Agenda packet — Arroyo Grande City Council, March 8, 2022 (part 2 of 4)

Water and Wastewater Rate Study  City of Arroyo Grande Tuckfield & Associates 30
meter using the average consumption of 19 HCF bi-monthly will experience a bill that will increase from $131.22 to $137.46, an increase of $6.24 or 4.8 percent for the first increase.

Table 26 shows how the bills would escalate over time with the revenue increases without the CCB project.

Table 25
Comparison of Current Single-family Residential Bi-monthly Water Bill with 5/8-inch Meter Size with Proposed Bill Using April 2022 Water Rates without Central Coast Blue Current Bill Proposed April 19, 2022 Bill
Service Volume Current Service Volume Proposed Dollar Percent Description Use (HCF) Charge Charge Bill Charge Charge Bill Difference Change 0 $59.02 $0.00 $59.02 $56.82 $0.00 $56.82 ($2.20) -3.7% Very Low 5 $59.02 $18.90 $77.92 $56.82 $19.80 $76.62 ($1.30) -1.7% Low 10 $59.02 $37.80 $96.82 $56.82 $39.60 $96.42 ($0.40) -0.4% Median 15 $59.02 $56.70 $115.72 $56.82 $62.40 $119.22 $3.50 3.0% Average 19 $59.02 $72.20 $131.22 $56.82 $80.64 $137.46 $6.24 4.8% High 30 $59.02 $117.96 $176.98 $56.82 $131.44 $188.26 $11.28 6.4% Very High 50 $59.02 $220.62 $279.64 $56.82 $224.24 $281.06 $1.42 0.5% Table 26
Single-family Residential Bi-monthly Water Bill Impacts at 19 HCF Bi-monthly without Central Coast Blue
Proposed
SFR Charges Current FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Fixed Charges $59.02 $56.82 $59.10 $61.46 $63.92 $66.48 Variable Charges $72.20 $80.64 $83.86 $87.17 $90.67 $94.36 Total Charges $131.22 $137.46 $142.96 $148.63 $154.59 $160.84 Dollar Change $6.24 $5.50 $5.67 $5.96 $6.25
Percent Change 4.8% 4.0% 4.0% 4.0% 4.0%
$131.22 $137.46 $142.96 $148.63 $154.59 $160.84
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
Current FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26
Fixed Charges Variable Charges

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Table 27 provides a comparison of the SFR bi-monthly bills with and without the CCB project while also providing the dollar difference in the bills. The average SFR customer with a 5/8-inch meter using 19 HCF will pay $2.27 more bi-monthly with the CCB project beginning April 19, 2022 and $18.23 more bi-monthly beginning January 1, 2026.

Chart 2 provides a comparison of SFR bi-monthly bills with and without CCB to bills of other communities at the same consumption. The chart shows that Arroyo Grande SFR bills remain among the lowest of the bills listed.

Table 27
Impacts to Single-family Residential Bi-monthly Water Bills With and without Central Coast Blue at 19 HCF
April 19 January 1 January 1 January 1 January 1
Description FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Average Bill w/o CCB $137.46 $142.96 $148.63 $154.59 $160.84 Average Bill with CCB $139.73 $148.68 $158.25 $168.34 $179.07 Difference $2.27 $5.72 $9.62 $13.75 $18.23
Chart 2
Single-family Residential Bi-Monthly Water Bills of Local Communities Using 19 HCF with Central Coast Blue
Note: Above table uses water rates in effect August 2021. Arroyo Grande April 2022 bill is based on the rate structure and rates in Table 24. Pismo Beach includes Special Water Tax.

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Water and Wastewater Rate Study  City of Arroyo Grande Tuckfield & Associates 32
Wastewater Financial Planning
Financial planning for the wastewater enterprise includes identifying and projecting revenues and revenue requirements of the wastewater system for a five-year planning period. Estimates of revenue from various sources are compared with the projected revenue requirements. This comparison allows the review of the adequacy of existing revenue to meet annual obligations and provide the basis for revenue adjustments. New wastewater rates and charges are created to recover the City’s annual operating and capital costs associated with the wastewater system.

This section discusses the assumptions, current wastewater rates, user classifications, revenues and revenue requirements, planned CIP projects and financing sources, and proposed revenue adjustments.

Current Wastewater Rates
The current wastewater rates consist of fixed and variable charges to residential and non-residential customers.

The rates have not been increased since 2009. All customers are charged the same fixed monthly charge.

Residential and Non-residential customers are charged different variable rates. The current rates are presented in Table 28.

Wastewater User Classifications
Number of Customers
The City currently classifies wastewater customers as SFR, MFR, and one of seven classifications for nonresidential customers. Residential customers, including SFR and MFR, account for about 94 percent of the total accounts served by the wastewater system. Table 29 provides the historical and projected average number of customers by classification.

Table 28
Current Wastewater Rates
Fixed Variable
Classification Charges Charges [1]
$/month $/HCF
Single-family Residential [2] $2.40 $0.67
Multifamily Residential [2] 2.40 0.94
Non-Residential $2.40 $1.32
[1] Charged based on water consumption.
[2] Charged to each dwelling unit including additional units.

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Water and Wastewater Rate Study  City of Arroyo Grande Tuckfield & Associates 33
Water Sales Volumes of Wastewater Customers
Table 30 provides the historical and projected water sales volumes of wastewater customers by classification.

Water sales volumes were projected by recognizing the growth in the number of accounts and the FY 2020-21 use per customer. Residential (SFR and MFR) customers account for more than 87 percent of the water sales volumes of wastewater customers.

The water sales volumes of wastewater customers are used to calculate projected wastewater revenue and estimate wastewater discharge volumes. The wastewater discharge volumes are used for cost allocation purposes to assign cost responsibility based on wastewater flow of each class.

Table 29
Historical and Projected Average Number of Wastewater Customers by Classification Historical Projected
Customer Class FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Number of Accounts
Single-family Residential [1] 6,007 6,037 6,067 6,097 6,127 6,158 Multifamily Residential 117 118 118 119 119 120
Business 392 394 394 394 394 394
Church 14 14 14 14 14 14
School 13 13 13 13 13 13
Hospital 3 3 3 3 3 3
Motel 9 9 9 9 9 9
Convalescent Home 3 3 3 3 3 3
Total Accounts 6,558 6,591 6,621 6,652 6,682 6,714
Number of Units
Multifamily Residential [2] 1,697 1,705 1,714 1,723 1,731 1,740 Convalescent Home [2] 153 153 153 153 153 153
[1] Accounts/units are forecast to increase based on the assumed growth rate of 0.5% annually. [2] Multifamily reflects number of dwelling units. Convalescent reflects number of beds.

Table 30
Historical and Projected Water Consumption of Wastewater Customers (HCF) Historical Projected [1]
Description FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Single-family Residential 686,416 689,844 693,272 696,700 700,128 703,671 Multifamily Residential 104,384 104,876 105,430 105,983 106,475 107,029 Business 67,804 68,150 68,150 68,150 68,150 68,150
Church 6,168 6,168 6,168 6,168 6,168 6,168
School 11,082 11,082 11,082 11,082 11,082 11,082
Hospital 5,578 5,578 5,578 5,578 5,578 5,578
Motel 13,913 13,913 13,913 13,913 13,913 13,913
Convalescent Home 5,947 5,947 5,947 5,947 5,947 5,947
Total Projected Consumption 901,292 905,558 909,540 913,521 917,441 921,538 [1] Forecast based on application of FY 20-21 use per customer to the number of customers.

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Water and Wastewater Rate Study  City of Arroyo Grande Tuckfield & Associates 34
Wastewater Financial Plan
The financial plan provides the means of analyzing the revenue and revenue requirements of the wastewater system and its impact on reserves as well as the ability to fund on-going O&M expense and capital infrastructure requirements. This section of the report discusses the projection of revenue, O&M expenses, CIP needs of the wastewater system and its financing, and revenue adjustments needed to maintain a sustainable wastewater enterprise.

Wastewater Revenues
The Sewer Fund receives revenue from several sources. Operating revenue is received from rates and charges for wastewater service. Table 31 presents the projected fixed and variable rate revenue from current wastewater rates of the wastewater system. The revenue is projected by applying the current wastewater rates from Table 28 to the projected number of accounts and consumption volume.

Miscellaneous Wastewater Revenue
Miscellaneous revenues are received from late payment fees and ARPA funds. Table 32 below provides the sources of miscellaneous revenue.

Wastewater Revenue Requirements
Revenue requirements of the wastewater system include O&M expense and CIP funding. Each of these items are discussed below.

Table 31
Projected Rate-based Wastewater Revenue Using Existing Rates Projected
Description FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Wastewater Service Revenues
Fixed Charge Revenue [1] $239,616 $240,710 $241,833 $242,956 $244,080 Variable Consumption Revenue [2] 707,085 709,903 712,719 715,478 718,373 Total Revenues From Current Rates $946,701 $950,613 $954,552 $958,434 $962,453 [1] Current fixed charge multiplied by the number of customers. [2] Current non-residential variable rates multiplied by projected non-residential w ater volumes.

Table 32
Projected Miscellaneous Wastewater Revenue
Budget Projected
Description FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Utility Billing Late Payment Penalty $7,000 $7,000 $7,000 $7,000 $7,000 ARPA Funds 217,200 50,000 - 282,200 - Total Miscellaneous Revenues $224,200 $57,000 $7,000 $289,200 $7,000

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Water and Wastewater Rate Study  City of Arroyo Grande Tuckfield & Associates 35
Wastewater Operation and Maintenance Expense
O&M are an on-going obligation of the wastewater system and such costs are normally met from wastewater service revenue. O&M includes the cost to operate and maintain the wastewater collection system, lift stations, and treatment and disposal facilities. Costs also include technical services and other general and administrative expenses.

O&M has been projected recognizing the major expense categories of personnel services, electric power expense, capital outlay, and all other expenses. Personnel costs consist of salaries and benefits expense of those personnel directly involved with providing wastewater service. Salaries expense is projected to increase by 3.5 percent annually while benefits expense is projected to increase by 8 percent annually. Electric power expense is projected to increase annually at 3 percent while chemicals expense increases by 3 percent. Personnel Transfers increase annually by 4 percent. All other O&M expense is projected to increase by 2 percent annually.

Capital outlay is projected to increase by 3 percent annually. Table 33 provides a summary of the wastewater O&M expenses for the Study Period.

Wastewater Annual CIP Funding
The Sewer Fund pays for CIP needs of the wastewater system as identified in the City’s CIP plan. The annual amount required is provided from the Sewer Fund to aid in funding these improvements. The amount spent annually is discussed below in the Wastewater CIP section.

Table 33
Histoprical and Projected Wastewater Operation and Maintenance Expense Budget Projected
Desription FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Salaries and Benefits
Salaries $132,200 $134,900 $150,276 $153,279 $156,344
Benefits 112,800 104,900 142,928 153,952 165,849
Subtotal Salaries and Benfits $245,000 $239,800 $293,203 $307,231 $322,193 Wastewater Operations
Office Supplies $1,100 $1,100 $1,122 $1,144 $1,167
Contractual Services 63,445 64,740 66,035 67,356 68,703 Power 30,000 31,000 30,900 30,900 30,900
Bank Charges 11,000 11,000 11,220 11,444 11,673
Maintenance - Vehicles 8,200 8,400 8,568 8,739 8,914
Maintenance - Office Equipment 600 600 612 624 636
Maintenance - Machinery and Equip 10,300 10,600 10,812 11,028 11,249 Gas & Oil 7,200 7,400 7,548 7,699 7,853
Maintenance Lines & Pumps 31,000 32,000 32,640 33,293 33,959 Debt Principal 8,000 - - - -
Debt Interest 500 - - - -
Lease Purchase Payments - - - 100,000 100,000
Personnel Transfers 331,700 321,600 334,172 347,242 360,829 Cost Allocation Transfers 126,100 126,100 128,622 131,194 133,818 Transfers Out - CIP Fund 25,940 90,000 91,800 93,636 95,509 Transfers Out - USDA City Hall Loan 5,000 5,000 5,100 5,202 5,306 All Other 5,200 5,200 5,304 5,409 5,517
Subtotal Operations $665,285 $714,740 $734,455 $854,910 $876,033 Capital Outlay
Machinery & Equipment 3,500 2,500 2,575 2,652 2,732
Subtotal Capital Outlay $3,500 $2,500 $2,575 $2,652 $2,732 Total Wastewater O&M Expense $913,785 $957,040 $1,030,233 $1,164,793 $1,200,958

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Water and Wastewater Rate Study  City of Arroyo Grande Tuckfield & Associates 36
Wastewater Capital Improvement Program
The City has developed a CIP that lists wastewater capital expenditures for FY 2021-22 through FY 2025-26, presented in Table 34. The majority of the CIP includes trenchless rehabilitation projects. The City projects that it would expend approximately $1.3 million over this period. The CIP is paid for through funds from the Sewer Fund.

Wastewater Financial Plan
A financial plan has been prepared for the wastewater utility that includes the revenues and revenue requirements that were identified for the wastewater system. The plan is presented in Table 35 and incorporates specific financial planning goals to provide guidance to maintain the health of the wastewater utility on an on-going basis. The goals included the following items.  Generate positive levels of income in each year of the Study period  Maintain the operating and capital reserves at or greater than target levels  Maintain debt service coverage ratios at or greater than the minimum required  Meet the annual capital funding requirement
Proposed Revenue Adjustments
Table 35 provides the annual revenue increases recommended to meet the financial planning goals for the fiveyear Study Period. The financial plan indicates that 8.3 percent revenue increases are recommended beginning on April 19, 2022 and on each January 1 through FY 2025-26, with 2.0 percent revenue increases thereafter for the next five years. The increases are necessary to meet the financial planning goals discussed above.

Table 34
Wastewater Capital Improvement Program
Fiscal Year
Description FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Current Capital Improvement Program (CIP) Projects [1]
Fuel Management System/Dispenser Replacement $10,940 $0 $0 $0 $0 Corporation Yard Renovations 15,000 15,000 15,000 15,000 15,000 Financial Managment Software - 75,000 20,000 - - Rate Study Update - - - - 30,000 Maintenance Hole Rehabilitation 60,000 - - - - The Pike Sewer Line Replacement 24,977 - - - - Trenchless Rehab - Alpine/Halcyon/Wood/Vernon 217,200 - - - - Trenchless Rehab - Woodland/Ash - 120,412 - - - Trenchless Rehab - Woodland Backyards - 50,000 - - - Trenchless Rehab - Alder/Cameron - - 254,315 - - Wastewater Master Plan Update - - 100,000 - - Trenchless Rehab - Pilgrim/Orchard/Cherry/California - - - 282,000 - Total Wastewater CIP $328,117 $260,412 $389,315 $297,000 $45,000 [1] CIP Source: FY 21-22 City CIP document. Represents only Sewer Fund portion of project.

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Water and Wastewater Rate Study  City of Arroyo Grande Tuckfield & Associates 37
A graphical depiction of the revenue and revenue requirements from Table 35 are presented in Figure 4.

Revenue using the current rates is shown as the black line while revenue with increases is shown as the red line. The green line represents the cash reserve balance at the end of year while the purple line indicates the Target Reserve level.

The figure shows that the revenue received from the current rates need to be increased to meet annual obligations, fund the CIP program, and maintain reserves. The figure shows that the operating and capital fund reserve balance (green line) is below the Target Reserve (purple line) in the interim years of the Study Period, however, returns to meet or exceed the target reserve in later years.

Table 35
Wastewater Financial Plan
Projected
Description FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Proposed Revenue Increase (April 19) 8.3%
Proposed Revenue Increase (January 1) 8.3% 8.3% 8.3% 8.3% Sewer Fund - 612
Revenue
Rate-based Revenues, Existing Rates [1] $946,701 $950,613 $954,552 $958,434 $962,453 Total Additional Wastewater Revenue [2] 6,548 114,505 203,750 301,109 407,352 Miscellaneous Income 224,200 57,000 7,000 289,200 7,000 Interest Income [3] 6,708 6,442 5,798 5,507 6,281
Total Revenue $1,184,157 $1,128,560 $1,171,100 $1,554,250 $1,383,086 Expenditures
Operation and Maintenance Expense $913,785 $957,040 $1,030,233 $1,164,793 $1,200,958 Capital Improvement Funding 328,117 260,412 389,315 297,000 45,000 Total Expenditures $1,241,902 $1,217,452 $1,419,548 $1,461,793 $1,245,958 Net Funds Available ($57,745) ($88,892) ($248,448) $92,457 $137,128 Available Reserves
Beginning available reserves [4] $1,011,446 $953,701 $864,809 $616,361 $708,818 Ending available reserves $953,701 $864,809 $616,361 $708,818 $845,946 Target Reserves [5] $728,000 $739,000 $758,000 $791,000 $800,000 [1] Projected using the existing rates.
[2] Additional revenue from rate adjustments.
[3] Interest earnings on the average fund balance calculated at 0.5% plus Sewer Facility Fund interest income. [4] The available FY 21-22 cash balance provided by the City. Includes operating and capital fund reserves [5] Target reserve estimated at 90 days of operation and maintenance expense plus capital reserve.

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Water and Wastewater Rate Study  City of Arroyo Grande Tuckfield & Associates 38
Wastewater Cost of Service
This section of the report discusses how the wastewater system’s operating and capital costs are allocated for use in designing rates. Establishing rates in California requires that the agency responsible for imposing propertyrelated fees create a nexus between the cost of providing service and the rates to be imposed.

Industry Methodology
Methodology from the Water Environment Federation (WEF) is used in this Study to allocate wastewater costs in an appropriate manner. Similar to AWWA, WEF is an industry trade organization that provides guidance on operations, technical training, education, and management of wastewater utilities. General principles are provided to assist agencies with the design of wastewater rates and charges that are consistent with local requirements while also recognizing state laws and legal framework.

Costs of Service to be Allocated
The annual revenue requirements for FY 2021-22 are defined as the Test Year and are the cost of providing service for wastewater rate setting. The annual costs this year will be used to evaluate the fairness and equity of the current wastewater rates and will form the basis for the proposed rates.

Figure 3
Wastewater Financial Plan
Comparison of Revenue with Annual Obligations
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
$0.0
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
$1.8
FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 Target and Ending Cash ($ Millions) Sources and Uses ($ Millions) Operating Exp Capital Improvement Funding Revenue with Increases Revenue w/o Increases Target Reserve Operating Reserve

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Water and Wastewater Rate Study  City of Arroyo Grande Tuckfield & Associates 39
The cost of service consists of O&M expense and capital funding needs. To establish the cost of providing service to the users of the wastewater system, costs need to first be allocated to wastewater parameters.

Cost Allocation to Wastewater Parameters
For the approach used for this Study, the cost allocation components for wastewater service are Flow and Customer. The SSLOCSD provides wastewater collection for the trunk sewer only, wastewater treatment, and disposal services to City customers which are billed separately for these services on the customer bill. Because the City does not provide these services, the City’s costs are only related to Flow (wastewater collection) and Customer (billing). Operating and capital costs are assigned to each parameter based on the functional operation and design of the facilities.

The total cost to be recovered in FY 2021-22 from the users of the wastewater system is presented in Table 36.

The annual revenue requirements are allocated to each wastewater parameter based on a detailed review of expenses and capital requirements and is used in calculating the unit costs of service. A detailed allocation is provided in Appendix B-1.

Unit Costs of Service
Each customer classification’s responsibility for a portion of the cost of service is established through developing unit costs of service for each of the wastewater parameters described above. Costs of service are then distributed to each user classification by identifying how each group uses the wastewater system, or their units of service.

By applying the unit costs to each customer class’s units of service, the cost of service by customer class is established.

A wastewater mass balance was performed that reconciled estimated wastewater flow from City customers to the influent flow received by SSLOCSD. The units of service for each customer classification are provided in Appendix B-2. The units of service for wastewater flow by customer classification were identified from an analysis of the estimated influent flow received by SSLOCSD from the City for FY 2020-21.

Table 37 presents the unit costs of providing service for the wastewater system. Unit costs are determined by dividing the costs by parameter from Table 36 and by the units of service from Appendix B-2.

Table 36
Allocation of Wastewater Revenue Requirement
to Cost Component
Revenue
Fiscal Year Requirement Flow Customer
FY 21-22 $1,025,277 $763,405 $261,872

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Water and Wastewater Rate Study  City of Arroyo Grande Tuckfield & Associates 40
User Class Costs
The unit costs from Table 37 are applied to each customer classifications’ flow and customer units of service from Appendix B-2 to establish user class costs. The resulting cost of service responsibility of each class is provided in Table 38.

Wastewater Rates
The goal of the rate design is to achieve fairness while ensuring that each customer class pays its fair share of costs. Rates should be simple to administer, easy to understand, and comply with regulatory requirements. This section describes how wastewater rates and charges are designed and includes the proposed schedule of wastewater rates for implementation.

Table 37
FY 21-22 Development of Wastewater Unit Costs
FY 21-22
Description Total Costs Flow Customer
Total Costs of Service $1,025,277 $763,405 $261,872
Units of Service 543,508 99,936
Unit Costs of Service $1.40459 $2.62040
Units of Measure HCF Bills
Table 38
Distribution of Costs to Customer Classes FY 21-22
Allocated
Description Total Cost Flow Customer
Unit Costs of Service $1.40459 $2.62040
Units of Measure HCF Bills
Single-family Residential
Units of Service 355,128 72,444
Allocated Cost of Service $688,641 $498,809 $189,832
Multifamily Residential
Units of Service 77,542 20,460
Allocated Cost of Service $162,528 $108,915 $53,613
Non-Residential
Units of Service 110,838 7,032
Allocated Cost of Service $174,108 $155,682 $18,427
Total Costs of Service $1,025,277 $763,405 $261,872

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Water and Wastewater Rate Study  City of Arroyo Grande Tuckfield & Associates 41
Proposed Wastewater Rate Structure
It is proposed to use the current rate structure as the basis for the wastewater rates for the next five years. The rate structure consists of monthly fixed charges for all customers and individual class variable charges based on water consumption applicable to each customer classification.

Proposed Wastewater Fixed Charges
Fixed charges are stated as the unit cost per bill from Table 37 since these costs do not increase with meter size.

All customers are charged the same monthly charge.

Proposed Wastewater Variable Charges
The wastewater flow costs that were allocated to customer class in Table 38 are divided by metered water consumption of each class to establish the variable rate. Table 39 provides the calculations to establish the variable rates by class.

Proposed Wastewater Rates
Table 40 presents the proposed fixed charges and variable charges for the wastewater system for the next five years. Table 40 includes the current fixed and variable rates as well as future wastewater rates for implementation beginning on April 19, 2022 and each January 1 through FY 2025-26. Wastewater system fixed and variable charges beyond April 19, 2022 are increased by the percentages shown in the financial plan in Table

35. Table 39
Design of Variable Wastewater Rates
FY 21-22
Water
Flow Sales Variable
Classification Cost [1] Volume Rate
$/HCF
Single-family Residential $498,809 689,844 $0.72
Multifamily Residential 108,915 104,876 $1.04
Non-Residential 155,682 110,838 $1.40
Total $763,405 905,558
[1] From Table 38.

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Wastewater Bill Impact Analysis
An impact analysis was performed to evaluate the change in SFR customer wastewater bills that would occur from the implementation of the proposed wastewater rates for the April 19, 2022 increase. As shown in Table 41, a SFR customer using the average consumption of 19 HCF bi-monthly will experience a bill that will increase from $68.49 to $69.88, an increase of $1.39 or 2.0 percent. The current and proposed bills include the current South San Luis Obispo County Sanitation District (SSLOCSD) wastewater treatment charge of $25.48 monthly.

