Arroyo Grande City Council
February 14, 2023

5CHC Confidentiality Policy, Draft 3.26.2012 Page 1 of 2 Use of Information
Directors, officers, volunteers (in decision making role) and staff shall not use information received from participation in 5CHC affairs, whether expressly denominated as confidential or not, for personal gain or to the detriment of 5CHC.

Disclosure and Recusal
Whenever any director has a conflict of interest or a perceived conflict of interest with 5CHC, he or she shall notify the board chair of such conflict in writing.

Whenever any staff member (paid or volunteer), or volunteer (in a decision making role) has a conflict of interest or a perceived conflict of interest with 5CHC, he or she shall notify the chief executive of such conflict in writing.

When any conflict of interest is relevant to a matter that comes under consideration or requires action by the board, or a board committee, the interested person shall call it to the attention of the board chair and shall not be present during board or committee discussion or decision on the matter.

However, that person shall provide the board or applicable committee with any and all relevant information on the particular matter.

The minutes of the meeting of the board or its committee shall reflect that the conflict of interest was disclosed, that the interested person was not present during discussion or decision on the matter, and did not vote.

Dissemination
A copy of this conflict-of-interest policy shall be furnished to each director, officer, volunteer (in a decision making role) and staff member who is presently serving this organization or who may become associated with it.

Certification
The policy and its application shall be reviewed annually for the information and guidance of directors, officers, volunteers (in a decision making role) and staff members, each of whom has a continuing responsibility to scrutinize their transactions and outside business interests and relationships for potential conflicts of interest, and make such disclosures as described in this policy.

As administered by the chief executive, each director or volunteer (in a decision making role) will be asked to complete a certification of agreement with the policy and disclosure of any known conflicts of interest upon his or her election or reelection to the board and annually thereafter. As administered by the employee in charge of human resources, each senior staff member will be asked to complete such a certification upon his or her employment and on an annual basis thereafter. All certifications shall be reviewed by the board as appropriate.

5CHC Confidentiality Disclosure Form, 3.26.2012 Page 1 of 1 CONFLICT CERTIFICATION FOR 5CHC
Board and Senior Staff
Please initial in the space at the end of Item A or complete Item B, whichever is appropriate; complete the balance of the form; sign and date the statement; and return it to the board chair.

A. I am not aware of any relationship or interest or situation involving my family or myself that might result in, or give the appearance of being, a conflict of interest between such family member or me on one hand and 5CHC on the other. Initials: _______
B. The following are relationships, interests, or situations involving me or a member of my family that I consider might result in or appear to be an actual, apparent, or potential conflict of interest between such family members or myself on one hand and 5CHC on the other. Initials: _______ Corporate (either nonprofit or for-profit) directorships, positions, and employment:
________________________________________________________________ Memberships in the following organizations:
________________________________________________________________ Contracts, business activities, and investments with or in the following organizations:
________________________________________________________________ Other relationships and activities:
________________________________________________________________ My primary business or occupation at this time:

I have read and understand 5CHC’s Conflict-of-Interest Policy and agree to be bound by it. I will promptly inform the board chair of 5CHC of any material change that develops in the information contained in the foregoing statement. ________________________ ________________________ __________ Type/Print Name Signature Date

5CHC DEI Policy.docx Page 1 of 3
5CITIES HOMELESS COALITION

DIVERSITY AND INCLUSION
At 5CHC, Diversity and Inclusion are more than just words, they are values and principles that shape our organizational culture and guide how we interact with one another, our partners, clients, donors, volunteers and community. These values are not high-minded theory that we save only for discussions at staff meetings and retreats. We believe that these values are the foundation for our philosophy, culture, and practices and are present in every 5Cities Homeless Coalition employee, volunteer, and Board member. Those who we serve are resilient, diverse, and multi-cultural, and we are committed to reflecting this in our Staff, Board and workplace. We are striving to create an environment where everyone feels empowered to be their full, authentic self; where all voices are welcomed, heard and valued; where our similarities are embraced,our differences respected, and both are celebrated for the value they bestow.

