gross sales will be deducted and retained by auction company as payment for services rendered. Auction Contract, page 2 4. Other fees: a. At no cost to the City of Arroyo Grande. a 10% buyers' premium will be charged on all items; b. As per tax regulations of the California Board of Equalization. appropriate sales taxes will be collected from the buyers' on gross sale including buyers' premium. 5. All items consigned and lotted are subject to sales commission. 6. Other conditions of the contract are as follows: In addition Bill Phelps Auction Services agrees to: a. Assume responsibility for all checks accepted as payment for items sold at auction; b. Provide the City of Arroyo Grande with a certificate of general liability insurance in the amount of one million dollars; c. Exercise due diligence in safe-guarding consigned items and titles. Consignor / Agent / Representative Date ~;,.\k~ ,-\~,o5 B elps Auction Servi es Date ----".- 8.). MEMORANDUM TO: CITY COUNCIL FROM: DON SPAGNOLO, DIRECTOR OF PUBLIC WORKS/CITY rJ:kr ENGINEER SUBJECT: CONSIDERATION TO APPROVE A CONTRACT EXTENSION WITH MID STATE PLUMBING TO CONTINUE THE PLUMBING RETROFIT PROGRAM DATE: MARCH 22, 2005 RECOMMENDATION: It is recommended the City Council: 1. approve a one-year contract extension with Mid State Plumbing and Drain Cleaning, Inc. to continue the City's Plumbing Retrofit Program in the amount of $353,773.25; and 2. appropriate an additional $230,000.00 from the Water Neutralization Fund (Fund 226). FUNDING: The Capital Improvement Program (CIP) for this project has a balance of $144,491. There is one billing month remaining on the current contract with Mid State Plumbing. It is estimated that an additional $20,000 will be invoiced in the remaining months, leaving the account balance of approximately $124,491. The Water Neutralization Fund (Fund 226) has a balance of $719,122 as of the end of February. It is estimated that an additional $230,000 will need to be appropriated to provide for the contract extension. DISCUSSION: I On March 23, 2004, the Council authorized a contract with Mid State Plumbing for the plumbing retrofit portion of the City's Water Conservation Program. The current contract expires April 7, 2005 and allows for two, one-year optional extensions, if approved by the City Council. To date, the performance by Mid State Plumbing has been satisfactory. The City has received numerous comments from residents who are satisfied with both the work that was performed and the overall performance of the retrofit fixtures. There have been 557 homes retrofitted as of March 10, 2005 with approximately 1800 homes remaining. f CITY COUNCIL CONSIDERATION TO APPROVE A CONTRACT EXTENSION WITH MID STATE PLUMBING TO CONTINUE THE PLUMBING RETROFIT PROGRAM MARCH 22, 2005 PAGE 2 On January 12, 2005, the City received a request from Mid State Plumbing regarding an increase of $38.90 in the price of the toilets. The increase, which was verified with the distributor, is for materials only and does not include any additional installation costs. This cost increase has been reflected in the new contract schedule of costs. ALTERNATIVES: The following alternatives are provided for the Council's consideration: - Approve staffs recommendations; - Modify staffs recommendation and approve; - Provide direction to staff. Attachments: 1. Contract Documents 2. Letter from Mid State Plumbing - received 1/12/05 --- CONTRACT DOCUMENTS i --- ---,.~------_..- j CITY OF ARROYO GRANDE STATE OF CALIFORNIA CONTRACT FOR: CITY OF ARROYO GRANDE PLUMBING RETROFIT PROGRAM THIS AGREEMENT, made and entered into this day of , 2005, by and between the CITY OF ARROYO GRANDE, a municipal corporation of the State of California, hereinafter designated City, party of the first part, and MID STATE PLUMBING AND DRAIN CLEANING. Inc. hereinafter designated as Contractor, party of the second part, WITNESSETH: Tl1at the parties hereto do mutually agree as follows: ARTICLE I. For and in consideration of the payments and agreements hereinafter mentioned to be made and performed by City, Contractor agrees with City to furnish all materials, equipment and labor and construct facilities for City, and to perform and complete in a good and workmanlike manner all the work pertaining thereto shown on the plans and described in the specifications hereto attached, and to furnish at his own proper cost and expense all tools, equipment, labor, and materials necessary therefor, except such materials as in the said specifications are stipulated to be furnished by City, and to do everything required by this Contract and the said specifications and plans, and the requirements of the Engineer under them, to wit: CONTRACT SCHEDULE OF COSTS ITEM UNIT NO. QTY UNIT DESCRIPTION PRICE AMOUNT 1 1,200 EA 1.6 gpm Flush Toilet - 12" Rough $216.90 $260,280.00 2 50 EA 1.6 gpm Flush Toilet-10" Rough $264.09 $13,204.50 3 1,200 EA Toilet Seat and Cover $14.00 $16,aOO.00 4 2,400 EA 2.0 gpm Faucet Aerator $2.80 $6,720.00 5 700 EA 2.5 gpm Shower Head $12.00 $8,400.00 6 600 EA Water Pressure Determination $30.00 $1a,000.00 7 100 EA Adjust Existing Water Pressure Regulating Valve $20.00 $2,000.00 . 8 25 EA Replace Existing 3/4" Water Pressure Regulating Valve $80.25 $2,006.25 9 10 EA Replace Existing 1" Water Pressure Regulating Vave $97.75 $977.50 10 200 EA Install New 3/4" Water Pressure Regulating Valve $120.00 $24,100.00 11 10 EA Install New 1" Water Pressure Regulating Valve $128.50 $1,285.00 TOTAL CONTRACT PRICE $353,773.25 CON-l .----...- .- TOTAL CONTRACT IN WORDS: Three Hundred Fiftv Three Thousand. Seven Hundred Seventv Three Dollars and Twentv Five Cents BY: SIGNATURE DATE TITLE: CONTRACTORS BUSINESS NAME: MID STATE PLUMBING AND DRAIN CLEANING. INC. CONTRACTORS LICENSE NO.: 779258 LICENSE EXPIRATION DATE: September 30. 2005 ARTICLE II. For furnishing all said equipment, materials and labor, performing demolition as required, and doing all the work contemplated and embraced in thisContract; and for all loss and damage arising out of the nature ofthe work aforesaid, or from the action of the elements or from any unforeseen difficulties which may arise or be encountered in the prosecution of the work until its acceptance by City, and for all risks of every description connected with the work; also for all expenses incurred by or in consequence of the suspension or discontinuance of work, except such as in the said specifications are expressly stipulated to be borne by City; and for well and faithfully completing the work and the whole thereof, in the malner shown and described in the said plans and specifications and in accordance with the requirements of the Engineer under them, City will pay and Contractor shall receive as full compensation therefore the amounts for such work as installed for the unit prices bid therefore in accordance with the proposal of Contractor. ARTICLE III. City hereby promises and agrees with.said Contractor to employ, and does hereby employ, said Contractor to provide the materials and to do the work according to the terms and conditions herein contained and referred to, for the prices aforesaid, and hereby contracts to pay the same at the time, in the manner and upon the conditions set forth in the specifications; and the said parties for themselves, their heirs, executors, administrators, successors, and assigns, do hereby agree to full performance of the covenants herein contained. ARTICLE IV. Contract Documents shall consist of The Notice to Contractors, the Statement of Prevailing Wages, the Contract Bid, the Contract Agreement, the Standard Specifications, the Technical Specifications, and the Special Provision mentioned therein and titled "CITY OF ARROYO GRANDE, PLUMBING RETROFIT PROGRAM', all of which are hereto attached are hereby incorporated in and made a part of His Contract. ARTICLE V. Should any of the materials or equipment prove defective or should the work prove defective due to faulty workmanship, material furnished or methods of installation, or should the work or any part CON-2 "-".- -_. - thereof fail to operate properly as originally intended and in accordance with the plans and specifications, due to any of the above causes, all within twelve (12) months after date on which the work called for in this Contract is accepted by City, the undersigned agrees to reimburse City, upon demand, for its expenses incurred in restoring saidwork to the condition contemplated in said project, including the cost of any such equipment or materials replaced and the cost of removing and replacing any work necessary to make such replacement or repairs, or, upon demand by City, to replace any such materials and to repair said work completely without cost to City so that said work will function successfully as originally contemplated. City shall have the unqualified option to make any needed replacement or repairs itself or to have such replacements or repairs done by the undersigned. In the event City elects to have said work performed by the undersigned, the undersigned agrees that the repairs shall be made and such materials as are necessary shall be furnished and installed within a reasonable time after the receipt of demand from City. If the undersigned shall fail or refuse to comply with his obligations under this guaranty, City shall be entitled to all costs and expenses, including attorney's fees, reasonably incurred by reason of the said failure or refusal. ARTICLE VI. If Contractor should be adjudged a bankrupt, or if he makes a general assignment for the benefit of his creditors, or if a receiver should be appointed on account of his insolvency, or if he or any of his subcontractors should persistently violate any of the provisions of the Contract, or if he should disregard laws, ordinances or the instructions of the Engineer, then City may, upon certificate of the Engineer when sufficient cause exists to justify such action, serve written notice upon Contractor and his surety of its intention to terminate the Contract, such notice to contain the reasons for such intention to terminate the Contract; and unless, within five (5) days after the serving of such notice, such violations shall cease and satisfactory arrangements for correction thereof be made, the Contract shall, upon the expiration of said five (5) days, cease and terminate. In the event of any such termination, City stall immediately serve written notice thereof upon the surety and Contractor, and the surety shall have the right to take over and perform the Contract, provided, however, that if the surety, within ten (10) days after the serving upon it of notice of termination, does not give City written notice of its intention to take over and perform the Contract or does not commence performance thereof within the ten (10) days stated above from the date of the serving of such notice, City may take over the work and prosecute the same to completion by Contract or by any other method it may deem advisable, for the account and at the expense of Contractor, and Contractor and his surety shall be liable to City for any excess cost occasioned City thereby, and in such event City may, without liability for so doing, take possession of and utilize in completing the work such materials, appliances, plans and other property belonging to Contractor as may be on the site of the work and necessary therefor. In such case Contractor shall not be entitled to receive any further payment until the work is finished. If the unpaid balance of the Contract price shall exceed the expenses of finishing the work, including compensation for additional managerial and administration services, such excess shall be paid Contractor. If such expense shall exceed such unpaid balance, Contractor shall pay the difference to City. The expense incurred by City, as herein provided, and damage incurred through Contractor's.default, shall be certified by the Engineer. ARTICLE VII. The Contractor shall indemnify, defend, and hold harmless the City, and its officers, officials, employees and agents, from and against any and all claims asserted, liability, loss, damage, expense, costs (including without limitation costs and fee of litigation) of every nature arising of, directly or indirectly, or in connection with this Contract or the acts or omissions of Contractor, Contractor's Subcontractors, employees, representatives, agents and invitees including, but not limited to, performance of the work hereunder or failure to comply with any of the obligations contained herein, except such loss or damage which was caused by the established active negligence of City or the established sole negligence CON-3 -...-.- or wilful misconduct of City, its officers, officials, employees and agents. Said indemnification and hold harmless provisions shall be in full force and effect regardless of whether or notthere shall be insurance policies covering and applicable to such liability, loss. damage, expense or cost. The Contractor agrees that the use of any and all public streets and improvements which are part of or subject to this Contract shall be at all times, prior to the final acceptance by the City, the sole and exclusive risk of the Contractor. The Contractor further specifically agrees that he shall indemnify and hold City free of any liability for any accident, loss or damage to the work which is the subject of this Contract prior to its completion and acceptance by the City. ARTICLE VIII. It is further expressly agreed by and between the parties hereto that should there be any conflict between the terms of this instrument and the bid or proposal therefore, then this instrument shall control and nothing herein shall be considered as an acceptance of the said terms of said bid or proposal conflicting herewith. ARTICLE IX. Time is of the essence of this contract and failure to comply with. this provision shall be a material breach of this contract. ARTICLE X. If any part of this contract is held invalid by a court of competent jurisdiction, the balance shall retain its full force and effect. ARTICLE XI. Maintenance of required insurance coverage is a material element of this contract and failure to maintain or renew coverage or to provide evidence of renewal shall be a material breach of this contract. IN WITNESS WHEREOF: The parties hereto have caused this Contract to be executed the day and year first above written. CITY OF ARROYO GRANDE By: Mayor ATTEST: Director of Administrative Services CONTRACTOR By: Title: CON-4 ----- "- GENERAL LIABILITY ENDORSEMENT CITY OF ARROYO GRANDE P.O. Box 550 Arroyo Grande, CA 93421 ATTN: POLICY INFORMATION 1. Insurance Company: Policy Number: 2. Policy Term - From: To: Endorsement Effective Date: 3. 4. Name Insured: 5. Address of Named Insured: 6. Deductible or Self-Insured Retention (Nil unless otherwise specified): $ 7. Coverage is equivalent to: Commercial General Liability "occurrence" form CGOO01. 8. Bodily Injury and Property Damage Coverage is: POLICY AMENDMENTS This endorsement is issued in consideration of the policy premium. Notwithstanding any inconsistent statement in the policy to which this endorsement is attached or any other endorsement attached thereto, it is agreed as follows: 1) INSURED. The City, its elected or appointed officials, employees, agents and volunteers, are included as insured with regard to damages and defense of claims arising from: (a) activities performed by or on behalf of the Named Insured, (b) products and completed operations of the Named Insured, or (c) premises owned, leased or used by the Named Insured or (d) automobiles owned, leased, hired or borrowed by the named insured. 2) CONTRIBUTION NOT REQUIRED. As respects: (a) work performed by the Named Insured for or on behalf of the City; or (b) products sold by the Named Insured to the City; or (c) premises leased by the Named Insured from the City, the insurance afforded by this policy shall be primary insurance as respects the City, its elected or appointed officials, employees, or volunteers; or stand in an unbroken chain of coverage excess of the Named Insured's scheduled underlying primary coverage. In either event, any other insurance maintained by: the City, its elected or appointed officials, employees, agents and volunteers, shall be in excess of this insurance and shall not contribute to it. SCOPE OF COVERAGE. The policy, if primary, affords coverage at least as broad as: 1) Insurance Services Office Commercial General Liability Coverage, "occurrence" form CG0001; or 2) If excess, affords coverage, which is at least as broad as the primary insurance forms referenced in the proceeding sections (1). SEVERABiLITY OF INTEREST. The insurance afforded by this policy applies separately to each insured who is seeking coverage or against CON-5 ---- whom a claim is made or a suit is brought, except with respects to the Company's limit of liability. The inclusion of any person or organization as an insured shall not affect any right which such person or organization would have as a claimant if not so included. PROViSIONS REGARDING THE iNSURED'S DUTIES AFTER ACCiDENT OR LOSS. Any failure to comply with reporting provisions of the policy shall riot affect coverage provided to the City, its elected or appointed officials, employees. agents or volunteers. CANCELLATiON NOTiCE. The insurance afforded by this policy shall not be suspended, voided, canceled, reduced in coverage or in limits except after thirty (30) days' prior written notice by certified mail return receipt requested has been given to the City. Such notice shall be addressed as shown in the heading of this endorsement. INCIDENT AND CLAIM REPORTING PROCEDURE Incidents and claims are to be reported to the insurer at: ATTN: Title: Department: Company: Street Address: Telephone Number: SIGNATURE OF INSURER OR AUTHORIZED REPRESENTATIVE OF THE INSURER I, (print/type name), warrant that I have authority to bind the below listed insurance company and by my signature hereon do so bind this company. SIGNATURE OF AUTHORIZED REPRESENTATIVE (original signature required on endorsement furnished to the City) ORGANIZATION: TITLE: ADDRESS: TELEPHONE: FAX: -- END OF GENERAL LIABILITY ENDORSEMENT-- CON-6 ,.-.__._~- ,- AUTOMOBILE LIABILITY ENDORSEMENT ATTN: POLICY INFORMATION 1. Insurance Company: Policy Number: 2. Policy Term - From: To: Endorsement Effective Date: 3. Name Insured: 4. Address of Named Insured: 5. Limit Liability Any One Occurrence/Aggregate: $ 6. Deductible or Self-Insured Retention (Nil unless otherwise specified): $ . POLICY AMENDMENTS This endorsement is issued in cmsideration of the policy premium. Notwithstanding any inconsistent statement in the policy to which this endorsement is attached or any other endorsement attached thereto, it is agreed as follows: INSURED. The City, its elected or appointed officials, employees, agents and volunteers, are included as insured with regard to damages and defense of claims arising from: (a) activities performed by or on behalf of the Named Insured, (b) products and completed operations of the Named Insured, or (c) premises owned, leased or used by the Named Insured, or (d) automobiles owned, leased, hired, or borrowed by the Named Insured. CONTRIBUTION NOT REQUIRED. As respects: (a) work performed by the Named Insured for or on behalf of the City; or (b) products sold by the Named Insured to the City; or (c) premises leased by the Named Insured from the City, the insurance afforded by this policy shall be primary insurance as respects the City, its elected or appointed officials, employees, or volunteers; or stand in an unbroken chain of coverage excess of the Named Insured's scheduled underlying primary coverage. In either event, any other insurance maintained by the City, its elected or appointed officials, employees, agents or volunteers, shall be in excess of this insurance and shall not contribute t SCOPE OF COVERAGE. The policy, if primary, affords coverage at least as broad as: 1) Insurance Services Office form number CA 0001 (ed. 1/78), Code 1 (any auto) and endorsement CA 0025. 2) If excess, affords coverage, which is at least as broad as the primary insurance forms referenced in the preceding section (1). SEVERABILITY OF INTEREST. The insurance afforded by this policy applies separately to each insured who is seeking coverage or against whom a claim is made or a suit is brought, except with respects to the Company's limit of liability. The inclusion of any person or organization as an insured shall not affect any right which such person or organization would have as a claimant if not so included. PROVISIONS REGARDING THE INSURED'S DUTIES AFTER ACCIDENT OR LOSS. Any failure to comply with reporting provisions of the policy or breaches or violations of warranties shall not affect coverage provided to the City, its elected or appointed officials, employees. agents or volunteers. CANCELLATION NOTICE. The insurance afforded by this policy shall not be suspended. voided, canceled, reduced in coverage or in limits except <lfter thirty (30) days' prior written notice by certified mail return receipt CON-7 requested has been given to the City. Such notice shall be addressed as shown in the heading of this endorsement. INCIDENT AND CLAIM REPORTING PROCEDURE Incidents.and claims are to be reported to the insurer at: ATTN: Title: Department: Company: Street Address: Telephone Number: SIGNATURE OF INSURER OR AUTHORIZED REPRESENTATIVE OF THE INSURER. I, (prinUtype name), warrant that I have authority to bind the below listed insurance company and by my signature hereon do so bind this company. SIGNATURE OF AUTHORIZED REPRESENTATIVE (original signature required on endorsement furnished to the City) ORGANIZATION: TITLE: ADDRESS: TELEPHONE: FAX: -- END OF AUTOMOBILE LlABILlTY-- . CON-8 WORKER'S COMPENSA TION/EMPLOYMENT LIABILITY ENDORSEMENT ATTN: POLICY INFORMATION 1. Insurance Company: Policy Number: 2. Policy Term - From: To: Endorsement Effective Date: 3. Name Insured: 4. Address of Named Insured: 5. Limit Liability Any One Occurrence/Aggregate: $ 6. Deductible or Self-Insured Retention (Nil unless otherwise specified): $ POLICY AMENDMENTS In consideration of the policy premium and notwithstanding any inconsistent statement in the policy to which this endorsement is attached or any other endorsement attached thereto, it is agreed as follows: Cancellation Notice. The insurance afforded by this policy shall not be suspended, voided, canceled, reduced in coverage or in limits except after thirty (30) days' prior written notice by certified mail return receipt requested has been given to the City. Such notice shall be addressed as shown in the heading of this endorsement. Waiver of SubroClation. The Insurance Company agrees to waive all rights of subrogation against the City, its elected or appointed officials, agents and employees for losses paid under the terms of this policy which arise from work performed by the Named Insured for the City. SIGNATURE OF INSURER OR AUTHORIZED REPRESENTATIVE OF THE INSURER I, (print/type name), warrant that I have authority to bind the below listed insurance company and by my signature hereon do so bind this company. SIGNATURE OF AUTHORIZED REPRESENTATIVE (original signature required on endorsement furnished to the City) ORGANIZATION: TITLE: ADDRESS: TELEPHONE: FAX: CITY OF ARROYO GRANDE ("the City") A Municipal Corporation ATTN: This certifies to the City that the following described policies have been issued to the Insured named below and are in force at this time. Insured: CON-9 - --,_._.,-~-_..- -..-- .--- Address: . Description of operations/locations/products insured (show contract name and lor number, if any): POLICIES LIMITS POLICY EXPIRATION AND INSURERS BODILY INJURY PROPERTY NUMBER DATE DAMAGE Worker's Compensation Employer's Liability $ (Name of Insurer) Best's Ratino Check Policy Type: o Comprehensive Claims-made - o General Liability Occurrence_ o Commercial General Each Occurrence Each Occurrence Liability $ $ (Name of Insurer) or Best's Rating: Combined Single Limit $ Aooreoate $ Business Auto Policy Each Person Each Accident Liability Coverage $ $ . Symbol (Name of Insurer) Each Accident Best's Rating: $ Combined Single Limit $ Umbrella Liability Claims-Made - Occurrence_ (Name of Insurer) Occurrence/Aggregate $ Best's Rating: Self Insured Retention $ CON-10 .--- The following coverage or conditions are in effect YES NO The City, its officials, and employees, agents and volunteers, are named on all liability policies described above as insured as respects: (a) activities performed for the-City by or on behalf of the named insured, (b) products and completed operations on the Named Insured, and (c) Dremises owned, leased or used bv the Named Insured. Products and Comoleted ODerations. The undersigned will mail to the City 30 days' written notice by receipted delivery of cancellation or deduction of coveraoe or limits. Cross Liabilitv Clause (or eouivalent wordina). Personallniurv, Perils A, B, and C. Broad form pronertV Damaoe X, C, U hazards included. Contractual Liabilitv Coveraoe aDDivino to this Contract. Lio uor LiabiHtv. Coverage afforded the City, its officials, employees, agents and volunteers, as insured applies as primary and not excess or contributing to any insurance issued in the name of the Citv_ Waiver of subroaation from Workers' Comoensation insurer. This certificate is issued as a matter of information. This certificate is not an insurance policy and does not amend, extend or alter the coverage afforded by the policies listed herein. Notwithstanding any requirement,. term or condition of any contract or other document with respect to which this certificate of insurance may be issued or may pertain, the insurance afforded by the policies described herein is subject to all the terms, exclusions and conditions of such policies. Agency of Brokerage Insurance Company Address Home Office Name of Person to be Contacted Authorized Signature Telephone Number Date Note: Authorized signatures may be the agent's if agent has placed insurance through an agency agreement with the insurer. If insurance is brokered, authorized signature must be of official of insurer. This information must include all construction work undertaken in the State of California by the bidder and any partnership, joint venture or corporation that any principal of the bidder participated in as a principal or owner for the last five calendar years and the current calendar year prior to the date of bid submittal. Separate information shall be submitted for each particular partnership, joint venture, corporate or individual bidder. The bidder may attach any additional information or explanation of data which he would like taken into consideration in evaluating the safety record. An explanation must be attached of the circumstances surrounding any and all fatalities. CON-11 Mid State Plumbing and Drain Cleaning, Inc. P.O. Box 1807 Pismo Beach, CA 93448 805473-8210 Fax 805 473-8288 License #779258 C11Y OF ARROYO GRANDE P.O. BOX 550 ARROYO GRANDE, CA 93421 ATTN: DON SPAGNOLO Re: Retrofit Program Dear Don, In regards to the contract for the retrofit program, we will need to increase the price of the toilets by $38.90. This includes the 10" rough toilets. We will keep all other items at the same price. This price will cover the increase in our cost of toilets and insurance. Our insurance will need to be renewed on March 3, 2005. We will need to know prior to that date jf our contract will be amended or extended. Tha~ C ~ " Rex Springer ~ - President - Mid stare PI" 109 and Drain Qeanlng, Inc. ----- --..-...--.- --"--'--, 8.k. MEMORANDUM TO: CITY COUNCIL FROM: DON SPAGNOLO, DIRECTOR OF PUBLIC WORKS/CITY ENGINEER r!If' SUBJECT: CONSIDERATION TO APPROVE THE PLANS AND SPECIFICATIONS AND AUTHORIZATION TO SOLICIT BIDS FOR THE THEIS/KEISLER TENNIS COURT ADDITION PROJECT, PW 2004-02 DATE: MARCH 22, 2005 RECOMMENDATION: It is recommended the City Council: 1. approve the plans and specifications for the Theis/Keisler Tennis Court Addition Project, PW 2004-02; 2. authorize the Public Works Department to solicit public construction bids; 3. find that the project is categorically exempt from CEQA pursuant to Section 15301(e); and, 4. direct the Director of Administrative Services to file a Notice of Exemption. FUNDING: The project is included in the FY 2004/05 Capital Improvement Program and is being funded from the Park Development Fund. The engineer's estimate for construction is $155,000. DISCUSSION: On September 28, 2004, the City Council directed staff to solicit bids for the Theis/Keisler Tennis Court Addition Project. On November 13, 2004, one bid was received from R. Burke Construction in the amount of $287,094.00, which was higher than the Engineer's Estimate of $155,000. On December 14, 2004, the City Council rejected the sole construction bid and directed that staff solicit bids again in spring 2005. It was determined that the City might receive more bids in the spring time based on comments from specialty tennis court contractors. The scope of work for the project involves the construction of an additional tennis court at the Soto Sports Complex. There are currently four tennis courts at the complex that were constructed in the 1980's. The original design drawings called for five courts, however, the fifth court was eliminated due to funding constraints. This project will complete the original design concept. The Parks, Recreation and Facilities Department reviewed the addition of the fifth court with the Parks & Recreation Commission on February 13, 2003 and recommended that the Council proceed with the project. r CITY COUNCIL CONSIDERATION OF AUTHORIZATION TO SOLICIT BIDS FOR THE THEIS/KEISLER TENNIS COURT ADDITION PROJECT, PW 2004..()2 MARCH 22, 2005 PAGE 2 Additional project items include reconstruction of the existing slope and grade of the concrete pathways, replacing drinking fountains and benches, and creating a ramp to the tennis courts from the parking lot for people with disabilities. Bid alternates include the installation of additional electrical lighting assemblies and a handball wall. The design of the project remains as originally presented to Council on September 28, 2003 and the plans and specifications are ready for public bid. Staff has determined that the project is categorically exempt from CEQA pursuant to Section 15301(e). Construction is expected to begin in May 2005 and be completed by July 2005. ALTERNATIVES: The following alternatives are provided for the Council's consideration: . Approve staffs recommendations; . Substitute the project with another parks improvement project; . Reallocate funding for other purposes; or . Provide direction to staff. Attachments: 1. Project Schedule 2. Notice of Exemption S:\PUBLIC WORKS ENGINEERING SHARED ITEMS\Capital Projects\2004\Tennis Court Addition\CouncillAuthorization to Solicit Bids (March 2005)\Council Memo - Authorization to Solicit Bids.doc ---. .-- ---.- Attachment No. 1 reUyol~ro~ Tentative Project Schedule For TheislKeisler Tennis Court Addition Project Project No. PW 2004-02 (350-5524-XXXX) Authorization to Solicit Bids (City Council Meeting) ................................................... March 22,2005 1st Notice to Bidders................................................................................................. March 25, 2005 2nd Notice to Bidders.................................................................................................... April I , 2005 Pre-Bid Conference / Job Walk (Tuesday, 2:00 pm, City Council Chambers) ..................... April 12, 2005 Bid Opening (Thursday, 2:00p.m. City Council Chambers)................................................. April 21, 2005 Memorandum to Council........................................................................................... April 29, 2005 Authorization to Award Contract (City Council Meeting) .................................................. May 10,2005 Notice of Award ......................................................................................................... May II, 2005 Notice to Proceed ....... ...... ........................................ .......... ................................... ... ... ...... May 2005 Contract Completion (90 calendar days) ................................................................................July 2005 Last printed 3/8/2005 11: 17 AM Attachment No.2 Notice of Exemption To: Office of Planning and Research From: (Public Agency) City of Arroyo Grande 1440 Tenth Street, Room 121 P.O. Box 550 Sacramento, CA 95814 Arroyo Grande, CA 93421 00 County Clerk County of San Luis Obispo County Government Center San Luis Obispo, CA 93408 Project Title: Theis/Keisler Tennis Court Addition Proiect Project Location. Specific: SOlo Soorts Como/ex fin me City of Arrovo Grande off Ash Street! Project Location. CIty: Arrol'D Grande Project Location - County: San Luis Obisno Description of Project: Cons/ruc/ion ofTennts Court Name of Public Agency Approving Project: City of Arrovo Grande - Public Works Denar/men/ Name of Person or Agency Carrying Out Project: Thomas Korman. P.E. Exempt Status: (check one) o Ministerial (Section 12080(b)(I); 15268); o Declared Emergency (Sec. 21080(b)(3); 15269(a)); o Emergency Project (Sec. 21080(b)(4); I 5269(b)(c)); 00 Categoricat Exemption. State type and section number: Sec/ion } 5301 re) o Statutory Exemptions. State code number: Reasons Why Project Is Exemp~: Proiect involves construction of an additional tennis court which was Dart of oriflinal SDorts ComDlex Master Plan. Lead Agency Contact Person: Thomas Korman. P.E. Area CodelTelephonelExtension: (805) 473-5447 If filed by Applicant: 1. Attach a certified document of exemption froding. 2. Has a Notice of Exemption been filed by the public agency approving the project? 00 Ves ONo Signature: Date: Title: Public Works Director 00 Signed by Lead Agency o Date received for filing at OPR: 0 Signed by Applicant -----.....-- - --- 8.1. MEMORANDUM TO: CITY COUNCIL FROM: ROB STRONG ~ COMMUNITY DEVELOPMENT DIRECTOR BY: ~. KELLY HEFFERNON . ASSOCIATE PLANNER SUBJECT: CONSIDERATION OF RESOLUTION DENYING AMENDED CONDITIONAL USE PERMIT CASE NO. 04-001 TO ALLOW A FINANCIAL INSTITUTION TO OCCUpy BUILDING "J" OF THE FIVE CITIES SHOPPING CENTER; 911 RANCHO PARKWAY; WELLS FARGO BANK DATE: MARCH 22, 2005 RECOMMENDATION: It is recommended that the City Council adopt a Resolution denying Amended Conditional Use Permit (ACUP) 04-001. FUNDING: No fiscal impact. DISCUSSION: Backaround The City Council took tentative action to deny ACUP 04-001 on March 8, 2005. Attached is the supporting Resolution for denial. ----- ------- ---- --_._-_._.._-_._~ RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DENYING AMENDED CONDITIONAL USE PERMIT CASE NO. 04-001 TO ALLOW A FINANCIAL INSTITUTION IN BUILDING "J" OF THE FIVE CITIES SHOPPING CENTER; 911 RANCHO PARKWAY; WELLS FARGO BANK WHEREAS, the City Council of the City of Arroyo Grande held duly noticed public hearings on May 25, 2004, February 8, 2005, and March 8, 2005 to consider Amended Conditional Use Permit No. 04-0014, filed by Wells Fargo Bank to amend Conditional Use Permit 96-541, as previously amended, to allow a financial use in Building" J" of the Five Cities Shopping Center; and WHEREAS, as part of its consideration of the application, the City Council reviewed and considered the information and public testimony presented at the public hearings, the staff reports and other information and documents that were part of the public record; and WHEREAS, the City Council finds, after due study, deliberation and public hearing, that the following circumstances exist: 1. The proposed development will impair the integrity and character of the neighborhood because the proposed use will generate traffic beyond what was originally anticipated with Conditional Use Permit No. 96-541. 