Table 42 provides future SFR wastewater bills calculated using the proposed rates from Table 40 at the average consumption of 19 HCF bi-monthly.

Table 40
Proposed Wastewater Fixed and Variable Charges
April 19, January 1, January 1, January 1, January 1,
Meter Size Current FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Fixed Charge ($ per month)
All Customers [1] $2.40 $2.62 $2.84 $3.08 $3.34 $3.62
Variable Charge ($ per HCF) [2]
Single-family Residential $0.67 $0.72 $0.78 $0.84 $0.91 $0.99 Multifamily Residential $0.94 $1.04 $1.12 $1.21 $1.31 $1.42 Non-Residential $1.32 $1.40 $1.52 $1.65 $1.79 $1.94
[1] Fixed charge per month per account and to each additional unit. [2] Charged on the basis of w ater consumption read through the meter.

Table 41
Comparison of Current Single-family Residential Bi-monthly Wastewater Bill with Proposed Bill Using April 2022 Wastewater Rates
Service San District Volume Current Service San District Volume Proposed Dollar Percent Description Use (HCF) Charge Charge Charge Bill Charge Charge Charge Bill Difference Change 0 $4.80 $50.96 $0.00 $55.76 $5.24 $50.96 $0.00 $56.20 $0.44 0.8% Very Low 5 $4.80 $50.96 $3.35 $59.11 $5.24 $50.96 $3.60 $59.80 $0.69 1.2% Low 10 $4.80 $50.96 $6.70 $62.46 $5.24 $50.96 $7.20 $63.40 $0.94 1.5% Median 13 $4.80 $50.96 $8.71 $64.47 $5.24 $50.96 $9.36 $65.56 $1.09 1.7% Average 19 $4.80 $50.96 $12.73 $68.49 $5.24 $50.96 $13.68 $69.88 $1.39 2.0% High 30 $4.80 $50.96 $20.10 $75.86 $5.24 $50.96 $21.60 $77.80 $1.94 2.6% Very High 50 $4.80 $50.96 $33.50 $89.26 $5.24 $50.96 $36.00 $92.20 $2.94 3.3%

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Wastewater Rate Survey
A wastewater rate survey was conducted for neighboring communities to the City of Arroyo Grande. Chart 3 compares the Arroyo Grande SFR bi-monthly wastewater bill using 19 HCF with those of neighboring communities. The rate survey includes rate schedules in effect August 2021. Wastewater bills for Arroyo Grande are shown using the current rates and the proposed rates for implementation April 19, 2022. The chart indicates that an Arroyo Grande SFR customer will experience a bill that is among the lowest of the communities listed.

Table 42
Single-family Residential Bi-monthly Wastewater Bill Impacts at 19 HCF Note: Assumes constant South San Luis Obispo County Sanitation District (SSLOCSD) charges.

Proposed
SFR Charges Current FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Fixed Charges $4.80 $5.24 $5.68 $6.16 $6.68 $7.24
Variable Charges $12.73 $13.68 $14.82 $15.96 $17.29 $18.81 SSLOCSD Charge $50.96 $50.96 $50.96 $50.96 $50.96 $50.96 Total Charges $68.49 $69.88 $71.46 $73.08 $74.93 $77.01 Dollar Change $1.39 $1.58 $1.62 $1.85 $2.08
Percent Change 2.0% 2.3% 2.3% 2.5% 2.8%
$0
$10
$20
$30
$40
$50
$60
$70
$80
Current FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Fixed Charges Variable Charges
$68.49 $69.88 $71.46 $73.08 $74.93 $77.01

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Water and Wastewater Drought Rates
The City requested that water and wastewater rates be developed to address the City’s implementation of a Stage 1 drought declaration. The City’s Stage 1 drought declaration includes requesting residential and irrigation customers to reduce consumption from calendar year (CY) 2020 levels by an overall 10 percent as well as other targeted efforts to achieve reductions in water consumption.

To compensate for the revenue decline that occurs from the reduction in consumption, Stage 1 drought rates increase the normal water and wastewater rates to recover the lost revenue and to restore the revenue back to the same levels provided in the water and wastewater financial plans in the earlier sections of this report assuming there is a sustained drought at CY 2020 annual consumption levels. The Stage 1 drought rates increase the normal condition water and wastewater rate schedules each by an overall 13.6 percent respectively.

The drought rates were determined for a five-year period with the same implementation dates of the normal water and wastewater rates with April 19, 2022 for the first year with subsequent increases each January 1. The drought rates apply when the Arroyo Grande City Council declares a Stage 1 drought declaration.

Tables 43 provides Stage 1 drought water rates with Central Coast Blue and Table 44 provides wastewater rates under a Stage 1 drought declaration.

Chart 3
Single-family Residential Bi-Monthly Wastewater Bills of Local Communties at 19 HCF Note: Above table uses wastewater rates in effect August 2021. Arroyo Grande April 2022 bill is based on the rate structure and rates in Table 40.

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Water and Wastewater Rate Study  City of Arroyo Grande Tuckfield & Associates 45
Table 43
Proposed Stage 1 Drought Water Fixed and Variable Charges with Central Coast Blue
Current April 19, January 1, January 1, January 1, January 1, Rate FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26
Meter Size Fixed Charge ($ per month)
5/8" $29.51 $31.61 $33.64 $35.80 $38.09 $40.53
3/4" $31.67 $34.73 $36.95 $39.32 $41.84 $44.52
1" $38.12 $44.05 $46.87 $49.87 $53.06 $56.46

1.5" $46.73 $56.49 $60.11 $63.96 $68.05 $72.40
2" $70.41 $90.69 $96.49 $102.67 $109.24 $116.22
3" $244.74 $342.54 $364.46 $387.78 $412.61 $439.02
4" $309.31 $435.82 $463.70 $493.38 $524.96 $558.56
6" $459.96 $653.46 $695.28 $739.77 $787.12 $837.49
8" $632.14 $902.20 $959.94 $1,021.38 $1,086.74 $1,156.29 Service Fee per Add'l Unit $7.99 $9.22 $9.82 $10.46 $11.12 $11.82 Fireline Size
2" $3.74 $5.10 $5.43 $5.78 $6.16 $6.55
3" $10.88 $14.84 $15.78 $16.79 $17.87 $19.02
4" $23.18 $31.60 $33.63 $35.77 $38.07 $40.50
6" $67.33 $91.81 $97.68 $103.93 $110.59 $117.67
8" $143.48 $195.65 $208.18 $221.51 $235.69 $250.77
10" $258.03 $351.85 $374.38 $398.34 $423.83 $450.96
Variable Charge ($ per HCF)
Single-Family
Tier 1 - 0 to 18 units $3.78
Tier 2 - 19 to 36 units $4.16
Tier 3 - 37 to 36 units $5.55
Tier 1 - 0 to 10 units $4.61 $4.91 $5.23 $5.56 $5.91
Tier 2 - 11 to 22 units $5.49 $5.84 $6.21 $6.61 $7.03
Tier 3 - Over 22 $5.61 $5.98 $6.36 $6.77 $7.20
Multifamily
Tier 1 - 0 to 18 units $3.78
Tier 2 - 19 to 27 units $4.16
Tier 3 - Over 27 $5.55
Tier 1 - 0 to 10 units $4.61 $4.91 $5.23 $5.56 $5.91
Tier 2 - 11 to 22 units $5.49 $5.84 $6.21 $6.61 $7.03
Tier 3 - Over 22 $5.61 $5.98 $6.36 $6.77 $7.20
Commercial $3.95 $5.00 $5.32 $5.66 $6.02 $6.41
Irrigation $4.21 $5.65 $6.01 $6.40 $6.80 $7.24
Hydrant $6.13 $9.00 $9.58 $10.19 $10.84 $11.53
Wheeling $2.04 $2.69 $2.86 $3.04 $3.24 $3.44

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Water and Wastewater Rate Study  City of Arroyo Grande Tuckfield & Associates 46
Table 44
Proposed Stage 1 Drought Wastewater Fixed and Variable Charges Current April 19, January 1, January 1, January 1, January 1, Rate FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26
Fixed Charge ($ per month)
All Customers [1] $2.40 $2.98 $3.23 $3.50 $3.79 $4.11
Variable Charge ($ per HCF) [2]
Single-family Residential $0.67 $0.82 $0.89 $0.95 $1.03 $1.12 Multifamily Residential $0.94 $1.18 $1.27 $1.37 $1.49 $1.61 Non-Residential $1.32 $1.60 $1.73 $1.87 $2.03 $2.20
[1] Fixed charge per month per account and to each additional unit. [2] Charged on the basis of w ater consumption read through the meter.

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Tuckfield & Associates 47
Appendix A
Water System Historical and Projected Operation and Maintenance Expense and Cost of Service Allocation with Central Coast Blue are provided in Appendix A.

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Tuckfield & Associates 48
Appendix A-1
Historical and Projected Water Operation and Maintenance Expense Line Budget Projected
No. Description FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Water Fund
Administration
1 Salaries $63,700 $65,000 $67,275 $69,630 $72,067
2 Benefits 163,100 133,500 144,180 155,714 168,172 3 Contractual Services 221,045 191,140 194,964 198,863 202,840 4 Personnel Transfers 909,621 875,626 910,651 947,077 984,960 5 Personnel Transfers - Utility Billing 94,879 98,674 102,621 106,726 110,995 6 Cost Allocation Transfers 1,156,900 1,156,900 1,180,038 1,203,639 1,227,712 7 Transfers Out - USDA City Hall Loan 8,800 8,800 8,800 8,800 8,800 8 All Other 130,900 133,000 135,660 138,372 141,140 9 Total Water Administration $2,748,945 $2,662,640 $2,744,189 $2,828,821 $2,916,686 Water Production
10 Salaries $75,700 $77,200 $79,902 $82,699 $85,593
11 Benefits 42,500 43,300 46,764 50,505 54,546 12 Power (electricity) 56,700 57,400 58,862 60,862 62,940 13 Services and Supplies 30,900 31,800 32,436 33,084 33,746 14 Total Water Production $205,800 $209,700 $217,964 $227,150 $236,825 Water Distribution
15 Salaries $293,400 $296,000 $306,360 $317,083 $328,180 16 Benefits 156,700 163,000 176,040 190,123 205,333 17 Supplies - Water Meters 41,200 42,400 43,248 44,113 44,995 18 Chemicals 25,800 26,500 27,402 28,333 29,301 19 Power 90,000 92,700 95,857 99,113 102,497 20 Maintenance - Vehicles 10,300 10,600 10,812 11,028 11,249 21 Maintenance - Mach & Equip 7,200 7,400 7,548 7,699 7,853 22 Maintenance - Bldgs 5,200 5,400 5,508 5,618 5,730 23 Gas and Oil 20,600 21,200 21,624 22,056 22,497 24 Maintenance - Reservoirs 10,300 10,600 10,812 11,028 11,249 25 Maintenance - Wells/lines/pumps 57,000 59,000 60,180 61,384 62,612 26 Maintenance - Meters 10,000 10,000 10,200 10,404 10,612 27 All Other 117,800 39,000 39,780 40,574 41,386 28 Subtotal $845,500 $783,800 $815,371 $848,556 $883,494 29 Subtotal O&M Expense $3,800,245 $3,656,140 $3,777,524 $3,904,527 $4,037,005 30 Central Coast Blue Water Supply - - 131,073 532,155 548,120 Lopez Fund Lopez Water Supply
31 Lopez Contract O&M $2,239,161 $2,472,198 $2,546,364 $2,622,755 $2,701,438 32 Lopez Dam Bonds - 2011A Debt Service 420,749 434,981 434,981 434,981 434,981 33 SRF Loan Debt Service 845,137 845,137 845,137 845,137 845,137 34 Lopez Capital Outlay 235,066 100,000 100,000 100,000 100,000 35 Total Lopez Water Expense $3,740,113 $3,852,316 $3,926,482 $4,002,873 $4,081,556 36 Total Water System O&M Expense $7,540,358 $7,508,456 $7,835,079 $8,439,555 $8,666,681

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Tuckfield & Associates 49

Appendix A-2
Allocation of Water Revenue Requirements to Cost Component FY 21-22 Common to All Except Wheeling Revenue Common to All Direct Fire Water Requirement Delivery Peaking Meters/Serv Customer Protection Supply Delivery Peaking Lopez Debt Administration Salaries and Benefits $226,800 $69,637 $97,756 $11,045 $0 $16,196 $0 $17,109 $15,057 $0 Contractual Services 213,614 65,587 92,074 10,403 - 15,254 - 16,115 14,181 - Contractual Services - Billing 5,464 - - - 5,464 - - - - - Contractual Services - Meter Reading 1,967 - - - 1,967 - - - - - Water Treatment Services (sampling & testing) 21,000 - - - - - 21,000 - - - Personnel Transfers 909,621 279,287 392,072 44,300 - 64,956 - 68,620 60,386 - Personnel Transfers - Utility Billing 94,879 - - - 94,879 - - - - - Cost Allocation Transfers 1,156,900 355,212 498,655 56,343 - 82,614 - 87,274 76,802 - Transfers Out - USDA City Hall Loan 8,800 2,702 3,793 429 - 628 - 664 584 - Other 109,900 25,759 36,163 4,086 26,000 5,992 - 6,330 5,570 - Total General and Administration $2,748,945 $798,184 $1,120,513 $126,606 $128,310 $185,640 $21,000 $196,112 $172,580 $0 Water Production Salaries and Benefits $118,200 $0 $0 $0 $0 $0 $0 $62,872 $55,328 $0 Contractual Services 10,300 - - - - - - 5,479 4,821 - Power (electricity) 56,700 - - - - - 56,700 - - - Maintenance - Machinery & Equipment 20,600 - - - - - - 10,957 9,643 - Total Water Production $205,800 $0 $0 $0 $0 $0 $56,700 $79,308 $69,792 $0 Water Distribution Salaries and Benefits $450,100 $113,581 $314,619 $0 $0 $21,900 $0 $0 $0 $0 Supplies - Water Meters 41,200 - - 41,200 - - - - - - Chemicals 25,800 - - - - - 25,800 - - - Contractual Services 20,600 5,465 15,135 - - - - - - - Power 90,000 77,783 12,217 - - - - - - - Maintenance - Vehicles 10,300 2,732 7,568 - - - - - - - Maintenance - Office Equip $0 - - - - - - - - - Maintenance - Mach & Equip 7,200 1,909 5,291 - - - - - - - Maintenance - Bldgs $5,200 1,379 3,821 - - - - - - - Maintenance - Reservoirs 10,300 1,030 9,270 - - - - - - - Maintenance - Wells/lines/pumps $57,000 8,268 7,277 - - 41,455 - - - - Maintenance - Meters 10,000 - - 10,000 - - - - - - Lease Purchase Payments $13,500 3,581 9,919 - - - - - - - Equipment 67,500 14,795 40,986 - - 11,719 - - - - All Other 36,800 9,764 27,036 - - - - - - - Total Water Distribution $845,500 $240,288 $453,139 $51,200 $0 $75,073 $25,800 $0 $0 $0 Lopez Water Expense $3,740,113 $0 $0 $0 $0 $0 $2,239,161 $0 $0 $1,500,952 Total Operation and Maintenance Expense $7,540,358 $1,038,472 $1,573,652 $177,806 $128,310 $260,713 $2,342,661 $275,420 $242,372 $1,500,952 Capital Costs
Capital Improvement Funding $2,226,797 $503,270 $1,532,013 $0 $0 $0 $0 $101,869 $89,645 $0 Total Capital Costs $2,226,797 $503,270 $1,532,013 $0 $0 $0 $0 $101,869 $89,645 $0 Adjustments
Revenue Offsets ($1,138,052) ($319,697) ($484,452) ($54,738) ($39,500) ($80,262) $0 ($84,788) ($74,615) $0 Adjustments for Annual Cash Balance (1,877,791) (527,500) (799,349) (90,318) (65,176) (132,431) - (139,902) (123,115) - Adjustments to Annualize Rate Increase 393,976 110,675 167,710 18,949 13,674 27,785 - 29,353 25,830 - Total Adjustments ($2,621,867) ($736,522) ($1,116,091) ($126,107) ($91,002) ($184,908) $0 ($195,337) ($171,900) $0 Total Cost of Service $7,145,288 $805,219 $1,989,574 $51,699 $37,308 $75,805 $2,342,661 $181,952 $160,117 $1,500,952

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Tuckfield & Associates 50
Appendix B
Wastewater System Allocation of Wastewater Revenue Requirements to Cost Component and Units of Service are provided in Appendix B.

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Tuckfield & Associates 51

Appendix B-1
Allocation of Wastewater Revenue Requirements to Cost Component FY 21-22
Description Total Cost Flow Customer General
Direct Operation and Maintenance Expense
Salaries and Benefits $245,000 $217,511 $27,489 $0
Power 30,000 30,000 0 0
Maintenance Lines & Pumps 31,000 27,522 3,478 0
Personnel Transfers - Billing 13,746 0 13,746 0
Capital Outlay 3,500 3,175 325 0
All Other O&M 590,539 0 49,974 540,565
Total Operation and Maintenance Expense $913,785 $278,208 $95,012 $540,565 Reallocation of General Expense 0 404,142 136,423 (540,565) Total Operation and Maintenance Expense $913,785 $682,350 $231,435 $0 Capital Improvement Funding $328,117 $297,680 $30,437 $0 Adjustments
Revenue Offsets ($230,925) ($230,925) $0 $0
Adjustments for Annual Cash Balance (51,180) (51,180) 0 0 Adjustments to Annualize Rate Increase 65,480 65,480 0 0 Total Adjustments ($216,625) ($216,625) $0 $0
Total Revenue Requirement $1,025,277 $763,405 $261,872 $0

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Tuckfield & Associates 52
Appendix B-2
FY 21-22 Units of Service
Overall Total
FY 21-22 Return Wastewater
Customer Class Annual Use Factor Volume Bills
HCF HCF Bills
Single-family Residential 689,844 51% 355,128 72,444
Multifamily Residential 104,876 74% 77,542 20,460
Non-Residential 110,838 100% 110,838 7,032
Total System 905,558 543,508 99,936

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ITEM 9.a:

Attachment 3 - December 14, 2021 Staff Report
Attachment 3 is available as a link: https://pub-arroyogrande.escribemeetings.com/ filestream.ashx?DocumentId=547

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ITEM 9.a:

Attachment 4 - January 11, 2022 Staff Report
Attachment 4 is available as a link: https://pubarroyogrande.escribemeetings.com/filestream.ashx?DocumentId=590

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January 21, 2022
Dear Property Owner or Tenant Customer,
This notice is intended to inform you that the Arroyo Grande City Council will hold a public hearing regarding proposed water and wastewater rate increases for City of Arroyo Grande customers (the “Proposed Water and Wastewater Rate Increases”). The Proposed Water and Wastewater Rate Increases will be considered by the Arroyo Grande City Council at the date, time and location specified below. Consistent with the requirements of Proposition 218, this notice also provides you with the following information:
• The basis upon which the amount of the Proposed Water and Wastewater Rate Increases were calculated
• The amount of the Proposed Water and Wastewater Rate Increases; • The reason for the Proposed Water and Wastewater Rate Increases; and • Majority protest procedures.

PROPOSED WATER AND WASTEWATER RATE INCREASE AMOUNTS AND BASIS OF CALCULATION The Proposed Water and Wastewater Rate Increases were presented to the Council in the Report on Water and Wastewater Rate Study (the Report) by Tuckfield and Associates at its January 11, 2022 meeting. The Report can be viewed online at: http://www.arroyogrande.org/129/Water-Sewer-Utilities. The following tables provide a

NOTICE OF PUBLIC HEARING
A Public Hearing for the Proposed Water and Wastewater Rate Increases will be held on:

Date: Tuesday, March 8, 2022
Time: 6:00 pm
Place: City of Arroyo Grande, Council Chambers,
215 East Branch Street, Arroyo Grande, CA 93420
Use the following Zoom link to join the Meeting: https://us02web.zoom.us/j/83255848846 Webinar ID: 832 5584 8846
Or by Telephone: 1-669-900-6833; 1-346-248-7799
Given the recent increase in COVID-19 cases in San Luis Obispo County, and in compliance with Assembly Bill (AB) 361, which allows for a deviation of teleconference rules required by the Ralph M. Brown Act, City Council meetings are being conducted by video/teleconferencing through Zoom Webinar until further notice.

Meetings will be broadcast live on Channel 20 and streamed on the City’s website and www.slospan.org. Members of the public may participate and provide public comment on agenda items during the meeting by joining the Zoom meeting or by submitting written public comments to the City Clerk at [email protected].

This notice has been sent to all property owners and customers who are tenants of leased property (tenant customer) that are directly responsible for payment of water and wastewater utility services. If adopted, the Proposed Water and Wastewater Rate Increases would become effective April 19, 2022. If you would like to receive this notice in Spanish, please contact the City of Arroyo Grande at (805) 473-5438. Si le gustaria recibir este documento en Espanol, por favor llame the City of Arroyo Grande (805) 473-5438 o vistie el sitio web en http://www.arroyogrande.org/129/Water-Sewer-Utilities.

ATTACHMENT 5

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summary of the proposed changes to the water and wastewater rates to be considered by the Arroyo Grande City Council at the public hearing referenced above. The tables set forth the Proposed Water and Wastewater Rate Increases from fiscal years 2021/2022 through 2025/2026. The rate structure for water and wastewater service has two components: (1) a fixed monthly charge; and (2) a variable (water consumption-based) charge.

The first component is a fixed amount calculated to recover the City’s fixed costs of operating and maintaining the City’s water system and is established on the basis of the customer class and water meter size. The variable component of the rate structure is based on water consumption. The variable component is structured in such a way as to capture water supply, water delivery and system peaking costs and to deter waste and encourage conservation. For residential customers, the variable charges are further apportioned between three distinct tiers.

The goal of the first tier is to provide for basic indoor water use; the second tier is to provide for outdoor irrigation; and the third tier is for excessive use or to encourage conservation. Together, the components are calculated to recover the proportionate cost of providing water service to parcels within each customer class.

The Proposed Water and Wastewater Rate Increases are scheduled to go into effect April 19, 2022.