R-I-T-E VALUES
Our values shape our organizational culture and guide how we interact with one another, our partners, clients, donors, volunteers and community. These values are not high-minded theory that we save only for discussions at staff meetings and retreats. We believe that these values are the foundation for our philosophy, culture, and practices and are present in every 5Cities Homeless Coalition employee, volunteer, and Board member.

RESPECT
We see the whole person, and do not simply focus on the barrier or issue they may face. We recognize the contributions and value of each individual. • CARING
We desire to make a difference in the lives of others by acting with compassion, empathy and truth. We begin by listening, with a focus on putting ourselves in the shoes of others. • ELEVATE
We seek to lift up our customers and teammates through positivity, confidence, and graciousness.
• DIVERSITY
We recognize the contributions and value of each individual. We are committed to a positive environment in which everyone may experience a sense of belonging and worth.
• INCLUSIVE
We embrace each individual’s unique talents and honor our diversity in life and work. We share our stories of heritage, strengths and vulnerabilities so that we may grow together. • SAFETY
We maintain a safe environment for our employees, volunteers, clients and community.

5CHC DEI Policy.docx Page 2 of 3

INTEGRITY
We act with transparency, integrity, and honesty.
• HONESTY
We conduct our business with honesty and transparency. We are trustworthy and authentic. • ACCOUNTABILITY
We hold ourselves accountable for our choices, actions, and results. When things don’t go as planned, we proactively use the experience as an opportunity to share and learn. • COMPLIANCE
We do what we say we will do. We honor the commitments we make, whether to clients, donors, agency partners or to one another.
• CONFIDENTIALITY
We strictly protect all confidential information we may have about our clients, donors, employees or the organization.
• STEWARDSHIP
We recognize that we have a responsibility to the community to maintain the public trust through fiscal accountability and transparency.

TEAMWORK
We are a team on a mission, and will achieve our goals by working together. • COOPERATION
We overcome obstacles, find solutions and deliver exceptional results through cooperation and teamwork. We openly offer our ideas and suggestions while objectively considering ideas from others.
• SERVICE
We put mission and team before self.
• RELATIONSHIPS
We seek to connect with clients, partners, donors, and each other to drive success.

By building relationships, we deliver better results together. • COMMUNICATION
We build trust through constructive, candid communication that serves the common good. • COMMITMENT
We are committed to putting forth our personal and professional best toward our shared mission.

EXCELLENCE
We constantly push ourselves to be our best.
• IMPACT
We focus on solutions, and aspire to make an impact every day through our talents, passion and hard work.
• PERSISTENCE
We recognize that the stakes are high for those we serve, and we endeavor to knock down barriers to their success.

5CHC DEI Policy.docx Page 3 of 3
• MISSION-FOCUSED
We live by our mission and act with great urgency to achieve life-changing results. • INNOVATION
We operate with an intense focus to continually improve and strive to become the benchmark through innovation and initiative.
• LEARNING
We strive to foster personal development and professional growth through continuous learning opportunities for our employees, clients, volunteers and community.

Employee Handbook – 5Cities Homeless Coalition REV 08‐26‐2019 _______________________________________________________________________________________________ 26 related injuries and illnesses.

Substance Abuse
The use of illegal drugs, and the abuse of legal drugs, is a matter of grave concern to the Organization.

Consumption of alcohol or drugs prior to or while working is strictly prohibited.  A limited exception for the consumption of alcohol is permitted if an employee is attending an Organization‐sanctioned event and is expressly authorized by the Executive Director to consume alcohol during the event. Except as expressly provided, the use or possession of any intoxicants or controlled substances during work hours or on Organization property is strictly prohibited. If you are taking any medication which may adversely affect your ability to perform your job in a safe or productive manner, you must report that situation to the Executive Director.

Drug‐Free Workplace Policy and Awareness Program
5CHC strives to maintain an employment environment free of illegal drugs. The unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited on company‐owned or controlled property. This policy applies equally to supervisors, managers, employees and new hires still in the probationary period of employment.

The Executive Director shall be responsible for establishing a drug‐free awareness program to inform employees about the dangers of drug abuse in the workplace, the 5CHC policy of maintaining a drug‐ free workplace, the availability of drug counseling and rehabilitation programs, and the penalties for violating this policy.