2. The proposed use will be detrimental to the public health, safety, or welfare, or materially injurious to properties or improvements in the vicinity because the increased trips resulting from the project will adversely impact traffic. 3. The proposed use will not generate sales tax revenue, which was one of the findings made with approval of CUP 96-541 upon which the statement of overriding considerations was based. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Arroyo Grande hereby denies Amended Conditional Use Permit Case No. 04-001 based on the above findings incorporated herein by this reference. On motion by Council Member , seconded by Council Member , and by the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was adopted this 22nd day of March 2005. RESOLUTION NO. Page 2 TONY FERRARA, MAYOR ATTEST: KELLY WETMORE, DIRECTOR OF ADMINISTRATIVE SERVICES! CITY CLERK APPROVED AS TO CONTENT: STEVEN ADAMS, CITY MANAGER APPROVED AS TO FORM: TIMOTHY J. CARMEL, CITY ATTORNEY --- . a.m. MEMORANDUM TO: CITY COUNCIL FROM: TIMOTHY J. CARMEL, CITY ATTORNEY~ SUBJECT: CONSIDERATION OF RESOLUTION ACCEPTING GRANT DEED FOR REAL PROPERTY AT 206 N. HALCYON ROAD DATE: MARCH 22, 2005 RECOMMENDATION: It is recommended the City Council: 1) Adopt a Resolution accepting a Grant Deed for Real Property located at 206 N. Halcyon Road; 2) Authorize the City Manager to execute escrow instructions and related documents; and 3) Authorize an appropriation of $5,400 from the General Fund for escrow and related expenses. FUNDING: The negotiated cost of the property is $128,600. Escrow and related expenses to close this transaction are estimated not to exceed $5,400. Funds have been allocated for acquisition of this property and are included in the Capital Improvement Fund (350- 5411-7302). DISCUSSION: On February 10, 2004, the City Council approved a Purchase and Sale Agreement between the City and the International Union of Operating Engineers (Local Union Number 12, AFL-CIO) for the purchase of real property located at 206 N. Halcyon Road, Arroyo Grande. The property is located immediately adjacent to the Police Station and is being acquired to expand parking for the Police Department. The property is ideal for immediate additional Police Department parking and could also maintain a number of other uses based on the City's long-term needs. The property is currently in escrow, which is expected to close within the next two weeks. Pursuant to Government Code section 27281, grant deeds conveying an interest in real property to a municipal corporation cannot be recorded without a resolution or certificate of acceptance from the City Council. It is recommended that the Council adopt the attached Resolution accepting the deed transferring the subject real property. Attachment: 1. Grant Deed RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE ACCEPTING A GRANT DEED FOR REAL PROPERTY LOCATED AT 206 N. HALCYON ROAD WHEREAS, on February 10, 2004, the City Council entered into a Purchase and Sale Agreement ("Agreement") between the City of Arroyo Grande ("City") and the International Union of Operating Engineers ("IUOE") for the purchase and sale of real property located at 206. N. Halcyon Road; and WHEREAS, the Agreement has been consummated, a Grant Deed has been executed by IUOE, and said Deed has been presented to the City. WHEREAS, it is necessary for the City to execute a Certificate of Acceptance before the deed may be recorded. NOW THEREFORE BE IT RESOLVED that the City Council of the City of Arroyo Grande hereby consents to the recordation of the Grant Deed for Real Property located at 206 N. Halcyon Road and authorizes the Mayor to execute a Certificate of Acceptance of said Grant Deed. On motion by Council Member , seconded by Council Member , and on the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this _ day of March 2005. -- ..----- RESOLUTION NO. PAGE 2 TONY M. FERRARA, MAYOR ATTEST: KELLY WETMORE, CITY CLERK APPROVED AS TO CONTENT: STEVEN ADAMS, CITY MANAGER APPROVED AS TO FORM: TIMOTHY J. CARMEL, CITY ATTORNEY I I I I i I I i 1 ! ___m_ -.~ --....------ 9.a. CITY OF ARROYO CITY COUNCIL NOTICE OF PUBLIC HEARING NOTICE IS HEREBY GIVEN that a Public Hearing will be held by the City Council of the City of Arroyo Grande on TUESDAY, MARCH 22, 2005 at 7:00 p.m. in the Arroyo Grande City Council Chambers, 215 E. Branch Street, Arroyo Grande, to consider the following items: APPLICANT: City of Arroyo Grande LOCATION: Citywide PROPOSAL: The City Council is requested to 1) Provide final approval of proposed projects to be funded with the City's allocation of Community Development Block Grant (CDBG) funds for Year 2005. 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: Categorically Exempt REPRESENTATIVE: Jim Bergman, Assistant Planner In compliance with the California Environmental Quality Act (CEQA), it has been determined pursuant to Section 15061 (b )(1) of the CEQA Guidelines that the activity is not a project as determined in Section 15378. Any person affected or concerned by this proposal may submit written comments to the Administrative Services Department before the City Council hearing, or appear and be heard in support of or opposition to the project. Any person interested in the proposal can contact the Community Development Department at 214 E. Branch Street, Arroyo Grande, California, during normal business hours (8:00 a.m. to 5:00 p.m.). If you challenge an item 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 invalidat~ the action of the legislative body for which the notice was given. , / t~ U". Kelly We ore, ity Clerk Publish n, The Tribune, Saturday, March 12,2005 MEMORANDUM TO: CITY COUNCIL FROM: ROB STRONG, COMMUNITY DEVELOPMENT DIRECTOR K. S , BY: JIM BERGMAN, ASSISTANT PLANNER fd..5 SUBJECT: CONSIDERATION OF APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROJECTS FOR YEAR 2005 DATE: MARCH 22, 2005 RECOMMENDATION: It is recommended the City Council adopt a Resolution approving Community Development Block Grant (CDBG) projects for Year 2005. FUNDING: The County has estimated that $120,586 in CDBG funds will be available to the City in the fall of 2005. This estimate has been reduced by $7,038 since the City Council's preliminary approval of proposed projects at the December 14, 2004 public hearing. The available amount is approximately 5.5% less than the allocation for the 2004 fiscal year. DISCUSSION: On July 15, 2002 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, 2003, 2004, and 2005. 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. These 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 29, 2004. Staff held a "Needs Assessment Workshop" on October 20, 2004 to gather input from the public regarding the allocation of CDBG funds. On December 14, 2004, the City Council held a public hearing and gave preliminary approval of projects and funding. On January 20, 2005 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 December 14, 2004. The column titled "New --~.._-~.._----- -----._--- CITY COUNCIL CONSIDERATION OF APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROJECTS FOR YEAR 2005 MARCH 22, 2005 PAGE 2 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 were reduced equally by $132; Public Facilities - funds for ADA improvements at City facilities were reduced instead of funds for rehabilitation of the EOC Clinic; Area Benefit - funds for Code Enforcement were reduced by $1 ,6ag based upon previous direction of Council to allow more funds toward Fac;:ade Grants; Administration - Administrative funds were reduced by $1,408 and it should be noted that staff now recommends that these funds should be allocated between "Administration" and "Capacity Building" to allow for the payment of expenses related to implementing citywide affordable housing projects. Please refer to Attachment 2 (CDBG applications) for background information on each of the requests. $1,162 $3,219 $868 $2.061 $1,661 $6,087 $1,368 $1,662 $18,088 Public Facilities EOC - A.G. Clinic Strother and Elm Street Parks AD 1m rovements Economic Deveio ment Small Business Developmen Center Subtotai . $28,941 otai Grant ~---_..._.- CITY COUNCIL CONSIDERATION OF APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROJECTS FOR YEAR 2005 MARCH 22, 2005 PAGE 3 ALTERNATIVES: 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. Attachments: 1. CDSG applications (12) -- ._- ---,~ RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF TH-E CITY OF ARROYO GRANDE DETERMINING THOSE PROJECTS TO BE FUNDED WITH THE CITY'S ALLOCATION OF PROGRAM YEAR 2005 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDS WHEREAS, via a Cooperation Agreement with the County of San Luis Obispo (hereafter referred to as "County") executed on July 15, 2002, 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 County wishes to submit to HUD a "One-Year Action Plan of the Consolidated Plan" as required by 24 CFR Part 91 to establish which activities 2005 CDBG, HOME and ESG program funds will be used for by the County; and WHEREAS, the City expects to receive $120,586 in entitlement CDBG funds in 2005; and WHEREAS, in October 2004, the County published a "Request for Proposals" for projects to be funded under the 2004 CDBG Programs. which provided that proposals were to be submitted by October 29, 2004; and WHEREAS, on October 20, 2004 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 December 14, 2004, the City Council gave preliminary approval to a proposed listing of 2005 CDBG Projects; and WHEREAS, the County published a notice in the Telegram Tribune, specifying those projects to be proposed in the public review Draft 2004 One-Year Action Plan to receive CDBG funds in 2005; and WHEREAS, on January 20, 2005 the County conducted a public workshop for the City of Arroyo Grande to receive comments on the proposed Draft 2005 One-Year Action Plan; and RESOLUTION NO. PAGE 2 WHEREAS, on March 22, 2005, the City Council held a duly noticed public hearing to further consider the City's Program Year 2005 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 2005 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. On motion of Council Member , seconded by Council Member , and on the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this 22nd day of March, 2005. ! I I RESOLUTION NO. PAGE 3 TONYFERRARA,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 2005 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDS $1,162 $1,294 $3.500 $1,246 $3.219 $3,351 $4,500 $3,300 $868 $1,000 $1,000 $0 $2,061 $2,193 $5,500 $2,145 $1,661 $1,793 $3,000 $1,745 $6,087 $6,219 $20,000 $6,171 $1.368 $1,500 $1,500 $0 $1,662 $1,794 $10,000 $1,746 Subtotal $18,088 $19,144 Public Facilities EOC - A.G. Clinic Strother and Elm Street Parks ADA 1m rovements Subtotal Economic Develo ment Small Business Development Center Subtotal . $28,941 Subtotai otal Grant --------- . ATTACHMENT 1 CITY OF ARROYO GRANDE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM APPLICATION FOR FUNDING DURING 2005 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: Elizabeth "Biz" Steinberg, Chief Executive Officer Phone: 805-544-4355 Fax: 805-549-8388 E-mail: esteinbere@eocslo.ore 2. Title/name/address of proposed project or program: Forty Wonderful Program EOC Health Services 705 Grand Avenue San Luis Obispo, CA 93402 3. Please describe the proposed project or program EOC Health Services (EOCHS) 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 honnone testing, complete blood chemistry, and appropriate medical referrals as needed. Honnone replacement therapy is provided as appropriate. 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 Avenue. A sliding fee scale is based on the patient's income, however, no one is turned away due to inability to pay for services. EOCHS' purchasing contracts with pharmaceutical companies allows patients to r receive honnone replacement therapy at a greatly reduced price. I , 4. Total amount of CDBGJunds requested: $ 12.500 I Please identify the jurisdiction(s) to which you are applying: f l City of Arroyo Grande: $ 3.500 City of Paso Robles: $ 3.500 I City of Atascadero: $ 2.500 City of San Luis Obispo: f City of Grover Beach: $ 3.000 County of San Luis Obispo: i County wide: , , i .' 2005 CDBG Application Organization: EOC Forty Wonderful Program 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 I. CDBG Funds requested $ 12.500 2, Other Federal fund(s) (please describe below) $ 3, State source(s) (please describe below) $ 20.000 4, Local source(s) (please describe below) $ 4.000 5. Other funds (please describe below) $ 25.000 Total Revenues $ 61.500 b. Expenditures: See attachment B for detailed breakdown, 1, Salaries and Wages $ 28.944 2. Mammograms/Pap Smears $ 15.500 3. CultureslLab Work $ 12.000 4. Miscellaneous $ 500 5. Indirect & Administrative Expense $ 4.556 Total Expenses $ 61.500 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 funds received are earmarked for general operating support for the Forty Wonderful Program; 5( d) details the funding sources for this 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. Funding from government agencies gives immeasurable credibility to a project 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. 6. Does the proposed project or activity meet one ofthe three national objectives of the CDBG program? Please check one of the objectives below that applies to the I proposal, and explain how the project or activity meets that national objective. f a, X Benefits low- and moderate-income persons as defined by the U.S, Department of ~ Housing and Urban Development (HUD). r I I I [2] i , .. 2005 CDBG Application Organization: EOC Forty Wonderful Program 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 uom the project or program (regardless of income group): 200 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)? J(L 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)? J1!L PERSONS 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 uom the CDBG funds (regardless of income group): , , 200 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)? ~ PERSONS c. Of the total number of persons or households entered above, how many will be , t very low-income (earning 50% or less of the County median-income)? r t 170 PERSONS f i I ~, i ! I [3] , ! i -----~, --- 2005 CDBG Application Organization: EOC Forty Wonderful Program 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 ofthe 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 confonns to the California Department of Community Services and Development Data-Client Characteristics Report (See Exhibit C) which is used to report the demographic infonnation 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 detennined 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 is the only clinic in the County that provides 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"; 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? If yes, please answer the following questions: a. What new programs and/or services will be provided? As of July 1,2004, the Public Health Department closed its South County clinic and discontinued reproductive health services. We are receiving referrals from them which we believe will significantly increase the number of clients we have for this program. As a result we have doubled our projected client load for this year. [4] _....._,,^ 2005 CDBG Application Organization: EOC Forty Wonderful Program b. Describe how existing programs and/or services will be expanded and what percentage of an increase is expected? According to the 2004 San Luis Obispo Economic Outlook - UCSB Economic Forecast Project, "The most interesting observation to come out of the Demographic Detail is that San Luis Obispo County's population is aging. In the past decade, the median age of the County's population has increased from 34.4 years to 38.2 years." With that in mind it is highly likely there will be a continued and increased demand from the over-40, female population for the health services offered through the Forty Wonderful Program. 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 ). --X.... Public services 15. Describe the need and the degree of urgency for the proposed project or program. What would be the consequences ifthe proposed project or program is not funded in the next year? The American Cancer Society's Cancer Facts and Figures cites cancer rates in San Luis Obispo County at a rate 13% higher than the State average. According to the ACS, "a lack of health insurance is associated with lower survival among breast cancer patients." 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 diagnosis. 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. 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 certify that the information in this application is true and accurate to the best of my knowledge and ability. ~/. 4M'~ Mel Ro(enblat te Chief Administrative Officer [5] '"'-.- Attachment "A" Economic Opportunity Commission of San Luis Obispo County, Inc. Budgeted Funding Sources for Forty Wonderful Program 2005 Program Year Revenues: CDBG Funds Requested $12,500 State Funds - Medi-Cal 20,000 Local Sources - Grants-In-Aid 4,000 Other Funds - Mums For Mammograms 15,000 Other Funds - Patient Revenue 8,000 Other Funds - Donations 2,000 Total Revenues $61,500 .- ~.__...- Attachment "B" Economic Opportunity Commission of San Luis Obispo County, Inc. Budgeted Expenditures for Forty Wonderful Program 2005 Program Year Exuenditures: Salaries and Wages $28,944 MammogramslPap Smears 15,500 CultureslLab Work 12,000 Miscellaneous 500 Indirect and Administrative Expense 4,556 Total Expenditures $61,500 State of California Depar'.men,t ~f Community Services and Development EXHIBIT I CSBG Programmatic Data.Client Characteristic Report (Semi.Annual) CSD 295-CCR (Rev 2/04) Contractor Name: I Date: I I 1 Icontract#: ~ Prepared By (print name/title): I Report Period: Please report demographic client data for both Family Development Clients and Safety Net Clients on this form. Note: Complete demographics are required for Family Development Clients and agencies should make every attempt to collect demographic data on Safety Net Clients. 2 Total unduplicated number of persons about whom one or more characteristics were obtained 3 Total unduplicated number of persons about whom no characteristics were obtained 4 Total unduplicated number of families about whom one or more characteristics were obtained 5 Total unduolicated number of families about whom no characteristics were obtained I 6. Gender Number of Persons. 1112. Famllv Size Number of Families *** a. Male a. One b. Female b. Two 'Total c. Three 17. Age Number of Persons. d. Four a. 0-5 e. Five b. 6-11 f. Six c. 12-17 g. Seven d. 18-23 h. Eight or more e. 2444 -Total f. 45-54 13. Source of Famllv Income Number of Families g. 55-69 a. Unduplicated # of Families h. 70+ Reporting One or More Sources I I .Total of Income*** I 8. Ethnlcltv/Race Number of Persons. b. No income I. Ethnlcity c. TANF a. Hispanic or Latino .Totall I ;: SSI b. Not Hispanic or Latino Social Security Pension /I. Race I ~ General Assistance a. African American I Unemployment Insurance b. White c: Other Employment + other source . d. Multi-Race <any 2 or Employment only more of the above) k. Other. .Totall 14. level of Family Income Number of Families *** 19. Education level of Adults Number of Persons 24+~ % of HHS uldellne a. Up to 50% a. 0-8 b. 51% to 75% b. 9-121non-graduate c. 76% to 100% c. High sch. GradJGED d. 101% to 125% d. 12+ some post secondary e. 126% to 150% e. 2 or 4 yr. College graduates f. 151% and over **Total -'Total 110. Other Characteristics Number of Persons**** 15. Housin Number of Families *** # of Persons # Surveved a. Own a. No Health insurance I I b. Rent b. Disabled I 1 c. Homeless 111. Family Type Number of Famllies*** d. Other a. Single parent/female *"*Total b. Single parent/male 16. Other famll characteristics Number of Families c. Two-parent household a. Farmer d. Single person b. Migrant Farmworker e. Two adults - no children c. Seasonal FarITNYorker f. Other ***Total * The sum In this category should not exceed the value of item 2. ** The sum In this category should not exceed the value of Item 7e..f1. ..... The sum In this category should not exceed the value of Item 4. - The numbers reported under either column should not exceed the value of Item 2. ~..- , CITY OF ARROYO GRANDE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM APPLICATION FOR FUNDING DURING 2005 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: Elizabeth "Biz" Steinberg, Chief Executive Officer Phone: 805-544-4355 Fax: 805-549-8388 E-mail: esteinberg@,eocslo.org 2. Title/name/address of proposed project or program: Senior Health Screening EOC Health Services 705 Grand Avenue 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. The Senior Health Screening team consists of a supervisor Registered Nurse (RN), another part time RN, clerk, and volunteer hearing and vision specialists. This self contained team brings all equipment and supplies to each of the 20 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 go to 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 infonnality 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. 2005 CDBG Application Organization: EOC Senior Health Screening There are numerous examples of how Senior Health Screening has detected serious health problems that might otherwise have been ignored. At a clinic, a Senior Health Screening nurse detected a low hemoglobin level and referred the senior to a physician who identified a colon tumor as the cause. In another case, a senior mentioned her increasing loss of equilibrium and was referred for additional tests which indicated a brain tumor. In both cases, this early detection resulted in successful surgical outcomes. According to Josephina G. Carbonell, Assistant Secretary for Aging, Administration for Aging, "Our goal is to empower seniors to make the choices necessary to allow them to live healthy, active and independent lives. " 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. 4. Total amount ofCDBG funds requested: $17.500 City of Arroyo Grande: $ 4.500 City of Paso Robles: $ 6.000 City of Atascadero: $ 2.500 City of San Luis Obispo: City of Grover Beach: $ 4.500 County of San Luis Obispo: County wide: 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 I. CDBG Funds requested $ 17.500 2. Other Federal fund(s) (please describe below) $ 14.100 3. State source(s) (please describe below) $ 4. Local source(s) (please describe below) $ 24.000 5. Other funds (please describe below) $ 8.500 Total Revenues $ 64.100 b. EXDenditures: See Attachment B for detailed breakdown 1. Salaries and wages $ 43.262 2. Program supplies $ 5.000 3. Office expenses (~ent, supplies, utilities, etc.) $ 5.000 4. Transportation $ 600 5. Training $ 1.350 6. Utilities $ 1.400 7. Repairs and maintenance $ 2.750 8. Indirect & administrative expenses $ 4.748 Total Expenses $ 64,100 [2] 2005 CDBG Application Organization: EOC Senior Health Screening c. How do you plan to fund the operation and maintenance costs (if any) associated with this project? AIe these funds available now? If not, when will they be available? And from what source(s)? All funds received are eannarked 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. Funding from government agencies lends important credibility to a project. 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. 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). 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 PERSONS b. Of the total number of persons or households entered above, how many will be low-income (eaming'sl% - 80% or less of the County median-income)? 90 PERSONS [3] ----- --.--.-- 2005 CDBG Application Organization: EOC Senior Health Screening 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)? 810 PERSONS 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): 900 ' 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)? 90 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)? 810 PERSONS 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 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, the working poor, and other low-income residents. 10. How do you currently collect demographic data on the beneficiaries of the proposed project or program? (Example: racial/ethnic characteristics) 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 (See Exhibit C) which is used to report demographic information semi-annually to the State. [4] ~-_._--- --- .--------------- -- -------,...--..---...--.--,.....-..- 2005 CDBG Application Organization: EOC Senior Health Screening 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 this healthcare crisis without experiencing financial ruin or neglecting a serious 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: a. What new programs and/or services will be provided? With current and significant cutbacks of health services at the federal level, the worst budget crisis in the history of the State of California, and the trickle down impact on local government supported programs, it is the goal ofEOC Health Services to sustain this vital program for county seniors. It is not likely, at least for this year, that new services will be added to the Senior Health Screening program. b. Describe how existing programs and/or services will be expanded and what percentage of an increase is expected? As the clients and demand for Senior Health Screening increase, EOC Health Services will continue to seek out affordable (free) and accessible clinic sites throughout the county. No one attending a Senior Health Screening clinic is ever turned away because of an inability to pay for services. In response to local demand, EOC Health Services will open another Senior Health Screening sit!:' in Pismo Beach by the end of the year. EOC Health Services will also continue to expand outreach services at health fairs and advocacy forums targeting seniors and their special health care needs. [5] I , I 2005 CDBG Application Organization: EOC Senior Health Screening 14. Check any of the following eligible activity categories that apply to the proposed project or program: -----X- 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. We also see a growing population of working poor, people that do not have health insurance and do not qualify for Medicare. According to the 2004 San Luis Obispo Economic Outlook-UCSB Economic Forecast Project, the county will see continued growth in the senior population as "the most dramatic increase in population proportion has been in the age cohort with ages between 45 and 64." 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 situations or concerns that may arise. When seniors are poor, non-English speaking, or geographically or culturally isolated, the 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. In the past, Senior Health Screening has received funding from the County, local cities, United Way, and private donations. However, increased competition for funding and escalating client needs demand that we further diversify our funding. Without CDBG support, EOC's ability to maintain the level of this essential 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 [6] - _.,~. 2005 CDBG Application Organization: EOC Senior Health Screening proud of its long and successful history of collaboration. Some of our collaborative partners that coordinate services and resources and cross-refer for patient services include: Long's Phannacy, Area Agency on Aging's "Vial of Life" program, SLO County Library, HealthPlus Phannacy, 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 affording them appropriate networking opportunities. I certify that the iriformation in this application is true and acqurate to the best of my knowledge and ability. Mel Rosenblat Chief Administrative Officer I I I I I I [7] f Attachment "A" Economic Opportunity Commission of San Luis Obispo County, Inc. Budgeted Funding Sources for Senior Health Screening Program 2005 Program Year Revenues: CDBG Funds Requested $17,500 Federal Funds - Center for Disease Control 14,100 Local Sources - United Way , Grants-In-Aid 24,000 Other Funds - Donations 7,500 Other Funds - Patient Fees 1,000 Total Revenues $64,100 I , i I I , i ---~----_.- Attachment "B" Economic Opportunity Commission of San Luis Obispo County, Inc. Budgeted Expenditures for Senior Health Screening Program 2005 Program Year EXDenditures: Salaries and Wages $43,252 Program Supplies 5,000 Office Expenses (rent, supplies, etc.) 5,000 Transportation 600 Training 1,350 Utilities 1,400 Repairs and Maintenance 2,750 Indirect and Administrative Expense 4,748 Total Expenditures $64,100 _____.,_.n State of eanfomia Department of Community Services and Development EXHIBIT I . CSBG Programmatic Data.Cnent Characteristic Report (Seml.Annual) CSD 295-CCR (Rev 2/04) Contractor Name: I Date:! I 1 I Contract #: ~ Prepared By (print name/title): I Report Period: Please report demographic client data for both Family Development Clients and Safety Net Clients On this form. Note: Complete demographics are required for Family Development Clients and agencies should make every attempt to collect demographic data on Safety Net Clients. 2 Total unduplicated number of persons about whom one or more characterisUcs were obtained 3 Total unduplicated number of persons about whom no characteristics were obtained 4 Total unduplicated number of families about whom one or more characteristics were obtained 5 Total unduplicated number of families about whom no characteristics were obtained I 6. Gender Number of Persons"" 112. Family Size Number of Families ... a. Male a. One b. Female b. Two "Total c. Three 17. Aae Number of Persons" d. Four a. 0-5 e. Five b. 6-11 f. Six c. 12-17 g. Seven d. 18-23 h. Eight or more e. 24-44 ""**Total f. 45-54 113. Source of Famllv Income Number of Families g. 55-69 a. Unduplicated # of Femifies h. 70+ Reporting One or More Sources I I "Total of Income*.. I 8. Ethnicltv/Race Number of Persons. b. No income I. Ethnicity c. TANF a. Hispanic or Latino >Total! U: SSI b. Not Hispanic or Latino Social Security Pension II. Race I~ General Assistance a. African American I Unemployment Insurance b. White' c. Other Employment> other source . d. Multi-Race (any 2 or Employment only J. more of the above J k. Other: "Total I 14. Level of Family Income Number of Families *'r. 19. Education Level of Adults Number of Persons 24+- % of HHS ouldeline a. Upto 50% a. 0-8 b. 51% to 75% b. 9-121non-graduate c. 76% to 100% c. High sch. Grad./GED d. 101% to 125% d. 12+ some post secondary e. 126% to 150% e. 2 or 4 yr. College graduates f. 151% and over ""Total ""'Total 110. Other Characteristics Number of Persons**** 115. Housing Number of Families *** # of Persons # Surveyed a. Own a. No Health insurance I I b. Rent b. Disabled I . I c. Homeless 111. Family Type Numl>er of Famlllesm d. other a. Single parenufemale ""'Total b. Single parenVmale 116. Other famllv characteristics Number of Families c. Two-parent household a. Farmer d. Single person b. Migrant Farmworker e. Two adults - no children c. Seasonal Farmworker f. Other ""Total .. The sum In thrs category should not exceed the \f'8lue of 'tem 2. ... The sum In this category should not exceed the value of Item 7e-h. .... The sum In this category should not exceed the value of item 4. - The numbers reported under either column should not exceed the value of Item 2. A&> 2005 CDBG Application Organization: Court Appointed Special J?~0~ Advocates of San Luis Obispo County. Inc. OC';- Iv",- j::} ~ ~,b COUNTY OF SAN LUIS OBISPO 'et!]!i! .9 <'Oa COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM ;fig C? '" '1 APPLICATION FOR FUNDING DURING 2005 PROGRAM YEAR <.-r,{-ip 1. Name and mailing address of applicant organization, with contact person, phone and fax numbers, and e-mail address: Name: Court Appointed Special Advocates of San Luis Obispo County, Inc. Mailing Address: P.O. Box 116a, SLO, CA 93406 Contact Person: Wendy Most, Executive Director Phone: (a05) 541-6542 Fax: (aDS) 541-5637 email: wmostlQ!slocasa.ora 2. Title/name/address of proposed project or program: Title/Name: CASA for Foster Teens Administration Address: P.O. Box 11698, SLO CA 93406 Program Address: County wide including city jurisdictions 2005 CDBG Application Organization: Court Appointed Special Advocates of San Luis Obispo Countv. Inc. 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 CASA program recruits, screens, trains and supervises community volunteers (CASAs) who become sworn officers of the court to represent the best interest of children under the jurisdiction of the juvenile court. CASAs investigate the case, monitor for compliance with court orders, and advocate for necessary health, mental health, education and special needs of the children. They, also, formally present their case in court reports and make comprehensive recommendations to the court in the child's best interest. CASA services include home visits, enrichment activities, educational/special education advocacy, and referrals for intervention services. A very important component of the CASA's duties is to mentor the youth, link them with employment training, as well as enhance their life skills and interpersonal/social skills. It is usual for a CASA to work with a child for at least 6 months to two years or more. The average length of time a CASA remains on a case is 1.9 years providing an average of 15 hours of advocacy/mentoring per month. Our services are provided county wide. This program, specific to CDBG Public Services would be to assist CASA with 33% of the expenses required for the full-time case manager who will supervise and support 30 trained child advocate volunteers (CASAs). These CASAs will be assigned to abused and neglected foster teens, ages 13 - 1a. Youth development issues that will be addressed include independent living skills, education, career exploration, reduction in criminal and violent behavior and support systems. These are enhancements to the already intensive advocacy provided. Milestones: Activity would commence immediately. Milestones would be the f continuous: 1. assignment of CASA volunteers to cases until 60 youth are matched. 2. I On-going case management of CASAs to provide advocacy/mentoring 3. Continuous reporting to the court and monitoring the services for compliance. I 4. Total amount of CDBG funds requested: $_12,600 i I Please identify the jurisdiction(s) to which you are applying*: I ! If you are requesting CDBG funds from more than one jurisdiction, please break down the I . amount shown above by the jurisdiction listed below. I I City of Arroyo Grande: $1,000 City of Paso Robles: $2,600 City of Atascadero: $2,000 City of San Luis Obispo: $3,000 ! I City of Grover Beach: $1,000 County of San Luis Obispo: $3,000 County wide: x_(ldentified as all jurisdictions listed above) I I I : ! -_._~-_._----- ----~ 2005 CDBG Application Organization: Court ADDointed SDecial Advocates of San Luis ObisDO County. Inc. 