PROPOSED FIVE-YEAR WATER FIXED AND VARIABLE CHARGES
Current April 19, January 1, January 1, January 1, January 1, Rate FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26
Meter Size Fixed Charge ($ per month)
5/8" $29.51 $27.83 $29.61 $31.51 $33.53 $35.68
3/4" $31.67 $30.57 $32.53 $34.61 $36.83 $39.19
1" $38.12 $38.78 $41.26 $43.90 $46.71 $49.70

1.5" $46.73 $49.73 $52.91 $56.30 $59.90 $63.73
2" $70.41 $79.83 $84.94 $90.38 $96.16 $102.31
3" $244.74 $301.53 $320.83 $341.36 $363.21 $386.46
4" $309.31 $383.64 $408.19 $434.31 $462.11 $491.69
6" $459.96 $575.23 $612.04 $651.21 $692.89 $737.23
8" $632.14 $794.19 $845.02 $899.10 $956.64 $1,017.86
Service Fee per Add'l Unit $7.99 $8.12 $8.64 $9.20 $9.78 $10.40 Variable Charge ($ per HCF)
Single-Family
Tier 1 - 0 to 18 units $3.78
Tier 2 - 19 to 36 units $4.16
Tier 3 - Over 36 $5.55
Tier 1 - 0 to 10 units $4.06 $4.32 $4.60 $4.89 $5.20
Tier 2 - 11 to 22 units $4.83 $5.14 $5.47 $5.82 $6.19
Tier 3 - Over 22 $4.94 $5.26 $5.60 $5.96 $6.34
Multifamily
Tier 1 - 0 to 18 units $3.78
Tier 2 - 19 to 27 units $4.16
Tier 3 - Over 27 $5.55
Tier 1 - 0 to 10 units $4.06 $4.32 $4.60 $4.89 $5.20
Tier 2 - 11 to 22 units $4.83 $5.14 $5.47 $5.82 $6.19
Tier 3 - Over 22 $4.94 $5.26 $5.60 $5.96 $6.34

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PROPOSED FIVE-YEAR WASTEWATER FIXED AND VARIABLE

REASON FOR THE PROPOSED WATER AND WASTEWATER RATE INCREASES The Proposed Water Rate Increases are necessary for the City to continue to provide safe and reliable water service to the residents of Arroyo Grande due to increasing operational, maintenance and capital costs. Several factors have contributed to the increase in costs, including, but not limited to, increase in purchased water expense, rehabilitation, replacement and repair of water infrastructure and facilities, adequate revenues to cover debt service payments, the rising cost of electricity and natural gas needed to operate utility facilities, increased costs associated with operation of utility vehicles, ongoing maintenance of infrastructure, increased labor costs, and increased costs associated with meeting more stringent State and Federal regulations. The Proposed Water Rate Increase also addresses the funding necessary for the City to participate in the Central Coast Blue Project, a regional recycled water project that will provide additional water to the Cities of Arroyo Grande, Grover Beach, and Pismo Beach, and a seawater intrusion barrier to protect the groundwater basin.

WRITTEN PROTEST
Pursuant to Proposition 218, you may submit a written protest against any or all of the Proposed Water and Wastewater Rate Increases to the City Clerk before the close of the Public Hearing referenced above (page 1).

A written protest must contain a statement that you protest the Proposed Water and Wastewater Rate Increases, the address or assessor’s parcel number of the parcel or parcels which receive water service and must be signed by either the owner or the tenant customer of the parcel or parcels. If the person signing the protest is not shown on the last equalized assessment roll of San Luis Obispo County as an owner of the property, the protest must contain, or be accompanied by, written evidence that such person is an owner of the property or tenant Current April 19, January 1, January 1, January 1, January 1, Rate FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26
Meter Size Fixed Charge ($ per month)
Fireline Size
2" $3.74 $4.40 $4.84 $5.32 $5.64 $5.64
3" $10.88 $12.79 $14.07 $15.48 $16.41 $16.41
4" $23.18 $27.25 $29.98 $32.98 $34.96 $34.96
6" $67.33 $79.16 $87.08 $95.79 $101.54 $101.54
8" $143.48 $168.69 $185.56 $204.12 $216.37 $216.37
10" $258.03 $303.37 $333.71 $367.08 $389.10 $389.10
Variable Charge ($ per HCF)
Commercial $3.95 $4.40 $4.68 $4.98 $5.30 $5.64
Irrigation $4.21 $4.97 $5.29 $5.63 $5.99 $6.37
Hydrant $6.13 $7.92 $8.43 $8.97 $9.54 $10.15
Wheeling $2.04 $2.37 $2.52 $2.68 $2.85 $3.03
Current April 19, January 1, January 1, January 1, January 1, Rate FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26
Fixed Charge ($ per month)
All Customers [1] $2.40 $2.62 $2.84 $3.08 $3.34 $3.62
Variable Charge ($ per HCF) [2]
Single-family Residential $0.67 $0.72 $0.78 $0.84 $0.91 $0.99 Multifamily Residential $0.94 $1.04 $1.12 $1.21 $1.31 $1.42 Non-Residential $1.32 $1.40 $1.52 $1.65 $1.79 $1.94
[1] Fixed charge per month per account and to each additional unit. [2] Charged on the basis of w ater consumption read through the meter.

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responsible for payment. Protest letters must include the name and signature of the owner or tenant customer submitting the protest.

How to submit a protest letter:
• In person, delivered to the City Clerk at Arroyo Grande City Hall (300 E. Branch St.); • Via email to the City Clerk at: [email protected]; • By facsimile addressed to the City Clerk at: (805) 473-0386; or • By mail to: City of Arroyo Grande
Attn: City Clerk
300 E. Branch St.

Arroyo Grande, CA 93420
Any protest submitted via email must include a digital signature or a valid image of the protestor’s signature.

Only one written protest will be counted per identified parcel. Any challenges to the Proposed Water and Wastewater Rate Increases must be filed as validation suits within 120 days in compliance with SB 323, which added Section 53759 to the Government Code, and any other applicable laws.

Written protests may also be personally delivered to the City Clerk at the Arroyo Grande City Hall (300 E. Branch Street, Arroyo Grande, CA). To be valid, a protest meeting all of the requirements described above must be received by the City Clerk before the close of the public hearing referenced above (page 1). Oral protests will not be counted in determining the existence of a majority protest.

If you have questions about the Proposed Water Rate Increases, please call the City of Arroyo Grande Administrative Services Department at (805) 473-5438.

City artwork Postage
300 E. Branch St.

Arroyo Grande, CA 93420
Customer address
City, State Zip

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MEMORANDUM
TO: City Council
FROM: Jessica Matson, Legislative & Information Services Director/City Clerk SUBJECT: Supplemental Information
Agenda Item 9.a. – Public Hearing to Consider Adoption of a Resolution Establishing Water and Wastewater Rates for Fiscal Year 2021-22 through Fiscal Year 2025-26
DATE: March 8, 2022
Attached is correspondence received prior to 4:00 p.m. for the above referenced item. cc: City Manager
Assistant City Manager/Public Works Director
Administrative Services Director
City Attorney
City Clerk
City Website (or public review binder)

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From: Kevin McCarthy [mailto ]
Sent: Sunday, February 27, 2022 2:03 PM
To: City Council <[email protected]>
Subject: March 8, 2022 Proposed Water Rate Increase
Dear City Council Members:

I am writing to simply state that I am in favor of the water and wastewater rate increases as outlined in the newsletter that I received last month. My personal opinion is that this is a needed and overdue increase for what we get in return. I wanted to state my opinion so that if you get cries from opponents, you have at least one person in favor of raising rates. To me this pales in comparison to the rate increases for phone and internet use as well as such essentials as gasoline.

I do not need a reply to this. Thank you all for your work and dedication.

Sincerely,
Kevin J. McCarthy ("Mac")

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Item 9.b.

MEMORANDUM
TO: City Council
FROM: Jessica Matson, Legislative & Information Services Director/City Clerk Timothy J. Carmel, City Attorney
SUBJECT: Public Hearing on the Creation of a District-Based Election System and Consideration of Final District Maps
DATE: March 8, 2022
SUMMARY OF ACTION:

Public Hearing to consider final maps for the creation of a district-based election system.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

There is no financial impact for conducting the public hearing and receiving input.

However, transitioning to district elections required the City to retain the services of a demographer. The cost of such services are projected to be approximately $24,000 and have been budgeted in the FY 2021-2023 Biennial Budget.

RECOMMENDATION:
1) Receive a report from the consultant on final maps selected by Council at the previous hearing; 2) Conduct a public hearing to consider final maps; 3) Provide direction on a proposed election sequence; and 4) Provide direction to bring back an ordinance for introduction at the next public hearing that will create districts reflecting the selected map.

BACKGROUND:

The City engaged a demographer, National Demographics Corporation (NDC), to assist the City in the districting process. NDC has worked with the City to develop a timeline of public forums, formal public hearings, draft map dates, and final map adoption and presented the process and timeline to the City Council and public.

NDC also worked with the City and County Registrar of Voters to confirm GIS boundaries, prepare total population estimates and socio-economic data for use in paper and online map-drawing tools, and prepared reports regarding demographics and compliance with State and federal criteria in preparation for analysis of map submissions from the public. NDC’s staff led two public workshops conducted in the Fall of 2021 to assist in the map drawing process and has evaluated each of the maps submitted for compliance with applicable laws.

Page 190 of 636 ends

Item 9.b.

City Council
Public Hearing on the Creation of a District-Based Election System and Consideration of Final District Maps
March 8, 2022

Page 2 ends

Pursuant to Elections Code Section 10010, the City conducted its first two public hearings on July 27, 2021, and August 10, 2021, prior to drafting maps of proposed districts. At the July 27th hearing, NDC provided a general overview of the districting process and Council received initial public input on communities of interest and approved the timeline for developing and approving a Council district map. At the August 10th hearing, NDC and staff provided further information on the districting process and outreach initiatives. Council received further input from the public on a list of neighborhoods and communities of interest to consider in the district map-drawing process. All maps collected from the public by the February 8, 2022, deadline were posted on the City’s website on February 15, 2022.

A third public hearing was held on February 22, 2022 to review draft maps submitted by the public and NDC. At that hearing, Council heard an update from staff and a presentation from NDC regarding the map-drawing process, public map submissions, and the legal requirements for developing a district-based election system. After Council discussion, Plan 902, as originally submitted, was selected for further consideration at the next public hearing. Council also selected Plans 202 and 903 for further consideration with requested modifications. Modifications were also requested for Plan 902. In total, Council requested four (4) maps for consideration at the next public hearing. These four maps were posted on the City’s website on March 1, 2022, at www.arroyogrande.org/districtelections.

Council also discussed a proposed election sequence, as required by the Election Code.

After analyzing all of the submitted maps, existing Council terms of office, and where current Council members reside, NDC developed a potential election sequence for Council’s consideration as follows:
 District 1 and District 2 up for election in 2024, as two incumbents whose terms expire in 2024 live in those areas; and
 Districts 3 and 4 up for election this November 2022.

Council expressed concerns with having two neighboring districts up for election at the same time due to possible confusion among voters learning a new voting system. Instead, suggestions were made to have one district from the west side of the City and one from the east side of the City up for election first in 2022. The Council concurred that they would like to give the public time to review final map selections and discuss the election sequence more at this public hearing. Sequencing of the elections by district will not impact the ability of seated Council members to serve out the remainder of their existing terms of office.

Public Outreach
Since the February 22nd public hearing, staff has published Council’s selected maps to be considered at the next public hearing on the City’s districting webpage,

Page 191 of 636 ends

Item 9.b.

City Council
Public Hearing on the Creation of a District-Based Election System and Consideration of Final District Maps
March 8, 2022

Page 3 ends

updated the spotlight on the City’s website homepage, and sent out a press release and social media posts encouraging public participation.

ANALYSIS OF ISSUES:

This hearing is the fourth of four required public hearings the City must hold prior to adopting a Council district map to begin transitioning to district-based elections. The purpose of this fourth hearing is to discuss the four maps Council selected for further consideration, including the modifications requested on three of the maps. Staff is requesting Council direction on a final map and desired election sequence to enable staff to prepare a proposed ordinance that will set forth the new districts. Following this hearing, staff will bring the proposed ordinance to the City Council for introduction on March 22, 2022, with adoption of the final map scheduled for April 12, 2022. In order to meet the deadlines established by the County Clerk-Recorder, a map must be adopted by April 17, 2022, and forwarded to the County Clerk-Recorder by April 22, 2022.

Below is the current Districting Timeline showing the remaining public meetings.

Strikeouts reflect items that have been completed.

Date Time Location Meeting Type
July 27,
2021
6:00
PM
Council
Chambers
/ Virtual
Public Hearing 1
Held prior to release of draft maps.

Receive input on composition of districts.

August 10,
2021
6:00
PM
Council
Chambers
/ Virtual
Public Hearing 2
Held prior to release of draft maps.

Receive input on composition of districts.

Census Data Release
August 16, 2021
Census Bureau releases official 2020
Census population data.

September
18, 2021
10:00
AM–
12:00
PM
Virtual Public Workshop 1
California Data Release
Early October 2021
California Statewide Database releases
California’s official ‘prisoner-adjusted’
2020 population data.

October
28, 2021
6:00 –
8:00
PM
Virtual Public Workshop 2
February 8, 2022 5:00 PM Draft Map Submissions Due
February 15, 2022 Release Draft Maps (7 days prior to
Public Hearing 3)
February
22, 2022
6:00
PM
Virtual Public Hearing 3
Discuss and revise the draft maps and
discuss election sequence.

Page 192 of 636 ends

Item 9.b.

City Council
Public Hearing on the Creation of a District-Based Election System and Consideration of Final District Maps
March 8, 2022

Page 4 ends

March 8,
2022
6:00
PM
Council
Chamber
& Virtual
Public Hearing 4
Discuss draft maps and election
sequence. Final map selection.

March 22,
2022
6:00
PM
Council
Chamber
& Virtual
Public Hearing 5
Introduce ordinance.

April 12,
2022
6:00
PM
Council
Chamber
& Virtual
Map adopted by ordinance
Adoption deadline: April 17, 2022
Consideration of Final Maps
As described in prior discussions of this item, a number of federal and state statutes and Court decisions dictate the process and considerations that the City must use to create voting districts. Voting districts must comply with the following requirements:
 Each district shall contain a nearly equal population.  Each district shall be drawn in a manner that complies with the US Constitution, California Constitution, Federal Voting Rights Act, and California Voting Rights Act.  Each district shall not be drawn with race as the predominate factor in violation of the principles established by the U.S. Supreme Court in Shaw v. Reno, 509 U.S. 630 (1993), and its progeny.

Additionally, pursuant to Elections Code Section 21601, the Council must adopt district boundaries using the following criteria as set forth in the following order of priority:

1. To the extent practicable, districts shall be geographically contiguous. Areas that meet only at the points of adjoining corners are not contiguous.

2. To the extent practicable, the geographic integrity of any local neighborhood or local community of interest shall be respected in a manner that minimizes its division. A “community of interest” is a population that shares common social or economic interests that should be included within a single district for purposes of its effective and fair representation. Communities of interest do not include relationships with political parties, incumbents, or political candidates.

3. District boundaries should be easily identifiable and understandable by residents. To the extent practicable, districts shall be bounded by natural and artificial barriers, by streets, or by the boundaries of the city.

4. To the extent practicable, and where it does not conflict with the preceding criteria, districts shall be drawn to encourage geographical compactness in a manner that nearby areas of population are not bypassed in favor of more distant populations.

Page 193 of 636 ends

Item 9.b.

City Council
Public Hearing on the Creation of a District-Based Election System and Consideration of Final District Maps
March 8, 2022

Page 5 ends

Lastly, the Council may not adopt district boundaries for the purpose of favoring or discriminating against a political party.

Council Selected Focus Maps
At the February 22nd public hearing, Council selected four maps for further consideration as follows:

Plan 902 (Attachment 2)
This plan, developed by NDC, unites the Village in proposed District 2, while proposed District 1 crosses the freeway. The boundary between proposed Districts 3 and 4 follows Halcyon Road and Fair Oaks Avenue, while that between Districts 4 and 2 follows the freeway, Fair Oaks Avenue, and Valley Road.

Plan 902 Mod (Attachment 3)
Council requested modifications to the original Plan 902 as follows:
 Remove from proposed District 1 the portion between Brisco Road, Grand Avenue, and the freeway;
 Make necessary changes elsewhere to maintain population balance.

NDC was able to move the area between Brisco Road, Highway 101, and East Grand Avenue from proposed District 1 to proposed District 3. To compensate for District 1's population loss, NDC moved the area between Tally Ho Road, Printz Road, the northeastern City limits, Stagecoach Road, Huasna Road, Corbett Canyon Road, Paseo Street, and split Census Block 060790118001000 from District 2 to District 1. To compensate for District 2's population loss, NDC moved the area between East Grand Avenue, Highway 101, Fair Oaks Avenue, Valley Road, the southern City limits, Arroyo Grande Creek, Fair Oaks Avenue, and South Halcyon Road from proposed District 4 to proposed District 2. Finally, to compensate for District 4's population loss, NDC moved the area between Ash Street, Alder Street, Fair Oaks Avenue, the Census block boundary separating Bakeman Lane from Golden West Place, Farroll Avenue, and the western City limits from proposed District 3 to proposed District 4.

Plan 903 Mod (Attachment 4)
This original plan, developed by NDC, unites the Village in proposed District 2 and keeps proposed District 1 on one side of the freeway. The boundary between proposed Districts 3 and 4 follows Brisco Road and Elm Street, while the boundary between Districts 4 and 2 follows Grand Avenue and Halcyon Road.

Council requested modifications to the original Plan 903 as follows:
 Keep the Village together;
 Split Census Block 060790118001000 by moving the Crown Hill neighborhood from proposed District 1 to proposed District 2;

Page 194 of 636 ends

Item 9.b.

City Council
Public Hearing on the Creation of a District-Based Election System and Consideration of Final District Maps
March 8, 2022

Page 6 ends

For Plan 903 Mod, NDC moved the area between Le Point Street, splitting Census Block 060790118001000, Paseo Street, Corbett Canyon Road, East Branch Street, and North Mason Street from proposed District 1 to proposed District 2. To compensate for District 1's population loss, NDC moved the area between Stagecoach Road, the Census Block boundary separating Gularte Road and Pearwood Avenue from La Cresta Drive and Rosewood Lane, and Huasna Road from District 2 to District 1.

Plan 202 Mod (Attachment 5)
This plan was submitted by the public. Council requested modifications to the original Plan 202 as follows:
 Move the area north of East Branch Street from proposed District 1 to proposed District 2 (according to the split Census blocks).

For Plan 202 Mod, NDC moved the area between West Branch Street, Vernon Street, splitting Census Block 060790118001014, Miller Way, Le Point Street, splitting Census Block 060790118001000, Crown Terrace, Crown Hill Street, and East Branch Street from proposed District 1 to proposed District 2. No other change was needed to compensate for District 1's population loss.

Input from the Public
Public input received following the February 22nd Public Hearing is provided in Attachment 6 and includes one email received on February 26, 2022. The email addresses the composition of proposed Districts 1 and 2 and maintaining communities with “common social and economic interest.”
Next Steps
Staff is requesting Council review the four final maps, Plans 902, 902 Mod, 903 Mod, and 202 Mod (Attachments 2-5 respectively), and provide direction on a final map selection and desired election sequence. Following the selection of a final map, staff will bring back an ordinance for introduction on March 22, 2022.

ALTERNATIVES:

The following alternatives are provided for the Council’s consideration:

1. 1) Receive a report from the consultant on final maps selected by Council at the previous hearing; 2) Conduct a public hearing to consider final maps and an election sequence; 3) Provide direction on a proposed election sequence; and 4) Provide direction to bring back an ordinance for introduction at the next public hearing that will create districts reflecting the selected map.

2. Provide other direction to staff.

Page 195 of 636 ends

Item 9.b.

City Council
Public Hearing on the Creation of a District-Based Election System and Consideration of Final District Maps
March 8, 2022

Page 7 ends

ADVANTAGES:

Approving the recommendation will allow for public input regarding the final maps and allow Council to review and select a final map and election sequence for introduction of an ordinance at the March 22, 2022 public hearing.

DISADVANTAGES:

No disadvantages have been identified.

ENVIRONMENTAL REVIEW:

No environmental review is required for this item.

PUBLIC NOTIFICATION AND COMMENTS:

The Public Hearing Notice and Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2. Additionally, the Public Hearing Notice was published in the Tribune.

Attachments:

1. Districting Timeline

2. Plan 902

3. Plan 902 Mod

4. Plan 903 Mod

5. Plan 202 Mod

6. Correspondence

7. NDC’s PowerPoint Presentation

Page 196 of 636 ends

Updated 3/2/22
Date Time Location Meeting Type
July 27,
2021
6:00 PM Council
Chambers /
Virtual
Public Hearing 1
Held prior to release of draft maps. Receive
input on composition of districts.

August 10,
2021
6:00 PM Council
Chambers /
Virtual
Public Hearing 2
Held prior to release of draft maps. Receive
input on composition of districts.

Census Data Release
August 16, 2021
Census Bureau releases official 2020 Census
population data.

October 28,
2021
6:00 –
8:00 PM
Virtual Public Workshop 2
February 8, 2022 5:00 PM Draft Map Submissions Due
February 15, 2022 Release Draft Maps (7 days prior to Public Hearing 3)
February 22,
2022
6:00 PM Virtual Public Hearing 3
Discuss and revise the draft maps and discuss
election sequence.

March 8,
2022
6:00 PM Council
Chamber
and Virtual
Public Hearing 4
Discuss draft maps and election sequence. Final
map selection.

March 22,
2022
6:00 PM Council
Chamber
and Virtual
Public Hearing 5
Introduce ordinance.

April 12,
2022
6:00 PM Council
Chamber
and Virtual
Map adopted by ordinance
Adoption deadline: April 17, 2022
ATTACHMENT 1

Page 197 of 636 ends

4 3 2
1 Ar oyo Grande Crk
101
101
227
W Branch St
E Branch St
Corbet Canyon
Rd
la Canada
E Cherry Ave
Rodeo
Dr
Farroll Ave
Brisco Rd
Fair Oaks Ave S Halcyon Rd S Alpine St
Traf ic Way
The Pike
Maple St E Grand Ave Montego St Courtland St Noyes Rd
Rancho Pkwy
James Way
S Mason St Tal y Ho Rd
Sunrise Dr
Stagecoach
Rd
Huasna Rd
Leanna Dr
Branch Mil Rd N Halcyon Rd
Gaynfair Ter Wo
dland Dr
Ash St
Alder St
Oak Park
Blvd
S Elm St Equestrian Way
Garden St Orchard Ave Castil o del Mar Fair Oak Ave
Val ey Rd
Focus Plan 902 City of Arroyo Grande
2021/22 Transition to
District Elections
National Demographics Corporation, February 25, 2022
Proposed Election Sequence:
2022: Districts 1 & 3
2024: Districts 2 & 4
Not Population Balanced
©2017 CALIPER
ATTACHMENT 2

Page 198 of 636 ends

City of Arroyo Grande - Plan 902
District 1
Total Pop 4,586
Deviation from ideal -31
% Deviation -0.67%
% Hisp 13.1%
% NH White 74%
% NH Black 1%
% Asian-American 7%
Total 3,400
% Hisp 9%
% NH White 83%
% NH Black 3%
% Asian/Pac.Isl. 4%
Total 3,698
% Latino est. 8%
% Spanish-Surnamed 8%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 85%
% NH Black 2%
Total 3,378
% Latino est. 8%
% Spanish-Surnamed 8%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 86%
% NH Black 2%
Total 2,739
% Latino est. 7%
% Spanish-Surnamed 7%
% Asian-Surnamed 2%
% Filipino-Surnamed 0%
% NH White est. 87%
% NH Black est. 2%
ACS Pop. Est. Total 4,087
age0-19 15%
age20-60 45%
age60plus 40%
immigrants 8%
naturalized 67%
english 89%
spanish 4%
asian-lang 2%
other lang 5%
Language Fluency Speaks Eng. "Less than Very Well" 3%
hs-grad 44%
bachelor 23%
graduatedegree 17%
Child in Household child-under18 17%
Pct of Pop. Age 16+ employed 49%
income 0-25k 19%
income 25-50k 11%
income 50-75k 13%
income 75-200k 47%
income 200k-plus 10%
single family 86%
multi-family 14%
rented 22%
owned 78%
Total population data from the 2010 Decennial Census.

Surname-based Voter Registration and Turnout data from the California Statewide Database.