Compliance with this policy is a condition of employment. Any employee who violates this policy is subject to disciplinary action that may include, but is not limited to, warnings, reprimands, suspension, expulsion, demotion, or dismissal. Within 30 days of receiving notice that an employee has violated this drug‐free workplace policy, the Executive Director will take appropriate disciplinary action against the employee.
5CHC will implement this policy in a manner that complies with relevant federal, state and local law.

Security of Organization Premises and Property
All doors leading to public areas should be kept closed at all times.  All employees with keys to the Organization premises must use those keys responsibly, and must report any loss of theft of keys immediately to the Executive Director.   All keys must be returned to the Organization upon the termination of employment.

Theft of any property belonging to the Organization, its employees, or its customers will not be tolerated.  Any theft by an employee, regardless of the value, may subject the employee to immediate discharge and criminal prosecution.

Driving for Organization Business
Organization employees who may be required to drive their personal vehicle on Organization business must possess a valid California state driver's license and proof of liability insurance.  Any accident, no

5CHC Housing First Policy.docx Oct. 2021
5Cities Homeless Coalition
Housing First Policy
For 5Cities Homeless Coalition “Housing First” means that we seek to provide housing as a means to recovery, rather than a reward. Our overarching goal is to connect homeless people to permanent housing as quickly as possible. Meeting the client “where they’re at,” our work is focused on the development of a case plan that is oriented toward their success in obtaining or maintaining housing, which is predicated by consumer choice and self-determination. Our services support the client in identifying the barriers to stable housing that they are experiencing, and assisting them with services to address these fundamental challenges. Each level of service adheres to Housing First practices, which are embedded in policies, procedures, and staff training.

Through this Housing First lens, we engage clients in a progressive process that takes our clients through engagement, assessment, diversion, and addressing immediate needs (such as food and sheltering) as we work with the client with housing stabilization planning, including financial management.
5Cities Homeless Coalition offers services as needed and requested on a voluntary basis and does not make housing contingent on participation in services. Within the Housing First framework, our approach with clients is based on the following principles:
• Trauma Informed;
• Housing Focused;
• Recovery Oriented;
• Person Centered; and
• Strengths Based.

5CITIES HOMELESS COALITION

POLICY AND PROCEDURES FOR COMMUNICATION WITH

PERSONS WITH LIMITED ENGLISH PROFICIENCY
POLICY:
5Cities Homeless Coalition (5CHC) will take reasonable steps to ensure that persons with Limited English Proficiency (LEP) have meaningful access and an equal opportunity to participate in our services, activities, programs and other benefits. The policy of 5Cities Homeless Coalition is to ensure meaningful communication with LEP clients and their authorized representatives involving their participation in 5CHC programs. The policy also provides for communication of information contained in vital documents, including but not limited to, waivers of rights, consent release information, etc. All interpreters, translators and other aids needed to comply with this policy shall be provided without cost to the person being served, and clients and their families will be informed of the availability of such assistance free of charge.

Language assistance will be provided through use of competent bilingual staff, staff interpreters, contracts or formal arrangements with local organizations providing interpretation or translation services, or technology and telephonic interpretation services. All staff will be provided notice of this policy and procedure, and staff that may have direct contact with LEP individuals will be trained in effective communication techniques, including the effective use of an interpreter.
5Cities Homeless Coalition will conduct a regular review of the language access needs of our clients, as well as update and monitor the implementation of this policy and these procedures, as necessary.

PROCEDURES:

1. IDENTIFYING LEP PERSONS AND THEIR LANGUAGE
5Cities Homeless Coalition will promptly identify the language and communication needs of the LEP person. If necessary, staff will use a language identification card (or “I speak cards,” available online at www.lep.gov) or posters to determine the language. In addition, when records are kept of past interactions with clients or family members, the language used to communicate with the LEP person will be included as part of the record.