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 $ 12.600 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) $ 25.1a9 Total Revenues $ 37.789 The source for other funds will be a local fundraiser, Kiss the Pig. This fundraiser culminates in September and has produced approximately $25,000 each year for the past 3 years. b. Expenditures: List below by item or cost category. Line Item Budget Specific to Request: Personnel: One full time case manager @ $15.14 per hour X 52 weeks $31,491 Benefits @ 20% 6,29a Total $37,789 I Please find attached CASA's 2004/2005 annual budget I , I , , i 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 I what source(s)? ! CASA will fund all administrative and operational costs associated with supporting one full I time case manager with local donations and fundraising events. CDBG grant funds would be used exclusively for direct service. I I I I f ) I ---. 2005 CDBG Application Organization: Court Appointed Special Advocates of San Luis Obispo County. Inc. 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 specifically. However, CASA's ability to secure funding from other granting sources is greatly enhanced by being able to document local support. Our local government entities are an excellent way to document that support. 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. _L Benefits low- and moderate-income persons as defined by the U.S. Department of Housing and Urban Development (HUD). Children under the court's jurisdiction are all MediCal eligible. 95% of the families are provided court appointed attorneys. Families must be at or below the poverty level to qualify for court appointed attorneys. 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. , , i I f r i I , ---- ~_._..._.- 2005 CDBG Application Organization: Court ApDointed Special Advocates of San Luis ObisDO County. Inc. 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): _60 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% - aO% or less of the County median-income)? _See Below_ Personslhouseholds (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)? _See Below Persons/households (circle the applicable unit) CASA does not have access to information on the families to ascertain how many are low income vs. very low income. For this grant, CASAs would only assign youth whose parents who are appointed attorneys by the court due to their poverty level. The children for whom we advocate are dependents of the juvenile court and rely on public funds for their support. a. 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): 60 Personslhouseholds (circle the applicable unit) b. Of the total number of persons or hous~holds entered above, how many will be low-income (earning 51% -80% or less ofthe County median-income)? same as above Personslhouseholds (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 ofthe County median-income)? _same as above Persons/households (circle the applicable unit) 2005 CDBG Application Organization: Court ADDointed SDecial Advocates of San Luis ObisDO County. Inc. 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 primary clients are children who are under the court's jurisdiction due to child abuse and neglect. These children come from all areas of the county, male and female, ranging in ages birth to eighteen, and represent all ethnic groups in our county. Many of our children have developmental delays and/or disabilities due to prenatal exposure to drugs and alcohol, neglect, poor nutrition and abuse. CASA predominately serves children at or below the poverty line. This specific grant would serve youth between the ages of 13 - 18 who are in out of home placements (foster care). 10. How do you currently collect demographic data on the beneficiaries of the proposed program? (Example: racial/ethnic characteristics) We are able to ascertain this information through court petitions. The Judicial Council requires us to report on demographic information of our clients. 11. How do you currently document income status of each client? Children that come under the court's jurisdiction due to abuse and neglect are MediCal eligible. Approximately 95%+ of the families who come under the juvenile court's jurisdiction qualify for panel attomeys due to their poverty level. 2005 CDBG Application Organization: Court ApDointed Special Advocates of San Luis ObisDO Countv. Inc. 12. How will the clients benefit from this project? CASAs provide excellent role models for the children. Numerous studies document the positive impact that mentoring has on reducing negative behaviors, including substance abuse, violence, school failure, gang participation, etc. Through their weekly mentoring visits, CASAs provide a consistent adult friend who influences children's ability to form positive, trusting relationships, and responsible behaviors. CASAs interactions with their CASA child help to empower them to take responsibility for their current actions and influence the children's ability to overcome the negative results of their abuse. The statistics linking child abuse to future substance abuse, violence, depression, incarceration, teen pregnancy, homelessness, etc. are staggering. Research shows that children with CASAs have better outcomes and receive more services and supports. Our local program has been successful in positively impacting school performance, social attitudes and behavioral change. This can seen in the data we collected through our involvement in a past California Mentoring Initiative grant. This grant is no longer offered. CASA has been recognized by the US Department of . Justice as a model juvenile delinquency prevention program and has merited awards and recognition from the US Congress and the White House. 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? No new services. We must each vear secure new funding to maintain our current level of service. That is our first challenge. b. Describe how eXisting programs and/or services will be expanded and what percentage of an increase is expected? I restate: We secure new funding every year. CASA has been able to maintain our current level of service even during these fiscal times. Nevertheless, CASAs goal is to continue to develop new supporters and funders until we are able to serve all of the children. The following chart documents our current level of service and speaks to the need for more support. Children under the court's jurisdiction due to abuse and/or neglect Approx. 450 , Number of children with CASA appointment orders (of the 450) 427 Number of children served by 73 CASA volunteers 167 Number of children monitored by case managers (who also 117 sUDervise the CASA volunteers) Number of children on the waiting list with !!2 CASA advocacy or 143 oversiaht -. ~._- 2005 COBG Application Organization: Court ApDointed Special Advocates of San Luis ObisDO Countv. Inc. 14. Check any of the fOllowing eligible activity categories that apply to the proposed project or program: (Refer to COBG 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 I I I Commercial or industrial rehabilitation ! - ( _ Special economic development _ Special activities by subrecipients ~ -Y_ Public services I _ Planning studies I ! I I I I ---'--'-.'. _.'---- .- - 2005 CDBG Application Organization: Court APDointed SDecial Advocates of San Luis ObisDO County. Inc. 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? Many people think of San Luis Obispo County as an idyllic vacation spot, a beautiful rural county located conveniently halfway between San Francisco and Los Angeles. But this is only part of the picture. In the last decade there was a 37% increase in the number of children living in extreme poverty in San Luis Obispo County. Families experiencing economic difficulties are more likely to encounter child abuse and San Luis Obispo's reports of child abuse are about double the state average. More and more children have been entering the foster care system in San Luis Obispo County. Studies on the welfare of foster care children after they become adults and leave the system indicate how high-risk these children actually are. ''The social costs of foster care's poor outcomes are staggering. The costs are especially high for youngsters who leave the system at age 18 without having been adopted. Westat, Inc., found that 2.5 to 4 years after youths left foster care, 46 percent had not completed high school, 3a percent had not held a job for more than one year, 25 percent had been homeless for at least one night and 60 percent of young women had given birth to a child. Forty percent had been on public assistance, incarcerated or a cost to the community in some other way".1 . These dismal statistics reflect the failure of the foster care system to meet the needs of foster care youth and adequately prepare these children for successful independence. One of the significant factors that contribute to these dismal statistics is the lack of quality education for foster youth. I Educational needs of children as related to this grant i I Children in foster care are physically and emotionally traumatized by parental abuse or neglect; then, they often suffer from system abuse, moving from placement to placement, I school to school. Children needlessly fall behind academically, lose credits, and lose contact I with people who are aware of their health and education needs. These changes can be , i i overwhelming and incapacitating, often leading to a number of behavioral problems that I i consequently could require a new foster care placement and a new school. A major concern ! expressed by the foster youth Independent Living Program's Advisory Board is that the , reading ability of many of the teenagers is significantly below grade level and some of the I teenagers are functionally illiterate. CASA has similar concerns. Through its advocacy, i i CASA has identified numerous children who had not been identified for educational services. I In a recent case a probation officer asked CASA to provide educational advocacy for a seventeen year old adolescent, who could not read. This youth had been in the juvenile court r I system for over six years. A CASA volunteer became his surrogate parent for education and f requested appropriate assessments. Results - an 1.0. of 67. The youth is finally receiving r r 1 National Center for Policy Analysis, The State of The Children: An Examination of Government-Run Foster . i Care 1997 i services for the mentally retarded from Tri-Counties Regional Center. Experiences like these prompted CASA to host a "town hall meeting" to determine if San Luis Obispo needed an educational advocacy center to support families in obtaining appropriate services for special needs and learning disabled children. It was the overwhelming consensus of the "standing-room-only" crowd that there is a substantial need for this type of program in San Luis Obispo. CASA has begun to meet this need by adding an educational advocacy component to its program to provide educational advocacy for children who are under the jurisdiction of the juvenile court due to abuse and neglect or due to delinquent behavior. Needs of the community as related to this grant In an effort to reduce juvenile delinquency and crime, the San Luis Obispo County Probation Department conducted a comprehensive, community-wide assessment to identify gaps in service along the continuum of care. Twenty-one significant gaps in services and twenty-seven programs/services needed to fill the gaps were identified in the areas of prevention, intervention, supervision, treatment and incarceration, "with a remarkable level of consensus from all sources. ,,2 It was also identified there is a lack of community-based services and involvement throughout the community." 3 After the process of information gathering and analysis of the data was completed, San Luis Obispo developed its Local Action Plan that identified needed services where CASA can have a direct positive effect. These include - Prevention: mentoring programs for youth, leadership training for youth, community-based youth activities; Intervention: mentoring for youth, develop job training opportunities, provide advocates for youth with learning disabilities and who are involved with the court system. 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.): At the Grand Jury's urging... August 1991, a group of foster parents and business people came together to form a CASA program. The first group of volunteers was trained in January of 1993. We were appointed to our first case in March of 1993. Thus far, CASA I volunteers have served over close to 1,900 children. Our program has grown each year. , Our goal is to serve all of the children by June of 2006. CASA of San Luis Obispo's , [ mission is "to advocate for every child's birthright to a safe, nurturing, healthy, permanent ! family; and to help each child in developing his or her full potentia': The organization's original goals focused on developing a viable CASA program that could serve the juvenile court by providing quality advocacy for abused and neglected children within mandated standards. We have absolutely reached that goal. The court now has a standing order requesting a CASA for every juvenile coming under its jurisdiction. Our current goal is simple - to expand our capacity to serve every child as the court requests. We are exempt under section 501 (a) of the Internal Revenue Code as an organization described in section 501 (c) (3). Determination letter is enclosed. 2 County of San Luis Obispo, Executive Summary of Local Action Plan 3 County of San Luis Obispo, Executive Summary of Local Action Plan ! ------ 2005 CDBG Application Organization: Court ApDointed Special Advocates of San Luis ObisDO County. Inc. I certify that the information in this application is true and accurate to the best of my ~aoo ability. Slg"at",e~' /~ () ~~9i ~f I We.~i)1 v\lQ~- !::-JfC0\\\Jt ~\'~c:.1ofL, Printed or ~ed name Title Note to applicant: Reporting of beneficiary data on a quarterly and year-end basis is required for HUD purposes. 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 HUDthat 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 oft or mailed to the following locations: I . Jim Bergman, Community Development Dept., City of Arroyo Grande, 214 E. Branch Street (P.O. Box 550), Arroyo Grande, CA 93421, (805) 473-5420. . Valerie Humphrey, Department of Public Works, City of Atascadero, 6500 Palma Ave., Atascadero, CA 93422-4299, (805) 461-5020. . Janet Reese, Community Development Dept., City of Grover Beach, 154 S. Eight St., GroverBeach, CA 93433, (805) 473-4520. . 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., SanLuis Obispo, CA 93401, (a05) 7a1-7170. . Tony Navarro, Dept. of Planning and Building, County Government Center, Rm. 317, San LuisObispo, CA 93408, (805) 781-5787. ! f f CASA Approved Budget 2004-2005 INCOME SOURCE EXPENSE CATEGORY Grants Amount Personnel Judicial Council $ 40,000 Program $ 156,630 78% Preventative Health $ 22,600 Development $ 29.505 15% CCFC $ 5,000 Mministrative $ 14,404 7% CYSA Probation $ 5,000 Total Wages $ 200,539 Superior Court - CASA $ 32,900 Benefits @ 20% $ 35,892 Cities/Mini Grants $ 5,000 Benefits @ 15% $ 3,161 Education Collaborative/Other $ 50,000 Total Personnel $ 239,592 Total Grants $ 160,500 Rent $ 21,756 Donations Insurance $ 6,500 Individual $ 25,000 Travel $ 5,200 Business $ 10,000 Training $ 3,300 Civic Groups $ 5,000 Dues, Fees, Licenses, Etc. $ 1,375 Total Donations $ 40,000 Development/Recruitment $ 7,500 Professional Fees $ 3.000 Fund Raising Bank Charges/Miscellaneous $ 1,000 Light of Hope $ 25,000 Supplies $ 10,000 Kiss the Pig $ 25,000 Postage $ 3,600 Voices of Christmas $ 10,000 Printing $ 2,500 Ten Year Anniversary $ 50,000 Taxes $ 160 Community Generated $ 10,000 Outside Services $ 1,500.00 Totai Fund Raising $ 120,000 Telephone/Communications $ 5,500 Repairs & Maintainence $ 4.000 Fees Equipment $ 2,000 Educational Advocacy $ 2,000 Mileage $ 5,000 Program Fees $ 1,000 Totai Fees for Service $ 3,000 Total Operations $ 83,891 Total Income $ 323,500 Total Expense BUdget $ 323,483 , I i ------- -.------------.. ~~..,.~., . , - H"t1D.C.I-.N\ef',T 00 ~~~~,~ , ~~~:;:.~\~.1j~~;' . . '. J..' Nbv 1 0 1997 > INTERNAL REVENUE SERVICE DEPARTMENT OF THE TREASURY DISTRICT DIRECTOR P. O. BOX 2508 CINCINNATI, OH 45201 Employer Identification Number: Date: JJOV 05 1997 77-0316227 DLN: 17053186738007 COURT APPOINTED SPECIAL ADVOCATES Contact Person: OF SAN LUIS OPISBO COUNTY INC ANNA YORK 550 FOOTH~-LL BLVD Contact Telephone Number: SAN LUIS OPISBO, CA 93405 (513) 684-3957 , Our Letter Dated: , January 1994 Addendum Applies: No Dear Applicant: This modifies our letter of the above date in which we stated that you would be treated as an organization that is not a private foundation until the expiration of your advance ruling period. Your exempt status under section 501(a) of the Internal Revenue Code as an organization described in section 501(c)(3) is still in effect. Based on the information you submitted, we have determined that you are not a private ) foundation within the meaning of section 509(a) of the Code because you are an organization of the type described in section 509(a)(1) and 170(b)(1)(A)(vi). Grantors and contributors may rely on this determination unless the Internal Revenue Service publishes notice to the contrary. However, if you lose your section 509(a)(1) status, a grantor or contributor may not rely on this determination if he or she was in part responsible for, or was aware of, the act or failure to act, or the substantial or material change on the part of the organization that resulted in your loss of such status, or if he or she acquired knowledge that the Internal Revenue Service had given notice that you would no longer be classified as a section 509(a)(1) organization. If we have indicated in the heading of this letter that an addendum applies, the addendum enclosed is an integral. part of this letter. Because this letter could help resolve any questions about your private foundation status,. please keep it in your perm.anent records. ; If you have any questions, please contact the person whose name and telephone number are shown above. . Sincerely yours, .' ,.f :i~, . ':. "'. . ,,,,. ... /..~, .. < ~~# (~ ---'--. . District D.irectt . .., ! .' . * This supersedes our letter of July 1997. , Letter 1050 (DO/CG) ~ I 'l:C~ 2005 CDBG Application Organization: BBBS ofSLO County- l{ft20 OC/2 t- CITY OF ARROYO GRANDE C C?! OF tJ (004 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PRO~II-'y'ARRO'yO APPLICATION FOR FUNDING DURING 2005 PROGRAM YEAR DfVfLOPZ~iff.Df (Attach additional sheets if necessary) Df! 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 29, 2004. 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: (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 fonn or about the rating criteria and process. (2) If the infonnation 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: Steve Thayer, Chairperson of Board of Directors Phone: 805-704-8240 Fax: 805-781-3029 e-mail: slothayer@hotmaiI.com 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 --......-.....--.--- - - - -------~--_._-,,_..,-_._...~ 2005 CDBG Application Organization: BBBS of SLO County_ eographic area served by the program. Also, please include a schedule of project/program milestones. 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 Brothers Big 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 cJients 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 Califomia Mentor Foundation. That stIJdy 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, ,/ 9a.2% did not join a gang. It has also been documented that youths mentored by a Bia Brother or Sister are more likely to: ,/ seek higher education and career goals, ,/ avoid recidivism ,/ make healt~ier 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. Match Specialists assist in the measurement of match goals by using statistical outcome study tools. The Executive Director/Program Manager supervise college degreed professional Match Specialists as well as College interns and retired volunteer professionals to provide scheduled ongoing guidance, support and supervision for the match and family. 2005 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 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-on-one mentors commit to their relationship for a year. Additional funding would be used to meet the demand for an increased number of Big Brother Big Sister positive role model mentor matches, Empowerment Trainings for at-risk children/youths and their guardian, and an increased number of Volunteer Trainings for Big Brothers and Big Sisters. Big Brother Big Sister matches provide additional assets for the matched young person including a caring relationship with an unrelated adult, increased self esteem which leads; to hope and the ability to set productive goals for the future, opportunities to participate and contribute in community activities, social competence, a positive sense of self and purpose that all lead to resilience. Additional trainings for mentors, children and their guardians are necessary to support growth. All trainings include communication skills including conflict resolution. Small group Empowerment Trainings give children and their families the tools for sexual abuse prevention and identification, as well as other safety issues. 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, CASA Court Appointed Special Advocates, Poly Pals and SAFE-SOC. BBBS-SLO goals and measurable outcomes are charted twice a year, (see_attachments). Location of Project: BBBS-SLO has office space centrally located at 880 Industrial Way, in the City of San Luis Obispo. . BBBS-SLO has access to office and/or meeting space at SAFE-SOC (SLO County Department of Social Services System of Care) in both North and South San Luis Obispo County, Public Golf Course meeting rooms, Churches, and other public meeting locations. . 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 littfe money, or is free, i.e. hiking, bike rides, the beach, etc. . During 2005, a target project will include researching cooperative mentoring strategies including Boys and Girls' Clubs throughout San Luis Obispo County. Geographic Areas Served: All areas of San Luis Obispo County -.'.--.',-- 2005 CDBG Application Organization: BBBS of SLO County . - Project Milestones Timeline o RecruitfTrain Case Manager & support staff 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 o Train mentors, children andlor guardians 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 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, the "Cadets') 4. Total amount of CDBG funds requested: $75,300 Please identify the jurisdiction(s) to which you are applying*: All 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 City of Paso Robles: $7,500 City of Atascadero: $7,800 City of San Luis Obispo: $8,000 City of Grover Beach: $6,500 County of San Luis Obispo: $40,000 Countywide: $75,300 -.---.- 2005 CDBG Application Organization: BBBS of SLO County_ *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 29, 2004. 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 Breakdown of Cost Der averaae Bia Brothers Bia Sisters One-to-One Mentor-Mentee "Match. with Onaoina Match SUDDort The EXDense of Each New Match for a Year . Recruit Big Brothers & Sisters $150 . Potential Big Brothers & Sisters ("Bigs") Orientation $ 30 . Screen & interview potential "Bigs. (fingerprinting, local police, sheriff, DMV records, interview references) $120 . Train mentors, children and/or guardians $ 50 . "Big" written evaluations $ 60 . Written evaluationof "Littles. and hislher 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, the "Cadets') Averaae Cost Der vear 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 Der "Match. = $1440.00 a. Revenues: 1. CDBG Funds requested $75,300 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) $198,000 * Total Revenues $273,300 * see attached budget b. Expenditures: List below by item or cost category. See attached budget - -.----..- -- 2005 CDBG Application Organization: BBBS of SLO County- 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 attached budget d. Will CDBG funds be used to matchlleverage 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 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. 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 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): 117 households . I i I .,-..- ! 2005 CDBG Application Organization: BBB8 of 8LO County_ 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)? 78 Households c. Ofthe total number of persons or households entered above, how many will be ~ 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 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): 28 Households b. Of the total number of persons or households entered above, how many will be low-income (eaming 51 % - 80% or less of the County median-income)? 19 Households 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)? 18 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.) Children and Families throughout 8LO 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. I , i - -..-- --- J ~~ 2005 CDBG Application Organization: BBBS of SLO County- 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. 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? We will expand the number of matches throughout the County. b. Describe how existing programs and/or services wiJI be expanded and what percentage of an increase is expected? We would like to see a 20% increase in the number of matches. 14. Check any of the following eligible activity categories that apply to the proposed project or program: (Refer to CDBG reguJations 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 fanns - Removal of architectural barriers - Housing rehabilitation - New housing construction (under limited circumstances) - Code enforcement _______n___"_ _.~. _..._--,---- ..- ---.- 2005 CDBG Application Organization: BBBS of SLO County_ - Historic preservation - Commercial or industrial rehabilitation - Special economic development - Special activities by subrecipients 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 program is not funded in the next year? BBBS-SLO's ability for capacity building is limited by budget restrictions. 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-SLO will 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-SLO is a non-profit agency. In January 2005 we will be celebrating 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. Each year we have received recognition or growth from Big Brothers Big Sisters of America. In August of 2003, BBBS professional staff initiated a quality Service Delivery Model to streamline the response to vohrilteers and "littles" with the ultimate goal of increasing matches at a reduced total cost per match. The target is a 30% reduction in cost with a 20% increase in annual matches. I certify that the information in this application is true and accurate to the best of my knowledge and ability. 10/22/04 Date Steve Thayer Chairperson, Board of Directors Printed or typed name Title 2005 CDBG Application Organization: BBBS of SLO County_ Note to applicant: Reporting of beneficiary data on a quarterly and year-end basis is required for HUD purposes. 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. . Valerie Humphrey, Department of Public Works, City of Atascadero, 6500 Palma Ave., Atascadero, CA 93422-4299, (805) 461-5020. . Janet Reese, Community Development Dept., City of Grover Beach, 154 S. Eight St., Grover Beach, CA 93433, (805) 473-4520. . 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 200.5 Budget 0 2005 Ordinary Income/Expense Income 40000 - Contributions 40010. Comm. Support Camp./RMM 30,680 40020. . Raaito~s Circle 12,000 40040 . Unltad Way Daslgnatlons 500 40060 - Outside Evants 2,000 40090 . Misc. Donations 3,000 40130 . Car Donations 2.000 40150. Albertson's 500 40160. Service Clubs 4.000 40170 . Matching Gift Program 0 40175. Sponsored Activltes 800 40180 - Designated Gifts 2,000 40190 . Contributions 2,000 Total 40000 - Contributions 59,480 41000 - Events 41220 - The Big Event 55,000 41240. Golf Tournament Event 40,000 Total 41000 - Events 95,000 42200 - Grants/Contracts 42020 - Foundations/Grants 15.000 42055 - CDBG 35,000 42260 . SLO County 40,000 42080 . US House 0 Total 42200 - Grants/Contracts 90.000 44000 . Other/Misc. Income 44010 - Interest Earned 20 44015 . Dividend Income 700 44020 - Merchandise Reimburse 100 44030 . Other/Misc. Income 0 Total 44000 - Other/Misc. Income 820 Total Income 245,300 Expense 50000. Gen'l Admin. Expenses 50010 - Bookkeeping Services 7,200 50020 - Audit 3.000 50030 . Miscellaneous 200 50040 . Dues/Subscriptions 200 50050 - Donor Outreach 200 50070 . Bank Sarvlce Charges 50 50065 . Internet Services 1,200 50094 - Office Supplies 500 50095 - Taxas 0 50100' Software Support & Upgrades 4,000 Total 50000 - Gen'l Admin. Expensas 16,550 Page 1 of 2 BIG BROTHERS BIG SISTERS OF SLO COUNTY 2005 Budget 0 200S 51200 - Event Expense 51025 - Big Event Expenses 5,000 51060 ~ Golf Tournment Expenses 12,000 Total 51200 - Event Expense 17.000 52000 - Comm. Support Campaign 52030 - Victory Celebration 320 Total 52000 - Comm. Support Campaign 320 57000 - Program Expenses 57020 - Activities 500 57025 - Sponsored Activities 800 57030 - Advertising/Newsletter 3,000 57040 - Awards/Recognition 500 57050 - Background CklFlngrprnt 1,000 57055 - Dues/Subscriptions 200 57058 . EducatlonfTralnlng Expenses 400 57060 - Equip. Purchase/Lease 1,400 57070 - Equip. Maintenance 500 57080 -Insurance - Liability, etc. 15.800 57090 - Insurance - Health 12,000 57095 - Program Expenses 0 57100 -Insurance - Work. Compo 3.500 57105 . AIM 2,500 57110 - Office Supplies 2,000 57120 - Postage 2.000 57130 - Printing/Duplicating 1,000 57140 - Promotional Merchandise 200 57160 - RentlUtllitles 13.200 57170 - Telephone 4,000 57180 - Training - Volunteers 200 57200 - Tralnlng/Conf. - Staff & Board 2,500 57210 - Travel- Staff & Board 7.000 57215 . Travel- Meals 700 57250 - Grant Writing 7,000 57280 - Educational Materials 200 57290 - Building Repalr/MainL 200 57300 - Staff Payroll 104,480 57302 - Accrued Vacation 0 57305 - Contract Payroll 1,770 57330 - Board Meeting Expense 2,000 57340 - Payroll Taxes 11,500 57350 - BBBS Affiliation Fees 6,000 57115 - Community Events 700 Total 57000 - Program Expenses 208,750 Total Expense 242,620 Net Ordinary Income 2,680 Page 2 of 2 -- 2005 CDBG Application Organization: The Literacy Council COUNTY OF SAN LUIS OBISPO COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM APPLICATION FOR FUNDING DURING 2005 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 29, 2004. 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: (J) 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. AJso, pJease 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 J 02 RECEIVED San Luis Obispo, CA 93401 Contact person: Bernadette Bernardi OCT 2 3 2004 Phone number: 805-5414219 CITY OF ARROYO GRANDE FAX number: 805-781-6630 COMMUNITY DEVELOPMENT DEPT Email: bliteracy@charter.net 2. Title/name/address of proposed project or program: The Literacy Program/1264 Higuera Street, Suite 102, San Luis Obispo, CA 93401 I -- ---.-.---- -- 2005 CDBG Application Organization: The Literacy Council 3. Please describe tbe proposed project or program. Inc]ude 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 oftbe 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. A]so, 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 ] 982. 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 all of San Luis Obispo County. We operate fifteen learning centers located throughout San Luis Obispo County. This pasttisca! year 351 tutors served 465 learners with ]5,000 hours of tutoring. Locations of learning centers are as follows: I. St. John's Lutheran Church, Arroyo Grande- Monday and Thursday afternoons. 2. Peace Lutheran Church, Arroyo Grande-Monday evenings. 3. St. Joseph's Catholic Churcb, Nipomo- Monday and Thursday evenings. 4. Central Coast Baptist Church, Grover Beacb-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. Josepb's Catholic Church, Cayucos-Wednesday evenings. 9. Trinity Methodist Church, Los Osos-Monday and Thursday evenings. ] O. St. Peter's Episcopal Church, Morro Bay- Wednesday evenings. II. St. Timothy's Church, Morro Bay-Tuesday evenings. ]2. First Presbyterian Church, San Luis Obispo-Tuesday and Thursday mornings. 13. First Presbyterian Church, SaD Luis Obispo-Monday evenings. ]4. House of Prayer, San Luis Obispo- Wednesday evenings and Saturday mornings 15. 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 both CMC East and West learning centers with in-service trainings and books. Additionally, 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 Families. 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. 2 2005 CDBG Application Organization: The Literacy Council In Fiscal year 2003-04 our learners were: 317 Hispanic 26 Caucasian-non-Hispanic 44 Asian 14 Atro American I Native American o Pacific Islander and 57 other First languages were: English, Spanish, Chinese, Japanese, Vietnamese, Russian, Polish, Farsi, French and Italian. The success of our program and projects are evaluated by tracking the number of tutors 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 tutoring/learning 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 programs. We track learners that pass a driver's test, GED, become citizens, become employed, and get better jobs. 4. Total amount ofCDBG funds requested: $18.000 Please identifY thejurisdiction(s) to which you are applying": Cities of Arroyo Grande, Atascadero, Grover Beach, Paso Robles, San Luis Obispo and County of San Luis Obispo. If you are requesting CDBG funds trom more than one jurisdiction, please break down the amount shown above by the jurisdiction listed below. City of AIToyo Grande: $3,000 City of Paso Robles: $3,000 City of Atascadero: $3,000 City of San Luis Obispo: $3,000 City of Grover Beach: $3,000 County of San Luis Obispo: $3,000 Countywide: $ ]8,000. "NOTE: ]fyou are applying to one or more cities, please provide a copy of the application to the County by the application deadline of October 29, 2004. 3 2005 CDBG Application Organization: The Literacy Council 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: I. CDBG Funds requested $ 18,000 2. Other funds (please describe below) $ 129,000 Total Revenues $ 147,000 SLO City County LibraI)' $ 32,220 State Library $ 34,180 SLO Human Relations $ 5,600 Donations $ 47,000 Other grants $ 10,000 CDBG $ 18,000 Total Revenues $147,000 , a. Revenues: I , I 1. CDBG Funds requested $ 18,000 2. Other Federal fund(s) (please describe below) $ 0 3. State source(s) (please describe below) $ 34,180 4. Local source(s) (please describe below) $ 94,820 Total Revenues $147,000 b. Expenditures: List below by item or cost categol)'. Salaries and payroll costs $ 89,000 Health insurance benefits $ 5,500 Insurance $ 3,500 Rent $ 13,800 Telephone $ 2,000 Copier $ 1,750 Equipment maintenance $ 300 Postage $ 950 Mileage $ 650 Newsletter $ 550 Marketing $ 1,500 Office Supplies $ 2,500 Staff Development $ 2,000 Volunteer recognition $ 1,500 Janitorial $ 600 Donor recognition $ 1,500 Printing $ 1,000 Books for learners and tutors $ 5,000 Learning Centers $ 5,000 Pre-service training $ 4,000 In-service training $ 1,900 Depreciation-computers $ 2,500 Total $ 147,000 4 ---- --. 