Latino voter registration and turnout data are Spanish-surname counts adjusted using Census Population Department undercount estimates. NH White and NH Black registration and turnout counts estimated by NDC. Citizen Voting Age Pop., Age, Immigration, and other demographics from the 2013-2017 American Community Survey and Special Tabulation 5-year data.
2 4,670
53 1.15%
13%
77%
1%
4%
4,081
10%
84%
1%
5%
3,832
8%
7%
2%
1%
89%
0%
3,517
7%
7%
2%
1%
89%
0%
2,817
7%
6%
2%
1%
90%
0%
5,140
24%
45%
31%
6%
74%
91%
1%
2%
6%
4%
49%
24%
14%
25%
59%
9%
16%
15%
47%
12%
95%
5%
27%
73%
3 4,633
16 0.35%
26%
61%
2%
6%
3,293
18%
73%
0%
5%
2,848
17%
16%
2%
2%
79%
0%
2,412
15%
14%
2%
2%
81%
0%
1,781
12%
11%
2%
2%
84%
1%
4,593
24%
49%
27%
10%
57%
84%
12%
3%
1%
5%
46%
21%
12%
32%
62%
17%
20%
17%
41%
5%
71%
29%
49%
51%
4 4,580
-37
-0.80%
26%
63%
2%
5%
3,371
15%
76%
1%
6%
2,956
15%
14%
2%
1%
81%
1%
2,555
14%
13%
2%
1%
82%
1%
1,916
10%
10%
2%
1%
86%
1%
4,320
22%
57%
20%
10%
64%
86%
8%
3%
3%
4%
52%
18%
9%
27%
63%
13%
13%
21%
50%
2%
81%
19%
34%
66%
Total
18,469
90 1.95%
20%
69%
1%
5%
14,144
13%
79%
1%
5%
13,334
11%
11%
2%
1%
84%
1%
11,862
10%
10%
2%
1%
85%
1%
9,253
8%
8%
2%
1%
87%
1%
18,140
22%
49%
29%
8%
65%
88%
6%
2%
4%
4%
48%
22%
13%
25%
58%
14%
16%
16%
46%
8%
84%
16%
33%
67%
02/11/2022 18:29 Page 1 of 1
Total Pop
Citizen Voting Age Pop
Voter Registration
(Nov 2020)
Voter Turnout
(Nov 2020)
Voter Turnout
(Nov 2018)
Age
Immigration
Language spoken at home
Education
(among those age 25+)
Household Income
Housing Stats

Page 199 of 636 ends

4 3 2
1 Ar oyo Grande Crk
101
101
227
W Branch St
E Branch St
Corbet Canyon
Rd
la Canada
E Cherry Ave
Rodeo
Dr
Farroll Ave
Brisco Rd
Fair Oaks Ave S Halcyon Rd S Alpine St
Traf ic Way
The Pike
Maple St E Grand Ave Montego St Courtland St Noyes Rd
Rancho Pkwy
James Way
S Mason St Tal y Ho Rd
Sunrise Dr
Stagecoach
Rd
Huasna Rd
Leanna Dr
Branch Mil Rd N Halcyon Rd
Gaynfair Ter Wo
dland Dr
Ash St
Alder St
Oak Park
Blvd
S Elm St Equestrian Way
Garden St Orchard Ave Castil o del Mar Fair Oak Ave
Val ey Rd
City of Arroyo Grande
2021/22 Transition to
District Elections
National Demographics Corporation, February 25, 2022
Proposed Election Sequence:
2022: Districts 1 & 3
2024: Districts 2 & 4
Not Population Balanced
Focus Plan 902 Mod
©2017 CALIPER
ATTACHMENT 3

Page 200 of 636 ends

City of Arroyo Grande - Plan 902 Mod
District 1
Total Pop 4,623
Deviation from ideal 6
% Deviation 0.13%
% Hisp 11.5%
% NH White 76%
% NH Black 1%
% Asian-American 7%
Total 3,461
% Hisp 8%
% NH White 85%
% NH Black 2%
% Asian/Pac.Isl. 4%
Total 3,911
% Latino est. 7%
% Spanish-Surnamed 7%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 87%
% NH Black 2%
Total 3,601
% Latino est. 7%
% Spanish-Surnamed 7%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 88%
% NH Black 2%
Total 2,963
% Latino est. 6%
% Spanish-Surnamed 6%
% Asian-Surnamed 2%
% Filipino-Surnamed 0%
% NH White est. 89%
% NH Black est. 2%
ACS Pop. Est. Total 4,177
age0-19 17%
age20-60 45%
age60plus 39%
immigrants 8%
naturalized 67%
english 90%
spanish 4%
asian-lang 2%
other lang 5%
Language Fluency Speaks Eng. "Less than Very Well" 3%
hs-grad 42%
bachelor 25%
graduatedegree 18%
Child in Household child-under18 20%
Pct of Pop. Age 16+ employed 50%
income 0-25k 16%
income 25-50k 10%
income 50-75k 12%
income 75-200k 49%
income 200k-plus 12%
single family 89%
multi-family 11%
rented 19%
owned 81%
Total population data from the 2010 Decennial Census.

Surname-based Voter Registration and Turnout data from the California Statewide Database.

3.25%
16%
74%
1%
4%
4,224
12%
82%
0%
5%
3,799
9%
8%
2%
1%
88%
0%
3,447
8%
8%
2%
1%
87%
0%
2,703
8%
7%
2%
1%
89%
0%
5,225
23%
46%
31%
6%
77%
91%
1%
2%
6%
4%
51%
22%
12%
24%
59%
11%
17%
16%
47%
10%
94%
6%
29%
71%
3 4,502
-115
-2.49%
27%
59%
2%
6%
3,100
19%
71%
2%
5%
2,710
17%
16%
2%
2%
78%
1%
2,304
16%
15%
2%
2%
79%
1%
1,691
11%
11%
2%
2%
84%
1%
4,336
23%
49%
28%
10%
58%
85%
11%
3%
1%
5%
46%
21%
12%
30%
62%
17%
21%
17%
41%
5%
70%
30%
50%
50%
4 4,577
-40
-0.87%
25%
64%
2%
5%
3,359
13%
78%
1%
6%
2,914
15%
14%
2%
1%
81%
1%
2,510
14%
13%
2%
1%
82%
1%
1,896
11%
10%
2%
1%
85%
1%
4,402
23%
56%
21%
10%
59%
84%
10%
3%
3%
5%
51%
18%
9%
29%
62%
13%
14%
22%
48%
3%
78%
22%
36%
64%
Total
18,469
265

5.74%
20%
69%
1%
5%
14,144
13%
79%
1%
5%
13,334
11%
11%
2%
1%
84%
1%
11,862
10%
10%
2%
1%
85%
1%
9,253
8%
8%
2%
1%
87%
1%
18,140
22%
49%
29%
8%
65%
88%
6%
2%
4%
4%
48%
22%
13%
25%
58%
14%
16%
16%
46%
8%
84%
16%
33%
67%
02/25/2022 12:54 Page 1 of 1
Total Pop
Citizen Voting Age Pop
Voter Registration
(Nov 2020)
Voter Turnout
(Nov 2020)
Voter Turnout
(Nov 2018)
Age
Immigration
Language spoken at home
Education
(among those age 25+)
Household Income
Housing Stats

Page 201 of 636 ends

4 3 2
1 Ar oyo Grande Crk
101
101
227
W Branch St
E Branch St
Corbet Canyon
Rd
la Canada
E Cherry Ave
Rodeo
Dr
Farroll Ave
Brisco Rd
Fair Oaks Ave S Halcyon Rd S Alpine St
Traf ic Way
The Pike
Maple St E Grand Ave Montego St Courtland St Noyes Rd
Rancho Pkwy
James Way
S Mason St Tal y Ho Rd
Sunrise Dr
Stagecoach
Rd
Huasna Rd
Leanna Dr
Branch Mil Rd N Halcyon Rd
Gaynfair Ter Wo
dland Dr
Ash St
Alder St
Oak Park
Blvd
S Elm St Equestrian Way
Garden St Orchard Ave Castil o del Mar Fair Oak Ave
Val ey Rd
City of Arroyo Grande
2021/22 Transition to
District Elections
National Demographics Corporation, February 25, 2022
Proposed Election Sequence:
2022: Districts 1 & 3
2024: Districts 2 & 4
Not Population Balanced
Focus Plan 903 Mod
©2017 CALIPER
ATTACHMENT 4

Page 202 of 636 ends

City of Arroyo Grande - Plan 903 Mod
District 1
Total Pop 4,483
Deviation from ideal -134
% Deviation -2.90%
% Hisp 11.5%
% NH White 77%
% NH Black 1%
% Asian-American 6%
Total 3,358
% Hisp 8%
% NH White 87%
% NH Black 0%
% Asian/Pac.Isl. 4%
Total 3,798
% Latino est. 7%
% Spanish-Surnamed 6%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 89%
% NH Black 0%
Total 3,529
% Latino est. 6%
% Spanish-Surnamed 6%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 90%
% NH Black 0%
Total 2,941
% Latino est. 6%
% Spanish-Surnamed 6%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 90%
% NH Black est. 1%
ACS Pop. Est. Total 4,144
age0-19 19%
age20-60 45%
age60plus 37%
immigrants 7%
naturalized 70%
english 91%
spanish 3%
asian-lang 1%
other lang 5%
Language Fluency Speaks Eng. "Less than Very Well" 3%
hs-grad 41%
bachelor 26%
graduatedegree 19%
Child in Household child-under18 23%
Pct of Pop. Age 16+ employed 51%
income 0-25k 13%
income 25-50k 8%
income 50-75k 12%
income 75-200k 54%
income 200k-plus 13%
single family 95%
multi-family 5%
rented 14%
owned 86%
Total population data from the 2010 Decennial Census.

Surname-based Voter Registration and Turnout data from the California Statewide Database.

3.03%
16%
74%
1%
4%
4,248
13%
81%
0%
5%
3,745
9%
9%
2%
1%
87%
0%
3,367
9%
8%
2%
1%
87%
0%
2,637
8%
8%
2%
1%
89%
0%
5,186
22%
47%
31%
6%
79%
91%
1%
2%
7%
4%
53%
21%
11%
22%
60%
13%
17%
16%
46%
8%
93%
7%
30%
70%
3 4,408
-209
-4.53%
25%
63%
2%
6%
3,124
17%
71%
3%
6%
2,785
16%
15%
2%
2%
77%
3%
2,397
15%
14%
2%
2%
78%
3%
1,765
11%
11%
2%
1%
82%
2%
4,233
25%
50%
25%
10%
57%
86%
8%
4%
2%
5%
46%
20%
13%
31%
62%
14%
22%
18%
42%
4%
71%
29%
50%
50%
4 4,821
204

4.42%
27%
61%
2%
5%
3,415
14%
76%
2%
6%
3,006
16%
15%
2%
1%
80%
1%
2,569
14%
13%
2%
1%
81%
1%
1,910
11%
11%
2%
2%
84%
1%
4,577
21%
54%
25%
10%
58%
82%
12%
3%
2%
5%
51%
20%
9%
26%
60%
17%
15%
19%
43%
5%
74%
26%
38%
62%
Total
18,469
413

8.95%
20%
69%
1%
5%
14,144
13%
79%
1%
5%
13,334
11%
11%
2%
1%
84%
1%
11,862
10%
10%
2%
1%
85%
1%
9,253
8%
8%
2%
1%
87%
1%
18,140
22%
49%
29%
8%
65%
88%
6%
2%
4%
4%
48%
22%
13%
25%
58%
14%
16%
16%
46%
8%
84%
16%
33%
67%
02/25/2022 13:50 Page 1 of 1
Total Pop
Citizen Voting Age Pop
Voter Registration
(Nov 2020)
Voter Turnout
(Nov 2020)
Voter Turnout
(Nov 2018)
Age
Immigration
Language spoken at home
Education
(among those age 25+)
Household Income
Housing Stats

Page 203 of 636 ends

4 3 2
1 Ar oyo Grande Crk
101
101
227
W Branch St
E Branch St
Corbet Canyon
Rd
la Canada
E Cherry Ave
Rodeo
Dr
Farroll Ave
Brisco Rd
Fair Oaks Ave S Halcyon Rd S Alpine St
Traf ic Way
The Pike
Maple St E Grand Ave Montego St Courtland St Noyes Rd
Rancho Pkwy
James Way
S Mason St Tal y Ho Rd
Sunrise Dr
Stagecoach
Rd
Huasna Rd
Leanna Dr
Branch Mil Rd N Halcyon Rd
Gaynfair Ter Wo
dland Dr
Ash St
Alder St
Oak Park
Blvd
S Elm St Equestrian Way
Garden St Orchard Ave Castil o del Mar Fair Oak Ave
Val ey Rd
City of Arroyo Grande
2021/22 Transition to
District Elections
National Demographics Corporation, February 25, 2022
Proposed Election Sequence:
2022: Districts 1 & 3
2024: Districts 2 & 4
Not Population Balanced
Focus Plan 202 Mod
©2017 CALIPER
ATTACHMENT 5

Page 204 of 636 ends

City of Arroyo Grande - Plan 202 Mod
District 1
Total Pop 4,483
Deviation from ideal -134
% Deviation -2.90%
% Hisp 11.5%
% NH White 77%
% NH Black 1%
% Asian-American 6%
Total 3,358
% Hisp 8%
% NH White 87%
% NH Black 0%
% Asian/Pac.Isl. 4%
Total 3,798
% Latino est. 7%
% Spanish-Surnamed 6%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 89%
% NH Black 0%
Total 3,529
% Latino est. 6%
% Spanish-Surnamed 6%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 90%
% NH Black 0%
Total 2,941
% Latino est. 6%
% Spanish-Surnamed 6%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 90%
% NH Black est. 1%
ACS Pop. Est. Total 4,144
age0-19 19%
age20-60 45%
age60plus 37%
immigrants 7%
naturalized 70%
english 91%
spanish 3%
asian-lang 1%
other lang 5%
Language Fluency Speaks Eng. "Less than Very Well" 3%
hs-grad 41%
bachelor 26%
graduatedegree 19%
Child in Household child-under18 23%
Pct of Pop. Age 16+ employed 51%
income 0-25k 13%
income 25-50k 8%
income 50-75k 12%
income 75-200k 54%
income 200k-plus 13%
single family 95%
multi-family 5%
rented 14%
owned 86%
Total population data from the 2010 Decennial Census.

Surname-based Voter Registration and Turnout data from the California Statewide Database.

2.53%
25%
64%
2%
5%
3,464
13%
77%
1%
6%
2,996
15%
14%
2%
1%
81%
1%
2,580
14%
13%
2%
1%
82%
1%
1,954
11%
10%
2%
1%
85%
1%
4,575
23%
56%
21%
10%
59%
84%
10%
3%
3%
5%
51%
18%
9%
29%
62%
13%
15%
21%
47%
4%
78%
22%
36%
64%
Total
18,469
251

5.44%
20%
69%
1%
5%
14,144
13%
79%
1%
5%
13,334
11%
11%
2%
1%
84%
1%
11,862
10%
10%
2%
1%
85%
1%
9,253
8%
8%
2%
1%
87%
1%
18,140
22%
49%
29%
8%
65%
88%
6%
2%
4%
4%
48%
22%
13%
25%
58%
14%
16%
16%
46%
8%
84%
16%
33%
67%
02/25/2022 13:59 Page 1 of 1
Total Pop
Citizen Voting Age Pop
Voter Registration
(Nov 2020)
Voter Turnout
(Nov 2020)
Voter Turnout
(Nov 2018)
Age
Immigration
Language spoken at home
Education
(among those age 25+)
Household Income
Housing Stats

Page 205 of 636 ends

Also, Rodeo Drive, Grace Lane, Mercedes Drive and Old Ranch Road are considered part of the “Royal Oaks neighborhood”. Rodeo and Mercedes residents represented Grace Lane, Rodeo, Mercedes and Old Ranch Road residents in regard to the Brisco Interchange Project. To balance the population in Districts 1 and 2, the Tally Ho intersection at the intersection of 227 could be the border between Districts 1 and 2 since that area is more closely aligned with the village area. The areas west of the 101 could be moved from Districts 1 and 2 to Districts 3 or 4 (whichever is determined more appropriate by those who know those neighborhoods better).

While areas east of the 101 connected to the village might be considered communities of “common social and economic interest” with the west side of the 101 (I don’t know those neighborhoods good enough to hazard a guess), I do not believe that the area on the west side of the 101 have a "common social and economic interest" with the areas on the east side of the 101 from Oak Park to Old Ranch Road. Removing the west side of the 101 from Districts 1 and 2 would help to balance the populations of each district. Furthermore, by moving the area south of Tally Ho/227 intersection to District 2, the populations of District 1 and 2 would become more balanced.

In summary, I am opposed to the following Plans without adjustments to Districts 1 and 2 to reflect “common social and economic interests” in Districts 1 and 2: 102, 106, 108, 112, 113, 114, 115, 901, and 902.

I’m sure Arroyo Grande residents more familiar with districts 3 and 4 are better able to recommend changes needed to represent their communities of interest west of the 101.

It should be noted that with the exception of one current council member, I do not know where the other three current council members reside; so my comments are not the result of a desire to include or exclude anyone from representing the area in which I live.

Thanks for the opportunity to provide input; I hope the City Council and Mayor will seriously consider these comments before making a decision on the boundaries of the voting districts.

Sincerely,
Claudine Lingo
ATTACHMENT 6

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1 City of Arroyo Grande
Transition to District Elections
March 8, 2022
ATTACHMENT 7

Page 207 of 636 ends

2 Transition Process
March 8, 2022
Step Description
Initial pre-draft
hearings:

July 27 & August 10
Held prior to release of draft maps. Intended to educate on the process and solicit input on the “neighborhoods” and “communities of interest” in the City.

Public workshops:

Sep. 18 & Oct. 28
Training on public mapping tools and guidance on drawing maps.

Initial deadline for
draft maps:

February 8
Deadline for the public to submit draft maps for consideration at the first hearing on draft plans.

Release draft plans:

February 15
Draft plans posted to the City’s districting website.

Three hearings on
draft plans:

Feb. 22, Mar. 8 & 22
Three meetings to discuss and, if necessary, revise the draft plans and to discuss the election sequence.

Plan adoption:

April 12
One draft plan adopted via ordinance.

Final plan must be posted at least 7 days prior to adoption.

Page 208 of 636 ends

3 Rules and Goals for Drawing Districts
March 8, 2022
 Equal Population
 Federal Voting
Rights Act
 No Racial
Gerrymandering

1. Federal Laws 2. California Criteria for
Cities

1. Geographically contiguous

2. Undivided neighborhoods
and “communities of
interest”
(Socio-economic geographic areas that
should be kept together)

3. Easily identifiable
boundaries

4. Compact
(Do not bypass one group of people
to get to a more distant group of
people)
Prohibited:
“Shall not favor or discriminate against a political
party.”

3. Other Traditional Districting
Principles
 Respect voters’ choices /
continuity in office
 Future population growth

Page 209 of 636 ends

March 8, 2022
4 Total Population Deviation: 2.0%
Most Underpopulated District: 4 (–0.8%)
Most Latino District: 3 (18% CVAP)

Page 210 of 636 ends

March 8, 2022
5 Total Population Deviation: 5.7%
Most Underpopulated District: 3 (–2.5%)
Most Latino District: 3 (19% CVAP)

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March 8, 2022
6 Total Population Deviation: 9.0%
Most Underpopulated District: 3 (–4.5%)
Most Latino District: 3 (17% CVAP)

Page 212 of 636 ends

March 8, 2022
7 Total Population Deviation: 5.4%
Most Underpopulated District: 1 (–2.9%)
Most Latino District: 3 (17% CVAP)

Page 213 of 636 ends

8 Public Hearing & Discussion
 Questions about the focus plans?
 Which plan do you prefer?
 Please refer to the Interactive Review Map for a
detailed look at each plan
March 8, 2022 Page 214 of 636

MEMORANDUM
TO: City Council
FROM: Jessica Matson, Legislative & Information Services Director/City Clerk SUBJECT: Supplemental Information
Agenda Item 9.b. – Public Hearing on the Creation of a District-Based Election System and Consideration of Final District Maps DATE: March 8, 2022
Attached is correspondence received prior to 4:00 p.m. for the above referenced item. cc: City Manager
Assistant City Manager/Public Works Director
City Attorney
City Clerk
City Website (or public review binder)

Page 215 of 636 ends

Page 216 of 636 ends

From: Claudine Lingo
To: City Council; Jessica Matson
Subject: Re: DISTRICT-BASED ELECTIONS
Date: Monday, March 7, 2022 2:52:47 PM
This is to provide input in regard to items 9.a. and 9.b. on the March 8, 2022 City Council meeting agenda regarding the water and waste water rate increases and four proposed maps for dividing Arroyo Grande into four voting districts.

Regarding item Item 9.a. (water and waste water rate increases): I am strongly opposed to rate increases without implementing and enforcing a ban on installing, expanding or replacing lawns for current residents and new construction. Maybe with sufficient fines imposed for violating the ban would discourage residents from breaking the ban. Also, it would be critical to impose fines on landscaping/gardening businesses who perform such work. As a result of the severe drought, a large amount of water must be conserved to ensure we have water to drink, cook with, bathe in, etc.; that is a critical necessity, but having a lawn is neither critical need nor a necessity. The continued construction of housing units (which will increase the local population and, therefore, water consumption) and the unwillingness of many residents to conserve water to the greatest extent possible will only exacerbate the water shortage. Since some residents are not deterred by rate increases, one of the ways to help reduce water usage is to implement and enforce a ban on installing, expanding, or replacing lawns.

Those of us whose homes already have low-flow showers, low-flush toilets, and no lawn (only drought tolerant/succulents/cacti plantings) do not have many ways to further reduce water usage. Like some residents, we never stopped conserving water after the previous water usage restrictions were lifted a couple of years ago, so we will be disproportionately impacted by further conservation requirements. We still use buckets to capture water from the showers and sinks while the water heats up (we even have our house guests to do the same) which is used to water plants and water down where the dog potties. Our dog has to potty on the hardscape or rocks, so it smells if not diluted with a little water. We do not run the water while brushing teeth; we pour water into a bucket from dog and cat bowls before cleaning them and the water is used to water plants.

Regarding item 9.b. (District Based Elections): For the reasons indicated in my February 26, 2022 email, I support Plan 903 Mod (reflected on Attachment 4), and Plan 202 Mod (reflected on Attachment 5) and oppose Plan 902 (reflected on Attachment 2) and 902 Mod (reflected on Attachment 3).

Sincerely,
Claudine Lingo
On Sat, Feb 26, 2022 at 9:19 PM Claudine Lingo < > wrote:

This is to provide input in regard to proposed maps for dividing Arroyo Grande into four district-based areas as required by the California Voting Rights Act.

I have reviewed suggested district-based elections maps included in the February

Page 217 of 636 ends

22, 2022 council meeting agenda. Below are my comments/input.

One of the requirements indicated in the February 22, 2022 agenda item regarding district-based elections was maintaining geographic integrity of local neighborhoods/communities of interest. A community of interest is defined as “a population that shares common social or economic interests that should be included within a single district” to provide effective representation.

I will address the composition of Districts 1 and 2, as those are the areas with which I am most familiar.