2. OBTAINING A QUALIFIED INTEPRETER
5CHC Associate Director and Program Managers are responsible for:
(a) Maintaining an accurate and current list showing the name, language, phone number and hours of availability of bilingual staff;

(b) Contacting the appropriate bilingual staff member to interpret, in the event that an interpreter is needed, if an employee who speaks the needed language is available and is qualified to interpret;
(c) Obtaining an outside interpreter if a bilingual staff or staff interpreter is not available or does not speak the needed language.

MIXTECO:

Herencia Indigena provides qualified interpreter services in Mixteco; Irebid Gilbert MPP, BA - Executive Director: [email protected] Judity Sanchez, Program Manager: [email protected] www.Herenciaindigena.com
P: (805) 619-5383
ASL:

Independent Living Resources provides American Sign Language Interpreters Operations Coordinator: [email protected], 805-963-0595 ext 106.

ASL After Hours/Emergency Numbers
Some LEP persons may prefer or request to use a family member or friend as an interpreter.

However, family members or friends of the LEP person will not be used as interpreters unless specifically requested by that individual and after the LEP person has understood that an offer of an interpreter at no charge to the person has been made by the facility. Such an offer and the response will be documented in the person’s file. If the LEP person chooses to use a family member or friend as an interpreter, issues of competency of interpretation, confidentiality, privacy, and conflict of interest will be considered. If the family member or friend is not competent or appropriate for any of these reasons, competent interpreter services will be provided to the LEP person.

Children and other clients will not be used to interpret, in order to ensure confidentiality of information and accurate communication.

3. PROVIDING WRITTEN TRANSLATIONS
(a) When translation of vital documents is needed, 5CHC will submit documents for translation into frequently-encountered languages to 5CHC HMIS Program Support Specialist. Original documents being submitted for translation will be in final, approved form with updated and accurate legal and medical information. (b) 5CHC will provide translation of other written materials, if needed, as well as written notice of the availability of translation, for LEP individuals.

4. PROVIDING NOTICE TO LEP PERSONS
5CHC will inform LEP persons of the availability of language assistance, free of charge, by providing written notice in languages LEP persons will understand. At a minimum, notices and signs will be posted and provided in intake areas and other points of entry, including but not limited to the lobby, client meeting rooms, etc. Notification will also be provided through one or more of the following: outreach documents, website, signage.

5. MONITORING LANGUAGE NEEDS AND IMPLEMENTATION
On an ongoing basis 5CHC will assess changes in demographics, types of services or other needs that may require reevaluation of this policy and its procedures. In addition, 5CHC will regularly assess the efficacy of these procedures, including but not limited to mechanisms for securing interpreter services, equipment used for the delivery of language assistance, complaints filed by LEP persons, feedback from patients and community organizations, etc. 5CHC Limited English Proficiency (LEP) Policy Statement 5Cities Homeless Coalition is committed to ensuring that all clients have meaningful and equal access to services. Clear communication and mutual understanding are essential components of consistently effective, high-quality services to clients, regardless of Limited English Proficiency.

To ensure that all clients are able to effectively utilize our services, we will assign Limited English Proficiency clients and/or their immediate family members to staff proficient in the client’s/family’s primary language or will arrange appropriate translation or interpretative services, free of charge.

To ensure a positive, welcoming physical environment, we utilize universal symbols to designate respective male and female restrooms, exits, handicap areas, and to indicate that our facility is smoke-free.

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 0 of 40 5Cities Homeless Coalition
Rapid Re-Housing
& Homeless Prevention
Program Serving
San Luis Obispo County
5CHC
DRAFT 9.6.2021

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 1 of 40 Table of Contents
Introduction
Guiding Principles
Program Overview
Allocations for Program Activities
Eligibility Policies
Eligibility Determination
Referral Process
Consultation/Intake Process
Income Verification
Housing Status
Eligibility Rapid-Rehousing Assistance
Coordination with other Agencies
Agency Specific Coordination
Preferences
Eligible Activities and Limits
Rent Assistance
Last Month’s Rent
Rent Arrears
Application Fees
Security Deposits
Utility Deposits & Arrears
Utility Payments
Moving Costs
Coordination: Housing Relocation and Stabilization Services Fair Market Rent and Rent Reasonableness
Lead –based paint Requirements
Emergency Solutions Grants CARES Act (ESG-CV)
Grievance Policy
Termination, Complaints and Appeals
Data Collection – HMIS and ClientTrack
Confidentiality
Recordkeeping
Nondiscrimination and Equal Opportunity Requirements
Forms & Exhibits

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 2 of 40

1. Introduction
The Emergency Solutions Grant Program (ESG) is administered by 5Cities Homeless Coalition (5CHC) with referrals and support from a coalition of non-profit agencies serving the homeless and at-risk population in San Luis Obispo County. Clients from throughout the county are referred to this program.