2005 CDBG Application Organization: The Literacy Council c. How do you plan to fund the operatiou aud 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 matchlleverage other funds? NO, although other funding entities would be favorably impressed by the fact that we receive CDBG funds. List below funding sources and amounts and identify award dates of these sonrces. N/ A 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 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 persans or households who will benefit from the project or program (regardless of income group): 700 ~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)7 133 ~ouseholds (circle the applicable unit) 5 ~.~- -- 2005 CDBG Application Organization: The Literacy Council 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 4~seholds {circle the applicable unit} 8. Please provide the following information regarding the number of personslbouseholds 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 ~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)? 133 Gouseholds {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 8ouseholds (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.) Very low income, low to moderate-income persons, migrant 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? No, they will be able to stay the same. If yes, please answer tbe following questions: a. What new programs and/or services will be provided? N/A 6 2005 CDBG AppJication Organization: The Literacy Council 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 Jeamers. 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 EJigible CDBG Activities). _ Acquisition of real property _ Disposition of reaJ property _ Public facilities and improvements (may include acquisition, construction, reconstruction, rehabilitation or installation) _ Privately owned utilities _ Clearance, demoJition, 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 fanns Removal of architectural barriers _ Housing rehabilitation _ New housing construction (under Jimited circumstances) Code enforcement _ Historic preservation Commercial or industrial rehabilitation _ Special economic development _ Special activities by subrecipjents X 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 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 I 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 levell- the lowest literacy level and 38% are at combined levels I and 2. The major consequences of low literacy are: Welfare: 75% of food stamp recipients perfonn at the lowest two levels of literacy. 50% of adults on welfare do not have a high school diploma or GED. 43% of adults with low literacy skills live in poverty. Crime: 70% of prisoners perfonn 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 aGED. Children of parents who are unemployed and have not completed high school are five times more likely to drop out of school. 7 _.._-------- .. 2005 CDBG Application Organizatjon: The Literacy Council 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 and higher 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 GED 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 skilJs. Often, a mentoring relationship develops wherein self- esteem and 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 and 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 literacy program that affects every community in our county. 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, public agency, 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: 1. Have a diverse and active board of directors that is diligent in overseeing a non- profit organization 2. Have a competent staff that is capable of administrating and coordinating the program. 8 --.-..- 3. Secure funds from both the private and public sector. 2005 CDBG Application Organization: The Literacy Council 4. Uphold accurate accounting of funds. 5. Advertise for volunteer tutors. 6. Be accessible to all potential learners. 7. Offer weJl 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 p]an specific to their individual English language learning needs. 11. Track learner progress. 12. Keep data bases of learners 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, the SLO Chamber of Commerce's Diversity Council and the Planned Giving Council. r certifY that the infonnation in this application is true and accurate to the best of my knowledge and . aMity. .. t $ ! ~v4~ tv 1'~.oLu /.A ;l..-.Ar1 . .2 7; Me?&, ~ature I ~ L j ate. ,('V(\o..C.A.J~ 'P~~"C,rtl' ;:X-,(U~l,ir(/I'y(lk)/ Printed or typed name . Title 9 --' -. .-----..- ~ l:r:~/'1J COUNTY OF SAN LUIS OBISPO or/2) 1:0 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PR(j)~ ' 'DOt/. APPLICATION FOR FUNDING DURING 2005 PROGRAM YE 'Wry DEliE,' , Y uR.<I (Attach additional sheets ifnecessary) 'OPMI:N1DI: D/2pi. . 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 29, 2004. 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: (1) Please review the CDBG regulations and guidelines and the Request i\>r Proposals before completing this proposal. A copy of a HUD-prepared CDBG eligibility guidebook is available upon request trom 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 penon, phone and fax numben, and e-mail address: NAME OF ORGANIZATION The Harvest Bag Inc. OrgI'ni."tion Address: P.O.Box 628 Oceano, CA.93445 921 Fourth St. Grover Beach, CA.93443 CONTACT PERSON I I Last Name: Johnson First: Ann Title: Director of Fund Raising E-mail address: Jaginag@Jpetscape.com Phone #: 805-489-4223 or 481-4976 Ext. Fax#: 805-489-4223 2. Tide/name/address of proposed project or program: "Feeding the Hungry in San Luis Obispo County" The Harvest Bag, Inc. P.O. Box 628 Oceano, CA 93445 - -- 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, descn'be 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 descn'be the geographic area served by the program. Also, please include a schedule of project/program milestones. Harvest Bag conects and distn'butes surplus food to the economically disadvantaged and provides opportunities for the older retired population as wen 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 25 years of continuous service to the County. Presently there are 59 volunteer members working at Harvest Bag. In season these volunteers will gather fresh produce from the fields donated by the farmers to be used locally and often exchanged for other foods from food banks in the Central Valley. Volunteers pickup food donations from local groceries and bakeries seven days a week. They also drive trucks to exchange food with other distn'bution centers both locally and in the central valley and pack bags with groceries to distn'bute to needy residents in San Luis Obispo County. The volunteers also work at various f8its, 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 area youth programs through the local schools that allow young people to work along side seniors. 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 also participates in the disabled youth work-training program providing job opportunities for these young people. Harvest Bag distributes food weekly through four main distribution centers and three drop points. Our main distribution center is located at Soto Park in Arroyo Grande where each Wednesday, beginning at 4:am food is brought from the warehouse in Oceano and the distn'bution bagging system is set up. Once bagged, the food is distn'buted at Soto Park as wen as trucked to the Zion Lutheran Church in San Luis Obispo, the Central Coast Senior 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 the countY "Hotline" in case an emergency distribution is required. We have received requests to distribute in Los Osos and Morro Bay but presently do not have the equipment to service these areas although the food is available. Last year we distributed 25,665 units offood, each unit weighing on average 421bs. The unit of food includes fi:esh fruit and vegetables, bread, dairy products, snack foods and occasionally meat and eggs. 2 -- ~,--_..._-- ---~--"-"'-"'---~ Harvest Bag maintains a large warehouse with refiigeration and freezing facili1ies at 921 Fourth St., Grover Beach, CA. as well as 3 heavy-duty trucks (2- 15 ton produce trucks, 1-12 ton stake bed) 4 vans and 3 forklifts, all aging and in need of repair and/or repla<:em<mt. . Harvest Bag has become a food storage agency and would make food available in any wide spread emergency requiring food distribution. Harvest Bag collects, stores, and distn'butes over half a million-pounds offood a year for other charitable orglln.'7JIt1ons in addition to its own charitable food distribution programs. Through the generous donations ofloca1 fanners, grocers, and other retail and wholesale food providers there is more than enough food in San Luis Obispo County to feed those that can not afford to purchase food through conventional means. Distn'bution is the problem. Ow- aging equipment is used to capacity and has high maintenance and operating costs. Ow- largest trucks require special licenses to operate so only a limited number of volunteers can operate them. We need newer, smaller trucks that can be operated with a standard, class C license, and will not demand constant repairs. . Harvest Bag is inclusive and will provide food for anyone in need without regard to race, sexual orientation, gender, or national origin. A donation of$2.50 per bag is requested but no one is turned away for lack of money. Weestitnate about 10"/0 of our units are given without donation. Since Harvest Bag has no quaJification requirements, it services a large segment of the needy population including those that may not qualify for government programs such as the working poor, those with short tenn financial problems, migrant workers, undocumented workers, the temporarily unemployed, and many of the elderly and disabled. A survey of a sample of our recipients was taken in April 2004. A summary of the results are reproduced below: Annual Survey of Clients - April, 2004 Harvest Bag surveyed 408 families with a total of 1244 individuals in those families. Questions regarding etbnicity are not asked. Ages: 65 & older 18-64 6-17 5 & under 252/1244 (20%) 612/1244 (49"10) 286/1244 (23%) 94/1244(7.6%) Disabled Adults 89/1244 (7.2%) Single member fiunilies 89/408 (22%) Families with children 158/408 (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%) Families headed by women 65 & older with children 9/168 (5%) There were 148/408 (36%) families where the head of household was 65 or older and 47/148 (32%) lived alone. 3 --. ---- Location of Families Avila Beach 1 Arroyo Grande 104 Antioch 1 Atascadero 10 CA. Valley 17 Grover Beach 42 Guadalupe 3 Hanford 1 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 Specific Request: Harvest Bag is requesting funds to help with the purchase of a used truck under 20,000 lbs. G.V.W. to replace one of our larger trucks so we can operate it with drivers with Class C licenses. This truck is needed for the following reasons: a smaller truck will increase our pool of drivers; it would make us more responsive in case emergency distn'bution offood is required; a smaller truck will use less fuel; and a newer truck should require less maintenance. Harvest Bag is also asking for funds to help pay the rent on the warehouse, and to meet esca1ating fuel, maintenance costs and insurance fees. Requested funds are needed in order for us to continue and/or augment existing services. Failure to obtain outside funding will force us to keep operating at a loss, with too much of our budget' going for warehouse rent, fuel costs and vehicle maintenance. We struggle each year to avoid an increase in the requested donation of each food unit and and/or a reduction in the distn"bution area. 4. Total amount of CDBG funds requested: . . . . . . $55,000.00 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: . . . . $20,000 City of Grover Beach:. '. . . . .$10,000 County of San Luis Obispo:. $25,000 The specific request from the three above areas, is based on the number of clients served in each of those geographical areas as noted in the 2004 survey above. The total amount requested ($55,000) would pennit purchase ofa good, used truck in the amount of no more than $20,000; would pay $10,000 of the $42,086 annual warehouse rental cost; help detray esca1ating fuel and repair costs for our existing fleet of trucks ($15,000); and fund $10,000 towards insurance fees. With this grant money, Harvest Bag would tree up more budgeted funds for food purchases, and necessmy operational expenses. 4 -~--,. 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: I. CDBG Funds requested $ 20,000 2. Other Federal funds (Emergency Food & Shelter Program) $ 4,212 6. 3. State source(s) (please describe below) 7. 4. Local sources SLO County Health & Human Services Grant $ 10,000 CDBG Funds from other entities $ 35,000 5. 5. Other funds (please describe below) In-kind Personnel (Est. 16,000 hr at $6. 75/hr) $ 108,000 In-kind food donations (Est. 775 tons at $.015/lbs) $ 232,513 Donations for food units ($2.50/unit) (program fees) $ 64,162 Funding raising $ 2,500 Dues (volunteer dues 59at $5) $ 295 Rental income (warehouse has an Apt. rental) $ 12,100 Private Donations $ 6,000 6. Total Revenues $ 494,782. b. Expenditures: List below by item or cost category. ! In-Kind Personnel (Harvest Bag is an all-volunteer organization) $ 108,000 Benefits @ 0.000;" $ 0 Sub total personnel expenses $ 108,000 Operating Expenses Donated food valued at $0.151b $ 232,513 Food purchases (mainly dairy products from EFSP funds) $ 4,212 Mileage Reimbursement $ 1,900 Repair & Maintenance (vehicle & equipment) $ 20,500 Supplies (bags, wrappers, containers, etc.) $ 1,400 Vehicle fuel & oil $ 24,000 VVarehouse/offlcerent $ 42,086 Utilities & telephone $ 17,000 Taxes & licenses $ 2,300 Office supplies & postage $ 400 Insurance $ 18,000 Accounting $ 2,500 Sub-total Expenditures $ 474,811 Purchase small used truck $ 20,000 Total Expenditures $ 494,811 Expenses over Support $ 29 5 ----...--- . -.-- c. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? Ifnot, when will they be available? And from what source(s)? In order of importance, funds being requested will go for: the purchase of a used truck; assistance to meet cost of warehouse rent; assistance for payment of insurance fee; and to meet escaJati118 costs for fuel and repairs to run vehicles so that services can be continued. Iffunds are not received Harvest bag will be unable to purchase a new truck and will have increasing costs for care and repair of our existing fieet of trucks, vans and other equipment. We will also continue to lack adequately documented drivers for our large trucks. The added expenses of rent and insurance will be a.drain on our budget that will have to be provided for in some other way. d. Will CDBG funds be used to matchlleverage other funds? List below funding sources and amounts and identifY award dates of these sources. Please refer to the budget which lists other sources offunding which could be used for warehouse rent. We are requesting CDBG funds ftom Arroyo Grande, Grover Beach and San Luis Obispo to be used for purchase of the used truck, assistance with warehouse rent, insurance fees, fuel and maintenance of our fleet of trucks and equipment. 6. Does the proposed project or activity meet one of the three national objectives of I the CDBG program? Please check one of the objectives below that applies to the I proposal. and explain how the project or activity meets that national objective. &. _ ~ 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 5 I percent of who are low- and moderate-income persons. See cUlTent 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. 6 ~_...--_.._- 7. Hthe project or program is designed to meet the national objective of providing benefrt 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 fI-om the project or program (regardless of income group): Five hundred (500) Households will benefit from the project during 2004-2005. 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)? The San Luis Obispo County average income for 2003 was $50,300. ApproxiJDately 20% ofH8IVest Bag recipients are in the Low-Income bracket. c. Of the total number of persons or households entered above, how many will be very low-income (earning 50% or less of the C01Ulty median-income)? The vast majority (80%) of our clients fan in the very low income bracket. 8. Please provide the following informatioB regarding the number of persons/households who will directly beBefrt from the funding requested in this applicatioB. a. Total number of persons or households who will directly benefit from the CDBG funds (regardless of income group): 2500 PenoBs b. Of the total number of persons or households entered above, how many will be low-income (earning 51 % - 80"/0 or less of the County median-income)? 100 households. c. Of the total number of persons or households entered above, how many will be vel)' low-income (earning 50% or less of the County median-income)? 400 households. 9. Who are the weuts of your organizatioB? (Example: low- to moderate-income persons, elderly persons, severely disabled persons, migrant farm workers, battered spouses, etc.) Low income families, elderly, migrant workers, disabled, temporari1y unemployed, children,. single women with children. 10. How do you currently coHect demographic data OB the beneficiaries ofthe proposed project or program? We collect data through personal interview. We have no eligibility requirements. We do not collect data on race or religion, 7 - --.._-~- 11. How do you cUlTently document income status of each client? (Example: very low, low and moderate-income) We do not collect data on personal income but considering the service offered, our client's mode of transportation (lack of) and through open discussion with our clients, we're aware of their income status. 12. How wiD the dien~ benefit from this project? With the funds requested we should be able to maintain our present level of service or possibly expand it. The new truck will allow us to increase the number of exchanges with other "food banks" so we can increase the variety offood offered to our clients. 13. WiD the services offered by your organization increase or expand as a result of the CDBG assistaDce? H yes, please answer the foDowing questions: See #12. We hope to continue our present level of service offering more nourishing food because of more trequent exchanges with food banks. With better vehicles, we will be able to investigate delivery of food to areas of the county not now covered. 14. Check any of the foDowing 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, andlor movement of structures to other sites Interim assistance _ Relocation of individuals, families, businesses, non-profit organizations, andlor 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 sub-recipients _X_ Public services _ Planning studies 15. Describe the need and the degree of urgency for the proposed project or program. With an all volunteer staff and most of the food donated Harvest Bag represents the best bargain available to the cities and county to help "feed the hungry". People need to eat 8 ------------ --- -- - daily, therefore if Harvest Bag is not funded, fewer people would receive food and there would be less choices in the food offered to the clients. The degree of urgency is high. Without the services of Harvest Bag, San Luis Obispo would have to find other ways to help feed its "needy" population. What would be the consequences if the proposed project or program is not funded in the nen year? If Harvest Bag's request is not funded we will continue to seek funding elsewhere and reduce services to stay within our budget. Without good transportation, distribution of food to sites other than Soto Park may be curtailed, and we will be unable to continue the program of exchanging produce with the Golden Gleaners in Bakersfield and the Porterville Gleaners in Porterville thus reducing the variety offoad we can offer. Funds are also urgently needed to help defray costs for warehouse rent, insurance fees, fuel and maintenance costs. These monthly expenditures take a big bite out of our budget and leaves less money available for food purchases and other operational needs. 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 distributes food weekly and has developed a working relationship with County agencies and other non-profit entities, all of whom provide space and encouragement for this program. Local grocers, farmers and business persons cooperate with the Harvest Bag effort and support this non-profit charitable organization with in- kind as well as other donations. Harvest Bag has been in continuous operation for 25 years, and proudly holds a place in history in San Luis Obispo County as the first food bank, and original grass-roots effort to help the disenftanchised and needy in the area. Within our all volunteer staff we have experienced leaders, grant-writers, public speakers, teachers, nutritionists and medical persoooel to contn'bute to the planning, and overall well-functioning of Harvest Bag. I certifY that the infonnation in this application is true and accurate to the best of my knowledge and ability. tkAAY1AAAJ V&. ~, /0- J.d. -0'+ Signature ' Date Herman E. OJave. President Printed or typed name Title 9 .-- -_._.~..-._.- The Harvest Bag I Board Of Directors President Secretary Hennan Olave Pat Collins 222 West Cherry Lane Ave. 5] 7 Rosemary Lane Arroyo Grande, CA 93420 Arroyo Grande, CA 93420 Retired Lt. Colonel United State Army 29yr Retired Professor Human Development Retired Owner IOperator Produce Business 18yr California State University Bakersfield, CA Arroyo Grande Senior Commissioner Habitat for Humanity Volunteer 13yr Grand Marshall Harvest Festival A.G.2002 Earth Watch Volunteer 17yr Harvest Bag Volunteer 15 yr. Harvest Bag volunteer 8yr Member RSvp. Member RSVP First Vice President Bert Berringer Members at Large ]57 Walnut Rd. Oscar Wolfe Arroyo Grande, CA. 93420 678 Balboa St. Taught Chem., Workshops and Labs 30 yr. Arroyo Grande, CA. 93420 Taught in the Philippines & South Afiica Retired Administrator City of Santa Barbara Instructor for Nuclear Reactors Harvest Bag Volunteer 13 yr. Harvest Bag Volunteer 5 yr. Member RSVP Member RSVP Alice Huerta Second Vice President 754 Rockaway Ave. Eloise Kohal Grover Beach, CA. 93433 923 Mentone Ave. Retired Assembly Line Paul Masson Winery Grover Beach, CA.93443 Retired K-Mart Sales Dept. Diabetic Supervisor O.E.C. Volunteer 10 yr. Diabetic Aid Senior Brown Bag Administrator Oceano, CA Nursing Home Cook Harvest Bag Volunteer 8yr Harvest Bag Volunteer]O yr. Member RSVP Member RSVP Bill Holliday 577 Sheridan Road Treasurer Arroyo Grande, CA 93420 Paulette McCann Cattle Rancher 575 Crown iIi11 St. School Custodian Arroyo Grande, CA. 93420 TV Cameraman First Educational Station 32 years Banking Industry, Retired Anaheim, CA. Youth Soccer Board, Retired Carpenter Volunteer Arroyo Grande Historical Society Past President Shriners of Santa Maria Volunteer Arroyo Grande Library Volunteer Shriners Hospitals Harvest Bag Volunteer 3yrs. Volunteer Harvest Bag 13yr. Member RSVP Member of RSVP ---- / - INTERNAL REVENUE SERVICE DEPARTMENT OF THE TREASURY P. O. BOX 2508 CINCINNATI, OH 45201 Employer Identification Number: Date: JUN 2 0 2000 95-3581196 DLN: 17053155743010 HARVEST BAG INC Contact Person: PO BOX 628 MITCHELL P TOLOKONSKY ID# 31365 OCEANO, CA 93445 Contact Telephone Number: (877) 829-5500 Our Letter Dated: January 1981 Addendum Applies: No Dear Applicant: This modifies our letter of the above date in which we stated that you would be treated as an organization that is not a private foundation until the .expiration of your advance ruling period. Your exempt status under section 501 (a) of the Internal Revenue Code as an organization described in section 501 (c) (3) is still in effect. Based on the information you submitted, we have determined that you are not a private foundation within the meaning of section 509(a) of the Code because you are an organization of the type described in section 509(a) (1) and 170 (b) (1) (A) (vi) . Grantors and contributors may rely on this determination unless the Internal Revenue Service publishes notice to the contrary. However, if you lose your section 509(a) (1) ~tatus, a grantor or contributor may not rely on this determination if he or she was in part responsible for, or was aware of I the act or failure to act, or the substantial or material change on the part of the organization that resulted in your loss of such status, or if he or she acquired knowledge that the Internal Revenue Service had given notice that you would no longer be classified as a section 509(a) (1) organization. You are required to make your annual information return, Form 990 or Form 990-EZ, available for public inspection for three years after the later of the due date of the return or the date the return is filed. You are also required to make available for public inspection your exemption application, any supporting documents, and your exemption letter. Copies of these documents are also required to be provided to any individual upon written or in person request without charge other than reasonable fees for copying and postage. You may fulfill this requirement by placing these documents on the Internet. Penalties may be imposed for failure to comply with these requirements. Additional information is available in Publication 557, Tax-Exempt Status for You~ Organization, or you may call our toll free number shown above. If we have indicated in the heading of this letter that an addendum applies, the addendum enclosed is an integral part of this letter. Letter 1050 (OO/CG) .. - -4:t=.W tf\c..Io s ........e. , -~....- '--- -'-.- ~ "'- ., t . The Harvest Bag, Inc. Compiled Financial Statements June 30, 2004 - -~-- "-..."-- fiffAl -- - - .... . I JERRY R. TAKIEB. Sa. CertifIed PubUa A0001lD1am August 19,2004 I have compiled the accompanying Statements of Assets, and Liabilities and Owner's Equity - Cash Basis of The Harvest Bag, Inc. as of June 30, 2004, and the related Statement of Support and Expenses - Cash Basis for the twelve months then ended, in accordance with standards established by the American Institute of Certified Public Accountants. A compilation is limited to presenting, in the form of financial statements, information that is the representation of the owner. I have not audited or viewed the accompanying financial statements and, accordingly, I do not xpress an opinion or any other form of assUrance on them. ou have elected to omit substantially all of the disclosures (and the statement fCash flows) required by generally accepted accounting principles. If the mitted disclosures were included in the financial statements, they might uence the user's conclusions about the company's financial position, results f operations, and cash flows. Accordingly, these financial statements are ot designed for those who are not informed about such matters. . , ~~;/ '." "r ,~-... -...-- -- ,'---- , The Harvest Bag, Inc. Balance Sheet Cash Basis June 30, 2004 ASSETS Current Assets Cash $ 16,062.21 Total Current Assets 16,062.21 Fixed Assets Automobiles & Trucks 52,942.00 Equipment & Storage Facilities 56,646.09 Accumulated Depreciation (100,818.05) Total Fixed Assets 8,770.04 Other Assets Deposits (Rent) 3,000.00 Total Other Assets 3,000.00 Total Assets $ 27,832.25 LIABILITIES AND CAPITAL Capital Fund Balance $ 32,215.05 Expenses Over Support (4,382.80) Total Fund Balance 27,832.25 Total Liabilities and Fund Balance $ 27,832.25 See Accountant's Compilation Letter ~._._- --- ---- , The Harvest Bag, Inc. Statement of Support and Expenses - Cash Basis For the Twelve Months Ending June 30, 2004 Current Month Fiscal Year % SUPPORT AND REVENUE In-Kind Personnel $ 8,060.00 43.03 $ 104,994.00 46.72 Other Grants 4,209.00 22.47 14,352.36 6.39 Donations for Food Units 5,288.40 28.24 61,555.07 27.39 Donations> $100 0.00 0.00 25,800.03 11.48 Donations < $100 72.50 0.39 3,072.95 1.37 Fundraising 0.00 0.00 2,590.64 1.15 Dues 0.00 0.00 260.00 0.12 Rental Income - Sub-Let 1,100.00 5.87 12,100.00 5.38 Total Income 18.719.90 100.00 224,725.05 100.00 EXPENSES Proeram Services Food Costs 1,104.00 5.89 4,549.22 2.02 In-Kind Personnel 8,060.00 43.03 104,994.00 46.72 Mileage Reimbursement 153.40 0.82 1,866.99 0.83 Repairs & Maintenance 1,781.69 9.51 16,407.78 7.30 Supplies 0.00 0.00 1,430.59 0.64 Vehicle Gas & Oil 2,106.50 11.25 18,409.74 8.19 TOTAL PROGRAM SERVIC 13,205.59 70.51 147,658.32 65.71 Support Services Accounting Services 175.00 0.93 2,405.00 1.07 Bank Charges 0.00 0.00 8.50 0.00 Depreciation Expense 411.00 2.19 4,932.00 2.19 Insurance 0.00 0.00 15,614.63 6.95 Office and Postage 90.00 0.48 375.55 0.17 Rent 3,500.00 18.69 42,086.00 18.73 Tax and License 0.00 0.00 2,249.00 1.00 Telephone 33.20 0.18 390.56 0.17 Utilities 1,229.11 6.56 13,388.29 5.96 -----.., .------ TOTAL SUPPORT SERVICE 5,438.31 29.04 81,449.53 36.24 EXPENSES OVER SUPPORT $ 86.00 0.46 $ (4,382.80) (1.95) ----.-- -._".~ ----- ------- See Accountant's Compilation Letter ---...- --"-- The Harvest Bag, Inc. Harvest Bag Statement of Support and Expenses - Cash Basis For the Twelve Months Ending June 30,2004 Current Month Fiscal Year % . SUPPORT AND REVENUE In-Kind Personnel 6,980.00 41.15 86,813.00 44.25 Other Grants 4,209.00 24.81 14,352.36 7.32 Donations for Food Units 4,601.40 27.13 51,213.07 26.10 Donations> $100 0.00 0.00 25,800.03 13.15 Donations < $100 72.50 0.43 3,072.95 1.57 Fundraising 0.00 0.00 2,590.64 1.32 Dues 0.00 0.00 260.00 0.13 Rental Income - Sub-Let 1,100.00 6.48 12,100.00 6.17 Total Income 16,962.90 100.00 196,202.05 100.00 EXPENSES Program Services Food Costs 1,104.00 6.51 4,549.22 2.32 In-Kind Personnel 6,980.00 41.15 86,813.00 44.25 Mileage Reimbursement 153.40 0.90 1,866.99 0.95 Repairs & Maintenance 1,549.69 9.14 13,764.78 7.02 Supplies 0.00 0.00 1,177.59 0.60 Vehicle Gas & Oil 1,832.50 10.80 15,336.74 7.82 - TOTALPROGRAMSERVIC tt,619.59 68.50 123,508.32 62.95 -'-- Support Services Accounting Services 175.00 1.03 .2,405.00 1.23 Bank Charges 0.00 0.00 8.50 0.00 Depreciation Expense 411.00 2.42 4,932.00 2.51 Insurance 0.00 0.00 12,776.63 6.51 Office and Postage 78.00 0.46 315.55 0.16 Rent 3,050.00 17.98 36,686.00 18.70 Tax and License 0.00 0.00 1,844.00 0.94 Telephone 29.20 0.17 323.56 0.16 Utilities 1,069.11 6.30 11,091.29 5.65 -~----"-_._'- ------_. -'- ---- TOTAL SUPPORT SERVICE 4,812.31 28.37 70,382.53 35.87 ~._---- EXPENSES OVER SUPPORT S 531.00 3.13 S 2,3tt.20 1.18 -_._~ ------- ---.---- ---..-.- ._._----~~-- .~ See Aecountanrs Compilation Letter ~. -- .--- . . 2005 C!-?J3G Application Orglln;7ation: Senior Volunteer Services COUNTY OF SAN LUIS OBISPO COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM APPLICATION FOR FUNDING DURING 2005 PROGRAM YEAR (Attach additional sheets if necessary) To be considered for CDBG assistance, please submit this completed application with any exlu'bits, budgets' or beneficiary data as needed. The application d~dline is Friday, October 29, 2004. 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: (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 ftom 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 organizatioD,witb contact person, phone and fax numbers, and e-mail address: Senior Volunteer Services RECEIVED I 660 Pismo Street San Luis Obispo, CA 9340 I OCT 1 9 2004 Richard Gruner, Executive Director CITY OF ARROYO GRANDE Phone: (805) 544-8740 COMMUNITY DEVELOPMENT DEPT FAX: (805) 544 9146 Email: rsvpslo@srvolunteer.org 2. Title/name/address of proposed project or program: Caring Callers . Wanda McFarlaneJProgram Director 660 Pismo Street San Luis Obispo, CA 93401 Phone: (805) 541-1800 FAX: (805) 544-9146 Email: carecall@srvolunteer.org -. 2005 GDBG 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, descn'be 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 descn'be the geographic area served by the program. Also, please include a schedule of project/program milestones. SEE ATfACHED APPENDIX A 4. Total amount of CDBG funds requested: $ 8.500 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: 1.500 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: 8.500 *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 29, 2004. ---- CDBG Application Organization: Senior Volunteer Services .~ . 5. Please descJ:jbe the budget for the proposed project or program. Itemize all SOUIUS of funding expected to b~ available and used for this project. :-: : a. Revenues: 1. CDBG Funds requested $ 8.500 2. Other Federal Funds $ 0 ..3. State sources $ 0 . 4. Local Sources (describe below) $ 10.100 5. Other Funds (describe below) $ 1 1.450 .\ $ 30,050 (a.4. above) Local Sources: based on current funding levels: United Way ofSLO County ....................$ 2,000 County of San Luis Obispo, CBO Grant....... 4,700 City ofSLO, GIA Grant.......................... 2,000 St Barnabus Thrift ................................ 1.400 $10,100 (a.5 above) Other Funds: Fundraising Events (Harvest Dance, etc.)......$ 6,450 In-Kind Services and Gifts ......................$ 5.000 $ 11,450 b. Exuenditures: PersonneI......... ...... ... ... ...... ...... .... ........... ...... .... ....$15,600 Contract Services... ..... ............. .... ................. .;.... ..... 2,000 1rravel .FleiDBb~ent.............................................. 900 1r~................................................................ 700 Flent, utilities, equipment lease, maint.............................. 2,030 1reICl'l1one, ISP........................................................ 800 Post!qge; I'riz1~, ~ce Supplies................................. I,S35 Insurance.................. ......... ........... .............. ...... .... SOO Voluntel:rFl~o~tion .............................................. 385 In-Kind EXpense ........ ..._....................... ................... 5.000 $ 30,050 c. How do you plan to fund the operation and maintenance costs (if any) associated with this program? Are the funds available now? If not, when will they be available? And from what sources? All expenses are related to operations and maintenance; the program has no capital outlays. Funding'sources and amounts are based on eXisting, long-standing relationships with. granting institutions/agencies sb.own in 5.a. (above), showing amounts actually received in FY 2004. Harvest Dance and Community Fundraising are conducted in November, annually. In-Kind contributions are accCl'ted throughout th.e year. --.-...--- ","'" . 2005 CJ}BG Application Organization: Senior Volunteer Services . . " d. Will CDBG funds be used to matcblleverage other funds? List below funding sources and amounts and identify award dates of these sources. oJ >>l> - ... , . 6. Does the proposed project or activity meet one of the 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 particuJar 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 Reqnest for Proposals. b. Aids in the prevention or e1imination 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 baving a particular urgency where existing conditions pose a serious and immediate threat to the health or welfare of the community, and no other fundmg sources are available. NOTE: To meet this national objective, the proposed activity must deal with major catastrophes or emergencies such as floods or earthquakes. '- .,-. " 2005 ~BG Application Organization: Senior Volunteer Services . " 7. If the p"!ject or program is designed to meet the national objective of providmg benefit to iow- 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 fonows: a. :Total number of persons or households who will benefit from the project or program (regardless of income group): "\ 130 to 145 Personslhouseholds (circle the applicable unit) b. Of the total number of persons or households entered above, how many will be low-income (earning 51%.. 