In order to maintain communities with “common social and economic interest” in the same district, the boundaries for District 1 should be Oak Park/Noyes, west and east sides of James Way to the intersection with Mesquite (if not down to the intersection of Village Glen or Tally Ho), and intersections of Old Ranch Road/West Branch. It is my opinion that any plan that divides this area does not reflect an area of “common social and economic interest”. This is especially true when Grace Lane is the dividing line between Districts 1 and 2 (reference Plans 102 and 106,). Grace Lane is closely connected with Rodeo, Mercedes and Old Ranch Road socially and economically. Also, Rodeo Drive, Grace Lane, Mercedes Drive and Old Ranch Road are considered part of the “Royal Oaks neighborhood”. Rodeo and Mercedes residents represented Grace Lane, Rodeo, Mercedes and Old Ranch Road residents in regard to the Brisco Interchange Project. To balance the population in Districts 1 and 2, the Tally Ho intersection at the intersection of 227 could be the border between Districts 1 and 2 since that area is more closely aligned with the village area. The areas west of the 101 could be moved from Districts 1 and 2 to Districts 3 or 4 (whichever is determined more appropriate by those who know those neighborhoods better).

I’m sure Arroyo Grande residents more familiar with districts 3 and 4 are better able to recommend changes needed to represent their communities of interest west of the 101.

Thanks for the opportunity to provide input; I hope the City Council and Mayor will seriously consider these comments before making a decision on the boundaries of the voting districts.

Sincerely,

Page 218 of 636 ends

Claudine Lingo

Page 219 of 636 ends

Item 9.c.

MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Andrew Perez, Acting Planning Manager
SUBJECT: Consideration of a Resolution Approving Arroyo Grande Community Service Grant Program Allocations for Fiscal Year 2021-22 DATE: March 8, 2022
SUMMARY OF ACTION:

Approving the FY 2021-22 Arroyo Grande Community Service Grant Program allocations will assist local non-profit organizations in implementing various service programs that directly benefit Arroyo Grande residents.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

City Council authorized $57,065 of funding from the American Rescue Plan Act (ARPA) received by the City to supplement the $25,000 budgeted for the 2021-2022 Community Service Grant Program, bringing the total funding available for this program in FY 2021- 22 to $82,065.

RECOMMENDATION:

Adopt a Resolution approving the Arroyo Grande Community Service Grant Program funding allocations identified in Attachment 1.

BACKGROUND:

In response to federal Community Development Block Grant (CDBG) funding limitations and restrictions, the City established the Community Service Grant Program (CSGP) in 2014 as a means of providing funding for community service projects separate and apart from the CDBG program. The FY 2021-22 budget includes $25,000 for the CSGP. Nonprofit organizations that offer specialized social service, educational, cultural, beautification and recreational programs and projects benefitting Arroyo Grande citizens are eligible to receive funding through the program. At its regular meeting on October 12, 2021, City Council appropriated an additional $57,065 of ARPA funding to the CSGP, bringing the total to $82,065.

Page 220 of 636 ends

Item 9.c.

City Council
Consideration of a Resolution Approving Arroyo Grande Community Service Grant Program Allocations for Fiscal Year 2021-22
March 8, 2022

Page 2 ends

Due to the impact of the COVID-19 pandemic and the limited fundraising opportunities for non-profit organizations during this time, a record number of applications for CSGP were submitted. The City received a total of twenty-two (22) applications requesting a total of $169,178. For comparison, sixteen (16) applications were submitted in 2020, and a total of $127,435 was requested.

Applications for CSGP are reviewed by the Community Service Grant Panel (Panel). The Panel consists of one member from the Planning Commission, one member from the Architectural Review Committee, one member from the Downtown Parking Advisory Board, one member from the Arroyo Grande Tourism Business Improvement District Board, and one member from the South County Chamber of Commerce Board of Directors. This Panel convened on March 2, 2022, via teleconference, to review the applications and make funding recommendations to City Council.

ANALYSIS OF ISSUES:

The Committee voted to present the following funding recommendations listed in Table 1 below (recommendations are in the far right column) for approval by Council:

NAME OF NONPROFIT PROJECT SUMMARY AREA
SERVED

GRANT AMOUNT

Page 221 of 636 ends

Item 9.c.

City Council
Consideration of a Resolution Approving Arroyo Grande Community Service Grant Program Allocations for Fiscal Year 2021-22
March 8, 2022

Page 3 ends

NAME OF NONPROFIT PROJECT SUMMARY AREA
SERVED

GRANT AMOUNT

REQUESTED IN
2022
GRANT
PANEL
REC.
8) Camp Fire
Central Coast
Funding for after-school,
home-school, and summer
programs
AG $10,000 $2,100
9) CASA Train volunteers to
advocate for children in the
court system
SLO
County
$5,000 $1,000
10) Central Coast
Aquarium
Marine science discovery
labs for underserved
students
SLO
County &
Santa
Maria
$2,000 $1,000
11) Central Coast
Childbirth Network
Host wellness expo to
connect families with
resources and support
SLO
County
w/
emphasis
on AG
$6,000 $4,000
12) Clark Center Arts in Education program
for scholarships, grants,
and student art shows
SLO &
SB
Counties
$10,000 $10,000
13) AG United
Methodist
Children’s Center
Cover increased expenses
required to maintain a safe
environment during the
ongoing pandemic
5 Cities $22,200 $0
14) Five Cities
Meals on Wheels
Provide hot meals to
homebound residents of all
ages
5 Cities $5,000 $5,000
15) Hospice of SLO
County
Grief counseling and inhome support to residents
with life limiting or life
threatening illnesses
AG $5,000 $5,000
16) Lumina Alliance Emergency services for
victims of sexual assault
and intimate partner
violence
SLO
County
$10,000 $4,000
17) People’s Self
Help Housing
Support for the Supportive
Housing Program assisting
residents of affordable
housing units to increase
resiliency and enhance
health outcomes
AG $5,000 $2,000
18) Shower the
People
Provides free hot showers
to homeless individuals
SLO
County
$10,000 $7,500

Page 222 of 636 ends

Item 9.c.

City Council
Consideration of a Resolution Approving Arroyo Grande Community Service Grant Program Allocations for Fiscal Year 2021-22
March 8, 2022

Page 4 ends

NAME OF NONPROFIT PROJECT SUMMARY AREA
SERVED

GRANT AMOUNT

REQUESTED IN
2022
GRANT
PANEL
REC.
19) SLO County
YMCA
Financial assistance for
out of school programs for
families in need
SLO
County
$2,500 $2,500
20) SLO SCORE Free and confidential
consulting and workshops
for small businesses
SLO
County
and
Santa
Maria
Valley
$1,000 $965
21) South County
Family Educational
& Cultural Center
New roof SLO
County
$6,000 $2,000
22) United Way of
SLO County
Support for a call line that
provides information and
referrals to programs for
those in need
SLO
County
$10,000 $2,000
$169,178 $82,065
To be eligible to receive funding made available by the allocation of ARPA funds, applicants were asked to demonstrate on their applications how their organizations’ finances were negatively impacted by the COVID pandemic. The Panel was cognizant of this requirement, and the recommendations identified in Table 1 are consistent with that requirement. The remaining $25,000 was available to any eligible organization, regardless of the effects of COVID on their financial support.

The Panel prioritized organizations that provide services to the homeless population in our community, and also those that benefit children and seniors. For example, the applications for Shower the People, Arroyo Grande Community Hospital Foundation, and People’s Self Help Housing indicate that grant funding will be directed to services for homeless individuals, or those at risk of homelessness. Arroyo Grande Bulls Baseball, SLO County YMCA, and Five Cities Meals on Wheels are examples of organizations recommended for funding that cater to children and seniors. Organizations that were forced to close their facilities due to the COVID pandemic, such as the Clark Center and Camp Arroyo Grande, were also identified as priorities for funding. Other screening criteria included: whether the funds go directly to products and services for clients (versus administration costs); how many local Arroyo Grande residents are served; and an organization’s existing funding base (whether the requested funds are necessary for the project or program to succeed). The Panel also expressed a preference for awarding

Page 223 of 636 ends

Item 9.c.

City Council
Consideration of a Resolution Approving Arroyo Grande Community Service Grant Program Allocations for Fiscal Year 2021-22
March 8, 2022

Page 5 ends

grant funding that be used to sustain existing, established programs rather than to start a new program given the uncertainty of future funding opportunities.

Staff recommends that Council approve the CSGP funding recommendations made by the Committee, as detailed in the table above and in the accompanying resolution.

ALTERNATIVES:

The following alternatives are provided for the Council’s consideration:

1. Adopt the proposed Resolution to approve CSGP funding for the programs identified in Attachment 1 for FY 2021-22;

2. Modify and approve CSGP funding for the modified list of programs for FY 2021- 22; or

3. Provide direction to staff.

ADVANTAGES:

The City’s CSGP provides a funding opportunity, separate from CDBG, for local public service programs that address unmet needs in the community. Funding from the CSGP allows local non-profit organizations to provide services that directly benefit residents of Arroyo Grande.

DISADVANTAGES:

Due to an increase in the number of non-profit agencies that submitted applications, the COVID-19 pandemic, and the total amount of funds requested compared to requests received in 2021, only three (3) requests were recommended to be fully funded and one (1) applicant was recommended to receive no funding at all.

ENVIRONMENTAL REVIEW:

No environmental review is required for this item.

PUBLIC NOTIFICATION AND COMMENTS:

The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.

Attachments:

1. Proposed Resolution

2. FY 2021-22 CSGP Applications

Page 224 of 636 ends

ATTACHMENT 1
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ARROYO GRANDE APPROVING ARROYO GRANDE

COMMUNITY SERVICE GRANT PROGRAM ALLOCATIONS
FOR FISCAL YEAR 2021-22
WHEREAS, on September 23, 2014, the City Council approved the Community Service Grant Program (CSGP) process and annually budgets funds to implement the program; and WHEREAS, on March 14, 2017, the City Council renamed the Community Service Grant Program the Jim Guthrie Community Service Grant Program (JGCSGP); and WHEREAS, on June 9, 2020, the City Council renamed the Jim Guthrie Community Service Grant Program (JGCSGP) back to the Community Service Grant Program (CSGP); and WHEREAS, City Council authorized $57,065 of funding from the American Rescue Plan Act (ARPA) received by the City to supplement the $25,000 budgeted for the 2021-2022 Community Service Grant Program, bringing the total funding available for this program in FY 2021-22 to $82,065; and
WHEREAS, the City received a total of twenty-two (22) applications requesting a total of $169,178 from the 2021-22 CSGP; and
WHEREAS, the City Council established a CSGP Grant Panel (the "Panel") consisting of one member from each of the City’s current advisory boards and the South County Chamber of Commerce Board of Directors; and
WHEREAS, the Panel convened on March 2, 2022 to develop recommendations for City Council’s consideration; and
WHEREAS, on March 8, 2022, the City Council considered the recommendations of the Panel and approved funding for certain proposed CSGP programs.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Arroyo Grande hereby approves funding for the 2021-22 CSGP projects as set forth in Exhibit “A" attached hereto and incorporated herein by this reference, subject to all of the rules, requirements, and regulations applicable to the CSGP and its grant recipients.

On motion by Council Member_______, seconded by Council Member_______, and by the following roll call vote, to wit:

AYES:

NOES:

ABSENT:
the foregoing Resolution was adopted this 8
th day of March, 2022.

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RESOLUTION NO.

PAGE 2
____________________________________

CAREN RAY RUSSOM, MAYOR
ATTEST:
____________________________________

JESSICA MATSON, CITY CLERK
AS TO CONTENT:
____________________________________

WHITNEY MCDONALD, CITY MANAGER
APPROVED AS TO FORM:
____________________________________
TIMOTHY J. CARMEL, CITY ATTORNEY

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RESOLUTION NO.

PAGE 3
EXHIBIT ‘A’
Arroyo Grande 2021-22 Arroyo Grande Community Service Grant Program NAME OF NONPROFIT PROJECT SUMMARY AREA
SERVED

GRANT AMOUNT

REQUESTED IN
2022
GRANT
PANEL
REC.
1) Arroyo Grande
Bulls Baseball
Baseball development
camps for youth
AG $8,778 $5,000
2) Arroyo Grande
Community
Hospital
Foundation
Personal sleeping packs
for homeless patients upon
release from hospital care
SLO
County
$7,200 $5,500
3) AG In Bloom Insurance, equipment, and
supplies
AG $3,500 $2,500
4) Assistance
League of SLO
County
Operation School Bell
provides school supplies
and clothing to students in
need
SLO
County
$3,500 $2,500
5) Big Brothers Big
Sisters of SLO
County
Youth mentoring program SLO
County
$10,000 $1,000
6) Boy Scouts – Los
Padres Council
Recruitment and
scholarship opportunities
for new members
SB and
SLO
Counties
$1,500 $1,500
7) Camp Arroyo
Grande (5 Cities
Community Service
Foundation)
Restoration of historic
tabernacle
AG $25,000 $15,000
8) Camp Fire
Central Coast
Funding for after-school,
home-school, and summer
programs
AG $10,000 $2,100
9) CASA Train volunteers to
advocate for children in the
court system
SLO
County
$5,000 $1,000
10) Central Coast
Aquarium
Marine science discovery
labs for underserved
students
SLO
County &
Santa
Maria
$2,000 $1,000
11) Central Coast
Childbirth Network
Host wellness expo to
connect families with
resources and support
SLO
County
w/
emphasis
on AG
$6,000 $4,000
12) Clark Center Arts in Education program
for scholarships, grants,
and student art shows
SLO &
SB
Counties
$10,000 $10,000
13) AG United
Methodist
Children’s Center
Cover increased expenses
required to maintain a safe
environment during the
ongoing pandemic
5 Cities $22,200 $0

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RESOLUTION NO.

PAGE 4
NAME OF NONPROFIT PROJECT SUMMARY AREA
SERVED

GRANT AMOUNT

REQUESTED IN
2022
GRANT
PANEL
REC.
14) Five Cities
Meals on Wheels
Provide hot meals to
homebound residents of all
ages
5 Cities $5,000 $5,000
15) Hospice of SLO
County
Grief counseling and inhome support to residents
with life limiting or life
threatening illnesses
AG $5,000 $5,000
16) Lumina Alliance Emergency services for
victims of sexual assault
and intimate partner
violence
SLO
County
$10,000 $4,000
17) People’s Self
Help Housing
Support for the Supportive
Housing Program assisting
residents of affordable
housing units to increase
resiliency and enhance
health outcomes
AG $5,000 $5,000
18) Shower the
People
Provides free hot showers
to homeless individuals
SLO
County
$10,000 $5,000
19) SLO County
YMCA
Financial assistance for
out of school programs for
families in need
SLO
County
$2,500 $4,000
20) SLO SCORE Free and confidential
consulting and workshops
for small businesses
SLO
County
and
Santa
Maria
Valley
$1,000 $965
21) South County
Family Educational
& Cultural Center
New roof SLO
County
$6,000 $2,000
22) United Way of
SLO County
Support for a call line that
provides information and
referrals to programs for
those in need
SLO
County
$10,000 $2,000
$169,178 $82,065

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learning at the time, these camps served as many youths’ primary opportunity to exercise and interact with peers. The feedback we received from participants, parents and community members was profound and demonstrated the immense impact such camps can have -- parents shared that these camps helped their children not only on the baseball field but also academically.

How is the local need for this program or service determined? Based on participants’ feedback from our previous camps and on our extensive experience in the local baseball community, it is evident that many youth do not have access to batting cages or fields or necessary equipment. We also know from experience that access to city baseball fields in general can be limited given the various sports leagues in the area. Because of this, we are requesting funding for the purchase of equipment such as moveable pitching mounds, baseballs and a protective batting cage that can be used on city baseball fields, at our training facility or at any public park. This will allow for more youth in our community to have access to baseball and the benefits it provides both on and off the field.

Describe your organizational capacity to successfully carry out the proposed activities.

Number of Full Time Staff: N/A Number of Part Time Staff: N/A Number of Volunteers: 21
Description:

Arroyo Grande Bulls Baseball Club, Inc is the only nonprofit club baseball team in Arroyo Grande, for the youth of Arroyo Grande. We have successfully coached multiple teams since 2018, growing from one initial team to seven teams currently. This growth is a strong indication of our longevity and successful management of the organization. Additionally, in 2020, we held successful baseball camps through the City of Arroyo Grande’s Recreation Department. The camps served about 60 boys and girls from the ages of 8-15.

To ensure our ability to successfully carry out the proposed program, we have a large pool of dedicated volunteer coaches as well as former collegiate and professional players who often assist with coaching.

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Program/Service OUTPUTS:

Ongoing youth skills baseball clinics, grouped by age and conducted at a minimum of once a week.

Total time of service for each clinic would be 2-3 hours, including 1 ½-hours for clinic time with participants, 30-60 minutes prior to clinic start time for coaches/volunteers to review evaluations/questionnaires/abilities assessments and prepare/plan adjustments based on feedback and an additional 30-60 minutes after sessions to collect questionnaires, handle equipment maintenance and clean up.

Program/Service OUTCOMES:

The goal is to reach 50 more local youth, in addition to the 50 Arroyo Grande youth we already serve.

Every quarter we will evaluate the number of participants total, how many new participants we have with each clinic, how many returning players we have each month and how many are no longer participating, along with their reason, if given. The more Arroyo Grande youth we can get into this recreation program the more opportunity for physical activity and healthy peer interactions and the chance for youth to try a sport like baseball and benefit from the skills it provides on and off the field.

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Arroyo Grande residents and/or businesses;
(4) Grantee will conduct or provide the community services itself rather than through a separate entity;
(5) Grantee will not restrict participants based upon race, religion, gender, sexual orientation, marital status, national origin, ancestry, disability medical condition, or age; and
(6) Grantee will not use funds provided under this Agreement specifically for religious activities.

3. PAYMENT OF GRANT FUNDS
(a) Grantee must maintain receipts for expenditures made in furtherance of the community services provided for in Exhibit A. Grantee must also prepare and submit to the City a report describing the relationship between the expenditure and the tasks and activities identified in Exhibit A. This report and the receipts described herein shall be submitted to the City with each request for reimbursement. (b) Grantee is eligible for reimbursement for approved expenditures in an amount not to exceed a total of $________.
(c) All requests for reimbursement must be received by Grantor prior to June 30, 2022.

4. REIMBURSEMENT FOR IMPROPER EXPENDITURES
If at any time it is determined by Grantor that funds provided for under this Agreement have been used by or on behalf of Grantee in a manner or for a purpose not authorized by this Agreement, Grantee hereby obligates itself, at the Grantor’s request, to pay to the Grantor an amount equal to one hundred percent of the amount improperly expended. This obligation shall survive termination of this Agreement.

5. STATUS
Nothing in this Agreement is intended nor shall be construed to create an employer-employee relationship or a joint venture relationship between Grantor and Grantee. Neither Grantee nor any of Grantee’s agents, employees or contractors are or shall be considered to be agents or employees of Grantor in connection with the performance of Grantee’s obligations under this Agreement.

6. TERMINATION FOR CAUSE
If Grantor determines that the Grantee has requested reimbursement for purposes that are not permitted or are prohibited under the terms and provisions of this Agreement, or if the Grantor determines that the Grantee has failed to fulfill its obligations under this Agreement in a timely and professional manner, or if the Grantee is in violation of the terms of this Agreement, then Grantor shall have the right to terminate this Agreement effective immediately upon giving written notice to Grantee. 2 7. INDEMNIFICATION

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Grantee agrees to accept responsibility for loss or damage to any person or entity, and shall defend, indemnify and hold harmless Grantor, its officers, employees and agents from any and all claims and demands, liability, damages, costs, expenses, judgments (including, but not limited to attorney fees and expert witness costs) that may be asserted by any person or entity, including Grantee, arising out of or in connection with the performance by Grantee hereunder and/or the use of the City of Arroyo Grande Community Service Grant fund monies.

8. COMPLIANCE WITH LAW
Grantee agrees to comply with all City of Arroyo Grande, Federal and State laws and regulations applicable to Grantee. In particular, Grantee agrees to comply with the terms and conditions contained in the City of Arroyo Grande Community Service Grant Program, which is attached hereto as Exhibit “B” and incorporated herein by this reference.

9. ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof, without the prior written consent of Grantor.

10. GOVERNING LAW
Grantor and Grantee understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the superior or federal district court with jurisdiction over the City of Arroyo Grande.

11. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations, and statements, either oral or written, are merged into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party’s own independent investigation of any and all facts such party deems material.

12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the mutual written consent of all of the parties to this Agreement. 3 13. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Grantee warrant

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and represent that he/she has the authority to execute this Agreement on behalf of the Grantee and has the authority to bind Grantee to the performance of its obligations hereunder.

IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.

GRANTOR GRANTEE
By:________________________ By: Anthony Bernal
Whitney McDonald, City Manager Arroyo Grande Bulls Baseball Club, Inc.

Attachments:

Exhibit A- Arroyo Grande Community Service Grant Program Application 4

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
i. A brief (50 words or less) description of the proposed program or service j. Indicate if your organization has been affected by the COVID-19 pandemic

2. Attachment B: Program/Service Information
a. Briefly describe your organization and its mission.
b. Summarize your proposed program or service.
c. How is the program or service beneficial to Arroyo Grande residents? i. How is local need for this program/service determined? ii. Approximate number of City of Arroyo Grande residents served by the non-profit organization.
d. Describe your organizational capacity to successfully carry out the proposed activities (i.e. past performance and history of the organization will be considered to assess the agency’s prospects for achieving its goals and objectives).

3. Attachment C: Scope of Work or Work Plan and Budget Worksheet

4. Attachment D: Signed Agreement with the City of Arroyo Grande (to be fully executed upon grant award).

5. Attachment E: Proof of 501(c)(3) status with a copy of the letter from the IRS.

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Friday, December 17, 2021 addressed to:

City of Arroyo Grande
Community Development Department
Andrew Perez, Associate Planner
300 E. Branch Street
Arroyo Grande CA 93420

OR SUBMITTED ELECTRONICALLY TO
[email protected]
Applications are encouraged to be submitted electronically.

Electronic signatures are accepted.

Please download and save this application packet to your computer. This is a fillable PDF, and applicants are encouraged to complete this packet electronically. Alternatively, applicants may print and complete this packet by hand, and either scan and submit electronically to the email address above or mail the hard copy to the above listed address.

For questions please contact:

Andrew Perez
Associate Planner
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:

City: State: Zip:

Physical Address:
(if different from Mailing Address)
City: State: Zip:

Fund Amount Requested: $
Previous Funds Received? Ƒ Yes Ƒ No If Yes, Year Received:

Amount Received:

Tax ID Number:

Has your organization been affected by COVID-19? Ƒ Yes Ƒ No Executive Director:

Email Address:

Phone Number:

Grant Program Contact:
(if different from Executive Director)
Email Address:

Phone Number:

Program or Service Title:

Arroyo Grande Community Hospital Foundation
345 S. Halcyon Rd.

Arroyo Grande CA 93420
■
20-3256066
Montisa Phelan Lopez
(
Matthew H. Fisk
Sleeper Packs for Homeless Patients of Arroyo Grande Community Hospital

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
Brief description of the proposed program or service (50 words or less):

On October 12, 2021 City Council authorized $57,065 of funding from the American Rescue Plan Act (ARPA) received by the City to supplement the $25,000 budgeted for the 2021-2022 Community Service Grant Program.

To be awarded grant money from the ARPA funds, an eligible applicant needs to describe how the public health emergency negatively impacted their organization’s financial condition. Please include a thorough description of the negative impacts experienced by your organization as a result of the COVID-19 pandemic, and include documentation if possible.

Arroyo Grande Community Hospital (AGCH) Foundation requests a Community Grant from the City of Arroyo Grande in the amount of $7,200 for the purchase and distribution of portable shelters and personal supplies to homeless patients upon release from hospital care.