The ESG Program has been developed within the parameters set forth by HUD and input from the County’s Continuum of Care. The ESG Program set forth was designed to maximize to the extent possible partner agency and community resources within the funding constraints. This program is targeted to serve individuals and families who “without” this assistance will remain homeless.

2. 5CHC’s Guiding Principles
I. Housing First
For 5Cities Homeless Coalition “Housing First” means that we seek to provide housing as a means to recovery, rather than a reward. Our overarching goal is to connect homeless people to permanent housing as quickly as possible. Meeting the client “where they’re at,” our work is focused on the development of a case plan that is oriented toward their success in obtaining or maintaining housing, which is predicated by consumer choice and self-determination. Our services support the client in identifying the barriers to stable housing that they are experiencing, and assisting them with services to address these fundamental challenges. Each level of service adheres to Housing First practices, which are embedded in policies, procedures, and staff training.

Through this Housing First lens, we engage clients in a progressive case management model that takes our clients through engagement, assessment, diversion, and addressing immediate needs (such as food and sheltering) as we work with the client with housing stabilization planning, including financial management.
5Cities Homeless Coalition offers services as needed and requested on a voluntary basis and does not make housing contingent on participation in services. Within the Housing First framework, our approach with clients is based on the following principles: Trauma Informed; Housing Focused; Recovery Oriented; Person Centered; and Strengths Based.

II. Personal and Professional Integrity
All staff, board members, and volunteers of 5CHC and its partners act with honesty, integrity, and openness in all their dealings as representatives of the organization. The organization promotes a working environment that values respect, integrity, teamwork, and excellence through its RITE Values.

III. Mission
5Cities Homeless Coalition strengthens our community by mobilizing resources, fostering hope, and advocating for those who are homeless and facing homelessness. 5CHC has clearly stated this mission and purpose, approved by the board, in pursuit of the public good. All of its programs support this mission and all who work for or on behalf of the organization understand and are loyal to that mission and purpose.

IV. Governance

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 3 of 40 5CHC has an active governing body, the board, which is responsible for setting the mission and strategic direction of the organization and oversight of the finances, operations, and policies of 5CHC.

IV. Responsible Stewardship
5CHC manages its funds responsibly and prudently. This should include the following considerations:
● Spends an adequate amount on administrative expenses to ensure effective accounting systems, internal controls, competent staff, and other expenditures critical to professional management; ● Compensates staff, and any others who may receive compensation, reasonably and appropriately; ● Knows that solicitation of funds has reasonable fundraising costs, recognizing the variety of factors that affect fundraising costs;
● Does not accumulate operating funds excessively;
● Draws prudently from funds consistent with donor intent and to support the public purpose of 5CHC;
● Ensures that all spending practices and policies are fair, reasonable, and ● Ensures that all financial reports are factually accurate and complete in all material respects.

VI. Openness and Disclosure
5CHC provides comprehensive and timely information to the public, the media, and all stakeholders and is responsive in a timely manner to reasonable requests for information. All information about 5CHC will fully and honestly reflect the policies and practices of the organization. Basic informational data about 5CHC, such as the Form 990, will be posted online or otherwise made available to the public. All solicitation materials accurately represent 5CHC’s policies and practices and will reflect the dignity of program beneficiaries. All financial, organizational, and program reports will be complete and accurate in all material respects.

VII. Legal Compliance
5CHC is knowledgeable of, and complies with, laws and regulations. 5CHC will maintain copies of all marketing, outreach, and other materials used to inform eligible persons of the program to document compliance with the requirements. 5CHC complies with CFR 578.93 requirements related to Fair Housing and Equal Opportunity.