80"10 or less of the County median-income)? 85% Personslhouseholds (circle the applicable unit) c. Of the total number of perSOns or households entered above, how many win be ~ low-income (earning 50% or less of the County median-income)? 35% Personslhouseholds (circle the applicable unit) ! f I 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): 125 to 145 Personslhouseholds (circle the applicable unit) b. Of the total number of persons or households entered above, how many will be low-income (earning 51% - 80"10 or less of the County median-income)? 89% Personslhouseholds (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)? 73% Personslhouseholds (circle the applicable unit) ... 2005 q3BG Application Organization: Senior Volunteer Services 9. Who are the clients of your organization? (Example: low- to moderate-income persons, elderly p~rsons, severely disabled persons, migrant farm workers, battered spouses, etc.) Our Clients are ail 60 years old and older - many are 75 + and 85 + as calculated by the Napis program. All the clients full into the category of very low-to-low income. ., I I i I 10. How do you currently. collect demographic data on the beneficiaries of the proposed I project or program? (Example: racial/ethnic characteristics) [ I The Napis program supplied by Area on Aging is used. 'Title III B" i I Number of hour's visited - new seniors served - sex - age - live alone - nutrition risk - i , minority - race - also the program breaks information down into zip code areas. , f Caring Callers is able to measure outcomes using past data and professional judgment. This data can be reported in both numbers and percentages.' When the client survey is done on an annual basis the comments reflect how the program has enhanced the life of the individuals it is designed to 'serve. Over 73% of the clients surveyed state that the element of renewed spirit is what their Caring Caller brings to them. i 11. How do you currently document income status of each client? (Example: very low, low- I ! and moderate-income) I Caring Callers uses a uniform client application that has the question regarding their income. i This information in turn is input into the Napis program that was supplied through the Area on i [ Aging I All of our clients are seniors over 60 and on Social Security with MedicarelMedical who are I I socially isolated and frail; which fall in the required financial guideline for HUD I I , i i i ! i , I i I I i I j ,-. . 2005 q:>BG Application Organization: Senior Volunteer Services 12. How'Yill the clients benefit from this project? The focus of the pi-ogram 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 American Act Title III. The primary goal of Caring Callers is to allow seniors to stay in their homes, participate in their community to extent they are able and remain independent as long ;as possible. Research points out that removing individuals from their home environment and placing them in congregate are settings significantly reduces their quality of life and hastens death. l The program is designed to stimulate and enhance the social activities of the lonely, frail, and mostly isolated aging population. . 13. Will the services offered by your organization increase or expand as a result of the CDBG assistance? If yes. please answer the foRowing questions: a. What new programs and/or services will be provided? I Specifically, monies will be used for operating expenses of the Caring Callers .1 program as well as enhancing the volunteer support system that includes but is not limited to the pW'chase of a County directory of service-training Supplies. Collaborating with other senior services to provide in-service trainings then sharing cost. Implement a disaster plan for the volunteers and clients by finding the resources to funding this venture. Most importantly meeting rising cost of materials used to support the volunteer services provided to our community. b. Describe how existing programs andlor services will be expanded and what percentage of an increase is expected? With the addition of the funds received oW' on-going efforts to train the volunteers will be implemented further. This includes the collaboration forum with other non-profits and the out-sourcing for information needed. This would give Caring Callers an increase of Approximately 23% in increased information. ---- ----- '. 2005 GDBG Applicaiitm Organization: Senior Volunteer 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? 1) Isolation may cause a rise in alcohol abuse and depression 2) EOC representatives have stated that this year there bas been an increase in elder clients - this trend has started in our county 3) Increase in individuals with hunger - we refer to nutrition programs 4) Safety household equipment - refmaI to County Health Dept. for their home safety evaluation and equipment to meet individual needs . 5) There is an increase in decreased vision and decrease.d hearing as this population ages - refenal to needed services 6) Refer to Brail Institute for books on tape, assist in bill payment, facilitate the individual to keep abreast oflocal activities and services. 7) Increase referral to Adult protective services, this year there was a 27% increase in direct referrals - because of self neglect, fiunily unawareness or disinterest and apathy toward the elderly family member - or even worst fumily members who take financial advantage of their relationship. 8) As our county grows individuals are more likely to become victims of disreputable individuals who would seek personal gain in manipulation of vulnerable, trail, and isolated elder people. 16. Please describe the specific organizational method used to iDlplement the proposed project or program (single or multiple group, public agency, non-profit, for-profit, experience in operating similar programs, etc.): Senior Volunteer services is a 501 (c) (3) nonprofit status Caring Callers Program m"n4ate is to be a no-fee in-home fi-iendly visiting service designed to stimulate and enhance the social activities of the lonely, ftagile, mostly isolated aging population (60 years of age and older) of the San Luis Obispo County. The program does this by providing in-home visitors. The following are the primary goals of the program for Fiscal year 2005-2006. I) To recruit, orient and maintain 125 Caring Caller volunteers. These volunteers will provide the following: a. Visit a miuimum of 1 hour a week on a regular basis b. Complete and return monthly visiting reports with hours and comments regarding activities. 2) To provide a least 6,000 hours of visiting services countywide (focus on increase of 1000 units of service) 3) To assess the needs of and provide 150 seniors (clients) with Caring Callers (increase of 50 clients) 4) To provide a service that improves the quality of life for a minimum of 80% of the seniors served. --..-- . . 2005 CDBG Application Organization: Senior Volunteer Services 5)' 90% of the seniors to be served in the program are those who cannot complete activities of daily living (eat~, dressing, etc) and/or instrumental activities (preparing meals, shopping, etc) 6) 90% of the seniors to be served in the program are low to very low income as defmed by the HUD guidelines. 7) To provide as annual recognition event for 125 volunteers and their clients. The:components of the program. include: Outreach: The program completes outreach through the following activities: 1) PSA's for T.V., radio, and newspapers 2) Presentations to civic service 'clubs and senior groups 3) Interaction and volunteer recruitment with Cal Poly and Cuesta College 4) Listing in the Senior I & R Directory, phone book, Chamber of Commerce Directory 5) Attendanct; at Health, senior, and community fairs Intake: Client intake can be completed through any of the following means*: 1) Direct request of the client 2) . Referrals ftom other in-home service agencies, hospitals, and county agencies or Doctors offices 3) Contact by fiunily, fi:iends or neighbors *In all circumstances, the potential client will be drawn into the planning Client Assessment: Eligibility to receive a Caring Caller visitor is assessed by the Program Director or volunteer assessment worker, who makes the initial.visit to the potential client. A standard assessment tool is used. The Project Director then determines eligibility. An assessment form is completed for each re1i:rra1; the referral source is then notified of the outcome. Referral: When a client is not eligible for a Caring Caller visitor, sheJhe is referred to an appropriate agency for assistance. If a client is eligible, yet need additional services; appropriate refen-a1s are made after a client release is obtained. Monitoring and Reassessment: Situational changes in the visitor/client relationship often make reassignment necessary. The same amount of time is spent processing reassignment as is given to initial visitor/client matc1Ung: All clients are reassessed once a year regarding program eligibility and personal status or life change. ----.-- .- . ,.4005 CDBG Application organization seni~r Volunteer Servlces .' - . .... There is a plan to maintain current capabilities of serving 125 clients each year and to enroll like numbers ofvoJ.unteers. During each funded year numbers decrease due to death, illness or mobility of the client. There is an ongoing recruinnent for clients as well is volunteers to maintain the initial goal level of125 clients. \ Initial personal orientation is given to each volunteer, as well as opportunities to attend area workshops and in-services geared to working with the elder population. A monthly report system is used to follow both client interaction and also volunteers' progress in the relationship. These reports also show if there is a need for intervention at any given time. IMPLEMENTATION Caring Callers: Caring Callers will recruit, orient. and match .125 volunteers with isolated seniors in San Luis Obispo CoUnty. Annually, Caring Callers provides a minimum of 6,900 total hours of visiting service, which equates to a dollar amount of$69,000.00 Task I: To enroll isolated seniors countywide in the Caring Callers Program. A. Provide 125 seniors with services of Caring Callers dtuing the funding year 2004-2005 B. Receive a minimum of225 referrals trom community and county agencies, doctors. and hospitals. Churches, family members, and individuals. C. Complete an intake and assessment process in each senior's home to determine hislher appropriateness for the program with-in two weeks of referral. D. NotifY each referral source as to the outcome of the assessment E. Monitor quarterly and assess annually the seniors' appropriateness for this program Task 2: To Maintain a Program Advisory Committee to oversee the program's operation. A Recruit a minimum of 10 community and Caring Caller volunteers to be memb~ and meet a minimum of hour times per year to review program operations. J ----......- '-, . 2005 c;DBG Application Organization: Senior Volunteer Services . . I certifY that the information in this application is true and accurate to the best of my knowledge and ability. : ',\ - Date 14),./1 ...J Gyu..Ale.~ 5e.~u;hv~ DI'r<"f'& Printed or typed name / Title Note to aDDlicant: Reporting of beneficiary data on a quarterly and year-end basis is required for HOD purposes. Prior to HUD's release of grant conditions andlor 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 pnor 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 priQr to the completion of the necessary environmental review, the project sbaD not benefit iTom 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. . Valerie Humphrey, Department of Public Works. City of Atascadero, 6500 Palma Ave., Atascadero, CA 93422-4299, (80S) 461-5020. . Janet Reese, Community Development Dept., City of Grover Beach, 154 S. Eight St., Grover Beach, CA 93433, (805) 473-4520. . 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, RID.: 317, San Luis Obispo, CA 93408', (805) 781 -5787. I --- '. . .' - APPENDIX A .: '. PROGRAM SUMMARY Caring Callcis has been in operation for approximately 23 years. The program serves all of San Luis Obispo County and remains the only program 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 persoDS who reside alone and are at-risk for substance abuse for, elder abuse, scams, bud, 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 or eliminating 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 coUaborates with several County departments and programs serving the 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 ( I) hour a week on a regular basis. The program is designed to stimulate and enhance the social activities of the lonely, ftai~ mostly isolated aging pOpulation. The mental and social stimulation that many individuals are missing is due to a lack ofsocial/fumily 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 approxiriiately 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 of life: 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 American Act Title m. 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 independen(as 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 hasteDS death. -- . Caring Callers is able to measure outcomes using past data and professional judgment. 1bis data can be reported in both numbers and percentages. When the 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% of the clients surveyed state that the element of renewed spirit is what their Caring Caller brings to them. Another element of satisfaction_is illustrated by the comments about "hav!ng someone and something to look forward to in the future". Collected Data: " Number ofOO= 6256 New seniors served: 145 Number of seniors age 75+: 123 Number of seniors age 85+: 62 Number of male: 25 Number ofFermale: 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. bathing. 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 Heahh 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 refen-al is discussed with the senior and if she/he agrees, a 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, worldng 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 worldng 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 of losses 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 m8)!.l1tilize the resources of the Braille Institute to bring a new avenue to those -cIientstbat maybe impaired of enjoyment " J ----- Internal Revenue Service Department of the Treasury P. O. Box 250a Date: April 2.o.~2004 Cincinnati, OH 45201 :[ . , Person to Contact: Senior Volunteer SerVices Mrs. Bonnie Lawson #31-07572 660 Pismo St. Customer Service Representative San Luis Obispo, CA 93401 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 exempt 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 sections 509(a)(1) and 170(b)(1)(A)(vi). This classification was based on the assumption that your organization's operations would 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, Retum Of Organization Exempt from Income Tax, only if its gross receipts each year are normally more than $25,000. If a return 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 $100 or more paid to each employee during a I calendar year. Your organization is not liable for the tax imposed under the Federal Unemployment Tax Act f (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, I legacies, devises. transfers, or gifts to your organization or for its use are deductible for federal estate and gift , I tax purposes if they meet the applicable provisions of sections 2055, 2106, and 2522 of the Code. f i , ~ i , i i - , ~- -,,-- ,. . -2- .' - - Senior Volunteer Services 77-0433542 '., , Your organization is not required to file federal income tax returns unless it is subject to the tax on unrelated busirfess income under section 511 of the Code. If your organization is subject to this tax, it must file an income tax return-on the Form 990-T, Exempt Organization Business Income Tax Return. In this letter, we are not determining whether any of your organization's present or proposed activities are unrelated trade or business as defined in section 513 of the Code. I Section 6104 of the Internal Revenue Code requires you to make your organization's annual return available for public inspection without charge for three years after the due date of the return. The law also requires organizations that received recognition of exemption on July 15,1987, or later, to make available for public inspection a copy of the exemption application, any supporting documents and the exemption letter to any individual who requests such documents in person or in writing. Organizations that received recognition of exemption before.July 15,1987, and had a copy of their exemption application on July 15, 1987, are also required to make available for public inspection a copy ofthe exemption application, any supporting documents and the exemption letter to any individual who requests such documents in person or in writing. For additional information on disclosure requirements, please refer to Internal Revenue Bulletin 1999 - 17. Because this letter could help resolve any questions about your organization's exempt status and foundation status. you should keep it with the organization's permanent records. If you have any questions, please call us at the teiephone number shown in the heading of this letter. Sincerely, ~7(.k;w Janna K. Skufca, Director, TE/GE Customer Account Services . I -- I 2005 CDBG Application Organization: San Luis Obispo County YMCA COUNTY OF SAN LUIS OBISPO COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM APPLICATION FOR FUNDING DURING 2005 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 29, 2004. 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: (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 calJ County and/or city CDBG staff with any questions about how to complete the fonn or about the rating criteria and process. (2) If the infonnation 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: San Luis Obispo County YMCA 1020 Southwood Drive San Luis Obispo, CA 93401 RECEIVED Contact: Jenifer Rhynes, CEO Phone: 805. 543-8235 NOV 01 2004 Fax: 805. 543-6202 CITY OF ARROYO GRANDE jrhynes@sloymca.org COMMUNITY DEVELOPMENT DEPT 2. Title/name/address of proposed project or program: Y Achievement YMCA of South County Program Center 340 Pomeroy Street Pismo Beach, CA 93449 ----- -- ----- 2005 CDBG Application Organization: San Luis Obispo County YMCA 3. Please describe tbe proposed project or program. Include a description of the groups who will benefit and an explanation of how they will benefit ITom 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 ITom 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 YMCA's Y Achievement program directly serves the early adolescent and middle school students and their families at Judkins (Pismo Beach), Paulding, and Mesa Middle Schools (Arroyo Grande), and Flamson. These schools serve all middle school students who reside in these cities as well as in Grover Beach, Oceano, and Nipomo. Y Achievement is offered after school every afternoon-and is located at the South County YMCA Programming facility on Pomeroy Street (known to these students as the Y Teen Beach House). This site is convenient for students and their families to access. Y Achievement is offered at a nominal fee to families and is available to all students attending middle schools in the South County. ! The San Luis Obispo County YMCA created adaptable cuniculum to meet each student where they stand academically for middle school students. In addition to academic tutoring by credentialed teachers, teens are mentored by adults in a supportive environment. Other activities such as dances, service projects, teen fun nights, and teambuilding also take place out of the beach house. We recognize the probability that if a middle school youth was engaging in other activities during non- school hours, without adult supervision or intervention, their behaviors could lead to risk-taking and leave opportunities for poor decision making. The YMCA has a long history of positive youth development and by design, is asset-based and utilizes primary prevention strategies to attain desired outcomes. We developed activities to speak to the interests of teens while creating a secure environment with a wide variety of skills-building activities. Participants will experience the benefits of interaction with consistent, supportive and well-trained staff in a safe, supervised setting. Teens will arrive after school to engage in activities that promote positive behaviors such as service clubs and tutoring. Facilitated by trained and credentialed staff, these options include but are not limited to tutoring, service.clubs, social activities and trips. In addition to the Y-Achievement program, the YMCA will offer monthly Friday night Teen Dances, Teen Trips on scheduled weekends throughout the year, and local educational field trips after school. We will continue to add skills building selections to choices that challenge teens and appeal to their interests, as well as offer presentations by health professionals designed to engage these young people in dialogue to promote communication about teen health issues. Partners in determining program direction and identifying age-appropriate components that will be popular with .--....,- 2005 CDBG Application Organization: San Luis Obispo County YMCA teens are representatives from that group who assist staff in planning and facilitating interactive talk sessions and activities. A component of all YMCA Teen Programs is the Character Counts curriculum, designed by the Character Counts Institute. The Six Pillars of Character; Respect, Citizenship, Caring, Responsibility, Trustworthiness and Fairness are the foundation of our program management plan and is the basis built upon for interaction among staff and participants, and teens amongst their peers. Hands on service learning projects planned and perfonned each month by the teens and adult staff win promote a feeling of value and sense of purpose for the teens. ReflectionIRecognition exercises will serve to make service a meaningful experience and enhance learning and awareness. Academic success is not only achieved through book learning and tutoring, but backed by emotional support, hands-on service learning and positive relationships with p"ers and adults. The YMCA provides an of these components and the outcome is resilient and competent youth that succeed in school. Program Milestones Y Achievement participants will be involved in positive after schooJ activities at a nominal fee. Financial assistance is available through the YMCA. Teens will plan and implement 10 special events or activities for their peers throughout the school year. Youth will develop a strong and positive relationship with an adult leader(s). Youth will participate in and reflect on 5 service-learning projects throughout the year that in order to serve the larger communitylbenefit others. Y Achievement participants will be able to define leadership and will describe a significant leadership experience. Teens will have increased experience with the important workplace and civic skills ofteamwork, negotiation, conflict resolution and communication. Teens will learn to make decisions,to problem solve as a team, and to be responsible to each other for group outcomes. Youth will demonstrate a better understanding of the positive character traits of caring, respect, trustworthiness, fairness, good citizenship, and responsibility. Participants employed in non-subsidized jobs will continue to be self sufficient 2005 CDBG Application Organization: San Luis Obispo County YMCA Work force productivity will increase. Student's test scores will increase as higher academic learning is practiced and confidence is gained through support and understandings. 4. Total amount ofCDBG funds requested: $10.000 Please identify the jurisdiction(s) to which you are applying*: MOVO Grande If you are requesting CDBG funds trom more than one jurisdiction, please break down the amount shown above by the jurisdiction listed below. City of Arroyo Grande: 10,000 City of Paso Robles: City of Atascadero: City of San Luis Obispo: City of Grover Beach: County of San Luis Obispo: 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 29,2004. 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 $ 10,000 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) $ 15,849.60 Total Revenues $ 25,849.60 Local sources include fundraising efforts by the YMCA specifically for the South County Y Achievement program for the 2004-2005 school year and nominal fees to be collected trom program participants. b. Expenditures: List below by item or cost category. c. Salaries & Wages Program Director $8,000.00 Credentialed Tutors $8,000.00 2005 CDBG Application Organization: San Luis Obispo County YMCA Volunteers $0.00 Wages Sub-Total $16,000.00 Payroll Taxes $1849.60 Total Wages $17,849.60 Supplies & Equipment Office EquipmentJRentals $2,000.00 Food $1,000.00 Program Supplies $1.000.00 Total Supplies $2,000.00 Field Trips & Special Events $ 6.000.00 Total Field Trips & Special Events $6,000.00 GRAND TOTAL $25,849.60 c. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Axe these funds available now? If not, when will they be available? And from what source(s)? We plan to fund this program with a combination of grants (CDBG), donated dollars (YMCA I fundraising), and eamed revenue from program participants. Most of this money should be I I available after our Annual Support Campaign in February of2005. i I d. Will CDBG funds be used to match/leverage other funds? List below funding sources and I amounts and identify award dates of these sources. I i I No CDBG funds will be matched or used to leverage other funds at this time. t t 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 I proposal, and explain how the project or activity meets that national objective. I a. ...x.- Benefits low- and moderate-income persons as defined by the U.S. Department of I ! i i I "-- 2005 CDBG Application Organization: San Luis Obispo County YMCA 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 I conditions pose a serious and immediate threat to the health or welfare of the community, f , and no other funding sources are available. I I NOTE: To meet this national objective, the proposed activity must deal with major f I catastrophes or emergencies such as floods or earthquakes. I I , ! i The percentage oflowand very low-income families in the North County who receive Cal Works is I 44%. Residents there who receive Medi-Cal assistance is 40%, and those who receive General Assistance make up 19% of that population. The percentage oflow and very low-income families in the Coastal Region who receive Cal Works is 10%. Residents there who receive Medi-Cal assistance is 13%, and those who receive General Assistance make up 14% of that population. The percentage of low and very low-income families in the South County who receive Cal Works is 33%. Residents there who receive Medi-Cal assistance is 31 %, and those who receive General Assistance make up 24% of that population. Many oftoday's families are supported by a single parent who may work many hours and has likely struggled to pay for after school childcare throughout their young child's school-age years. Indeed, over 68% of South County families who are enrolled in YMCA after school childcare programs for students in K_6'h grade at local schools qualify for subsidized childcare assistance with the San Luis Obispo County Economic Opportunity Commission (B.O.C.). When their children move on to middle school, they no longer qualify for assistance, as after school care is looked upon as a low priority for this age group. This perspective directly contradicts national and local studies that show that during the non-school hours of3:00 - 6:00 PM, the highest incidences of youth risk-taking behavior takes place. This program directly addresses the basic need of childcare for this particular constituency. ~_.~ 2005 CDBG Application Organization: San Luis Obispo County YMCA Needy working parents of middle school students are particularly challenged by the lack of safe and supportive environments for their children after school. This is when parents and other community members, but most importantly the students themselves, report a sense of fearfulness, episodes of intimidation and gang and drug related activity. This is also the time when young adolescents are most likely to engage in sexual activity. There is no doubt that these issues affect all students and their families to some degree; however it is those same families most likely to benefit from assistance from the Department of Social Services that also find a great sense of relief knowing their children are safe and happily engaged after school. By offering the Y Achievement program at a nominal fee, parents can afford to enroll their teens in a structured, organized, supervised, and high quality tutoring and enrichment program. AI; a result, parents are able to focus on their jobs, decrease absenteeism, and feel confident that while they are at work their teens are engaged in positive, safe, enriching, activities after school. Participants employed in non-subsidized jobs will continue to be self-sufficient. Our community will be enhanced by maintaining a low unemployment rate, and as a long range goal, will help the youth participating in this program gain skills, pursue their educations successfully, and leam more about the options the work world offers, and will help them become more employable as they mature to working age. Additionally, youth, who would not otherwise have the opportunity, attend YMCA after school programming to develop themselves academically, learn about their community, interact with businesses, colleges, elected officials, and help to improve their environment, and attend low cost field trips that serve to broaden their view of their personal future. Parents needing financial assistance for their teens complete a YMCA Financial Assistance Application with income verification included. Assistance is based on income and family size and is awarded on a sliding scale. 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: 312 students who live in Grover Beach attend Judkins, Mesa, or Paulding Middle School 204 students who live in Oceano attend Judkins, Mesa, or Paulding Middle School 710 students who live in Nipomo attend Judkins, Mesa, or Paulding Middle School All will have the opportunity to participate. Space will be limited to maximum occupancy of 25 students per day. b. Of the total number of persons or households entered above, how many will be low-income (earning 51 % - 80% or less ofthe County median-income)? 18% Low-Income Students attending Mesa Middle School in Arroyo Grande ----~- - 2005 CDBG Application Organization: San Luis Obispo County YMCA 12% Low-income Students attending Judkins Middle School in Pismo Beach 23% Low-income Students attending Paulding Middle School in Arroyo Grande 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)? 31 % Low-Income Students attending Mesa Middle School in Arroyo Grande 30% Low-income Students attending Judkins Middle School in Pismo Beach 17% Low-income Students attending Paulding Middle School in Arroyo Grande 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 trom the CDBG funds (regardless of income group): Potentially 1500 persons will benefit from the project regardless of income group. 633 students who live in Arroyo Grande attend Judkins, Mesa, or Paulding Middle School. 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.) Middle school students trom low to moderate income families. 10. How do you currently collect demographic data on the beneficiaries of the proposed project or program? (Example: racial/ethnic characteristics) United States Census Bureau and San Luis Council of Govenunents Census Center. We also conduct a yearly participant survey. 11. How do you currently document income status of each client? (Example: very low, low- and moderate-income) The infonnation is included in our participant survey, and documented by the participants when applying for YMCA fmancial assistance. 12. How will the clients benefit from this project? Students that participate in Y-Achievement will be exposed to positive adult relationships through mentoring, will receive tutoring by credentialed teachers resulting in higher test scores and academic competence and confidence, will gain a greater appreciation and awareness for -- --- 2005 CDBG Application Organization: San Luis Obispo County YMCA community through service projects and be actively involved in positive programming that will produce resiliency and good decision making into the student's adult life. Parents will be at ease knowing that their child is in a positive environment after school, being provided with high quality tutoring. Parents will be receiving a valuable service at a nominal fee. 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? Programs will be offered at a lesser fee to the families as a result of the CDBG funding, thus allowing for greater family participation, especially those categorized in the lower income groups. b. Describe how existing programs and/or services will be expanded and what percentage of an increase is expected? An increase of an estimated 75% is expected as a result of CDBG funding. Because of past funding, the YMCA has been able to offer teen programming free at the beach house. Parents do not have the ability to pay the full fee, thus offering the program this year at a nominal fee creates greater opportunity and ability to participate. 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 ofreal 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 fanns Removal of architectural barriers - - Housing rehabilitation -- ----..