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:
x List Area(s) Served by Non-Profit Organization:
x Summary:

How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
x Description:

How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:
x Description:
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18,033
20 0

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

A. What are the objectives? What is the program or service aiming to accomplish? B. How will those goals be achieved, and in what timeframe? C. What is the evaluation methodology for measuring results? How can results be quantified and observed?
D. Results should be meaningful, measurable, and demonstrate the difference the proposed project makes, or is intended to make, in the lives of the people within the program or receiving the service.

E. Output results show the amount of work performed or services received.

F. Outcomes show the quality of the performance and answer the questions: who is better off by providing this program or service? What percentage of residents are assisted or are benefitting from this program or service?
Program/Service
Objectives:

Major Tasks to Complete
(to achieve associated goal) Timeline Evaluation Methodology Program/Service OUTPUTS:

Program/Service OUTCOMES:

Distribute Sleeping Packs Purchase sleeping packs @ $35+tax x 75 patients 12 months Homeless patients documented via Cerner database Distribute Solar Chargers Purchase solar chargers @ $25+tax x 75 patients 12 months Homeless patients documented via Cerner database Distribute toiletries packs Purchase toiletries packs @ $5+tax x 100 patients 12 months Homeless patients documented via Cerner database Distribute thermal socks Purchase thermal socks @ $10+tax x 70 patients 12 months Homeless patients documented via Cerner database Distribute hand warmers Purchase hand warmers @ $27+tax /pack of 40 x 5 12 months Homeless patients documented via Cerner database Distribute thermal neck gaiters Purchase neck gaiters @ $140+tax/box of 48 x 2 12 months Homeless patients documented via Cerner database Distribute thermal skullcaps Purchase thermal skullcaps @ $120+tax/box of 72 12 months Homeless patients documented via Cerner database Homeless patients will be outfitted with mobile sleeping solutions and supplies needed for survival and successful recovery from illness or injury.

Successful distribution of these sleeping packs and supplies will help homeless patients make a full recovery and prevent readmission to the hospital. This program will also help homeless patients shelter more safely as they await options for temporary and permanent housing.

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COMMUNITY SERVICE GRANT APPLICATION
2021-22
ATTACHMENT D: DRAFT FUNDING AGREEMENT

THIS ARROYO GRANDE COMMUNITY SERVICE GRANT FUNDS AGREEMENT (“Agreement”), is made and effective as of ____________, 2022 (the “Effective Date”), by and between the City of Arroyo Grande, a municipal corporation (“Grantor”), and the ___________________, a non-profit 501(c)(3) corporation (“Grantee”).

RECITALS
WHEREAS, Grantor has established the Arroyo Grande Community Service Grant Program to provide grant funding to local, non-profit 501c3 corporations that provide public service programs; and
WHEREAS, on _______________, 2022, the Arroyo Grande City Council held a public hearing to consider the applications for the Arroyo Grande Community Service Grant Program;
WHEREAS, Grantee is a local, non-profit 501c3 corporation that provides a public service program and was approved by the City Council for participation in the 2021-2022 Arroyo Grande Community Service Grant Program.

NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

1. TERM
This Agreement shall commence on the Effective Date and shall remain and continue in effect until all requests for reimbursement described in Section 3 are processed, or unless sooner terminated pursuant to the provisions of this Agreement.

2. SERVICES
(a) The Arroyo Grande Community Service Grant Program Application, attached hereto as “Exhibit A” and incorporated herein by this reference, identifies the description of community services to be performed by Grantee during the implementation of this Agreement. Grantee agrees that any funds received from Grantor may only be used to provide the community services set forth in Exhibit A. (b) Grantee agrees to the following requirements in administering the community services set forth in Exhibit A:
(1) Grantee will at all times during the duration of this Agreement operate as a non-profit 501c3 corporation in good standing;
(2) Provide services benefiting the City of Arroyo Grande; (3) Use funds provided by Grantor to directly provide a social service, educational, cultural, beautification or recreation program or project to Arroyo Grande residents and/or businesses;
TBD
TBD
[date]

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2 (4) Grantee will conduct or provide the community services itself rather than through a separate entity;
(5) Grantee will not restrict participants based upon race, religion, gender, sexual orientation, marital status, national origin, ancestry, disability medical condition, or age; and
(6) Grantee will not use funds provided under this Agreement specifically for religious activities.

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3 7. INDEMNIFICATION
Grantee agrees to accept responsibility for loss or damage to any person or entity, and shall defend, indemnify and hold harmless Grantor, its officers, employees and agents from any and all claims and demands, liability, damages, costs, expenses, judgments (including, but not limited to attorney fees and expert witness costs) that may be asserted by any person or entity, including Grantee, arising out of or in connection with the performance by Grantee hereunder and/or the use of the City of Arroyo Grande Community Service Grant fund monies.

9. ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof, without the prior written consent of Grantor.

12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the mutual written consent of all of the parties to this Agreement.

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4 13. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Grantee warrant and represent that he/she has the authority to execute this Agreement on behalf of the Grantee and has the authority to bind Grantee to the performance of its obligations hereunder.

IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.

GRANTOR GRANTEE
By:____________________________ By: ___________________________ Whitney McDonald, City Manager
Attachments:

Exhibit A- Arroyo Grande Community Service Grant Program Application

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CITY OF ARROYO GRANDE
FY22 COMMUNITY SERVICE GRANT PROGRAM
APPENDIX B: PROGRAM/SERVICE INFORMATION
Organization Description
Established in 1961, Arroyo Grande Community Hospital is a nonprofit full-service general, acute care, and medical-surgical facility with 67 beds serving residents in southern San Luis Obispo County. Arroyo Grande Community Hospital Foundation began operating in 2006 to support Arroyo Grande Community Hospital by soliciting philanthropic gifts, providing stewardship of these gifts, and granting funds to the hospital to advance the health of the community.

Mission Statement
Arroyo Grande Community Hospital is committed to delivering compassionate, high-quality, affordable health services; serving and advocating for the poor and disenfranchised; and partnering with others in the community to improve the quality of life. Arroyo Grande Community Hospital Foundation supports this mission through fundraising and relationship building. The Foundation solicits philanthropic gifts, provides stewardship of these gifts, and grants funds to the hospital to advance the health of the community.

Program/Service Summary
x Areas served by the Non-Profit Organization:

City of Arroyo Grande and southern San Luis Obispo County. x Summary:

Arroyo Grande Community Hospital Foundation requests a Community Service Grant from the City of Arroyo Grande in the amount of $7,200 for the purchase of personal sleeping packs that will enable homeless patients to shelter more safely upon release from the hospital. The packs will include a sleeping bag (attached to the pack) and hygienic and personal supplies, including a solarpowered charging device for phones and other electronics. These sleeper packs will help to reduce theft of belongings, especially sleeping bags, in the event a homeless resident is unsuccessful finding a bed at one of few local shelters with limited beds. More mobile sleeping solutions will also help to minimize makeshift bedding materials on the streets and in the public areas of Arroyo Grande. This outreach program distributing supplies complements other services provided free of charge to local homeless and economically insecure patients. Together these services contribute to the ultimate goal of helping these patients make a full recovery and prevent readmission to the hospital.

Because these free social outreach services extend beyond the regular programs and services of the hospital, and they serve an underserved patient population with little to no health insurance, their cost is not fully supported by organizational funding and investment from AGCH, a nonprofit hospital. Therefore, other than staff salaries, these services depend on additional funding from gifts and grants. A grant of $7,200 from the City of Arroyo Grande will be valuable to this program, as

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well as symbolic of the shared commitment to the well-being of the residents of Arroyo Grande by municipal government and AGCH.

Homelessness is one of California’s most visible public health crises. According to the US Interagency Council on Homelessness, 28% of the entire nation’s homeless population resides in California, and the number of reported homeless in the state increased by 7% in the course of 2020 to more than 161,000.1
According to the 2020 annual report by the 5Cities Homeless Coalition, a homeless advocacy group based in Grover Beach, 20% of San Luis Obispo County’s homeless population first became unhoused in Arroyo Grande.2
As the homeless individuals seeking
treatment in the hospital are among the most vulnerable of the homeless population, their hospital visit is a timely opportunity to connect them with the resources they need to be rehabilitated. Social workers are available to guide each homeless patient through their individual journey, monitor their status post-discharge, and ensure that they are connected to local resources. The goal is to help them return to the community with the health and support they need to improve their situation. This process often brings homeless individuals and families closer to stability and self-sufficiency than before their illness or injury occurred.

From July 2020 through June 2021, AGCH treated a total of 433 homeless patients in 662 individual encounters, 14.2% of whom suffer from chronic disabilities. AGCH does not discharge patients who do not have a place to sleep or otherwise do not have a good chance of recovering from their current condition. This means finding ways to pay for temporary lodging, transportation, food, clothing, prescriptions, or other needs that vary between cases and are not met by other agencies.

The City of Arroyo Grande declared a homeless shelter crisis in 2018 that is yet unresolved.3 The
nearest shelter, Prado Road Campus, is 14 miles north in the city of San Luis Obispo. There is only the South County Warming Center, which opens only with a 50% or higher chance of rain. The end result is more homeless on the streets of Arroyo Grande and the neighboring coastal communities of Grover Beach, Shell Beach, Pismo Beach, Guadalupe, and Oceano. Unhoused individuals are also at greater risk of contracting COVID-19 and experiencing life-threatening health consequences as a result.

It is, of course, the hope of our whole community that Arroyo Grande’s homeless population can find permanent housing. The reality is that many will need to wait months if not years for this opportunity, such as the new temporary pallet shelters opening next year in Grover Beach.4 Those
who are medically fragile or healing from a medical procedure are much more vulnerable. Hence, the personal sleeping packs AGCH plans to purchase and distribute with the funds received from the City of Arroyo Grande will help keep those compelled to remain unhoused safe with lightweight and mobile sleeping gear, supplies, and a solar powered charger for electronic devices. The desired 1 US Interagency Council on Homelessness, “California Homeless Statistics,” 2021, https://www.usich.gov/homelessness-statistics/ca. Last visited December 14, 2021. 2 5Cities Homeless Coalition, “2020 Annual Report To Our Community,” 2020, p. 4. 3 The City of Arroyo Grande, City of Arroyo Grande 2020-2028 Housing Element Update, December 2020, p. 60. 4 5Cities Homeless Coalition, “Temporary Emergency Shelter in Grover Beach,” September 22, 2021. https://5chc.org/temporaryshelter/. Last visited December 15, 2021.

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result is to provide more safety for discharged homeless patients until they can successfully apply for low income housing.

Number of population served by program
500 Homeless Patients; 18,033 population of Arroyo Grande How is this program or service beneficial to Arroyo Grande residents? This service will directly benefit the most vulnerable population of Arroyo Grande, meeting them at their greatest time of need to help rehabilitate them and provide safety. While this program is designed to serve local homeless patients treated at AGCH, it benefits the entire community of Arroyo Grande by helping to prevent the city’s homeless residents from constructing makeshift shelters of scavenged bedding materials.

How is local need for this program or service determined? All patients at AGCH are evaluated in terms of being housed or homeless, and other socioeconomic factors, called Social Determinants of Health, or SDOHs.

When a patient at AGCH is identified as homeless, an on-site social worker will assesses the patient’s individual needs, determine the best course of action for continued recovery after hospital discharge, and coordinate with local agencies to ensure a continuum of care.

After many years of working directly with homeless patients, Joan McKenna and Christina TrezzaHorn, both social workers at AGCH, have determined that the personal sleeping packs are an efficient and effective way to meet a basic and important need for the homeless in Arroyo Grande.

Describe your organizational capacity to carry out the proposed activities.

AGCH has an established system in place for providing services as needed for homeless patients.

Each homeless patient is met with an on-site social worker who evaluates their situation and provides available supplies as needed for each individual case.

FT Staff: (2) Joan McKenna, LCSW, Arroyo Grande Community Hospital Christina Trezza-Horn, LCSW, Arroyo Grande Community Hospital

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ATTACHMENT C:

BUDGET WORKSHEET
Budget Item Cost Est. Tax Total Cost
Requested Grant
Funding
Respite beds in shelters $750 $750
avg $75/day x 10 days
Food for Homeless Patients $500 $500
Non-perishable food bags from food insecurity program at sister hospital (Marian Regional Medical Center)
Transportation $7,000 $7,000
$50 avg x 140 patients
Prescriptions $2,500 $2,500
$250 avg x 10 patients
Supplies
Sleeping bag with straps $2,625 $190 $2,815 $2,815
$35 + tax* x 75 patients
Regular sleeping bags $1,875 $136 $2,011
$25 + tax x 75 patients
Solar phone chargers $2,500 $185 $2,685 $2,685
$25 + tax x 100 patients
Toiletries (toothbrush, toothpaste, mouthwash,
disinfectant wipes, first aid kit) $350 $25 $375 $375
$5 + tax x 100 patients
Thermal Socks (1 size) $700 $51 $751 $751
$10 + tax x 70 patients
One-Use Hand Warmers $135 $10 $145 $145
$27 + tax / pack of 40 x 5
Thermal neck gaiters $280 $20 $300 $300
$140 + tax / box of 48 x 2
Thermal skullcaps (unisex) $120 $9 $129 $129
$120 + tax / box of 72
Total $19,335 $626 $19,961 $7,200
* California sales taxes computed as 7.25%
Homeless Patient Assistance 2022
Project Budget - Services and Supplies for Homeless Patients of Arroyo Grande Community Hospital

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www.arroyograndeinbloom.org
PO Box 231, Arroyo Grande, CA 93421
2021 – 2022 Arroyo Grande Community Service Grant Program Cover Sheet
x Organization/Agency Name – Arroyo Grande in Bloom, Inc. x Program or Service Title – Arroyo Grande Community Service x Executive Director – Bob Lund
x Mailing Address – Po Box 231, Arroyo Grande, CA 93421 x Phone number –
x Email address – [email protected]
x Amount of funds requested - $3,500.00
x Funds received in prior years - None
Attachments

1. Program/service Information and Scope of Work

2. Budget Worksheet

3. Proof of 501(c)(3) status

4. 2018 America in Bloom Community Profile for Arroyo Grande

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
i. A brief (50 words or less) description of the proposed program or service j. Indicate if your organization has been affected by the COVID-19 pandemic

3. Attachment C: Scope of Work or Work Plan and Budget Worksheet

4. Attachment D: Signed Agreement with the City of Arroyo Grande (to be fully executed upon grant award).

5. Attachment E: Proof of 501(c)(3) status with a copy of the letter from the IRS.

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Friday, December 17, 2021 addressed to:

City of Arroyo Grande
Community Development Department
Andrew Perez, Associate Planner
300 E. Branch Street
Arroyo Grande CA 93420

OR SUBMITTED ELECTRONICALLY TO
[email protected]
Applications are encouraged to be submitted electronically.

Electronic signatures are accepted.

For questions please contact:

Andrew Perez
Associate Planner
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
Brief description of the proposed program or service (50 words or less):

Operation School Bell provides to Kindergarten – 12th grade students in need, living and attending school in all ten school districts in the Count, new school-appropriate clothing, a dental hygiene kit, a grade-appropriate book for each student's choosing, and a tote filled with grade-appropriate school supplies.

Our Thrift Store in San Luis Obispo is the primary source of revenue for our philanthropic programs. Its three-month closure was a considerable loss of revenue. Upon reopening, we were allowed only eight customers in the store at one time that then increased to 12. These factors have had a negative impact upon our revenue. Our revenue from March 15 through June 16 in 2019 was $88,325. The revenue from March through June in 2020 was $48,515.

The loss of $39,810 anticipated income was substantial to our chapter. We did receive a rent credit of $15,873 during that time.

Our dedicated Board of Directors and membership we have been able to ride out this pandemic and keep our Thrift Store open as allowed by the guidelines. Our members are mostly seniors and retired. They are among the at-risk group for COVID-19, but they have supported our mission faithfully through their thousands of volunteer hours.

We had to cancel our biennial fashion show and luncheon which was a substantial loss to our anticipated revenue for the 2020-21 fiscal year. Our national organization requires us to maintain one year's operating budget in assets.

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:
x List Area(s) Served by Non-Profit Organization:
x Summary:

How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
x Description:

How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:
x Description:

Mission Statement: Assistance League of San Luis Obispo County volunteers transforming the lives of children and adults through community programs.

San Luis Obispo County
We access the data from the State of California’s Free and Reduced Lunch Program in the previous year. We record the number of students from each school in the County who are eligible for this program. Using this total number and our Program Budget, we then allocate the number of Kindergarten - 12th grade students to be clothed in each school.

Operation School Bell was founded with the belief that for students to succeed academically and socially they need to have appropriate clothing. This allows students to focus on their course studies and become part of the school culture with confidence in their appearance. Studies show that inadequate clothing negatively affects students’ attendance. Students cannot succeed academically or socially if they do not attend school regularly. ,Assistance League has demonstrated the ability to successfully administer, staff and fund the Operation School Bell program for 26 years. During the past 2020-21 school year, we provided clothing to 1,636 children in our County in spite of all the community, national organization and retail partners' COVID-19 restrictions.

Because of the pandemic we reorganized our timeline and interaction with school personnel. The staffing of member volunteers at the retail stores has been changed. We have done what needs to be done to make this program succeed.

We are an all-volunteer organization with 105 members who, during the 2020-21 fiscal year donated 20.783 hours to our community. All functions of Assistance League are conducted by our Board of Directors and Membership.

Assistance League of San Luis Obispo County is a 501 (c)(3) public benefit, nonprofit corporation. We are an allvolunteer organization with no paid staff. We were incorporated in1996. Operation School Bell was adopted by Assistance League in 1995 to provide school clothing to students Kindergarten through 6th grade in need, living and attending school in San Luis Obispo County. Since its adoption, the program has been enhanced many times to meet the expanding needs of the students and families we serve. These changes have been administered with prudent consideration of our Operating Budget and the number of member volunteers required.

Operation School Bell® serves disadvantaged Kindergarten – 12th grade students who live in and attend school in San Luis Obispo County by providing them with new school-appropriate clothing, and through its subprograms a dental hygiene kit, a grade-appropriate book of his/her choosing, and a tote filled with grade-appropriate school supplies.
248
00 105

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

E. Output results show the amount of work performed or services received.

Major Tasks to Complete
(to achieve associated goal) Timeline Evaluation Methodology Program/Service OUTPUTS:

Program/Service OUTCOMES:
2,600 Kindergarten - 12th grade students in need, living and attending school in San Luis Obispo County will have received new school-appropriate clothing; a dental hygiene kit, a grade-appropriate book of his/her choosing; and a tote filled with grade-appropriate school supplies through Operation School Bell. The cost to clothe each K - 5th grade students is $120. The cost of clothing each 6th - 12th grade student is $150.

Create annual chapter Operating
Budget.

Retail Store Coordination with
Kohl's and Old Navy
Operation School Bell Referral
Information to school personnel
Operation School Bell clothing
dates have been determined.

Clothing sessions are implemented
two or three times a week through
May or until the allocated budget
is that 2,600 Kindergarten - 12th
grade students in need, living and
attending school in San Luis
Obispo County will have
adequate clothing to attend
school. The ultimate goal of
Operation School Bell is to
improve attendance and
positively affect the academic and
social success of these
underserved students.

August 2021
- May 2022
Students are met by
volunteers at Kohl's and
Old Navy for the clothing
sessions.

August 2021
- May 2022
Clothing referrals for
students have been created
with date, times and place of
their clothing appointments.

Chapter liaisons have given
the information with the
number of students to be
clothed.to the schools.

August 2021
- May 2022
July 2021 -
May 2022
Clothing dates have been
scheduled with the stores.

Operating Budget
has been prepared and
approved by the Board
and Membership.

January -
April 2021 The goal for the 2021-22 school year
The number of students clothed with their grade, gender, school, school district, and city of residence will be recorded in our Assistance League program database which allows us to accurately monitor these statistics. The percentage of identified impoverished student benefiting is 18%.

A Measured Outcomes Survey will be completed by each school evaluating the affect of Operation School Bell on students at their school. The results from January of 2021 were:
76% reported students' participation in Operation School Bell had a positive effect on classroom behavior;

85.9% reported students'; participation in Operation School Bell had a positive effect on student confidence;

97.2 % reported that Operation School Bell serves a high priority need in their school.

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COMMUNITY SERVICE GRANT APPLICATION
2021-22
ATTACHMENT D: DRAFT FUNDING AGREEMENT

NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

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4. REIMBURSEMENT FOR IMPROPER EXPENDITURES

If at any time it is determined by Grantor that funds provided for under this Agreement have been used by or on behalf of Grantee in a manner or for a purpose not authorized by this Agreement, Grantee hereby obligates itself, at the Grantor’s request, to pay to the Grantor an amount equal to one hundred percent of the amount improperly expended. This obligation shall survive termination of this Agreement.

5. STATUS

Nothing in this Agreement is intended nor shall be construed to create an employer-employee relationship or a joint venture relationship between Grantor and Grantee. Neither Grantee nor any of Grantee’s agents, employees or contractors are or shall be considered to be agents or employees of Grantor in connection with the performance of Grantee’s obligations under this Agreement.

6. TERMINATION FOR CAUSE

If Grantor determines that the Grantee has requested reimbursement for purposes that are not permitted or are prohibited under the terms and provisions of this Agreement, or if the Grantor determines that the Grantee has failed to fulfill its obligations under this Agreement in a timely and professional manner, or if the Grantee is in violation of the terms of this Agreement, then Grantor shall have the right to terminate this Agreement effective immediately upon giving written notice to Grantee.

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3 7. INDEMNIFICATION

8. COMPLIANCE WITH LAW

Grantee agrees to comply with all City of Arroyo Grande, Federal and State laws and regulations applicable to Grantee. In particular, Grantee agrees to comply with the terms and conditions contained in the City of Arroyo Grande Community Service Grant Program, which is attached hereto as Exhibit “B” and incorporated herein by this reference.

9. ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof, without the prior written consent of Grantor.

12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the mutual written consent of all of the parties to this Agreement.

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IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.

GRANTOR GRANTEE
By:____________________________ By: ___________________________ Whitney McDonald, City Manager
Attachments:

Exhibit A- Arroyo Grande Community Service Grant Program Application

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:

Proof of 501(c)(3) status with a copy of the letter from the IRS.

II. CERTIFICATION:

I certify on behalf of _________________________________ non-profit organization, that I have read, understand and agree that the aforesaid information is accurate, factual and current. I understand that an award of funds, if granted, will be for the sole use as reflected in this application form. I further certify that as a condition of receiving funds, an agreement with the City of Arroyo Grande, in a form and content provided by the City of Arroyo Grande, will be signed and executed by a duly authorized representative of said non-profit organization.

I am aware of and certify that our non-profit organization will adhere to all City regulations regarding the 2021-22 Community Service Grant Program including, but not limited to, maintaining non-discriminatory policies, practices and intent. I also, on behalf of our nonprofit organization, agree to indemnify, defend, and hold harmless the City of Arroyo Grande relative to any and all liability that may arise as a result of the use of the City of Arroyo Grande Community Service Grant Fund monies.