VIII. Program Evaluation
5CHC regularly reviews program effectiveness and has mechanisms to incorporate lessons learned into future programs. The organization is committed to improving program and organizational effectiveness and develops mechanisms to promote learning from its activities and the field. 5CHC is responsive to changes in its field of activity and is responsive to the needs of its constituencies.

IX. Inclusiveness and Diversity
5CHC has a policy of promoting inclusiveness and its staff, board, and volunteers reflect diversity in order to enrich its programmatic effectiveness. 5CHC takes meaningful steps to promote inclusiveness in its hiring, retention, promotion, board recruitment, and constituencies served. All programs and services provided by 5CHC do not discriminate on the basis of sexual orientation or gender identity.

Commented [1]: confirm CFR 578.93
Commented [JN2R1]:

Commented [3]: Mention here about random spot checks
with county - sending supporting documentation with billing??

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 4 of 40

3. Program Overview
5CHC’s ESG Program aligns with 25 CCR § 8409 Core Practices and is targeted to individuals and families who “without” this program will become or will remain homeless. This program targets area residents with the most urgent and severe needs including Families with Children; Chronically Homeless; Veterans; Unaccompanied Youth; Victims of Domestic Violence.

Following local coordinated entry protocols, we seek to identify and serve people who:
• Are unsheltered and living in places not designed for human habitation; • Have experienced the longest amount of time homeless; • Have multiple and severe service needs that inhibit their ability to secure housing on their own; and • Through homelessness prevention activities, are at greatest risk of becoming literally homeless without an intervention and are at greatest risk of experiencing a longer time in shelter or on the street should they become homeless.

With these activities we will work to ensure services are low-barrier and accessible; help participants identify and resolve barriers to housing; assist them to resolve their housing crisis before focusing on other non-housing related services; allow participants to choose the services and housing that meets their needs; connect participants to appropriate services and offer financial assistance initially at a minimum level and adding as needed through progressive engagement.

The program will provide temporary financial assistance and housing relocation and stabilization services to individuals and families who are homeless, or would be homeless but for this assistance.

Services and assistance will be targeted and prioritized through the Coordinated Entry Process to those most in need of this temporary assistance, and are most likely to achieve stable housing, whether subsidized or unsubsidized, outside of ESG funding when the program concludes.

This ESG program assistance is not intended to provide long-term support for program participants, and it is not intended to provide all supportive service needs of households that affect housing stability. The program instead is part of a plan made in partnership with the family and other community resources, relies on community resources, agency partners, and mainstream benefits to help households regain stability.

Program information, including eligibility and procedures will be posted at 5chc.org/programs

4. Allocation of Funds for Program Activities
Eligible activities that may be funded under each program component are set forth in 24 CFR Parts § 576.101 through § 576.107. See current grant year program agreements and budgets for specific program activities and allocation of resources.

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 5 of 40

5. Eligibility Policies
Participant Eligibility
As stated above, the primary purpose of ESG-funded rapid rehousing and prevention is to reduce entries into homelessness and/or shorten stays in homelessness to the greatest extent feasible.

To be eligible to receive ESG prevention or rapid rehousing assistance, participant households in must meet both national and local requirements, and this eligibility must be documented with Notice of Action (eligibility determination form) and Program Participation Agreement and supporting documentation kept in a client file. These requirements include:
• Participants must be homeless or at imminent risk of homelessness, per the applicable HUD definitions in the ESG regulation (§576.2) supported by documentation; • Participants must be one of the locally targeted populations for the program, as specified on the Notice of Action eligibility determination form;
• Participants must be willing to participate in the program and to meet the terms of a selfdeveloped Housing Stability Plan; • Participants may not have already received 24 months of ESG assistance during the past 36 months (§576.105(c));
In addition:
• Participants receiving homeless prevention assistance must have incomes at or below 30% of the Area Median Income (§576.103).

Eligibility for Rapid-Rehousing
Rapid Re-housing is available for persons who are homeless according to HUD’s definition of literally homeless. (See Attached Homeless Definition)
There is no income eligibility for Rapid Re-housing assistance; both financial and housing relocation and stabilization services.