---- -- 2005 CDBG Application Organization: San Luis Obispo County YMCA - New housing construction (under limited circumstances) - 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 project or program. What would be the consequences iftheproposed project or program is not funded in the next year? The San Luis Obispo County YMCA, in paying particular attention to data that determines current and estimated population growth trends detennined by age, found that youth between the ages of 13 -17 are the fastest growing in comparison to any other age..group. In light of this information coupled with studies that show this same age group is most at risk for engaging in unhealthy behaviors, we are demonstrating our commitment to filling umhet needs in our community through outcomes-based programming. Since its inception in 1998, the San Luis Obispo County YMCA's Teen Programs Department has strived to meet the challenge of providing age-appropriate, values- based programming/activities/events that promote good character, personal accountability, and responsible behavior to this ever-growing populace. The teen program in South County is offered to participants at a nominal fee through YMCA fundraising. In the past, money has been received from the San Luis Obispo County Department of Social Services (DSS), mini-grants awarded by the United Way of San Luis Obispo County, San Luis Obispo County, Lucia Mar and San Luis Coastal School Districts, (in-kind facility space), and CDBG funds. The Department of Social Services has contributed the overwhelming majority of funding to the Y Teen X- Treme program in these regions as part of its commitment to help move families from monetary assistance to work. In the North County, the City of Paso Robles partners with the YMCA to offer Y Teen X"Treme there While we received funding to operate Y Teen X-Treme in the due to available Temporary Assistance to Needy Families Incentive Funds from the Department of Social Services, those funds are no longer available. In 2002/2003 funds were awarded through Cal WORKS monies from that agency. - 2005 CDBG Application Organization: San Luis Obispo County YMCA This year's state funding has been cut and the YMCA's ability to continue to provide this outstanding program to our families is in jeopardy. Program components that have been eliminated that directly relate to benefits for our families include but are not limited to, bus transportation home, additional staff cuts, serving fewer teens and a real possibility of being forced to close this program site. The YMCA has fundraised to keep the program breathing, but the dollars raised are not nearly enough to keep the program alive much longer. The need for programs that address the risk-taking behaviors that are prevalent in adolescents, who are not engaged in positive, after school programs that are supervised by caring adults, is clear. A long-tenn study of American youth, Adolescent Time Use and Risky Behavior, found that when comparing teens who spent one to four hours a week in extracurricular activities with those who spent no time in such activities, the "no time" students were 57% more likely to drop out their senior year, 49% more likely to use drugs, 37% more likely to be a teen parent, 35% more likely to drink and 27% more likely to smoke. They also discovered that a kid who had one risky behavior was two to four times more likely to have another. This overlapping would .uggest that programs that focus on one type of risky behavior are too narrow and that promoting positive behavior is the best counter. According to the Educational Resources Infonnation Center, "The number of children and adolescents without family supervision after school is increasing... These children risk injury, victimization, bad nutrition, and the negative impact of excessive television viewing. . . Those who "hang out" with similarly aimless friends may join gangs or engage in premature sexual activity, tobacco, drug and alcohol use, and other anti-social behavior". Participation in constructive non- school activities not only lessens these risks but also encourages learning, teamwork, discipline, and mastery of skills. The report documents high school dropout rates and indicators point out that while these rates have on a gradual decline in San Luis Obispo County for the past six years, since the 1999-2000 school year, this decline is slowing in rate. For the 2001-2002 school year, San Luis Coastal Unified School District had the highest dropout rate, however for the one-year rate for the same year, Shandon - an area where the YMCA is requesting these CDBG funds in order to operate, had the highest dropout rate in the County. Results of the survey that indicate percentage-ofteens who use tobacco in San Luis Obispo County is 6% for 7th graders, 17% for 9th graders, and 23% for 11 th graders. Trends have shown that the likelihood of a student smoking incre~es as students grow older and our local survey shows that is the case. Among young people, the short-tenn health consequences of smoking include respiratory and non-respiratory effects, addiction to nicotine, and the associated risk of other drug use. Long- tenn health consequences of youth smoking are reinforced by the fact that most young people who smoke regularly continue to smoke throughout adulthood. In addition, teens who smoke are three times more likely than non-smokes to use alcohol, eight times more likely to use marijuana, and 22 times more likely to use cocaine. The Teen Birth Rate portion of the survey measured the number of births to teen women between the ages of 15 - 19 in San Luis Obispo County for every thousand women of the same age in the - 2005 CDBG Application Organization: San Luis Obispo County YMCA population. Findings indicate that while the county's teen birth rate remains below the statewide average, the percentage of teens giving birth in San Luis Obispo County stands at approximately 30%. Because pregnancy and child bearing during adolescence can jeopardize the health of both the mother and unborn child and teen mothers are at greater risk for having pregnancy complications, premature births, and low birth weight infants, teen births represent a significant financial burden to the public. The state estimate that close to 75% of all teen births are paid by Medi-Cal, and the total public program costs for the first year of one teen pregnancy conservatively hovers around $10,000. Young mothers can also face decreased employment opportunities, lower educational attainment, and increased likelihood of poverty and welfare dependence. Findings trom the survey regarding teen alcohol use show that large numbers of San Luis Obispo County high schoolers, about 33% of 11 th graders, participate in binge drinking. Almost one in five treshmen and more than one in three juniors report drinking five or more drinks at one time. Drinking levels among teens are substantially higher in San Luis Obispo County than statewide rates. In addition to increased likelihood of addiction as well as short-tenn and long-tenn health risks, binge drinkers open themselves up to many alcohol-related problems, including losing control over their actions, making poor choices, and taking part in high-risk activities such as unprotected sex and driving while intoxicated. 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.): The YMCA is a non-profit agency that will continue to maximize collective assets through partnerships with other community agencieslbusinessesl organizations/ cities/county, etc. to provide programs that meets an ongoing need. There will always be young adolescents entering middle school-and it is important to offer to this constituency an age-appropriate program at low or no cost. The San Luis Obispo County YMCA Y Achievement program is new this year, and is a revamped version of the Y-Teen Extreme program that operated successfully for five years to all Judkins, Mesa, Paulding, FIamson, and Daniel Lewis middle school students. The change Y -Achievement brings is more academic support to the program. The Lucia Mar Unified School District, San Luis Coastal Unified School District, San Luis Obispo County YMCA, City of Paso Robles, and the Department of Social Services, came together to address already defined community needs and assets as they relate to the middle school student. Each entity brings to this collaboration common goals and the clear understanding that by working together with a wide variety of community based partners, there is an excellent opportunity to significantly change the lives of this community's youth and that of the community itself. The YMCA will continue to work with local business/agency/city/county/schools and the larger community to secure Program Partners that will support specific clubs offered by the Y Teen X- Treme After School Middle School Program through on going funding of club activities and expenses. ~._m 2005 CDBG Application Organization: San Luis Obispo County YMCA Funding secured by the County of San Luis Obispo Community Development Block Grant will be used to aid in the payment of staff, program supplies, transportation, and subsidize field trip costs for the school year 2004-2005. I certify that the information in this application is true and accurate to the best of my knowledge and ability. Printed or typed name Title Note to auulicant: Reporting of beneficiary data on a quarterly and year-end basis is required for HOD purposes. Prior to HOD's release of grant conditions and/or funds for ti).e 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 HOD 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 ITom 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. . Valerie Humphrey, Department of Public Works, City of Atascadero, 6500 Palma Ave., Atascadero, CA 93422-4299, (805) 461-5020. . Janet Reese, Community Development Dept., City of Grover Beach, 154 S. Eight St., Grover Beach, CA 93433, (805) 473-4520. . 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. '- I CITY OF ARROYO GRANDE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM APPLICATION FOR FUNDING DURING 2005 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: Elizabeth "Biz" Steinberg, Chief Executive Officer Phone: 805-544-4355 Fax: 805-549-8388 E-mail: esteinberg(aJ,eocslo.org 2. Title/name/address of proposed project or program: Key to a Healthy Future EOC Health Services - Arroyo Grande Clinic 1152 East Grand Avenue Arroyo Grande, CA 93420 . 3. Please describe the proposed project or program. For many years, the EOC Health Services (EOCHS) clinic in South County was located in a small sublet space in Arroyo Grande. The clinic was open one half day a week for adults and one half day a week for teens. In recent years, it became evident that neither the space nor the hours of operation were adequate to meet the growing demand for quality healthcare for the uninsured and underinsured in this area. It was decided that EOCHS should begin a search for a more suitable space. However, skyrocketing rental space made most acquisitions fmancially prohibitive for a non-profit organization. Through the diligent efforts of a local realtor, EOCHS was able to negotiate the purchase of an ideal facility - a former pediatric clinic. The new EOCHS clinic is located at 1152 East Grand A venue in Arroyo Grande. EOC has made a substantial investment in this public facility and has launched a capital campaign to retire mortgage debt. The new clinic location is an ideal size at an ideal location. The clinic has good accessibility, a large parking lot where teens can gather for outreach activities, eight exam rooms, and separate entrances and waiting rooms for adults and teens, ensuring privacy as well as enabling both clinics to operate simultaneously. Clinic hours in the new facility increased from eight hours per week to 20 hours including evenings. Since June, the clinic has been licensed to operate 40 hours per week and hours are increasing as staffmg and funding allow. County Public Health will refer 3,000 clinic visits to EOC's Arroyo Grande clinic in 2004-2005. Support from CDBG will allow EOC Health Services to make the needed improvements to better serve our specific clients needs. The proposed improvements call for increasing the functionality of a large room at the clinic by dividing the 240 square foot space into three counseling rooms. The project includes 32 feet of new wall, and changes to both the air conditioning ductwork and fire sprinkler system. The wall system to be used will be paneled, vinyl covered drywall over ---------- - ___u._ i , , I I 2005 CDBG Application Organization: EOC Arroyo Grande Health Clinic metal framing. This will minimize disruption to the clinic and allow for timely completion of the project. All rooms have natural light, and telephone and power systems are already in place. Each newly created room will be fully compliant with the Americans with Disabilities Act, and all work performed will be in accordance with all terms and conditions of the Davis Bacon Act. The plans for this project have already been developed and a building permit has been issued by the City of Arroyo Grande. The permit can be extended to allow for receipt of grant funds, or can be re-applied for, should that be necessary. Within six weeks of funding approval, a Request for Bids will be issued, bids received and reviewed, and a contract awarded and executed. Within six weeks of contract execution, the work will be completed. 4. Total amount oC CDBG Cunds requested: $ 25,550 Please identify the jurisdiction(s) to which you are applying*: City of Arroyo Grande: $8516. City of Paso Robles: City of Atascadero: City of San Luis Obispo: City of Grover Beach: $8516. - County of San Luis Obispo: $8518. County wide: · The actual split of the total request is still to be determined. 5. Please describe the budget for the proposed project or program. Itemize aU sources of Cunding expected to be available and used for this project a. Revenues: 1. CDBG Funds requested $ 25.550 2. Other Federal fund(s) (please describe below) $ -0- 3. State source(s) (please describe below) $ -0- 4. Local source(s) (please describe below) $ -0- 5. Other funds (please describe below) $ -0- Total Revenues $ 25.550 This application requests equal funding from each jurisdiction. Final resource allocation is to be determined by County CDBG Administrator and participating cities. b. EXDenditures: List below by item or cost category. 1. Remodel 3 counseling rooms. $ 15,000 J>~ 2. Furnish 3 counseling rooms $ 3,000 ~, 3. 2 lateral locking files for charts $ 1,200 4. Exam table with stool and light $ 1,500 5. Furnish children's area in waiting room $ 350 /::> "J' 6. Sound system for reception and exam rooms $ 3,500 7. Storage shed $ 1.000 Total Expenses $ 25,550 -- 2005 CDBG Application Organization: EOC Arroyo Grande Health Clinic * Note: Based on the experience of the EOC Facilities Director in development of similar projects for EOC, this is a reasonable estimate for the likely cost of the project. When the funds are made available, bids will be requested trom licensed and insured contractors. Payment of prevailing wages, according to the terms of the Davis Bacon Act, will be included in the project. 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 trom what source(s)? The operation and maintenance of the clinic comes trom clinic revenue. Almost all EOCHS clients are low-income and services are provided tree or on a sliding scale basis. d. Will CDBG funds be used to match/Ieverage other funds? List below funding sources and amounts and identifY award dates of these sources. Funding trom government agencies lends important credibility to a project. CDBG support will be used to leverage other funding sources including public, private foundations, corporations and individual donors. EOCHS's "Key to A Healthy Future" campaign has already received financial support from PG&E, the S. Mark Taper Foundation, and a number of individual gifts. Currently, EOCHS is in the process of seating a "Steering Committee" for the capital campaign and identifYing additional foundati6ns and corporate support. 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). 7. lethe project or program is designed to meet the national objective of providing benefit to low- and moderate-income persons, please estimate the number ofpersons.(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 trom the project or program (regardless of income group): 4,500 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)? 540 PERSONS - 2005 CDBG Application Organization: EOC Arroyo Grande Health Clinic 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)? 3.960 PERSONS 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): 4.500 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)? 540 PERSONS c. Of the total number of persons or households entered above, how many will be TI!Y low-income (earning 50% or less of the County median-income)? 3.960 PERSONS 9. Who are the clients of your organization? The new EOCHS clinic serves all the residents of the South County region including the cities of Arroyo Grande, Grover Beach and Pismo Beach, and the unincorporated communities of Nipomo and Oceano, with a combined population of 70,000. Four of these communities have a significant number of agricultural workers, at-risk youth, and underserved population, including Latinos. The age range of clinic clients is 11-64. EOCHS clients and program participants are primarily uninsured or underinsured. Approximately 97% of clients are under 200% of the federal poverty level. Ages range from 11- 95, but vary greatly according to the EOCHS program. Males comprise 12% of the clinic population and approximately 50% of participants in other programs. Teens represent 46% of the clinic population and 100% of the participants in prevention education and youth development projects. Latinos represent 16% of the clinic population and 35-95% of other EOCHS programs. 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 confonns to the California Department of Community Services and Development Data-Client Characteristics Report (See Exhibit C) which is used to report demographic infonnation semi-annually to the State. .'____u_ ---- 2005 CDBG Application Organization: EOC Arroyo Grande Health Clinic 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 detennined using the federal poverty guidelines. 12. How will the clients benefit from this project? As of July 1, 2004, the county Public Health Department closed its South County clinic. Because of an excellent collaborative relationship, all 3,000 family planning/reproductive health visits/year were referred to the EOCHS Arroyo Grande clinic, currently the only family planning clinic in the region. Without this clinic, clients would have to travel out of the county to Santa Maria or north to San Luis Obispo. Lack of reliable transportation is often a key issue for this population. . 13. Will the services offered by your organization increase or expand as a resuJt of the CDBG assistance? If yes, please answer the following questions: a. What new programs and/or services will be provided? With CDBG funding, the new clinic will be remodeled to provide an effective envirorunent for delivery of quality, affordable healthcare. EOCHS is focusing on preserving existing services. b. Describe how existing programs and/or services will be expanded and what percentage of an increase is expected? Once the clinic is fully operational and generating additional client revenues, EOCHS will be able to increase the number of clinic visits for South County residents. 14. Check any of the following eligible activity categories that apply to the proposed project or program: X* Public facilities and improvements (may include acquisition, construction, reconstruction, rehabilitation or installation) X* Public services * Final determination to be made by County CDBG Administrator 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 delivery of affordable, quality healthcare, especially to low-income populations, is of critical importance to EOCHS. This priority and that fact that EOCHS is the only family planning and reproductive health provider in the South County region highlight the need for the services of this ----- --..- .- 2005 CDBG Application Organization: EOC Arroyo Grande Health Clinic clinic. It is imperative for EOCHS to receive clinic improvement funds in order to generate additional revenues to support direct services. . 16. Please describe the specific organizational method used to implement the proposed project or program The "Key To A Healthy Future" Capital Campaign is being administered through EOC Health Services, which has been serving San Luis Obispo County's low income population since 1972, offering a pro-active approach to prevention of health problems by "encouraging personal health and empowerment through access, advocacy and education." The capital campaign is being led by the EOC Health Services Director, the EOC Board, and a Steering Committee of prominent San Luis Obispo County residents ~ primarily living and working in South County. The EOC Facilities Director oversees management of development, acquisition and maintenance of clinic facilities. He will continue to oversee completion of the Arroyo Grande clinic remodel. I certify that the information in this application is true and accurate to the best of my knowledge and ability. Mel Rosenblat Chief Administrative Officer -...--- Slale of California EXHIBIT Department of Community Services and Development I CSBG Programmatic Data-Client Characteristic Report (Semi-Annual) CSD 29S-CCR (Rev 2/04) 1 Contractor Name: I Date: I I I Icontract #: ~ Prepared By (print name/title): Report Period: Please report demographic client data for both Family Development Clients and Safety Net Clients on this form. Note: Complete demographics are required for Family Development Clients and agencies should make every attempt to collect demographic data on Safety Net Clients. 2 Total unduplicated number of persons about whom one or more characteristics were obtained 3 Total unduplicated number of persons about whom no characteristics were obtained . 4 Total unduplicated number of families about whom one or more characteristics were obtained 5 Total unduplicated number of families about whom no characteristics were obtained 6. Gender Number of Persons. 112. Familv Size Number of Families ... a. Male a. One b. Female b. Two 'Total c. ..Three 7. A e Number of Persons' d. Four a. D-5 e. Five b. 6-11 f. Six c. 12-17 g. Seven d. 18-23 h. Eight or more e. 2444 "'"Total f. 45-54 113. Source of Familv Income Number of Families g. 55-69 a. Unduplicated # of Families h. 70+ Reporting One or More Sources I I *Total of Incomeh* 8. Ethnicl tRace Number of Persons'" b. No income I. Ethnicity c. TANF a. Hispanic or Latino *Tota,1 I ~: SSI b. Not Hispanic or Latino Social Security Pension 11. Race I ~ Generai Assistance a. African American I Unemployment Insurance b. White c. Other Employment + other source d. Multi-Race (any 2 or Employment only more of the above) k. Other: *Total I 114. Level of Family Income Number of Families ..*. 19. Education level of Adults I % of HHS ouldellne Number of Persons 24+M a. Up to 50% a. 0-8 b. 51% to 75% b. 9-121non-graduate c. 76% to 100% c. High sch. Grad.lGED d. 101% to 125% d. 12+ some post secondary e. 126% to 150% e. 2 or 4 yr. College graduates f. 151% and over MTotal "''''Total /10. Other Characteristics Number of Persons- 115. Housln!l Number of FamUies ..- # of Persons # Surveyed a. Own a. No Health insurance I I b. Rent b. Disabled I I c. Homeless (11. Family Type Number of Families'" d. Other a. Single parentlfemale OMT otal b. Single parentlmale 116. Other family characteristics Number of Families c. Two-parent household a. Farmer d. Single person b. Migrant Farmworker e. Two adults - no children c. Seasonal Farmworker f. Other -Total '" The sum in this category should not exceed the value of item 2. .. The sum In this category should not exceed the value of item 7e-h. .... The sum in this category should not exceed the value of Item 4. - The numbers reported under either column should not exceed the value of Item 2. --..-- .- ...-:0 ..... '-.'".,# / October 29,2004 ./ ..-- 1.'0'0b. { "\ 't. ~ <(i>-~ I CUESfA Jim Bergman, Community Development \)~ '&- ~\0~ I COLLEGE City of Arroyo Grande <(\'O-~ Small Business Development Center 214 E. Branch 3566 South Higuera, Suite 100 Arroyo Grande, CA 93420 San Luis Obispo, California 93401 Phone: (805) 549-0401 Fax: (805) 543-5198 RE: CDGB APPLICATION Dear Jim, I Attached is an application/proposal request for 2005 CDBG funding from the City of Arroyo Grande for the Cuesta College Small Business Development Center (SBDC) Program. The CaJifomia Small Business This program as you know provides business technical assistance Development Center is a partnership between University of California, for the small business community. We work with and assist Merced and The U.S. Small Business businesses via one-on-one consulting, research support, access to Administration capital information, loan packaging and a variety of other business topics. We also offer a menu of workshop and training courses for small business. In 2005 we are adding an Rx for Business program to help existing businesses to improve operations and thus retain and create jobs. Cuesta College is requesting $6,000 of CDGB funding. This funding will permit the SBDC to continue to work one-on-one with the business community. Working with you, we have met most of Arroyo Grande businesses by canvassing. The business has learned about the services provided by the City to support them. You and I have also discussed the Loomis Building project that may need very comprehensive support from the SBDC. If you have any questions after review the proposal, please feel free to call me at (805) 549-0401. - 4~~~{~~':;~:::~ Thank you for your consideration of this request. @.if11r"-:;\ ii>"~;::k.-',~~.~t1 Best wishes, \~~~)-,;jJ iJ;f ~- ~~~...-:r ..- ~.t;;;~~, ~n..s_J UC Merced SBDC David Ryal Regional Network Director Central California SBDC, Vjsalja & Fresno. Gavilan Col1ege SBDC, Cuesta College SBDC, The Alliance SBOC: Modesto & Merced. Weill Institute SBOC ofBakersfie1d Conege. & University of Cali fomi a, Merced .--- - -..-- 2005 CDBG Application Organization: Cuesta College- SBDC COUNTY OF SAN LUIS OBISPO COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM APPLICATION FOR FUNDING DURING 2005 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 29, 2004. 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 ttom County staff. Also, please call County and/or city CDBG staff with any questions about how to complete the fonn or about the rating criteria and process. (2) If the infonnation 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: Cuesta College Contact: Toni Sommer - (a05) 546-3973 P.O. Box 8106 tsommer@cuesta.edu San Luis Obispo, CA 93406 or David Ryal - (805) 549-0401 dryal@smallbusinessinfo.org r.C1E.\'''~O 2. Title/name/address of proposed project or program: f:- GCi 'l. ~ l~(\II Cuesta College Small Business Development Center (SBDC) . & S\og '''''''9 f-/.-.:f\,H~1 . 3566 S. Higuera Street - Suite 100 iC. San Luis Obispo, CA 93401 This program provides small business support via business consulting and training for existing and start-up businesses. The target market is low to low-middle income residents and small business owners in San Luis Obispo County and other CDGB jurisdictions within the County. (Included in this target market is individuals on public assistance, in vocational rehabilitation programs and those who are seeking to self-employment due to job loss or underemployment). The SBDC is co-sponsor of a self-help Business Information Center (BIC) sponsored by the U.S. Small Business Administration (SBA). -- -_.~..... 2005 CDBG Application Organization: Cuesta College- SBDC 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 Cuesta College SBDC provides hands on business training and consulting services to residents who are interested in self-employment as an option to help them move up the social- economic ladder. Thus the target market is the low to low-middle income individual that cannot afford the services provided by the private sector. In like manner, the SBDC provides the same services for existing small business in the county, which assists them in expanding their businesses and allows them to create jobs. The SBDC is set up to service the vast majority of business and residents in the county. The services include one-on-one business technical assistance, a variety of business workshops, and an assessment program for small business to identify areas for improvement in business operations, in-depth entrepreneurial training and a self-help business resource center, complete with videos, books and computers with Internet connection. The center is located at 3566 S. Higuera Street - Suite 100 in San Luis Obispo. Classes are offered in Templeton and in the South County. In regards to the small business community, consulting meetings can take place at the SBDC office or at the client's place of business. The SBDC pool of consultants consists of legal, financial, marketing, international trade, agriculture, loss prevention, emergency preparedness, business plan, technology and e"commerce, franchising and human resource specialists. The Cuesta College SBDC offers a wide range of workshops to help existing businesses and those individuals interested in starting a small business. The class offerings include but not limited to: Start-up Business Orientation, How to Market a Product or Service, Introduction to Customer Service, How to Buy Advertising, Introduction to E"Commerce, Combating Retail and Employee Theft and Competitive Strategies for a Small Business. The SBDC offers a comprehensive six-week workshop on business plan development titled Small Business Success Sessions. The SBDC partners with the Economic Vitality Corporation to offer a ten-week course on International Trade. This class is designed to help small business and individuals know how to approach setting up trade agreements. Trade is one way to grow the local business community and economy and create jobs. The SBDC also partners with Mission Community Services Corporation to provide a fourteen-week Self-employment Training class, which is targeted to low income women and minority residents. (This class as been held five times in the past with between 15 - 25 students who have completed the course. A number of these graduates have opened a small business in San Luis Obispo County). The SBDC has a program milestone in 2005 of helping a total of 900 individuals. The u.S. Small Business Administration (SBA) gave this milestone goal. The goal of the SBDC is to service I I 2005 CDBG Application Organization: Cuesta College- SBDC 120 clients in the low to low-middle income range for CDBG. In the 2003/04 year the SBDC provided services to 120 clients. Seven jobs were created as captured by the SBDC for this income group. Five loans were provided to clients in the group. SDecial Proiects: Business Information Center IBIC): - The Cuesta College SBDC working in collaboration with Mission Community Services Corporation (MCSC) has operated the BIC since June of 2003. Since that time, over 400 residents and businesses have used the self-help center for business meetings and mentoring groups, research, attending business classes and for individual business plan and marketing plan development. The BIC is located in the SBDC offices. The SBA provided computer equipment, books, videos, audio books and computer software. They provided a televisionNCR combination unit as well. However, they provided no funding for staff or rent. The SBDC and MCSC have provided the staff component. Rent has been provided by the SBDC. The location is ADA compliant and has a DSL connection for Internet research. A classroom is also available for use. Cal-Polv Senior Student Proiects - The SBDC works in concert with Cal-Poly SLO's Business Department in providing small business clients with senior student to develop business plans and marketing plans and surveys. (In the past year, eight student projects were completed for SBDC clients. Projects have included intensive market research for the Paso Robles Main Street Association). Small Business Facade and Micro Loan Proaram - The Cuesta College SBDC compliments various small business loan programs that are offered by the different communities within San Luis Obispo County. The SBDC can assist cities with loan package reviews and help the lending small businesses with fiscal projections and cash flow management. EXDort Trainina - Working with EVC, the SBDC co-sponsors a ten-week class on International Trade which provided information on government regulations both home and abroad, export financing and lines of credit, distribution networks and other necessary issues to do intemational trade. Govemment ComDliance and Procurement Workshop - The SBDC is working with the U.S. Departments of Labor and Defense to host a full-day conference in 2005 on issues of govemment compliance and how to contract with a government agency. Many rules and regulations can impact a business to the point that they may have to close their doors and eliminate jobs. On the other side of that coin, there are many opportunities to develop contracts with government agencies, which can permit SLO businesses to create jobs. Rx for Small Business - This program consists of locating small businesses that are having challenges in obtaining clients, meeting payroll, marketing, and repaying loans. A program format has been obtained that will permit a SBDC business consultant to do a two-hour assessment with a business owner and identify problem areas. A report will be presented, which will also provide business resources that can help the small business take corrective actions. Resource partners include Cuesta College's Institute of Professional Development, SCORE, MCSC, EVC and private business consultants. --- 2005 CDBG Application Organization: Cuesta College- SBDC Emeraencv PreDaredness - The SBDC has a comprehensive workshop for small business to prepare for and to recover from earthquakes and other natural disasters. The SBA just provided the SBDC with new material from Homeland Security for Terrorism preparedness. 4. Total amount of CDBG funds requested: $ 70.000 Please identify the jurisdiction(s) to which you are applying": Cuesta College is applying to the County of San Luis Obispo and the cities of Arroyo Grande, Atascadero, Grover Beach, Paso Robles and 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 AlToyo Grande: $ 6.000 City of Paso Robles: $ 5.000 City of Atascadero: $ 5.000 City of San Luis Obispo: $ 5.000 City of Grover Beach: $ 6.000 County of San Luis Obispo: $43.000 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 29, 2004. 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 $ 70.000 2. Other Federal fund(s) (please describe below) $ 141.000 3. State source(s) (please describe below) $ 40.000 4. Local source(s) (please describe below) $ 20.000 5. Other funds (please describe below) $ Total Revenues $ 271.000 b. EXDenditures: List below by item or cost category. Specific to CDGB Request - Arroyo Grande Acct. # Item Amount 1000 Directorl Administration $ 0 2000 Clerical Support $ 500 3000 Fringe Benefits $ 0 5000 Consultant reimbursement $ 5,000" Rx for Business - 5 @ $100 $ 500 Operational expenses $ 0 Business Information Center $ 0 · Includes assistance on special project for Local Growers. _.._~_. "-- 2005 CDBG Application Organization: Cuesta College- SBDC 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)? As noted above, the SBDC has a variety of funding sources. The primary funding source for the SBDC program is the U.S. SBA. However, their funding has been decrease since calendar year 2003. (At the same time milestone goals have been increased. And cash match requirements have gone from 20% to 100% in the past two years as well). Their funding makes up 50% of SBDC revenues. Funding from the state of California has been decreased. The source of state funding has gone from Technology, Trade and Commerce to the Chancellor's Office of Community Colleges. State funding is about 15% of SBDC funding. Funding from private entities like local community banks and utilities make up about 12% of the SBDC budget. Program income is generated by the SBDC through workshops and the Mystery Shopper program that is offered. Thus CDBG funding is very important to the complete delivery of services to the residents and businesses of San Luis Obispo County. As noted above the clients serviced by the SBDC are from the economic status that normally cannot afford business services from the private sector. The goal of the SBDC is to graduate clients to where they are successful in self-employment or in creating jobs, while growing to the point that they can engage business services from the private sector. d. Will CDBG funds be used to match/leverage other funds? List below funding sources and amounts and identifY award dates of these sources. The CDBG is used to match and leverage federal dollars from the SBA. The SBDC has been awarded $141,000 of SBA funding per year for operation on an ongoing basis. UC Merced is currently the Regional Lead Center for the Fresno SBA District, of which San Luis Obispo is part. The SBA funding comes through them. See 5 (a) and (c) above for funding sources and amounts. 