Date: _______________ Signature: __________________ _______ __ Executive Director or Designee
________________________ _____
Board of Director or Officer
Assistance League® of San Luis Obispo County
12-13-2021

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:

City: State: Zip:

Physical Address:
(if different from Mailing Address)
City: State: Zip:

Fund Amount Requested: $
Previous Funds Received? Ƒ Yes Ƒ No If Yes, Year Received:

Amount Received:

Tax ID Number:

Has your organization been affected by COVID-19? Ƒ Yes Ƒ No Executive Director:

Email Address:

Phone Number:

Grant Program Contact:
(if different from Executive Director)
Email Address:

Phone Number:

Program or Service Title:
10,000
Big Brothers Big Sisters of San Luis Obispo County
P.O. Box 12644
San Luis Obispo CA 93406
142 Cross Street, Suite 140
San Luis Obispo CA 93401
■ 2019
$3,000
77-0348487
■
Jenny Luciano
[email protected]
Jenny Luciano
Same as above
Same as above
CEO

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
Brief description of the proposed program or service 50 words or less Youth mentoring programs, supported by qualified volunteers promote academic achievement, educational advancement (college/career trades), reduction/elimination of risky behaviors, social/emotional development, and leadership skill development for youth ages 7-18. Youth mentoring is research-based and proven to support the long-term success of vulnerable children who need additional support in their lives.

On October , 0, City Council authorized 5,05 of funding from the merican Rescue Plan ct RPreceived by the City to supplement the 5,000 budgeted for the 0-0Community Service Grant Program.

To be awarded grant money from the RP funds, an eligible applicant needs to describe how the public health emergency negatively impacted their organization’s financial condition. Please include a thorough description of the negative impacts eperienced by your organization as a result of the COVID- pandemic, and include documentation if possible.

Approximately 1/3 (or $225,000) of BBBS SLO's budget comes from events.

In 2020, our annual Dodgeball Tournament had to be cancelled due to COVID restrictions, which raises $20,000 annually. In addition, The 2020 Big Event was rescheduled from May to August, and again to a third date in November, where we decided to cancel the in-person event and hold it virtually online. 2020 was our 25th Anniversary, and it should have been a record-breaking year, however, the virtual event did not prove to be such. The event normally nets around $150,000 but last year only raised $118,000. Together, these events realized an annual loss of $52,000 for the agency.

In 2021, our normal Dodgeball tournament was converted to a Cornhole tournament that raised $8,900 instead of the regular $20,000 that Dodgeball brings. This is an additional event income loss of $11,100. Total loss from 2020/2021 events disruptions due to the pandemic total $63,100.

Further, the downturn in the economy has hurt individual gifts for our Community Support Campaign.

This campaign starts annually in August. In 2020 we raised $147,000 during that campaign, which runs through December. As of 12/16/2021, we have only raised $70,000 for the Community Support Campaign. We are attributing this to the pandemic and inflation.

Total loss to date from pandemic related impact for 2020/2021 = $ 140,100

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Core Values:

Our vision is that all youth achieve their full potential. To support this vision, we partner with parents/guardians, volunteers, and others in the community with the goal of each child in our program achieving:
x Educational success and academic advancement
x Higher aspirations, greater confidence, and better relationships through social-emotional learning
x Avoidance of risky behaviors (truancy, tardiness, substance use/abuse, negative relationships, and violence)
Brief History:

Since 1995, our award-winning agency has created and supported over 3,500 youth mentor relationships providing professional mentoring experience to San Luis Obispo County. In 2021 to date, we served 218 mentor pairs; 31% of them live in the City of San Luis Obispo and 69% live in greater SLO County.

Organizational Structure:

Mission Statement
Our mission is to create and support one-to-one youth mentoring relationships that ignite the power and promise of youth.

Program or Service Summary:
• List reas Served by on-Profit Organization
San Luis Obispo County including the 5 Cities area of rroyo Grande, Grover Beach, Pismo Beach, Oceano, and Shell Beach/vila.
• Summary
Programs:

Community Based Program: Matches youth ages 5 to 15 (typically) with adult role models who support research-based, one-to-one mentoring techniques in their match. Emphasis is placed on the value of having fun together and forming a bond based upon mutual interests and shared experiences.

School Based Program: Pairs high school and college students with elementary students for weekly supervised group and individual activities. Current programs take place at three elementary school sites: Pacheco (SLO), Del Mar (Morro Bay) and Nipomo. Both programs create exceptional bonds between at-risk children and high school mentors who have volunteered to support them. Page 291 of 636 COMMUNITY SERVICE GRANT APPLICATION 2021-22
Middle School Mentoring Program: The Middle School Mentoring pairs high school sophomores and juniors with students at Paulding and Judkins Middle Schools for professionally facilitated, weekly, supervised group and individual mentoring activities. AGHS students mentor middle school students through their 9th grade transitional year onto the AGHS campus. Upon completion of 9th grade, the Littles (mentees) can apply to become Bigs (mentors) and participate in the leadership phase of this program. This program is partially funded through a contract with Lucia Mar Unified School District, who hopes to further expand mentoring programs in the area next school year.

Process:

For our Community Based Program all applicants are thoroughly screened and trained, which includes child safety training for all participants including parents. Once an appropriate match is identified, we facilitate the introduction and then support the one-to-one match monthly with one-on-one case management in the first year, and quarterly thereafter if the relationship can support a less frequent schedule. Should more support be needed, the schedule is increased. This allows us to ensure child safety and sustain successful, long-term relationships with positive outcomes for the youth and volunteers.

Our School Based Programs follow the same screening and training processes that Community Based programs do. However, they are facilitated by professional staff who are always on site to support the matches with needs that arise and to provide meaningful program activities that support social/emotional coping skills and growth opportunities.

Evaluation:

Big Brothers Big Sisters is widely regarded as a leader in evidence-based mentoring and has contributed significantly to the growing body of research on best practices in youth mentoring. Our dedication to assessing the effects of our program and using this information to continuously improve our services sets us apart from other youth serving organizations and mentoring programs.

We measure youth outcomes, evaluate program quality, and strength of mentoring relationships using numerous research-based tools developed by national research partners. Data collected allow us to compare our outcomes against national benchmarks, and watch trends to meet the needs of participants:

1. The Risk Protective Inventory (RPI) assesses the scope of needs and strengths of youth/families related to risk and protective factors most commonly associated w/developmental challenges in young people (drugs, alcohol, mental health, special academic needs, social/emotional status and family dynamics).

2. Youth Outcomes Surveys (YOS) track scholastic competency, educational expectations, home/school/social life/social acceptance, mental health, adult interactions/trust, use of personal time, and attitudes toward high risky behavior (alcohol, tobacco products, drugs, truancy, weapons, violence, and gangs). BBBS administers a baseline YOS before the match begins and at the annual match anniversary.

3. Strength of Relationship (SOR) measures the level of emotional attachment, satisfaction, and connection between the mentor and the child. Specifically, the SOR tracks match progress and increases the probability that the match will continue/youth will achieve positive outcomes.

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COMMUNITY SERVICE GRANT APPLICATION 2021-22

4. Youth Outcome Development Plan (YODP): The YODP is developed when the volunteer/child are introduced, and is carried forward throughout the match support process as a guide for what the match hopes to achieve. YODP plans are reviewed annually.

These instruments work cohesively as part of our Outcome Evaluation System. The instruments allow us to have up-to-the-moment information so that we can coach volunteers, children and families via case management to help them improve their outcomes on a month-to-month basis.

How is the program or service beneficial to Arroyo Grande residents? umber of rroyo Grande Residents Served 0
• Description
x We have 13 children in Community Based matches who live in Arroyo Grande; they who are matched with volunteers from the 5 Cities area.
x We have 7 children from Arroyo Grande who have requested and are in the process of becoming matches with a Community Based volunteer mentor from the 5 Cities area. x We will also be serving an additional 30 middle school students with mentoring programs at Paulding and Judkins Middle Schools. They will be supported/matched with 30 AGHS students who will learn leadership and community service through volunteering.

How is local need for this program or service determined? This is a preventative program that helps children stay on track academically so that they graduate from high school, we emphasize reduction of risky behaviors, and support social/emotional development. Since the pandemic started, more children need this support for mental health reasons.

Need is determined by the number of vulnerable children on our waiting list, those currently being served, and the requested Middle School Mentoring services through Lucia Mar Unified School District. Lucia Mar Unified School District is providing partial funding to match that of a private donor to initiate a Middle School Mentoring program.

Vulnerable children come to us through referrals from school administrators and counselors, Family Advocates, social services, parents and community partners around San Luis Obispo County. Two-thirds of children come from low-income, single parent homes. About one-third of families are monolingual Spanish speakers. Parents are frequently working two+ jobs to make ends meet and as a result, children lack consistent adult guidance/support at home.

These children are those most affected by poverty and the stressors put on their families. Adverse childhood experiences (ACES), or severe, prolonged stress has been proven to have increased ripple effects on children’s health throughout their lives. COVID has exacerbated all of these stressors for children, which has resulted in increased anxiety/depression. Poverty and COVID are also directly linked to children who are at-risk for continuing in a cycle of low educational achievement, protracting poverty impacts on children and families.

The Chronicle of Evidence-Based Mentoring (8/8/19) states, “Volunteer mentoring relationships and therapeutic relationships share much in common.” Similarities include a) weekly sessions that; b) focus on one person’s improvements; c) via a genuine confiding relationship, that; d) is a ritual/intervention both parties believe is effective. Further, “Decades of research have shown that, w/the right training/support, paraprofessionals—nonexpert paid/or volunteer care providers—can deliver interventions as effectively as professionals—and in some cases [more so], and in ways that will help narrow unacceptably high service gaps.” Page 293 of 636 COMMUNITY SERVICE GRANT APPLICATION 2021-22
Currently, it costs Big Brothers Big Sisters of SLO County $2,500/year per child matched to support the match with enrollment, screening, assessments, training, match supervision, case management and resource referrals.

The cost of juvenile incarceration in SLO County is $252,000 annually. The choice for prevention is obvious! This request will support four of the matches (or 5%) of the 80 people served in Arroyo Grande this year.

Describe your organizational capacity to successfully carry out the proposed activities. umber of Full Time Staff 0 umber of Part Time Staff 0 umber of Volunteers 50 plus Cal Poly interns.
• Description
For 26 years, our agency has created over 3,500 mentor relationships. In 2021 to date, we served 218 mentor pairs in SLO County.

Our CEO brings 34 years of nonprofit career management experience to our agency She started her career in New York State working for Cornell Cooperative Extension's 4-H Youth Development programs and furthered her career in Santa Barbara and Silicon Valley working for various social services, safety-net, public policy, and human services organizations. After returning to San Luis Obispo in 2015 she has led therapeutic preschool programs and Big Brothers Big Sisters.

Our senior management team has 60+ years of collective experience leading nonprofits providing consistent, quality programs. Specifically, our Program Director has a Master’s degree in Public Administration for Nonprofit Management from USC. Our program team members are trained in trauma-informed practices, human development, wellness, child safety, case management, and resource/referral.

Our agency is overseen by an 18-member volunteer Board of Directors. The Board is comprised of local business people, including bankers, realtors, lawyers, marketing professionals and a youth member, who provide sound fiscal oversight; more than half of the directors have been with the agency for over 10 years. We have been recognized by Big Brothers Big Sisters of America six times for outstanding performance and growth, putting us in the top 2% of agencies nationwide.

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following uestions . What are the obectivesWhat is the program or service aiming to accomplish B. How will those goals be achieved, and in what timeframe C. What is the evaluation methodology for measuring resultsHow can results be uantified and observed
D. Results should be meaningful, measurable, and demonstrate the difference the proposed proect makes, or is intended to make, in the lives of the people within the program or receiving the service.
. Output results show the amount of work performed or services received.

F. Outcomes show the uality of the performance and answer the uestions who is better off by providing this program or serviceWhat percentage of residents are assisted or are benefitting from this program or service
Program/Service
Objectives
Major Tasks to Complete
(to achieve associated goal) Timeline EvaluationMethodology BBBS will support 13 existing
community matches for children
in the City of AG between the
ages of 5 and 25.

1. Provide ongoing matching and case
management functions through
monthly phone calls or in-person
meetings w/the parent, child, and
mentor and troubleshoot issues as
needed.

2. Offer regularly scheduled group
activities occurring at least 5
times/yr.

January to
December
2022.

Utilize the Risk Protective
Inventory (RPI), Youth/Child
Outcome Surveys
(YOS/COS), Strength of
Relationship (SOR), and
Youth Outcome
Development Plan (YODP) as
tracked in Matchforce
Program database. These
instruments work
cohesively as part of our
Outcome Evaluation
System.

BBBS will launch Middle School
Mentoring at Paulding and Judkins
Middle Schools and create 30 new
matches (15 at each site.)

1. Recruit 30 middle school students.

2. Screen and assess student needs.

3. Provide parent training and
ongoing education opportunities.

4. Provide specialized 1 to 1
matching.

5. Provide ongoing support and case
management to students and
families.

6. Meet weekly based on school
calendar.

January to
June 2022
See evaluation methodology
on #1.

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
BBBS will support leadership
development for 30 Arroyo Grande
High School students through
volunteer mentorship programs
supporting vulnerable middle
school students.

1. Recruit 30 AGHS students as
mentors.

2. Screen, interview, reference
check and train student
volunteers.

3. Provide specialized 1 to 1
matching.

4. Train volunteers on program and
children/parents on child safety
and program expectations.

5. Meet weekly based on school
calendar.

January to
June 2022
See evaluation methodology
on #1.

Document that a minimum of
70% of the children
participating in our programs
demonstrate healthier attitudes
and behaviors.

1. Administer baseline YOS prior to
match introduction.

2. Administer follow-up YOS at each
anniversary of the match.

3. Collect, enter and evaluate the
returned surveys.

January to
June 2022
See evaluation methodology
on #1.

Program/Service OUTPUTS:

1. 13 children in Community Based Matches, along with their parents & volunteers will receive ongoing case management, resource referrals, training, activity invitations and researched-based youth mentoring surveys to track their progress over the course of one year.

2. 30 middle school children will be newly screened, assessed for needs, trained in personal safety, and matched with a high school mentor. Mentoring program services will be delivered based on the school calendar.

3. 30 high school volunteers will be newly screened, interviewed, assessed, trained in child safety training and program expectations, and matched with a Middle School mentee. Leadership training will be delivered based on the school calendar.

4. A minimum of 60 parents will receive an intake screening for their child, child safety training & program expectations training.

5. 30 matches (30 middle school children, 30 high school adolescents) will receive baseline and follow-up YOS and/or Strength of Relationship Surveys (SOR) as appropriate.

6. 7 children will receive enrollment and matching services to connect them with an adult volunteer mentor.

7. 73 participants in our Community Based and Middle School Mentoring programs will demonstrate healthier attitudes and behaviors.

Program/Service OUTCOMES:

Within 12 months of starting the grant, results from Youth Outcome Surveys will demonstrate maintained or improved outcome scores from their baseline as tracked and reported from our Matchforce database:
a. 80% of children served (58 children) will maintain or improve their scholastic competence. b. 80% of children (58 children) will maintain or improve their attitudes towards risky behaviors. c. 70% of children (51 children) will maintain or improve from their baseline YOS in social/emotional skill development.

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2021-22

COMMUNITY SERVICE GRANT APPLICATION
ATTACHMENT D: DRAFT FUNDING AGREEMENT

THIS ARROYO GRANDE COMMUNITY SERVICE GRANT FUNDS AGREEMENT (“greement”), is made and effective as of , 0 the “ffective Date”), by and between the City of rroyo Grande, a municipal corporation (“Grantor”), and the , a non-profit 50c corporation (“Grantee”).

RECITALS
WHEREAS, Grantor has established the rroyo Grande Community Service Grant Program to provide grant funding to local, non-profit 50c corporations that provide public service programsand
WHEREAS, on , 0, the rroyo Grande City Council held a public hearing to consider the applications for the rroyo Grande Community Service Grant Program
WHEREAS, Grantee is a local, non-profit 50ccorporation that provides a public service program and was approved by the City Council for participation in the 0-0 rroyo Grande Community Service Grant Program.

NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth herein, the parties agree as follows
. TERM
This greement shall commence on the ffective Date and shall remain and continue in effect until all reuests for reimbursement described in Section are processed, or unless sooner terminated pursuant to the provisions of this greement. . SERVICES
a The rroyo Grande Community Service Grant Program pplication, attached hereto as “hibit ” and incorporated herein by this reference, identifies the description of community services to be performed by Grantee during the implementation of this greement. Grantee agrees that any funds received from Grantor may only be used to provide the community services set forth in hibit . b Grantee agrees to the following reuirements in administering the community services set forth in hibit
Grantee will at all times during the duration of this greement operate as a non-profit 50ccorporation in good standing
Provide services benefiting the City of rroyo Grande
se funds provided by Grantor to directly provide a social service, educational, cultural, beautification or recreation program or proect to rroyo Grande residents and/or businesses

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2 Grantee will conduct or provide the community services itself rather than through a separate entity
5 Grantee will not restrict participants based upon race, religion, gender, seual orientation, marital status, national origin, ancestry, disability medical condition, or age and
Grantee will not use funds provided under this greement specifically for religious activities.
. PAYMENT OF GRANT FUNDS
a Grantee must maintain receipts for ependitures made in furtherance of the community services provided for in hibit . Grantee must also prepare and submit to the City a report describing the relationship between the ependiture and the tasks and activities identified in hibit . This report and the receipts described herein shall be submitted to the City with each reuest for reimbursement. b Grantee is eligible for reimbursement for approved ependitures in an amount not to eceed a total of .
c ll reuests for reimbursement must be received by Grantor prior to une 0, 0.
. REIMBURSEMENT FOR IMPROPER EXPENDITURES
If at any time it is determined by Grantor that funds provided for under this greement have been used by or on behalf of Grantee in a manner or for a purpose not authorized by this greement, Grantee hereby obligates itself, at the Grantor’s reuest, to pay to the Grantor an amount eual to one hundred percent of the amount improperly epended. This obligation shall survive termination of this greement.

5. STATUS
othing in this greement is intended nor shall be construed to create an employeremployee relationship or a oint venture relationship between Grantor and Grantee. either Grantee nor any of Grantee’s agents, employees or contractors are or shall be considered to be agents or employees of Grantor in connection with the performance of Grantee’s obligations under this greement.
. TERMINATION FOR CAUSE
If Grantor determines that the Grantee has reuested reimbursement for purposes that are not permitted or are prohibited under the terms and provisions of this greement, or if the Grantor determines that the Grantee has failed to fulfill its obligations under this greement in a timely and professional manner, or if the Grantee is in violation of the terms of this greement, then Grantor shall have the right to terminate this greement effective immediately upon giving written notice to Grantee.

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3 . INDEMNIFICATION
Grantee agrees to accept responsibility for loss or damage to any person or entity, and shall defend, indemnify and hold harmless Grantor, its officers, employees and agents from any and all claims and demands, liability, damages, costs, epenses, udgments including, but not limited to attorney fees and epert witness costs that may be asserted by any person or entity, including Grantee, arising out of or in connection with the performance by Grantee hereunder and/or the use of the City of rroyo Grande Community Service Grant fund monies.
. COMPLIANCE WITH LAW
Grantee agrees to comply with all City of rroyo Grande, Federal and State laws and regulations applicable to Grantee. In particular, Grantee agrees to comply with the terms and conditions contained in the City of rroyo Grande Community Service Grant Program, which is attached hereto as hibit “B” and incorporated herein by this reference.
. ASSIGNMENT
Grantee shall not assign the performance of this greement, nor any part thereof, without the prior written consent of Grantor.

0. GOVERNING LAW
Grantor and Grantee understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this greement and also govern the interpretation of this greement. ny litigation concerning this greement shall take place in the superior or federal district court with urisdiction over the City of rroyo Grande.
. ENTIRE AGREEMENT
This greement contains the entire understanding between the parties relating to the obligations of the parties described in this greement. ll prior or contemporaneous agreements, understandings, representations, and statements, either oral or written, are merged into this greement and shall be of no further force or effect. ach party is entering into this greement based solely upon the representations set forth herein and upon each party’s own independent investigation of any and all facts such party deems material.
. AMENDMENTS
mendments to this greement shall be in writing and shall be made only with the mutual written consent of all of the parties to this greement.

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4 . AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons eecuting this greement on behalf of Grantee warrant and represent that he/she has the authority to eecute this greement on behalf of the Grantee and has the authority to bind Grantee to the performance of its obligations hereunder.

IN WITNESS WHEREOF, the parties hereto have caused this greement to be eecuted the day and year first above written.

GRANTOR GRANTEE
By
Whitney McDonald, City Manager
ttachments
By
hibit - rroyo Grande Community Service Grant Program pplication

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
i. A brief (50 words or less) description of the proposed program or service j. Indicate if your organization has been affected by the COVID-19 pandemic

3. Attachment C: Scope of Work or Work Plan and Budget Worksheet

4. Attachment D: Signed Agreement with the City of Arroyo Grande (to be fully executed upon grant award).

5. Attachment E: Proof of 501(c)(3) status with a copy of the letter from the IRS.

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Friday, December 17, 2021 addressed to:

City of Arroyo Grande
Community Development Department
Andrew Perez, Associate Planner
300 E. Branch Street
Arroyo Grande CA 93420

OR SUBMITTED ELECTRONICALLY TO
[email protected]
Applications are encouraged to be submitted electronically.

Electronic signatures are accepted.

For questions please contact:

Andrew Perez
Associate Planner
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:

City: State: Zip:

Physical Address:
(if different from Mailing Address)
City: State: Zip:

Fund Amount Requested: $
Previous Funds Received? Ƒ Yes Ƒ No If Yes, Year Received:

Amount Received:

Tax ID Number:

Has your organization been affected by COVID-19? Ƒ Yes Ƒ No Executive Director:

Email Address:

Phone Number:

Grant Program Contact:
(if different from Executive Director)
Email Address:

Phone Number:

Program or Service Title:

Los Padres Council, BSA
4000 Modoc
Santa Barbara CA 93402
■
95-1696725
Carlos Cortez
[email protected]
Kenneth D. Miles
[email protected]
Scouting Recruitment & Recovery

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
Brief description of the proposed program or service (50 words or less):

Our programs support the community in the following ways...To engage boys and girls ages 5 to 20 and their families within the counties of Santa Barbara and San Luis Obispo to promote youth leadership and family-based programs on the Central Coast. The Council has a varied set of programs including The Outdoor School, Cub Scouts, Scouts BSA, Venturing, and Exploring.

Los Padres Council serves our community's diverse families with the mission to prepare our youth to thrive.

Although Los Padres Council has been able to continue offering quality programs to youth and their families thanks to generous donors and government support, we are in one of the most critical moments in our 100-year history. As we make plans to slowly start opening back up, it is no surprise that COVID-19 caused less program participation and less manpower to spread our mission and need for support. As a result, we have a severe fundraising gap to make up for. Now, more than ever, Los Padres Council would benefit from the City s support. Fundraising makes up 35% of our income and is an essential part of Los Padres Council's lifeforce. We have been very humbled to see many of Los Padres Council's consistent donors continue to give and even gift us more than in past years, knowing how important their support has been this year.

However, without corporate and foundation support, we are unable to provide quality programs and resources to our local youth. As a result of the outbreak there has been a stall in both our general operations as well as our capital campaign to rebuild Rancho Alegre. Camping Activities typically make up 36% of Los Padres Council's overall income. $4 million is still needed to make sure Rancho Alegre is still operational. With the slowed momentum in the rebuild due to the pandemic, our goal to get The Outdoor School, which is held at Camp Rancho Alegre, open and running has been pushed to October of 2022.

After a year of staff cuts, closing our retail stores, and working almost entirely from home, Los Padres Council is making the transition from survival mode to recovery. Plans are in motion to open our stores next year and let employees work from the office. Los Padres Council is still doing what we can to make the Scouting program available online as well as in person when State and local restrictions allow it. Our hope is that as our business operations resume, we will see the increase in sales and membership that was impossible to obtain during the lockdown. Regardless of the many challenges we have faced this year, scouting on the Central Coast is still very much alive and well.