Homelessness Verification: 5CHC documents homeless status through a certification by the individual or head of household as the primary method of establishing homeless eligibility. 5CHC follows the ESG guidance in assessing and verification of homelessness status. 5CHC does not provide a nightly assessment of status but only upon point of entry in the program. 5CHC uses the following prioritized list to verify homelessness status, in this descending order:

1. Third-party documentation, including written and source documentation, and HMIS records.

2. Intake worker observations.

3. Certification from persons seeking assistance. When possible all three verifications are used.

Rapid Re-Housing Income Requirements. Participants receiving ESG “Rapid Re-Housing" assistance, an income assessment is not required at initial evaluation. At re-evaluation -- which must take place not less than once annually for rapid re-housing -- the participant's household must have an annual income that does not exceed 30% of AMI
Eligibility for Homeless Prevention Assistance

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 6 of 40 Imminent Risk of Homelessness: An individual or family who will imminently lose their primary nighttime residence, provided that:

Prevention assistance will be directed to persons who are not literally homeless but are at imminent risk of homelessness per the HUD Homeless definition (Category 2). Prevention assistance may include support to a household to retain its current housing or to move to other housing without having to become literally homeless. (See HUD Definition Attachment) Note: Includes individuals and families who are within 14 days of losing their housing, including housing they own, rent, are sharing with others, or are living in without paying rent. Individuals and families residing in hotels and motels may be eligible under either Homeless Category 1 or 2 depending upon how the costs of the hotel or motel are being paid.

If less than 51% of the costs are paid for by a charitable organization or federal, state, or local government program for lowincome individuals, the household may be eligible under Category 2 if they lack the resources and support networks to continue residing in the hotel or motel.

6. Eligibility Determination
5CHC must determine whether potential participants are eligible for assistance, and document this eligibility, including verifying income and housing status. 5CHC’s Housing Assistance Packet contains key questions and documentation requirements to determine eligibility.

Referral Process & Coordination with Other Agencies
A participant can enter the ESG program by referral from another agency, or self-referral.

Intake and eligibility assessments are made by the ESG Coordinated Entry Specialist and Case Manager.

This program should not supplant existing case managers working with the participant. Instead, this program should complement and add capacity to ensure eligible participants find permanent housing.

Case managers from partner agencies who refer clients from within their region are expected to provide co-case management support by providing regional expertise for housing search, relocation and stabilization services in support of the participant’s stability.

Agency Specific Coordination
Services for this ESG Program coordinate with specific agencies and collaboratives, including those listed below:
• Local and Regional Homeless Shelters and Day Centers – The ESG Program coordinates with local Homeless Shelters to ensure access to services. Coordination includes participation in regional agency collaborations and policy-making groups including HSOC. • Community Health Centers of the Central Coast (CHC) – CHC, the regional clinic in San Luis Obispo serving low-income populations has a homeless grant which funds health specific services for homeless. The ESG Program will coordinate services to ensure eligible homeless clients receive access to services and streamlined referrals.

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 7 of 40 • Workforce Investment Act (WIA) – The ESG Program works closely with WIA programs throughout San Luis County to ensure that Homeless clients have access to its resources. • Family Resource Centers – Resource Centers are accessed throughout the county to ensure Families have access to school-based services, resources, and family advocates who work closely with homeless service providers.
• Head Start Programs – The ESG Program works with Head Start Program Family Advocates to ensure access to resources for eligible clients.
• TBRA Assistance Programs – The ESG Program currently accesses through direct referrals the TBRA programs with the Paso Robles Housing Authority. 5CHC will ensure membership in the San Luis Obispo Supportive Housing Consortium to access additional TBRA assistance for homeless clients.
• Veterans Programs – HUD/ VASH and SSVF Case workers work closely with the ESG Housing Case Manager. Veterans identified by the ESG Caseworkers with be linked to the SSVF and/or HUD/VASH programs in San Luis County. SSVF and HUD/VASH Caseworkers attend local continuum of care agency provider meetings to disseminate information. • Mental Health Services -5CHC and ESG Case manager attends regular agency meetings and stakeholder policy-making meetings to ensure strong coordination of services between SLO County Behavioral Health Department services.