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 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, at least 51 percent of who are low- and moderate-income persons. See current income limit -_.~ 2005 CDBG Application Organization: Cuesta College- SBDC 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. Working with this classification of residents, the SBOC program provides information and guidance for determining if self-employment is a viable option for obtaining/creating a job. Many of these businesses are home-based. Working with small business owners, the SBOC program assists in business expansion, which helps to create jobs for the residences countywide. The SBDC program also provides assistance with access to capital. This comes in the form of loan packaging assistance and developing a working relationship with the various funding options available to bring positive economic impact to San Luis Obispo County. These options include; bank financing, SBA loan guarantees, referrals to the Economic Vitality Corporation of San Luis Obispo County's revolving and micro loan programs, California loan guarantee programs and other forms of financing. The SBDC worked closely with FEMA and the SBA after the San Simeon Earthquake. We assisted businesses with filling out SBA Oisaster Loan applications and informed businesses and residences of the Recovery Loan Fund that was established by Mid-State Bank, Santa Lucia Bank, Heritage Oaks Bank and Mission Community Bank. The SBOC went door to door to businesses in Paso Robles, provided interviews on radio and dedicated an hour cable television show on the topic that was broadcast multiple times. 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: Total number of persons or households who will benefit from the project or I a. l program (regardless of income group): r 120 Personslhouseholds (circle the applicable unit) I i I i I , , , I _u_____._ - 2005 CDBG Application Organization: Cuesta College- SBDC 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)? 75 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)? 45 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): 120 Personslhouseholds (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)? 75 personslhouseholds (circle the applicable unit) 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)? 45 Personslhouseholds (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.) The SBDC provides services to all groups. The SBDC provides business support services to low and low-medium income persons. Other groups are women, minorities, senior citizens, migrant farm workers, veterans, the disabled population and those in vocational rehabilitation. 10. How do you currently collect. demographic data on the beneficiaries of the proposed project or program? (Example: racial/ethnic characteristics) The SBDC program is required by the SBA to collect a variety of demographic data that is captured in the Client Activity Tracking System (CATS). The form used is an approved federal form of the SBA. The information collected includes; gender, ethnic background, disabled and veteran status. Income information is collected on a separate self-certification form. ! ----- 2005 CDBG Application Organization: Cuesta College- SBDC 11. How do you currently document income status of each client? (Example: very low, low- and moderate-income) The SBDC collects income data by' the client filling out a self-certification form before services are provided. 12. How will the clients benefit from this project? Clients are able to conduct feasibility studies regarding business concepts. Working with a SBDC consultant, a client is positioned to use the option of self-employment to become employed. This program assists those who are unemployed and who are under-employed. Other clients are able to expand their business, which permits them to create new jobs for residents in the county. The SBDC assists with loan packaging. Some clients get conventional bank loans, others obtain SBA loans while others take advantage of local loan programs offered by the County through the Economic Vitality Corporation. In the past year, the SBDC has help with securing over $1.4 million dollars in loans. That includes five loans totaling $140,000 for low to low- medium income persons. 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: Yes a. What new programs and/or services will be provided? The new Rx for Business will be ramped out to assist local small businesses to retain and create jobs. b. Describe how existing programs and/or services will be expanded and what percentage of an increase is expected? The SBDC is an ongoing program. The services that are provided stay constant. The programs that would expand would include workshop offerings. Recently a new workshop was added titled, "So you want to get Published". The workshop was designed to help. people who are writers to learn how to get their works into publication and sold. Developing formal business conferences will be enhanced with CDBG funding. CDBG funding will help the SBDC to increase services by 25% over the past year, which is its goal. -. 2005 CDBG Application Organization: Cuesta College- SBDC 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 - Commercial or industrial rehabilitation X Special economic development - Special activities by subrecipients - Public services - Planning studies , , I I -- r 2005 CDBG Application Organization:'Cuesta College- SBDC 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? Due to the cutback in funding for the SBDC program from federal and state sources (this has impacted the entire state network), local funding is very important to the health of the Cuesta College SBDC program. Cuesta College is working to regain funding that has been cut by the State of California, at the moment there have been on written guarantees. Without funding from the CDBG, the SBDC program would be limited in the amount of services it can provide. As well, the situation that with lack of cash match to SBA dollars, the program could be eliminated. As noted above, local cash match obligation has been raised from 20% to 100% over the past two years. The positive impact of the SBDC is that it has created jobs and helped in the establishment and growth of local businesses. New and expanded businesses generate sale tax revenues, which go into local jurisdictions general fund accounts. Creating jobs also lessens the need for expenditures of public assistance programs and non-profit organizations, which help those in need. 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.): Cuesta College has operated the Small Business Development Center program in one form or another since 1995. The program is under the direction of the Dean of Community and Economic Development. One of the missions of the Community College system is to provide support to the small business segment of the community. The SBDC program has prollen to be a resource that has permitted Cuesta College to assist an average of 250 pre-venture and eXisting small businesses . a year since 1999 when the center became fully funded from the SBA and State of California. Full-time staff and a .pool of business consultants implement the program. The staff also manage the BIC. ---" -- 2005 CDBG Application Organization: Cuesta College- SBDC I certifY that the mformatlOn m this applIcatIon is true and accurate to the best of my knowledge and ability. .J:c;~ ~~~/Di te Toni Sommer Dean. Community and Economic DeveloDment Printed or typed name Title Note to aDDlicant: Reporting of beneficiary data on a quarterly and year-end basis is required for HUD purposes. 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 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. . Valerie Humphrey, Department of Public Works, City of Atascadero, 6500 Palma Ave., Atascadero, CA 93422-4299, (805) 461-5020. . Janet Reese, Community Developmem Dept., City of Grover Beach, 154 S. Eight St., Grover Beach, CA 93433, (805) 473-4520. . 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.ofPlanning and Building, County Govemment Center, Rm. 317, San Luis Obispo, CA 93408, (805) 781-5787. r - ..-.- 2005 CDBG Application Organization :HOTLINE of San Luis Obispo_ COUNTY OF SAN LUIS OBISPO COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM APPLICATION FOR FUNDING DURING 2005 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 29,2004. 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: (1) Please review the CDBG regulations and guidelines and the Request for Proposals before completing this proposal A copy of a HUP-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, 'Yith contact person, phone and fax numbers, and e-mail address: HOTLINE of San Luis Obispo County Inc., PO Box 5456 880 Industrial Way R;r~~""'9 . ""I.-':-":\fED San Luis Obispo, CA 93401 Gregg Goodwin, Executive Director nr.T ? ~ ?n1!4 _ C;, - ------.- 805-544-6016 Phone I 805-544-6296 FAX f! \ I gregg@Slohotline.org Gregg Goodwin , Executive Director VU..LL.........Cft.'NI'I' A..-.._......- P.O. Box 5456 (805) 544-6016 xl2 Fax: (805) 544-6296 San Luis Obispo, CA 93403 www.slohotline.org gregg@slohotline.org 2. Title/name/address of proposed project or program: HOTLINE 2-1-1 Planning Grant I - , I -- 2005 CDBG Application Organization :HOTLINE of San Luis Obispo _ 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. Hotline proposes to utilize CDBG funds to hire a consultant who coordinate and implement an application to the CA Public Utilities Commission for a 2-1-1 telephone interchange designation for San Luis Obispo County. Background Every hour of every day, someone in the United States arid San Luis Obispo County needs essential services-from finding substance abuse assistance to securing adequate care for a child or an aging parent. Faced with a dramatic increase in the number of agencies and help lines, people often don't know where to turn. In many cases, people end up going without these necessary and readily available services because they do not know where to start. While services that are offered through 2-1-1 vary from county to county and community to community, 2-1-1 provides callers with information about and referrals to human services for every day needs and in times of crisis. For example, 2-1-1ean offer access to the following types of services: ' . Basic Human Needs Resource: food banks, clothing closets, shelters, rent assistance, utility ) assistance. , ) . Physical and Mental Health Resources: health insurance programs, Medicaid and Medicare, maternal health, Children's Health Insurance Program, medical information lines, crisis intervention services, support groups, counseling, drug and alcohol intervention and rehabilitation. . Employment Supports: financial assistance, job mining, transportation assistance, education programs. 2005 CDBG Application Organization :HOTLINE of San Luis Obispo _ . Support for Older Americans and Persons with Disabilities: adult day care, congregate meals, Meals on Wheels, respite care, home health care, transportation, homemaker services. . Support for Children, Youth and Families: childcare, after school programs, Head Start, family resource centers, summer camps and recreation programs, mentoring, tutoring, protective services. . Volunteer Opportunities and DonationS. Benefits to 2-1-1 Users: One can gives you access to resources across our community. 2-1-1 is efficient, fast and easy to use. No more wrong numbers; no more wasted time trying to find the right resource(s). 2-1-1 is a confidential can; most often the name ofthe caller is not even taken. 2-1-1 maintains the integrity of the 9-1-1 system; saving that vital community resource for life and death emergencies. 24-hourl7 day week availability; 2-1-1 is always there for us. 2-1-1 is an easy way to find or give help in our community. Community Benefits: 2-1-1 strengthens our community by uniting the people in your area who want to help with those who need help. There are a1Inost 1,000 non-profit organizations in San Luis Obispo County plus scores of government agencies. People looking for assistance have trouble navigating a complicated web of health an~ human service programs. Likewise, people who want to help often do not know where to begin. 2-1-1 is a useful planning tool. Based on aggregate data about the types of cans that the 2-1-1 Center receives, communities are in a better position to anticipate demand for services and mobilize . resources to meet changing needs. 2-1-1 touches the lives of every person in the community, and whether you are in a situation where you need help or find yourselflatef in a situation to give help, 2-1-1 is always there for you. Benefits as Crisis Tool: 2-1-1 is a critical information system, which is necessary prior to, during and after a community crisis such as an attack, :flood, fire, or other local or national tragedy. Prior to a community crisis, it is critical that an information system is in place that will respond to the crisis at a moment's notice. -~ .-.- 2005 CDBG Application Organization :HOTLINE of San Luis Obispo _ 2-1-1 responds immediately during times of crisis, to field calls regarding the crisis and to direct callers to services most appropriate for their needs. Once 2-1-1 is implemented, it maintains a permanent presence in the community. As a result, people can find the help they need whether their needs arise a week or several years after the crisis event. Cost Savings of2-1-1 United Way of America estimates that a fully realized 2-1-1 system that meets national standards will cost approximately $1.00 - $1.50 per capita. The University of Nebraska's Public Policy Center estimates that a fully realized 2-1-1 system in Nebraska will bring $7.4 million in benefits to the state of Nebraska with a population of 1.7 million. The benefits of 2-1-1 systems increase over time, as new, innovative Uses are employed for the number. For example, Connecticut's 2-1-1 system manages the State of Connecticut's QuitLine, a tobacco use cessation hotline. To do this they hired one program manager and trained 2-1-1 call specialists on how to handle QuitLine specific calls. It is estimated that without the 2-1-1 partnership the QuitLine would have needed to establish a call center and hire five to seven people to handle the calls. Organizations who have implemented or have begun the process for creating and implementing a 2- I-I Call Center have suggested the following become national standards for operation: Ensure the provision of24 hour coverage, year-round. Ascribe to the Alliance of Information & Referral Systems (AIRS) Standards for Information & Referral. Have a plan in place to become or be accredited by AIRS. Utilize Certified Information & Referral Specialists and Resource Specialists. Demonstrate cooperative relationships with specialized I&Rs, crisis centers, 9-1-15 and 3-1-15, where applicable. . , Have means of tracking call volume, number of abandoned calls, average speed of answering, average call length. Computerized I&R database with client collection capability. Use the AIRSlInfoLine Taxonomy. Have the ability to publicize 2-1-1 services and educate the public on an on-going basis. 2005 CDBG Application Organization :HOTLINE of San Luis Obispo _ TTY and multi-lingual accessibility either on-site or access to live translation. Ability to develop linkages through protocol with appropriate clearinghouse agencies that may be able to provide services such as volunteer or donation management. Ensure quality of service and inquirer satisfaction through appropriate follow up. Within States or Regions where more than one I&R will be providing 2-1-1 services, it is recommended that 2-1-1 Centers have the following: An agreed upon plan to work in tandem to ensure 2-1-1 service to all areas ofthe state or region. - Ability to share resource data information. Ability to track and share information on client needs and unmet needs. A common means of measuring outcomes for the operation of a call center. An agreed upon means of communicating with the community represented by the caU center on requests for assistance, perceived gaps and barriers to service 4. Total amount ofCDBG funds requested: $10,000 Please identify the jurisdiction(s) to which you are applying*: If you are requesting CDBG funds ftom more than one jurisdiction, please break down the amount shown above by the jurisdiction listed below. City of Arroyo Grande: $1000.. City of Paso Robles: $2000 City of Atascadero: $1000 City of San Luis Obispo: $2000 City of Grover Beach: $1000 County of San Luis Obispo: $3000 County Wide: (TOTAL) $10,000 I ) 2005 CDBG Application Organization :HOTLINE of San Luis Obispo _ *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 29, 2004. 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 - $10,000 2. Other Federal fund(s) (please describe below) $ 3. State source(s) (please describe below) $ 4. Local source(s) (please describe below) $2,000 5. Other funds (please describe below) $ Total Revenues $12,000 MOITO Bay $1000 Pismo Beach $1000 b. EXDenditures: List below by item or cost category. Consultant fees for SLO County/CA Public Utilities Commission application ($12,000) 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 fi'om what source(s)? Operational monies will come fi'om the units of local government and public/private partners including but not limited to: PG&E, SoCal Gas, CA Cities Water, all County Community Services - 2005 CDBG Application Organization :HOTLINE of San Luis Obispo _ Districts, all area telephone and telecommunications companies, Charter Cable, and all area special Services Districts. Funds are not available now. The planning grant will begin to build the financial infrastructure necessary to operate the system. Estimated costs will be upwards of$300,000 per year. d. Will CDBG funds be used to matchl1everage other funds? List below funding sources and amounts and identify award dates of these sources. CDBG funds will be used to leverage the annual HOTLINE budget of approximately $200,000 per year and will be used to help generate an additional $100,000 per year in local 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). 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.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. This 2-1-1 phone interchange wiD be used to augment and supplement existing 9-1-1 and'County/City/CSD Emergency Services _.~..- 2005 CDBG Application Organization :HOTLINE of San Luis Obispo _ 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 wilI benefit fi-om the project or program (regardless of income group): 246,681 Persons (circle the applicable unit) b. Of the total number of per sons or households entered above, how many will be low-income (earning 51% - 80"10 or less of the County median-income)? 27,668 !households (circle the applicable unit) c. Of the total number of persons or households entered above, how many will be Ym low-income (earning 50% or less of the County median-income)? 17,185 /households (circle the applicable unit) 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 fi-om the CDBG funds (regardless of income group): 246,681 Persons and 92,372 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)? 27,688 /households (circle the applicable unit) c. Of the total number of persons or households entered above, how many will be Ym low-income (earning 50% or less of the County median-income)? 17,185 households (circle the applicable unit) - 2005 CDBG Application Organization :HOTLINE of San Luis Obispo _ 9. Who are the clients of your organization? (Example: low- to moderate-income persons, elderly persons, severely disabled persons, migrant farm workers, battered spouses, ete.) - I - I 2005. CP~QAEPlication ______Q~ganization:H()TLINE.<>f~an Luis_ Ob~sp.!?..-____ ___.____...'_H"___' . ----~ A-a flfnf ~-~ _a tis_tics:- --'--:~~ __ _~ "_L _ _ _.._. ._ _'_ ~_ "'"_. _ '_.. . ---.- -- ---- -------------------Juiy-2003- June 2004 .'.. -- . n____U____. ------- . _.._-~------_._-~,-----_._-- ----- ------_._._------~_. .._~- _,._____u___.<___ .....---.-.. _._~~~~;~-;~..;.~~- --- ~ " # of Calls t'.. ,,"'Y,,"" ",!..::......"",-. I , __._,____,__ L--.....>...___~._..~._ ._ _ _~ -~ . -- "' ~ ~~-g 1 Alcohol, Drug & Substance Jlbuse 470 ----------2 Child Abuse/Neglect 94 .--a Counseling Resources 515 .... .."..-....---. 4 De-.elopmental Disabilities 95 ------~6 Emergency Financial Assist 550 ---....---.--- 6 Family Planning/Sexuality 281 .- .',,,'---- -'1 Family Care Network 8 Homeless Shelter (EOC) 2223 ---~. 9 Hotline StaflTResources 571 ... ,..._.._H 10 Housing Issues 383 . - ---- --11InfiJrmatlon & Referral 3212 Atascadero 610 - --12 Interpersonal Relationship 386 Arroyo Grande 717 m_------ofa Legal/Consumer Issues 771 Cambria 228 -- - --'14 Mental Health 1488 Cayucas 69 .16 Miscellaneous/Problem Defies 982 Gro-.er Beach 373 -16 Physical Problems/Health! 2123 Los Osos 360 - -. -- --17 Sexual Assault 170 Nipomo 196 - .----18 SpeciaIOlymplCs--------- - -. ---'---144 Paso Robles 634 ----.--19 Suicide Issues 486 Santa Margarita 83 20 Support/Support Group 1409 SLO 5185 21" Women's Shelter Program 1305 Templeton 563 22 SeniorTelecare 161 Other 531 23 Senior Calls 1084 Unknown 3059 24 General Hospital 28 "~'~;~,J'orAll~~ 13307 -. 26 Safety Net Healthcare 144 # of calla - ------- ~~n:d '-.'U . ~. ~,_ . .. . ,<<), ",..fA. 19075 0-9 37 --------- # of calis/shift 10-19 85 _n___.____.. 11 pm-7am Sunday -2o.29-~28 -_._..~-_..-._.__._. - -30-39--301 ,. 7am-11am Monday .n_.....______ __.. _ -'.--'-----'.- 11 am-3pm Tuesday 4049 318 --.--- 3pm-7prn, Wednesday 50-59 174 7pm-11pm Thursday 60-69 74 ..---..------ Friday 70-79 6-4 - GENDER Saturday 80-89 46 Male Female Unknown' Unknown 101 3763 6385 3359 1330: , , I -....-.-..--- 2005 CDBG Application Organization :HOTLINE of San Luis Obispo _ 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 refeITal. As per the CDBG guidelines as each new phone call will be sampled for income level and ethnicity. 11. How do you currently document income status of each client? (Example: very low, low- and moderate-income) - We do not collect income data other than caller age, location and refeITal. As per the CDBG guidelines as each new phone call will be sampled for income level and ethnicity. 12. How will the clients benefit from this project? Provision of instant information on referral services for low income and moderate income families, households and individuals. 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? Installation ofa 2-1-1 interchange to replace the HOTLINE 1-800-549-8989 phone number. The provision of full time paid information and referral staff 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 of an increase is expected? . HOTLINE will double its phone inquiry rate to over 25,000 phone calls per year and 50,000 referrals. ---- 2005 CDBG Application Organization :HOTLINE of San Luis Obispo _ 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 Eli2ible CDBG Activities). - Acquisition ofreal 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) - Code enforcement - Historic preservation - Commercial or industrial rehabilitation - Special economic development _X_ Special activiti~s by subrecipients X Public services -- _X_ Planning studies -- -.-.- 2005 CDBG Application Organization :HOTLINE of San Luis Obispo _ 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? 2-1-1 is expected to roll out California and the United States by the end of 2006. If not funded this year the projected two year start-up time (trom grant to inception) will be delayed. San Luis Obispo County may have to close the Hotline and or merge with neighboring Santa Barbara and/or Monterey Counties. A significant reduction in service delivery and agency referral will most probably bereaIized. 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.): 2-1-1 will be a multi agency organized effort consisting of coordination between all area law enforcement, public works, public health and emergency services delivery systems inclusive of the public and private sectors.. I certify that the information in this application is true and accurate to the best of my knowledge and ability. )~Jc.&~ Ie. 'Z 't ~ 0'( Signature Date James Gregg Goodwin, Executive Director, HOTLINE of San Luis Obispo County Printed or typed name Title Note to annlicant: Reporting of beneficiary data on a quarterly and year-end basis is required for HUD purposes. 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 "--...-- 2005 CDBG Application Organization :HOTLINE of San Luis Obispo_ 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 urior to the completion of the necessary environmental review, the project shaD not benefit rrom 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. . Valerie Humphrey, Department of Public Works, City of Atascadero, 6500 Palma Ave., Atascadero, CA 93422-4299, (805) 461-5020. - . Janet Reese, Community Development Dept., City of Grover Beach, 154 S. Eight St., Grover Beach, CA 93433, (80S) 473-4520. . Ed Ga1lagher, 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. t~4 .......... :.c:~.l.l.-;, .. Help Storts Here. · California Alliance of Information and Referral Systems -.... . 2-1-1 is an easy to remember telephone number that connects people with important community services and volunteer opportunities. Benefits of2-}-}: . 2-}-} simplifies access to services increasing"the effectiveness of the entire health and human services system. . Implementing 2-1-1 saves money: I. A study done at the University of Texas Austin estimated that the benefit of a 2-1-1 statewide network to society would be between $83.7 million to $90.2million over a ten year period (htto:/Iwww.211.org/onlineldocslLBJstudv.odf.). 2. A study in New Mexico estimates saving $19 million over 5 years including a reduction in 800 numbers used for nonprofits and state organizations. (htto:/Iwww .!!Ov .state.nm.usloerfreview/Ch I.odf). 3. The University of Nebraska's Public Policy Center estimates that a fully realized 2-1-1 system in Nebraska will bring $7.4 million in benefits to the state of Nebraska with a population of 1.7 million (www.211.org/online2/docsl211 reoortbodv.odf.) 4. 2-1-1 can provide system wide cost savings through a reduction in 800 numbers used for nonprofits and state organizations. . 2-1.1 plays a key role in public safety: 1. 2-1-1 relieves 911 call volume, allowing for faster response to real emergencies and significant cost savings. 2. 2-}-1 plays a major role in disaster response. It is was proven effective after the 9/11 terrorist attacks where, in Connecticut, which had 2-1-1, 95 percent of all calls for mental health counseling, volunteering, and other services went to 2-1-1. New York did not have 2-1-1 and 400 new information lines were created resulting in confusion and waste of precious resources. Now, in the. wake of Hurricane Charley, thousands of Floridian's are turning to 2-1-1 for help in their time of need (www.211.or!!). 3. 2-1-1 is included in the Federal Bioterrorism Act as part of the needed infrastructure for disaster preparedness and is incl uded in state disaster plans. Where does 2-1-1 exist? 2-1-1 is currently available to over 94 million people across the United States in 26 states, 33% of the U.S. population (www.211.or!!) The California Alliance of Information and Referral Services (CAlRS) and United Ways of California are working together to bring 2-1-1 to California. The CPUC has authorized information and referral (I&R) service providers in 8 counties to utilize the 2-1-1 dialing code: Alameda, Contra Costa, Los. Angeles, Orange, Riverside, San Diego, San Francisco, and Ventura. Other local I&R providers are preparing applications for CPUC designation. CAIRS projects that 2-1-1 will be available to 61 % of Californians by the end of 2005. (www.cairs.or!!) 2-1.1 Le2islation Federal Legislation, the Calling for 2-1-1 Act of 2003 (S. 1630 and HR3111), would direct $200 million for implementation and on-going support of2-1-1 implementation across the nation (www.211.0r!!). AB 2283 will designate a lead entity for 2-1-1 in California which will strengthen the 2-1-1 system throughout the State and provide a mechanism for allocation of Federal funds (www.cairs.or!!). ---------- -- .... c: , 0 ,....c;:: , 01 N... ;g """ \I") \I") \I") \I") \I") \I") \I") II) -0 c: ~ 0 0 8 0 0 0 0 0 OJ OJ 0 0 0 0 0 0 0 ~ ... E '" '" '" '" '" N N '" a1 OJ .~- CU o c.... .. E 01 e.._~ ... OJ) 2 0 ~ 0 OJ '-::,.:: "C, t: t: .~ :=z .- 0 '" ... E .~ t: E :: 0 0 u_ ... ~ c .::- e...J ~ 0 0 t: '" ;;J OJ "'c.. > OJ) '" ... 0-0 t: 0 e 0...J "C i:2 0 >, 0:: u U '" UtlJ i:5 u '" ... 0 < 0 - t: "'CI) -oU '" U ..!:! :r: co '- .. 8 ., '" '0; t: 0 t: OJ) ~ CI) j 0 E , ... 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'" 01 01 U ...J --( U 0 CI) ;;.- c=: CI) CI) CI) """ 0 0 N - r-- - 0\ 0 ~ UnD;edWay ofPemsytvania 50 Ways 2-1-1 Works 1. Laid-QffWorkers: 2-1-1 provides one memorable number that works for any kind of health or human service need. In a Brookings Institution Study, researchers reviewed the experience of laid-off hotel workers after the September 11th attacks and found that even when social service agencies were doing a good job making housing, food, and other assistance available, displaced workers couldn't figure out how to get help. Pat Atkins, a researcher from George Washington University noted that 2-1-1 " ... enables people to get assistance before they decide to give up.. - 2. Disease EDidemic: 2-1-1 helps people during epidemics as it did for the residents of Toronto, Canada during the SARS outbreak - People needed to know, for example, how to get groceries while quarantined. 2-1-1 will be used to provide information on West Nile virus, as well as such threats as anthrax and smallpox attacks. 3. Flu Shots: 2-1-1 provides easy access to information about how to get flu shots and how to pay for them if necessary. This year, complete flu shot information is available in Palm Beach County, Florida by calling 2-1-1. 4. Evacuation Routes: 2-1-1 can provide information about emergency shelters and evacuation routes during natural and man- made disasters. 5. CHIP. Etc: 2-1-1 provides basic information and connection to state - provided income and insurance benefits such as the Children's Health Insurance Program. In Florida, United Way 2-1-1 of Jacksonville has a partnership with the State Agency for Health Care Administration to pilot a strategy that uses 2-1-1 as the entry point for MediKids, Kidcare and other state benefits. 6. Crime Victims: 2-1-1 could provide information to crime victims on servicas and benefits available to them. 7. Travelers' Aid: 2-1-1 can help people who are stranded. In Atlanta, thousands of people were stranded at Hartsfield International Airport for several days after September 11th. According to Dan Williams, former national 2- 1-1 coordinator, "Not only did people call looking for rooms, we had people calling 2-1-1 offering rooms in their homes for people who were stranded." In all, hundreds of people received temporary housing until the crisis passed.' 8. ESL HelD: 2-1-1 helps non-English speaking people get comprehensive health and human servica information. It was important in the SARS outbreak in Toronto, for example, to be able to serve the Mandarin Chinese speaking population. In addition to the large Spanish speaking population in this country, many pockets of other non-English speaking people exist in nearly eve~ community. t4I Compiled by United Way of Pennsylwmia - 2004 1 ---~_.- ---< ----.- ~ UnltedWay of Pennsylvania More Ways 2-1-1 Works: 18.lnventorv of Beds for the Homeless: 2-1-1 can provide an up-to-date, broad geographic inventory of shelter beds available to the homeless. At Connecticut's 2-1-1 Info line, a statewide count is maintained daily, so that every homeless person can be accommodated, especially during dangerously cold weather. , 19. Reachina At-Risk Populations in an Emeraencv: According to Burt Wallrich, long time Coordinator for Information and Referral in Los Angeles, 2-1-1 systems can reach the majority of at-risk people through a broad network of small agencies serving the homeless and others who are disconnected by I~guage, recent immigration, transienca, distrust of govemment or mental illness. "The risks of not reaching these people [in a major disaster] include unnecessary loss of life and injury if services don't reach them, disease spreading from improvised camps to the rest of the community, civil disorder if people feel neglected and cut off from help, and political pressure and litigation brought to bear by advocates for these groups." 20. Suicide Prevention: Connecticut's 2-1-1 Infoline receives several calls every nightfrom people who are contemplating suicide. The American Association for Suicidology evaluates Connecticut's crisis workers and certifies them for the clinical practice of this specialized type of crisis management 21. Assistance to Local Governments: Many local govemments do not have the extra tax dollars to establish a 3-1-1 service to provide information about municipal govemment services. As an altemative, 2-1-1 can provide an up-to-date official directory of detailed contact information so that residents know who to call for non-emergency information such as tax information, to report a dangerous road condition, or to ask a question about codes and zoning. 22. Reportina Scams Aimed at the Elderlv: In Texas, there is discussion about using 2-1-1 as a statewide "clearing house" to assist senior citizens seeking advice about suspicious services or offers and keep track of potential scams. Neighbors and others could also use the line to discuss concems about potential elder abuse. Funding such a service through 2-1-1 could come possibly from the Crime Victims' Compensation Fund. 23. Reduce Gove'mment Waste: 2-1-1 can prevent the proliferation of government sponsored 1-800 helplines. In some states, govemment agencies are required to use 2-1-1 if possible before being permitted to create a newaoo helpline. 24. Rumor Control: 2-1-1 can provide a means to control rumors by providing one trusted information sources during events such as nuclear power plant failures. 25. Power blackouts: In Toronto, Calls to 2-1-1 tripled during the night of the blackout Cheryl May, 2-1-1 Director, said, "The call center is always up to speed and on top of events, and counselors work with information specialists to collect and maintain the information required throughout a crisis." M Compiled by United w,ay of Pennsylvania - 2004 3 .~ UnIted Way of~ More Ways 2-1-1 Works: 35. State Homeland Securitv Plan: States such as Arizona have included establishing statewide 2-1-1 service as a goal in state Homeland Security plans. 2-1-1 complements emergency lines by taking non- emergency calls, thus freeing emergency workers to handle real threats to life and property. 