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:
x List Area(s) Served by Non-Profit Organization:
x Summary:

How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
x Description:

How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:
x Description:
6HH DWWDFKHG
6HH DWWDFKHG
6HH DWWDFKHG
6HH DWWDFKHG
6HH DWWDFKHG
6HH DWWDFKHG
6HH DWWDFKHG
200
60 80

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

E. Output results show the amount of work performed or services received.

Major Tasks to Complete
(to achieve associated goal) Timeline Evaluation Methodology Program/Service OUTPUTS:

Program/Service OUTCOMES:

Recruit 20 new families in Scouting in AG area Provide scholarships and to market programs within school and community organizations
January-September
2022 New membership applications
Print and distribute BSA recruitment materials to schools and community organization. Host recruitment events in local parks and schools.

Register new families into BSA programs with the goal of 20 new families in Arroyo Grande and the formation of two new troops.

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COMMUNITY SERVICE GRANT APPLICATION
2021-22
ATTACHMENT D: DRAFT FUNDING AGREEMENT

NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

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9. ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof, without the prior written consent of Grantor.

12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the mutual written consent of all of the parties to this Agreement.

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IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.

GRANTOR GRANTEE
By:____________________________ By: ___________________________ Whitney McDonald, City Manager
Attachments:

Exhibit A- Arroyo Grande Community Service Grant Program Application

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:

Proof of 501(c)(3) status with a copy of the letter from the IRS.

II. CERTIFICATION:

Date: _______________ Signature: ______________________________ Executive Director or Designee
______________________________
Board of Director or Officer
Los Padres Council, BSA

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Program or Service Summary:

Your support will help enroll children and youth in programs that are designed to prepare youth for successful futures. There have been studies measuring the success of BSA programming. For example, the Tufts University study followed nearly 1,800 Cub Scouts over the course of three years and compared them to nearly 400 boys of similar backgrounds who were not involved in Scouting. Cub Scouts showed significant positive development in attributes of being cheerful, helpful, kind obedient, trustworthy, and hopeful, a reflection of our Scout Law. Non-scouts did not show a positive development in these areas. The study also showed the kids who spent more time in Scouting had higher positive character attributes. Without organizations like Boy Scouts of America, many children would not have the opportunity to enhance their quality of living nor experience their fullest potential.

This is evident by our scout volunteers in San Luis
Obispo and Santa Barba Counties, many of whom were
scouts themselves and have grown to be successful and
contributing members of our community. Studies show
that scouting activities help foster personal growth and development of unique interests in kids, enhances selfconfidences, encourages healthy life-style habits. The skills and character development that the Scouts
accomplish is something that they can take with them
for a lifetime.

How is the program or service beneficial to Arroyo Grande residents? x Number of residents served _200_______
Description:

Studies show that scouting activities help foster personal growth and development of unique interests in kids, enhances self-confidences, encourages healthy life-style habits. The skills and character development that the Scouts accomplish is something that they can take with them for a lifetime.

How is the local need for this program or service determined? We seek to welcome all families on the Central Coast regardless of their ability to pay for membership. For many years, Scouting has been the most affordable extracurricular for local youth and families. Large families as well as Low to Moderate Income families have always been better able to participate because Scouting has always cost a fraction of what club sports cost. Unfortunately, in the last two years the registration fee for Scouting has gone from $33.00 to $66- doubling in price. This fee increase, coupled with difficulties from Covid-19 have created significant hardship for our local families and Los Padres Council as a whole. Your $1,500 investment will allow over 20 new youth to join scouts in Arroyo Grande area.

Describe your organizational capacity to successfully carry out the proposed activities. x Number of full-time staff __6
x Number of part-time staff ___0___
x Number of volunteers __80___

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Description:

Regardless of the many challenges we have faced this year, scouting on the Central Coast is still very much alive and well. Every day, we are seeing Scouts participating in virtual Pack or Troop meetings. We have had the honor of welcoming three Female Eagles out of Los Padres Council (https://www.noozhawk.com/article/orcutt_teen_earns_eagle_scout_20210109). Many of our units have resumed socially distanced community service days such as planting oaks or cleaning up trash. Los Padres Council Cub Scouts are also participating in Virtual Day Camps this summer. Scouts participate in a fun, adultled “virtual camp” where they may complete various crafts, games, and other activities that are all designed to help Scouts improve their physical and interpersonal skills while having fun. Although we greatly miss inperson day camp, we are proud of our staff, volunteers, and Scouts for learning how to adapt. In this transitional period the City of Arroyo Grande support would makes a huge impact. With that in mind, Los Padres Council respectfully requests $1,500 to support youth and help bridge the gap as we recover from the COVID-19 pandemic.

Attachment C: Scope/work plan and budget worksheet
Program/Service
Objective
Major Tasks to complete (to
achieve associated goal)
Timeline Evaluation Method
Recruit 20 new families
in Scouting in AG area
Provide scholarships and to
market programs within school
and community organizations
JanuarySeptember
2022
New membership
applications
Program/Service OUTPUTS:

Print and distribute BSA recruitment materials to schools and community organization. Host recruitment events in local parks and schools.

Program/Service OUTCOMES:

Register new families into BSA programs with the goal of 20 new families in Arroyo Grande and the formation of two new troops.

Budget Worksheet
Complete this Worksheet for the specified program or service.

PROGRAM/SERVICE PROPOSED EXPENSES
Line Item Proposed
Cost
Proposed Grant Funding
Amount

Administrative Salaries & Fees / Fiscal Agent Fees $336,000 Program Salaries & Fees
Other Salaries & Fees $154,020
Equipment $105,355
Supplies / Materials $74,251
Travel / Transportation $32,325
Promotion / Publicity $23,470 $1,500

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Charter Fees $18,500
Other $156,300
TOTALS $900,221 $1,500

PROGRAM/SERVICE PROPOSED INCOME
Cash Amount
Arroyo Grande Community Service Grant Amount Requested $1,500 Other Funding Sources:

Other Public Grants
Private Foundations $70,000
Corporation Contributions
Concessions / Ticket Sales $113,000
Promotion Sales / Advertisements (Other Cash) $521,600
Other Funding Subtotal: $240,000
TOTALS: $946,100

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Los Padres 2021 Program Budget
Support & Revenue
Direct SupportTotal Friends of Scouting 118,000
113,000
10,00060,000
301,000
1,500
302,500
36,20071,500
240,000101,200
53,200
141,500643,600946,100

EXPENSES
336,000
94,62054,800
4,600
490,020116,350
47,166
8,0407,850
88,294
8,021
15,62026,525
5,800
10,00017,085
-
23,30017,650
-
18,500
410,201900,221
45,879
Total Foundations & TrustsTotal Legacies & BequestsTotal Special EventsTotal Employee BenefitsProduct Sales Net of Costs & CommissionsTotal Salaries

TOTAL DIRECT SUPPORT TOTAL INDIRECT SUPPORT
Investment Income

TOTAL REVENUE TOTAL SUPPORT AND REVENUE
Camping Revenue Less Cost of Goods and DiscountsActivity Revenue Less Cost of Goods and DiscountsTotal Other Revenue

TOTAL SUPPORT
Sale of Supplies Net of CostsTotal Payroll Tax Expense

TOTAL EMPLOYEE COMPENSATION
Total Employee Related ExpensesTotal Professional FeesTotal Postage & ShippingTotal Recognition & AwardsTotal Interest on DebtTotal Insurance CoverageTotal Program & Other SuppliesTotal Telephone & CommunicationsTotal Occupancy & UtilitiesTotal Assistance to IndividualsTotal Rental & Maintenance of EquipmentTotal Publication & Media ServicesTotal Travel & LivingTotal Conferences & Meetings SURPLUS (Deficit) UR REVENUE/EXPENSE
Total Miscellaneous ExpensesTotal National Charter & Service FeesTotal Loss on Sale of Fixed Assets

TOTAL OTHER EXPENSES TOTAL EXPENSES
12/23/2020 : 3:41 PM Page 1 of 1

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Five Cities Community Service Foundation (Camp Arroyo Grande) PO Box 0
Grover Beach CA 93483
250 Wesley Street
Arroyo Grande CA 93420
■
77-0437523
■
Greg Steinberger
[email protected]
Historic Building Restoration & Community Event
25,000

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Camp Arroyo Grande's Tabernacle, built in 1897, is the 2nd oldest building is Arroyo Grande and undergoing a community-funded renovation and landscaping. To celebrate its 125-year anniversary and renovation, a community-wide event will promote the history of the area and include hand-on children's activities. We hope this will become an annual event.

Camp Arroyo Grande hosted over 4,000 children in 2019 for week-long environmental education camping experiences. All programs ceased in March 2020, and only partially resumed summer 2021. Over $150,000 in revenue from schools and youth groups was lost.

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Since 1885, Camp Arroyo Grande has been hosting youth programs and providing a historic meeting hall.

Our Mission is to foster enjoyment and appreciation of the natural world among people of all ages through creative activities in a camp setting. We assist individuals and organizations with an emphasis on education, community service, and character development.

Camp Arroyo Grande hosts local groups such as Campfire, Boy Scouts, Girl Scouts, C. Coast A Camp AG hosts day and overnight camps for youth groups, and provides a historic meeting facility for community groups and family events.

Part-time Camp Manager and part-time Executive Director Volunteer Board of Directors
Five Cities Men's Club doing community work
Boy Scouts doing community work
Youth Groups use camp for activities
Host for multiple youth and religious groups from throughout the Central Coast. In 2022, the Camp plans to host a Harvest Festival dance and annual community event featuring living history events and kids activities hosted by youth groups.

The Camp provides a safe, private location for youth groups to gather for day camps and overnight experiences. With a restoration of the Tabernacle, we will be able to host more community activities and have meeting facilities for community groups.

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Tabernacle Restoration Repair roof, paint, refinish floor May 2022 Contractor completes plan Camp Landscaping Install native, drought tolerant plants June 2022 Contractor completes plan Historical Displays Install 12 displays in meeting hall May 2022 Historical Society dedication of displays
Oak Grove & Nursery Eagle Project to create Oak Tree Nursery June 2022 Completion of Eagle Project Provide location for youth camps, group meeting facility and community events.

Community Events such as:
- Spring Event
- Harvest Festival Dance
- Christmas Event
- Summer Camps

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
i. A brief (50 words or less) description of the proposed program or service j. Indicate if your organization has been affected by the COVID-19 pandemic

3. Attachment C: Scope of Work or Work Plan and Budget Worksheet

4. Attachment D: Signed Agreement with the City of Arroyo Grande (to be fully executed upon grant award).

5. Attachment E: Proof of 501(c)(3) status with a copy of the letter from the IRS.

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Friday, December 17, 2021 addressed to:

City of Arroyo Grande
Community Development Department
Andrew Perez, Associate Planner
300 E. Branch Street
Arroyo Grande CA 93420

OR SUBMITTED ELECTRONICALLY TO
[email protected]
Applications are encouraged to be submitted electronically.

Electronic signatures are accepted.

For questions please contact:

Andrew Perez
Associate Planner
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
Brief description of the proposed program or service (50 words or less):

Camp Fire is seeking funding for after-school, home-school and summer programming to implement the THRIVE curriculum at Ocean View, Harloe Elementary and Branch Elementary Schools as well as home-school programs and summer camps in Arroyo Grande. Camp Fire estimates serving at least 200 students in the Lucia Mar School district and over 50 home-schooled students.

Camp Fire suspended programming from March of 2020 through January 2021 due to the COVID-19 pandemic and to protect our community members. During this suspension, Camp Fire was able to successfully carry out multiple virtual camps over the spring break and summer months, as well as host several outdoor adventure hikes at no cost to members. To make ends meet and continue serving youth in the 5 cities and throughout SLO County, Camp Fire let go of all staff, leaving the Board of Directors and committed leaders to run the organization and day-to-day operations of Camp Fire Central Coast. Now, with programming back up and running this fall and winter, Camp Fire is seeking to restart on-site, after-school, home-school and club programming and rehire staff to implement the THRIVE curriculum, as well as provide staff development and training to the new employees. Additional staff development and training for our new office manager is also needed. With revenue now coming in from Camp Fire youth and adult memberships, Camp Fire is rebuilding the organization and will be hiring one full time staffer (Director of Programs) in the winter of 2021-spring of 2022.

Funding from the Arroyo Grande grant will help re-open after school programs once established at Ocean View Elementary school, as well as opening a new after school site at Harloe Elementary and Branch Elementary.

With funding from this grant, Camp Fire estimates serving at least 200 students in the Lucia Mar School district through after school programming, as well as over 50 home-schooled students. Camp Fire historically has served over 50 students through after-school programming at Ocean View, and provided low cost and no-cost programming for low income and the latinx/minority community members. Grant dollars will also be used to support scholarships to youth who cannot afford after-school program or to support youth memberships to clubs based in Arroyo Grande.

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:
x List Area(s) Served by Non-Profit Organization:
x Summary:

How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
x Description:

How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:
x Description:
250-300
01 35+
Camp Fire creates safe spaces where young people can have fun and be themselves.

We do this through a variety of powerful youth experiences and programs (i.e. camps, afterschool, in-school, and virtual), customized to meet the needs of youth, their families, and their local communities.

Young people want to shape their world. Camp Fire provides the opportunity to find their spark, lift their voice, and discover who they are. In Camp Fire, it begins now. Light the fire within.

San Luis Obispo County and Northern Santa Barbara County Camp Fire Central Coast has served youth and families in San Luis Obispo and Santa Barbara counties for over 80 years. Camp Fire provides transformative social/emotional learning (SEL) youth development programs, designed to captivate imaginations and improve academic succes and opportunities for our youth to sustain lasting achievement.

CF hosts both adult and CIT (Councelors in Training) volunteers throughtout the year.

During our summer camps, we can have up to 40-50 volunteers helping support our Camp Tacanneko, hosted at Camp Arroyo Grande, which hosts up to 300 youth each year. In addition, Camp Fire also has hosted between 3-6 weeks of additional outdoor summer camps. We are working with local schools and outdoor venues to support programs in AG.

After-school participation averages 1-2 hours per week for 10-12 weeks per school semester. In 2018-2019 school/class time participants numbered 420 students for 1 hour per week for 10 weeks for a total of 4,200 hours.

We currently have families in AG who have requested after-school Camp Fire programming at Ocean View Elementary. We have been unable to open programming due to limited staffing. Funding will fill needs and provide after school support to local families within AG.

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

E. Output results show the amount of work performed or services received.

Major Tasks to Complete
(to achieve associated goal) Timeline Evaluation Methodology Program/Service OUTPUTS:

Program/Service OUTCOMES:

After School Programming Hire and train staff/registration 24 weeks Data collection from participant families
Camp Tacanneko Planning, Registration and volunteer
management
3-4 weeks Surveys from participating families
Summer Camp Session Hire and train staff/registration 4-6 weeks Surveys from participating families Home School Program Outreach and registration to home-school youth 4-6 weeks Collect data to measure success through family
After School: 12 weeks of after school programming at one school site=4200 hours of programming for 50 AG youth.

Camp Tacanneko: 1 week of summer programming at Camp AG=300 youth, 6 hour days, 5 days= 1800 hours of programming.

Summer Camps: 4-6 weeks of summer camp, 8 hours/day, 5 days per week=240 hours and up to 50 youth served per week.

Home-School programming: 4-6 weeks, 2-5 hours/week with 50 students=1500 hours of programming Success of Camp Fire’s programs will be substantiated through continual evaluation processes using participant pre and post surveys. Program quality standards are measured and evaluated through both internal and external assessors. We are one of a few local and national youth organizations that utilize three rigorous, externally validated strategies to measure program performance, evaluation, and success. These include (1) measurement of program quality, via David Weikart Center’s Youth Program Quality Assessment and Improvement methodology, (2) program outcome evaluation via Camp Fire’s national evaluation firm, Hatchuel Tabernik and Associates (HTA), and (3) organizational effectiveness using the Core Capacity Assessment Tool (CCAT). Outcomes anticipated each school year include:

1. 80% of participants reporting Camp Fire has positively impacted the five key thriving indicators: Purpose, Confidence, Life Skills, Social Skills, and Conflict Resolution.
2 80% of participants reporting learning, understanding and applying thriving methods to succeed

3. 80% of participants reporting that they do not have to have “born with” talent to become good at something.

4. 80% report that due to Camp Fire’s support, if they do not achieve their goal the first time they do not give up. Page 341 of 636

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COMMUNITY SERVICE GRANT APPLICATION
2021-22
ATTACHMENT D: DRAFT FUNDING AGREEMENT

NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

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4. REIMBURSEMENT FOR IMPROPER EXPENDITURES

5. STATUS

6. TERMINATION FOR CAUSE

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3 7. INDEMNIFICATION

8. COMPLIANCE WITH LAW

9. ASSIGNMENT
Grantee shall not assign the performance of this Agreement, nor any part thereof, without the prior written consent of Grantor.

12. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the mutual written consent of all of the parties to this Agreement.

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IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.

GRANTOR GRANTEE
By:____________________________ By: ___________________________ Whitney McDonald, City Manager
Attachments:

Exhibit A- Arroyo Grande Community Service Grant Program Application

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COMMUNITY SERVICE GRANT APPLICATION 2021-22
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:

Proof of 501(c)(3) status with a copy of the letter from the IRS.

II. CERTIFICATION:

Date: _______________ Signature: ______________________________ Executive Director or Designee
______________________________
Board of Director or Officer
Camp Fire Central Coast of California
12/17/21 Susan Hansen
Heather Muran

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Court Appointed Special Advocates of San Luis Obispo County Inc. 75 Higuera Street Suite 180
San Luis Obispo CA 93401
2021-22
$3250
77-0316227
Teresa Tardiff
[email protected]
805 541 6542
Patty Smith
[email protected]
805 541 6542
Enhancing Health, Education & Social Success for Foster Youth

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Provide trusted, trained volunteers who improve the lives of children in foster care. Research shows this vastly improves their health & education outcomes. National CASA says children w/ a CASA volunteer are: more likely to find a safe permanent home; more likely to succeed in school; half as likely to re-enter foster care. In 2020, 329 children in this county benefited from the advocacy of a CASA volunteer who befriended and advocated for them while in the child welfare system.

The public health emergency forced switching all work processes, yet we never stopped delivering services. Our staff was all office-based, so we had no work-from-home processes or resources, yet we re-trained all volunteers on how to continue safely seeing children weekly.

With grit, integrity, & ingenuity, our staff seemlessly switched all services to virtual, re-trained volunteers on ways to virtually visit, orchestrate services, and update the court about the abused & neglected children we serve in Arroyo Grande and county-wide. COVID-19 also forced cancellation of 4 major fundraisers (so far), which threatens our frugal & efficient budgetಬs stability. Income from donations dropped by 35% in the first six months of the public health emergency. Building a virtual environment that now safely, securely, with court and DSS compliance enables volunteers to secure services for children has required unprecedented expenditures for equipment, training, and software. In our 25+ years of servicing the county's most vulnerable population, CASA has never faced such daunting obstacles to helping to the low-income, essentially homeless, abused and neglected infants, toddlers, & youth under the court's care. Our mission faces continuing challenges because recruiting volunteers is now harder and children coming into care evidence higher needs and more severe abuse and neglect.

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We provide a vetted, highly-trained, closely-supervised volunteer who works to secure a safe, permanent & loving home for a child assigned to them by the court who has been abused and/or neglected by their parents; helping assure these very-low-income children never "fall through the cracks" of the child welfare system & develop skills needed for adult success.

CASA of San Luis Obispo County advocates for the best interests of abused and neglected children within the court system. CASA recruits, trains, and supervises volunteers who advocate for this vulnerable population with the goal of ensuring that each and every child grows up in a safe nurturing and permanent home
Arroyo Grande, every child in foster care in SLO County CASA volunteers increase a child's access to opportunities & resources that improve physical, emotional, educational, & social outcomes; model healthy relationships, teach life skills which state care cannot provide (grocery shopping, college application, healthy long term relationships). CASA and its volunteers build the capacity in youth to succeed.

CASA improves lives of foster children in AG by providing them w/ a highly-motived, trained, & dedicated volunteer who works 1-on-1 w/ the child to assure they have the best possible chance for success. Unlike social workers, foster parents, and teachers, the CASA volunteer for the child NEVER changes, providing the only consistent, reliable adult in a childಬs life, keeping a child from "slipping through the cracks" of the child welfare system. 27 years exp.

Kids in foster care in AG better avert horrifying foster care statistics if have a CASA volunteer (they receive more needed services, get better education, stronger social connections.) Superior Court orders ALL children abused & neglected by their parents to receive a CASA volunteer; we provide one based on volunteer availability (budget limited). Judges assigns child to CASA to improve long-term well-being, graduation rates, reduce homelessness.

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Recruit potential volunteers Monthly marketing, social media ongoing Total # volunteers attracted Background check potential volunteers FBI, fingerprint, call references ongoing Checks completed Interview potential volunteers Hold interview w potential volunteer ongoing Track # of volunteers interviewe Train potential volunteers Conduct 40 hour virtual & on-line training ongoing Attendance at class Volunteers sworn-in by judge Swearing-in occurs after training Judge signs certificates Judge orders new CASA to child Judge authorizes child/CASA pairing after training Signed orders received CASA begins advocating for child Child/CASA visits & research begin upon orders volunteer submits timelog Supervise CASA's case work for child Follow-up w CASA about child's progress ongoing volunteer submits written logs Continuing Ed for CASA volunteer 12 hours virtual, web, or self study ongoing volunteer submits records Abused and neglected children under the court's care have a trained, supervised volunteer assigned to them who works to improve the child's health, education, access to healthcare, and--most importantly--a trusted, reliable adult friend who provides the child consistency, constancy, and support throughout the time spent in foster care. Unique to the child welfare system, the same CASA volunteer stays with the individual child as they inevitably experience repeated changes to residential placements, schools, doctors, teachers, social workers, etc.

This program improves the lives of the population least able to care for themselves--children removed from their parents due to neglect/abuse. Yearly, about 500 children come under the court's care in SLO county. This is a highly fluid population. Because foster children change homes frequently (typically 2 or more times a year), a child's "home" city may change on any given day. We will provide services to EVERY foster child residing in Arroyo Grande, and a CASA volunteer as available. This will be about 40 chidren. The whole community benefits from CASA, because foster children with a CASA find a permanent home 2 months faster than those without a CASA. (Nat'l CASA)

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CASA of San Luis Obispo County
COVID Revised Major and Current Sources of Funding
Jul '20 - Jun '21
ACTUAL Past 3
Years Average
Current
Budget
COVID revised
estimates
Income
Donation 80,000 88,875 65,000 down
Vehicle Donation 10,000 14,427 5,000 down
Fund Raising
Rendezvous 66,000 124,000 68,000 down
Voices for Children 25,000 24,000 -
Hope for the Future 100,000 69,500 30,000 down
Annual Appeal 50,000 42,500 28,000 down
Kappa Alpha Theta 5,000 4,500 2,000 down
Corporate Sponsorship 21,400 24,869 21,400 down
4061 · Grants: 607,280 379,800 587,280
MUST! Grant () 20,000 68,684 20,000 down
4076 · Fees For Service 25,000 27,700 25,000 down
4170 · Program Fees 1,875 3,890 1,875 down
Total Income 1,011,555 872,744 853,555
Actual Income Received
WIP, Est. revised Dec. 20
CASA of San Luis Obispo County

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Arroyo Grande City CouncilMarch 8, 2022

Arroyo Grande City Council
March 8, 2022