36. Helo for Heloers: In Connecticut, about 45,000 calls per year (15% of total) are from social workers, clergy, doctors, legislators and other helpers who want to know how best to help the people they are serving. 37. Court Ordered Case Plans: Courts often order parents to obtain ~unseling, improved housing and other services as a step toward regaining custody of children placed In foster care. The juvenile justice system makes similar requirements of adjudicated youth and their parents. 2-1-1 will provide a great way for social workers and criminal justice employees to help their clients take responsibility for achieving the goals included in court ordered plans. 38. Trackina and Heloina Former Welfare Clients: In Connecticut, 2-1-1 makes sure that former T ANF clients are followed and get support and servicas, providing a safety net after TANF benefits end. 39. Qualitv Childcare: 2-1-1 can provide callers with information on childcare options and openings in their locale and assist them with information to evaluate quality and suitability for their child and family situation. 40. For Kids: Parents and educators can teach kids to call 2-1-1 when they are faced with confusing, non- emergency situations and do not know where to tum. Connecticut Infoline provides a "Teen Yellow Pages' on its we-site that is just for kids. 41. When Services Don't WorX Out: Sometimes, people do not get the help they need because for some reason things just don't work out. They may be frightened or may have been sent to the wrong service. Many people then just walk away because they are in an emotionally charged situation and do not know what to do. 2-1-1 provides trained counselors who can review why the help did not work and plan what to do next. 42. Donations of Goods: Whether you represent a corporation wishing to donate excess building materials or are a homeowner who is moving and would like to donate a large appliance to charity, 2-1-1 can be used to find an appropriate place to donate excess goods. Besides providing central information on the 90nation acceptanCe policies and hours of food banks and Goodwill stores and other traditional recyclers of used goods, 2-1-1 can match donors of more unusual in-kind gifts with charities that can use them. This function is particularly useful in the aftermath of a disaster when many donors emerge to help. 43. Helo Throuah Phone. Website. E-mail. Walk-In: 2-1-1 can be used as an Information and Referral resource regardless of how people choose to connect to help. In toclay's internet service environment, people need the choice of personalized service - especially for1hose who are no~ computer literate. . N CoqIiled by United Way of Pennsylwnia - 2004 5 -------- .- Fact Sheet - American FactFinder Page 1 0[2 . American FactFinder _._... ...u. .. .u. ., "', .~. . FACT SHEET San Luis Obispo County, California Highlights from the Census 2000 Demographic Profiles: General Characteristics. show more >> Number Percent U.S. Total population 246,681 100.0 100% map brief Male 126.704 51.4 49.1% map brief Female 119,977 48.6 50.9% map brief Median age (years) 37.3 (X) 35.3 map brief Under 5 years 12,358 .5.0 6.8% map 18 years and over 193,268 78.3 74.3% 65 years and over 35,685 14.5 12.4% map brief One race 238,202 96.6 97.6% Wh~e 208,699 84.6 75.1% map brief Black or African American 5,002 2.0 12.3% map brief American Indian and Alaska Native 2,335 0.9 0.9% map brief Asian 6,568 2.7 3.6% map brief Native Hawaiian and Other Pacific Islander 286 0.1 0.1% map brief Some other race 15,312 6.2 5.5% map Two or more races 8,479 3.4 2.4% map brief Hispanic or latino (of any race) 40,196 16.3 12.5% map brief Average household size 2.49 (X) 2.59 map brief Average family size 3.01 (X) 3.14 map Total housing units 102,275 100.0 100.0% map Occupied housing units 92,739 90.7 91.0% brief OWner-occupied housing units 57,001 61.5 66.2"A. map Renter-occupied housing units 35,738 38.5 33.8% map brief Vacant housing units 9,536 9.3 9.0% map Social Characteristics - show more >> Number Percent U.S. Population 25 years and over 159,196 100.0 High school graduate or higher 136,232 85.6 80.4% map brief Bachelor's degree or higher 42,507 26.7 24.4% map Civilian veterans (civilian population 18 years and 27,825 14.4 12.7% map brief over) Disability status (population 21 to 64 years) 22,165 16.8 19.2"A. map brief Foreign born 22,016 8.9 11.1% map brief Now married (population 15 years and over) 109,818 53.9 54.4% brief Speak a language other than English at home (5 34,412 14.7 17.9% map brief years and over) Economic Characteristics - show more >> Number Percent U.S. In labor force (population 16 years and over) 116,868 58.3 63.9% brief Mean travel time to work In minutes (population 16 21.1 (X) 25.5 map brief years and over) Median household income (dollars) . 42,428 (X) 41,994 map Median family Income (dollars) 52,447 (X) 50,046 map Per capita income (dollars) 21,864 (X) 21,587 map Families below poverty level 3,991 6.8 9.2% map brief Individuals below poverty level 29,775 12.8 12.4% map Housing Characteristics - show more>> Number Percent U.S. Single-family owner-occupied homes 43,799 100.0 brief Median value (dollars) 230,000 (X) 119,600 map brief Median of selected monthly owner COSIs (X) (X) brief Y\lth a mortgage 1,390 (X) 1,088 map Not mortgaged 310 (X) 295 http://factfinder.census.gov/servlet/SAFFFacts?_ event=Search&geo Jd=OI OOOUS& ...,geo... 10/19/2004 -. QUICk Tables - i\JT1encan raCU'lIlUt:' ~ 0.5"" ~ V~ oJ Isub;ect Numbe Percen Other services (excent nublic admlnist",tloil\ 58R< 5. Public administration 6-rn 6.2 LASS OF WORKER Private wane and salaN workers 7289 66. IGovemment workers 2257 20. elf-emDloved workers In own not IncolTV'll'1lted business 1367 12.S Unnaid familv workers 52 O. NCOME IN 1999 - Households r9~ 100.0 Less than $10 000 9. 10000to$14999 611 6. t 5 000 to $24 999 1151 12. 25 000 tn $34 999 1197 12. >35 000 to $49 999 1513 16. ~ 000 to $74999 1871 20. 75 000 to $99 999 973 10. tOO 000 to $149 999 ~~ 7. 150 000 to $199999 2.1 200 000 or more 1961 2.1 Median household Income ldolla",' 4242 D()I ~ earnlnas 7127 Mean eamlnmr. (dollars\ 52A4< Mmh Social Securitv Income 27091 I Mean Social Securltv Income 'dollars' 117 IIMth Sunolemental Socurt1v Income 388 4. I Mean Sunnlemental Securt1v Income Idollars' 8m IIMth nubllc assistance Income 21 2. Meen nubllc esslstence Income'dollars' 4;1 IiWh retirement Income 18 ~ Mean retirement income (dollars' 20301 T Families n.AS"-' 100.0 ESS than $10 000 23QA1 4.1 10000 to $t4 999 2 3. <15000 to $24 999 54 9. 1000 to $34 999 7 12. 5 000 to $49 999 10 17. 000 to $74 999 14231 24.1 75 000 tn $99 999 7 13. 1000 to $149 999 5901 10. 150 000 to $199 999 1 2. 000 or more 1 2. Median familY Income Idollars) 5244 IX ~ canlle Income 'dollars' 211i8<i IX dlan ..mlnfJS (dollars!: Male fuU-time vear-round workers 40 00 lFemale full-time ""ar-round workers 2745c 00 OVERTY STATUS IN 1999 /beiow DOvMiVieveh Families 3891 IX Percent below ""ve"" level 21 6.e Mth related children under 18 vears /XI Percent below DOvertv level 9.91 Wth related chDdren under 5 ve.rs 1~ IX] Percent below nnve"" level 13.S Families with female householder no husband aresent 1.:& IXl Percent below ""ve"" level 19.2/ Mmh related children under 18 vears 131.d1 /XI I ""l . http://factfinder.census.gov/servletlQITable?_ bm=y&-geo jd=05000US06079&-qr _ narn... 10/19/2004 ---- Quick Tables - Amencan l'acu-maer J. Q.5""' ~ VJ.,J i~ .1. American FactFlndeL...... DP-3. Profile of Selected Economic Characteristics: 2000 Data Set: Census 2000 SummarY File 3 (SF 3) - SamDle Data Geographic Area: San Luis Obispo County, California NOTE: Data based on a sample except In P3, P4, H3. and H4. For InfonTIation on confidentiality protection, sampling error, nonsampling error, and definitions see httrrllfactfinder census aovlhome/en/datanoteslexpsf3 htm. ublect Numbe Percen MPLOYMENTSTATUS Pooulatlon 16 vears and over 200E: 100.0 In labor force 116 58.~ Civilian labor force 116 58.1 EmDloved 109 54. Unemoloved J 3A Percent of civilian labor force 5. ex AnTI"" Forces 0.1 Not in labor force 837 41. Females 16 vears and oYer ~:~ 100 n labor force 54. Civilian labor force 53 -..."c 54. Emoloved 50 211' 51. OWn children under 6 -.;;ars 1~~ 100] II oarents In famllv In labor force . 54.C COMMUTING TO WORK Wo~~16vursandover 1~~ 100~ af truck or van - drove alone 73. ~r, truck or van - carnooled 14m 13.e Public transnnrlatlon linciudlnn taxicab 10 1. I\I\Ialked 39 3. ebermeans 2 2. Worked at home 60 5. ~eantravel time to worklmlnuteS) 21.1 -rj ~ Emoloved civilian n~ulatlon 1S vears and over 109669 100.0 CUPATlON ananement nmfesslonal and related occunations 37581 34. ,.rvlce occuoations 2057 18. ales and olllce occuoatlons 27m 25. anTIl"" roshlnn. and forBStrv OCCUMtIons "281 2.1 Construction extraction and maintenance occu tions 10~ 9. !>roduction. transoorlation and material movlno occuDstlons 10 9.S NDUSTRY IAnricullure forestrv. fishlnn and huntiM and mlnlnn 41 3.S 1C0nstruction 8" 7. t.1anufac:turlno i"i 7.1 ~lesale trade 2721 2. etall trade 1358~ 12. ransMrtation and warehousinn and utilities 497 4. nformation ~:a: 2. inance Insurance real estate and rental and leaslna 5.1 rotesslonal scientific rnananement admlnlstrattve and waste manaaement servlCesl 1033 9. ducaUonal, health and social services I 23~ 21. rts entertainment recreation accommodation and food services I 12 11. I http://factfinder.cenSUS.gov/servlet/QTIable?_ bm=y&-geo jd=OSOOOUS06079&-qr _ narn... 10/19/2004 -........-.-.. ~-----~._-- ------_._.~_..~ - -~._-~--~..- ----- Quick Tables - American FactFinder Page 3 of 3 Subiect NUmbeJ Percen Percent below DOvertv level (J(~ 24. wth related children under 5 vears 6291 IX Percent below DOvertv level IX'!I 42.1 I Individuals IX Percent below QOvertv level 12. 18 vears and over (J(' Percent below DOvertv level 1~ 65 vears and over Percent below DOvertv level ;1g !!!lated chndren under 18 vears 58 Percent below DOvertv level 11. Related children 5 to 17 vears 417 n Percent below DOvertY level X 10. Unrelated Individuals 15 vears and over 167 n Percent below DOvertv level 30. (X) Not applicable. Detailed Occupation Code list WDF 42KB\ Detailed Industrv Code US! CPDF 44K8\ User note on emDlovment status data lPDF 63KB\ Source: U.S. Census Bureau, Census 2000 Summary File 3, Metrlces P3O, P32, P33, P43, P46, P49. P50, PSI. P52, P53. P58. P62, P63, P64, P65, P67, P71, P72, P73, P74, P78, PT7, P82. P87, P90, PCT47, PCT52, and PCT53 http://factfinder.census.gov/servletlQTTabIe? _bm=y&-geo Jd=05000US06079&-qr _nam... 10/19/2004 -~-- ---'.~..'-'''-- 11.8. MEMORANDUM TO: CITY COUNCIL FROM: STEVEN ADAMS, CITY MANAGER7 SUBJECT: CONSIDERATION OF FY 2005-06 AND FY 2006-07 BUDGET STRATEGIES DATE: MARCH 22, 2005 RECOMMENDATION: It is recommended the Council approve the proposed budget strategies for FY 2005- 06 and FY 2006-07 and direct staff to provide information on alternatives for new or increased long-term revenue sources. FUNDING: There is no direct cost impact from the recommendations at this time. The primary result of the proposed strategies is to enable staff to present a balanced budget. DISCUSSION: Background As the first step in the bi-annual budget process, staff presented the budget goals for FY 2005-06/FY 2006-07 at the January 25. 2005 meeting, which were approved by the City Council. As part of the goals, staff outlined several cost impacts projected this year, which would need to be addressed. The next step in the process is normally for staff to prepare the draft budget document, which is presented to the City Council and community at a special public workshop. The budget study session has been scheduled for May 18, 2005 at 7:00 p.m. This year, due to the financial challenges facing the City, staff has proposed presenting the key budget strategies for City Council review as an interim step prior to preparing the preliminary budget. This will help to ensure that staffs primary recommendations are consistent with City Council direction prior to investing the significant staff time required in preparing the actual budget document. Fundina Issues and Goals Major funding issues impacting the bi-annual budget include the following: . State Budget Impacts - The City is projected to lose $244,000 in revenue to the State in FY 2005-06. CITY COUNCIL FY 2005-06 AND FY 2006-07 BUDGET STRATEGIES MARCH 22, 2005 PAGE 2 . Citizens' Option for Public Safety Program (COPS) Funding - The City receives $100,000 annually in COPS funds from the State of California. While the City is projected to continue to receive this funding, State regulations limit the time period in which it can be used to fund any single budget item. Therefore, it will be necessary for the General Fund to assume these existing costs. . PERS Retirement Rate Increases - The City has been notified that PERS retirement rates will continue to increase in FY 2005-06 due to losses in their investments as a result of the poor stock market over the past few years. . Personnel Costs - The City has existing MOUs in place with both the Police and Fire employee associations. The Agreements set forth cost of living adjustments for both associations for FY 2005-06 and in FY 2006-07 for Fire. In addition, the Firefighter's MOU specifies increased PERS retirement benefits to be provided at the end of FY 2005-06. The MOU with the Service Employees International Union (SEIU) expires at the end of this fiscal year and management compensation is reviewed on an annual basis. . Increased Fuel Costs - Due to the increased cost of gasoline, operational departments dependent on fuel, such as the Police Department, are experiencing significant cost increases in their operational budgets. Other budget goals approved by the City Council included: . Street Improvement Program - Continue the practice of gradually increasing General Fund monies appropriated for the annual street improvement program until the appropriate funding level is reached. . Vehicle Replacement Fund - Begin accumulating a reserve to establish a replacement fund for the City's rolling stock. . Public Works Maintenance Worker Position for Street Maintenance - Addition of a Public Works Maintenance Worker position was recommended due to the increase in street surface requiring maintenance and to replace one of three full- time positions eliminated in 1991. . "Let There Be Light Program" - It was proposed the City fund $500 and raise $3,500 from community contributions for each street light replacement in the Village. . Upgrade of the City's Computer Operating System - In order to continue to coordinate maintenance with the County of San Luis Obispo, the City will need S:\CITY MANAGER\STEVE\Council ReportslBudget Strategies 3.22.05.doc ----......----.- ..-........j CITY COUNCIL FY 2005-06 AND FY 2006-07 BUDGET STRATEGIES MARCH 22, 2005 PAGE 3 to migrate to a new operating system. In addition, most of the City's network servers and some related equipment are in need of replacement. . Street Tree Maintenance - Staff recommended gradually expanding the City's tree maintenance, preservation and planting program. . GIS System Expansion -It was recommended to expand access and utilization of the GIS system Citywide to all departments by networking the system through a common server. . City Hall Project - In order to implement the proposed funding plan for improvements to the City Hall Complex, it was recommended to begin reserving funds each year for the project. Budaet Strateaies The initial budget strategies are designed to enable staff to present a balanced budget, while accomplishing as many of the goals as possible. At this time, the expenditure plan is still being prepared and staff has not yet determined which goals will be feasible to achieve. They will be covered in more detail when the Bi-Annual Budget is presented for consideration. However, staff is confident that the proposed strategies will enable the City to achieve a balanced budget, while maintaining existing service levels. Each of the proposed budgets the past four years involved a number of fiscal challenges. The approach each year has been to emphasize addressing budget shortfalls through measures aimed at increasing cost efficiency, while maintaining existing service levels. This is the approach emphasized again this year. The following recommendations are made to generate cost savings and/or increased revenues: . Elimination of Part-time Fleet Maintenance Position - The City's fleet maintenance study has been completed, which determined the current level of service may be greater than necessary. It is recommended that the Fleet Maintenance Supervisor position be maintained, but the part-time Maintenance Worker position be eliminated. This will require department staff and other Public Works staff to assist when necessary to transport vehicles requiring maintenance. . Reorganization of Administration Office Assistance Position - It is recommended the Office Assistant I position in Administration be eliminated and converted to a part-time Office Assistant II position. The office area is proposed to be upgraded to provide a shared counter space with the Financial Services Department. This will enable the receptionist responsibilities of the position to S:\CITY MANAGER\STEVE\CounciI Reports\Budget Strategies 3.22.05.doc ----~._-------- -----..,.---- ------...- CITY COUNCIL FY 2005.Q6 AND FY 2006.Q7 BUDGET STRATEGIES MARCH 22, 2005 PAGE 4 be transferred to the Financial Services Department Utility Billing Accounting Clerk II. It will also provide improved customer service by eliminating the confusion of which area to go to when entering City Hall. The part-time Office Assistant II would then provide a higher level position to provide assistance to the City Clerk, Human Resources Office and City Manager's Executive Assistant. . Decrease Services and Supplies Accounts by 2% - Departments have been directed to submit operational account budgets with a 2% decrease in FY 2005- 06. This was the maximum amount of decrease determined feasible in order to maintain service levels. This is particularly challenging since departments have consistently received decreases, no increases, or increases below CPI for the past several years in their operational budgets. . Charge Staff Time to Housing Funds - The programs established to generate affordable housing units within the City have resulted in a significant amount of staff time dedicated to these efforts, particularly on the part of the City Manager, Director of Community Development, City Attorney and Associate Planner. Therefore, it is recommended a portion of their staff time be charged to the Redevelopment Housing Set-Aside and Affordable Housing In-Lieu Fee funds. . Expand Investment Portfolio - It has been recommended that a portion of the City's cash portfolio be invested in longer-term options in order to generate a higher rate of retum. This would still be limited to items within the investment policy and with the same security as current investments, which has been limited to participation in the Local Agency Investment Fund (LAIF). The majority of the increased revenues would go to the utility funds. However, there will be a minor benefit to the General Fund. . Reorganization of Information Services Structure - The City currently contracts with the County of San Luis Obispo for maintenance of the City's computer system, which has worked extremely well. The service primarily includes a Department Automation Specialist (DAS) assigned to the City on a full-time basis and availability of systems analyst staff on an as-needed basis to resolve high-level technical problems and back-up when the City DAS is out of the office. Staff is proposing to maintain the same program, but modify the contract with the County. Under the change, the employee now assigned to the City would become a City employee and the City would continue to contract with the County for systems analyst staff on a time and materials basis when needed. This will result in a savings to the City by eliminating overhead costs currently paid to the County. The position would become a management level position, which would result in the employee assuming more coordination functions to relieve workload current handled by the Director of Administrative Services and Human Resources Manager. The County would also benefit because they are S:\CITY MANAGER\STEVE\Council ReportslBudget Strategies 3.22.05.doc --..-- CITY COUNCIL FY 2005-06 AND FY 2006-07 BUDGET STRATEGIES MARCH 22, 2005 PAGE 5 currently responsible for the DAS position, but are unable to provide supervision given the fact that he is assigned on-site at the City. . Transfer of CIP Accounting Services to the Financial Services Department - Currently, the City contracts with the Wallace Group for some of the work involved in managing the capital improvement program, including accounting related functions. The Financial Services Department staff believe they can assume those responsibilities, which would both reduce costs and improve coordination. . Cost Recovery for Public Safety - Both Police and Fire have increased their cost recovery efforts over the past year. As a result, staff projects that revenue budgeted from these efforts may increase. . Reduction in Worker's Compensation Costs - Due to a successful safety program and other factors, the City continues to experience significant decreases in accidents and worker's compensation claims, a trend that has continued over the past few years. As a result, the City is expected to obtain a sizeable refund again this year from the worker's compensation insurance program. Since these are potentially one-time revenues, staff has traditionally recommended that they fund one-time expenditures. . Code Enforcement Reorganization Savings - Savings will increase in FY 2005- 06 from the reorganization of the Code Enforcement program since the full-time position was still funded through a portion of FY 2004-05. . Increase Miscellaneous Fees by 5% - A cost recovery study was prepared by DMG Maximus for the City in March 2000. The purpose of the study was to establish fees at a level to recover costs from users of specific services. City fees are normally increased annually by an established formula. However, during the past few years, costs have increased at a rate higher than the formula. Therefore, fees are covering a smaller percentage of costs than established by the study. For example, since the recommendations of the study were enacted, the cost of an encroachment permit has increased by 7%, but the cost of Public Works Engineering services have increased by 38%. The cost of a conditional use permit has increased by 12%, while costs associated with administering them have increased by 38%. Therefore, staff is recommending fees be increased by 5% as a supplement to the original study. In the future, if it is determined to increase fees further to regain full cost recovery, preparation of a new study will be required. S:ICITY MANAGERISTEVEICouncil ReportslBudget Strategies 3.22.05.<Ioc _____n_ -------- .------------- CITY COUNCIL FY 2005-06 AND FY 2006-07 BUDGET STRATEGIES MARCH 22, 2005 PAGE 6 Lona-Ranae Financial Plan Over the past few years, the City has implemented a long-range financial planning process. The third phase of the plan was completed last year. It will now be updated on an annual basis. While staff believes the projected shortfall in the FY 2005-06/FY 2006-07 Bi-Annual Budget will be addressed through the strategies outlined above, update of the long- range financial plan presents more challenging issues. As a result, in preparation of updating the long-range financial plan, staff has expanded the City's prior analysis to more accurately identify long-term needs and assess revenue trends. On the positive side, property tax revenues are projected to continue to increase at a positive rate; progress is being made on the City's hotel/motel strategy, which will increase transient occupancy tax (TOT) revenue; PERS retirement rates are expected to begin leveling off in FY 2006-07 and decrease the following year; and Redevelopment Agency tax increment revenues will become a viable funding tool in the future. However, there are also a number of long-range concerns regarding the City's projected revenue base. Sales tax growth has been slow and no major projects are planned the next few years that would result in a significant increase. Growth trends towards an aging population normally add to sales tax concerns since young families tend to support stronger retail activity. In addition, future potential retail growth in San Luis Obispo and Nipomo could further erode the City's tax base. While property tax is projected to increase, it will likely be at a reduced rate. Lack of State and Federal funding for major projects will likely continue for the foreseeable future. Lastly, as the City approaches buildout, building permit fee revenue will likely decrease. While these revenue trends are a concern, the primary issues involved in addressing the update of the long-range financial trend focus on a number of capital and infrastructure maintenance and upgrade needs. While the existing long-range financial plan has identified strategies to accomplish the highest priority items, it is becoming apparent that additional revenue enhancements beyond what can be accomplished through the City's economic development strategy will be necessary to fully meet the City's needs on an ongoing long-term basis. The most significant items identified include the following: . Street Maintenance and Projects - It is important to maintain the ongoing preventative maintenance schedule identified in the pavement management program. Extending the life of streets in good condition reduce the need for pavement reconstruction projects, which are much more costly in the long-run. Meanwhile, the availability of Federal and State funding for major street projects has decreased significantly. Therefore, it is estimated that the City should be budgeting at least an additional $275,000 annually for both the pavement S:ICITY MANAGERISTEVEICouncil ReportslBudget Strategies 3.22.05.doc -.----. ----" -----~_._-_.._------- --~-_.- CITY COUNCIL FY 2005-06 AND FY 2006-07 BUDGET STRATEGIES MARCH 22, 2005 PAGE 7 management program and street improvement projects, which will minimize ongoing costs for street maintenance. Staff believes the City will begin receiving Proposition 42 funds from the State within the next few years, which will assist in paying for a portion of these costs. . Transportation Projects - State and Federal funding for major City transportation projects has been delayed substantially due primarily to State funding shortfalls. The most notable is the Brisco Road - Halcyon Road Interchange project. As a result, the City will probably be forced to seek local funding options. Costs will depend on the alternative selected. For planning purposes, it is estimated it will likely cost in the range of $300,000 annually for debt service to finance the majority of the project costs. . City Hall Complex Improvements - To implement the funding plan for the City Hall project, it is estimated that it will require budgeting $210,000 annually in order to finance debt for the project. The existing funding plan would earmark a portion of TOT revenue from new hotels or motels to this project. It is important to note that the City Hall, Public Works and Building and Life Safety offices are not ADA compliant. Therefore, if the City Hall expansion project is not funded, the City will need to consider other improvements, which will be costly and will not meet the long-term needs of the facilities. . Other ADA Improvements - The City has developed a plan, which identifies and prioritizes ADA improvements necessary City-wide on existing facilities and curb ramps. The City has been implementing these improvements on an annual basis utilizing Community Development Block Grant (CDBG) funds. However, given the limited amount of funding available, progress has been slower than necessary in order to obtain full compliance within what staff believes is a reasonable timeframe. As a result, additional funding is needed to accelerate the process. The amount needed is estimated to be about $100,000 annually. . Police Station Expansion - The existing Police Station has a number of space shortage issues. Plans were prepared for the addition of a second floor several years ago, which received tentative approval for a Federal Emergency Management Agency (FEMA) grant. However, the grant has never been appropriated and does not appear likely in the near future. It is estimated that approximately $90,000 annually would be necessary to fund the debt to move forward with the project. . Drainage Improvements - The City adopted a Drainage Master Plan in December 1999, but has never implemented funding options identified in the plan. It is estimated that annual costs to implement the plan range from $200,000 to $250,000. The City is currently preparing a drainage fee study to develop funding S:\CITY MANAGER\STEVE\CounciI ReportslBudget Strategies 3.22.05.doc ---...- ----....--------- - CITY COUNCIL FY 200S.Q6 AND FY 2006.Q7 BUDGET STRATEGIES MARCH 22, 2005 PAGE 8 sources. As a result, drainage impact fee revenue may pay for a portion of these projected costs. . Personnel Costs - Salaries and benefits have fallen below the market county- wide. It is estimated that it will require approximately $250,000 annually to reach the median level. In addition, due to the high cost of housing, personnel costs are projected to continue to increase at a rate above the rate of inflation. . Vehicle Replacement Fund - The one City financial policy that has not yet been achieved is funding an equipment replacement fund, which would budget depreciation of all the City's rolling stock on an annual basis. This would enable the City to annually budget appropriately for equipment replacement. In development of the City's Long-Range Financial Plan, it was established as a goal to begin reserving funds annually over the ten-year period until the appropriate funding amount is achieved. In order to accomplish this, an annual budget of $150,000 was proposed. . Fire Ladder Truck - The City's ladder truck is reaching the end of its useful life and will be in need of replacement within the next two to three years. New equipment costs are estimated to be approximately $750,000. If it were funded through a 10-year lease purchase, it would result in an additional cost of about $100,000 annually. Therefore, while not all of these costs will require additional revenue, the following provides a summary of the extent of estimated long-term funding demands the City is facing long-term: Street Maintenance and Projects $275,000 Transportation Projects $300,000 City Hall Complex Improvements $210,000 Other ADA Improvements $100,000 Police Station Expansion $90,000 Drainage Improvements $200,000 Personnel Costs $250,000 Vehicle Replacement Fund $150,000 Fire Ladder Truck $100.000 , I Total $1,675,000 i , Vehicle License Fee NLF) Buyback Proaram In FY 2003-04, the State of California did not repay a portion of the Vehicle License I Fee backfill owed to local agencies. This VLF gap loan is to be repaid by the State in I FY 2006-07. Recently, the California State Association of Counties (CSAC) and the , , I League of Cities successfully sponsored legislation, which permits local agencies to , I sell their VLF Gap Loan receivable to a third party and receive the funding I S:\CITY MANAGER\STEVE\Council Reports\Budget Strategies 3.22.05.ooc CITY COUNCIL FY 2005-06 AND FY 2006-07 BUDGET STRATEGIES MARCH 22, 2005 PAGE 9 immediately. In response to this legislation, the California Statewide Communities Development Authority (CSCDA) plans to issue bonds to purchase Vehicle License Fee receivables from cities and counties. Local Agencies can elect to sell their VLF Gap Loan receivable to CSCDA for an upfront fixed price currently estimated at 90% to 96% of their VLF Gap Loan amount. Arroyo Grande would fall in the 92% range according to a CSCDA representative. The City would also be charged a fixed rate for bond issuance costs. Currently, this estimated rate is $10,000, but could increase. The advantage of the program is that CSCDA bondholders will pursue payment from the State, not the individual City or County. Therefore, the City would receive the funding even if the State were to identify a way in which to default on their commitment. The next bond sale is targeted for July 2005. The State currently owes the City $280,185.29. If the City sells the receivable to the CSCDA, it would receive approximately $247,770.47 (92% of $280,185.29 minus $10,000). This is a loss of $32,414.82. If the City took the $247,770.47 and invested it at a rate of 3%, it would take until the middle of 2009 to get back to the original amount of $280,000. The City Council requested staff to investigate the benefit of participating in the I program given the continued financial crisis facing the State. There is no clear I answer as to whether the City should participate. Given the financial challenges I facing the City, staff is attempting to eliminate any loss of revenue that can be avoided. Therefore, it is preferred the City receive the entire amount. On the other I hand, given the State's record regarding local funding, a strong argument can be made that the security of receiving the majority of funding would be financially prudent. The only city in San Luis Obispo County thus far participating is the City of Grover Beach. Staff consulted with representatives from a number of jurisdictions. While many are participating, the conventional wisdom appears to be that there is enough investors in this program that the State will be under extreme pressure to follow through on their promised payments. Many individuals have also indicated they believe the State is more likely to pursue an alternate means of obtaining funding from localities if it becomes necessary. Therefore, staff recommends the City not participate in the program at this time. However, direction from the City Council is requested on this item. Financial Policv on Funding PERS Costs In order to avoid the budget impacts the City has experienced the past few years due to increases in PERS retirement rates, staff recommends a new financial policy be established. It is recommended that the long-term average rate for PERS costs be determined and the City budget funds for at least this rate on an ongoing basis. Therefore, if annual PERS costs eventually drop below this rate in the future, the City would continue to annually fund that amount and build a reserve. As a result, when S:\CITY MANAGER\STEVE\Council ReportslBudget Strategies 3.22.05.doc ---_.,~- CITY COUNCIL FY 2005-06 AND FY 2006-07 BUDGET STRATEGIES MARCH 22, 2005 PAGE 10 rates increase again in the future, the amount above this rate would be funded from the reserve. In the long-term, the City could then establish a consistent annual expenditure amount and minimize the impact on the budget. AL TERNA TIVES: The following alternatives are provided for the Council's consideration: - Approve the budget strategies as proposed and direct staff to provide information on alternatives for new or increased long-term revenue sources; - Make changes to the budget strategies as appropriate; - Provide direction to staff. S:\CITY MANAGER\STEVE\Council ReportslBudget Strategies 3.22.05.OOc ---..- --....-.----.-- --..-----