Coordinated Entry System Operation

1. Coverage: The Coordinated Entry System (CES) covers the entire geographic area claimed by the CA-614 CoC in San Luis Obispo County. 5CHC works in collaboration with Community Action Partnership of San Luis Obispo County (CAPSLO) and El Camino Homeless Organization (ECHO). The three organizations together cover the geographic area of the CoC in the north, central, and south county. All agencies participate in the CES and utilize the CAPSLO-created CoC approved coordinated intake and assessment tools.

2. Accessibility: Effective June 1, 2017 coordinated assessment and intake has been made available at the three main access points by the CES providers in the county and the roll-out of CES to non- COC or ESG-funded projects will continue. Clients may receive assessment through any of the three CES entry points. The CES is advertised within the CES operating shelters, partnering community agencies and social media. In addition to receiving assessment at the physical locations, the client may elect to call CAPSLO or ECHO to receive assistance and coordinated assessments.

3. Assessment Tools: Case managers at CES entry points apply the developed Coordinated Assessment tools to clients seeking services. In order to address the large volume of clients requesting assistance, the CES has adopted a two-part standardized screening and assessment process:
a. Pre-screening: Prevention and Diversion Trained case managers meet with clients that present at CES entry points and conduct an initial screening using the standardized Prevention and Diversion tool adopted by the three agencies. This tool is used to determine whether clients will need a greater intensity of services and/or housing, or whether the provision of available services will be the only action necessary to assist the client with self-resolution. b. VI-SPDAT If, after the initial Prevention and Diversion tool has been applied, the client is deemed to require more intensive services and/or housing, the case manager will then utilize the standardized

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 8 of 40 VI-SPDAT tool to determine the vulnerability of the client and their household. Upon completion of the assessment tool, the case manager will enter the information into the CES database software (HMIS). The VI-SPDAT score of the clients, along with regular case management conferences, will assist in the determination of the ranking of clients in the order in which they receive housing. Initial Evaluation/Intake Process
Intake and eligibility assessment consists of completing 1) a coordinated entry assessment established by the Continuum of Care; 2) an income assessment; 3) housing status assessment; 4) preference assessment; and 5) resource and barrier assessment.

Income Verification
There is no income threshold for receiving Rapid Re-housing Assistance. Eligibility is assessed based on the parameters set forth in this document.

All households applying for ESG Homeless Prevention assistance must have a current gross income below 30% Area Median Income (AMI). 50% AMI for ESG-CV. For current AMI, https://www.huduser.gov/portal/datasets/il/il2021/2021summary.odn A household’s income is any money that goes to, or on behalf of, the head of household or spouse (even if temporarily absent) or to any other household member. When calculating income for eligibility, annual income includes the current gross income of all adult household members and unearned income attributable of a minor (e.g., child support, TANF payments, SSI payment, and other benefits paid on behalf of a minor).

Income Definitions
Gross income is the amount of income earned before any deductions (such as taxes and health premiums) are made.

Current Gross Income is the income that the household is currently receiving at the time of application for assistance. Income recently terminated should not be included.

Income Inclusions
The following types of income are counted when calculating current gross income for ESG eligibility:
✔ Earned Income ✔ Self-Employment/Business Income
✔ Interest & Dividend Income ✔ Pension/Retirement Income ✔ Unemployment & Disability Income ✔ TANF/Public Assistance ✔ Alimony, Child Support & Foster Care
Income
✔ Armed Forces Income
Income Exclusions
The following are NOT counted when calculating current gross income for ESG eligibility:
✔ Income of Children ✔ Inheritance and Insurance Income ✔ Medical Expense Reimbursements ✔ Income of Live-in Aides ✔ Disabled Persons ✔ Student Financial Aid
✔ Armed Forces Hostile Fire Pay ✔ Self-Sufficiency Program Income

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 9 of 40 ✔ Other Income (i.e. temporary, nonrecurring or sporadic income). ✔ Reparations
✔ Income from full-time students ✔ Adoption Assistance Payments ✔ Deferred and Lump Sum Social Security
& SSI payments
✔ Income Tax and Property Tax
refunds
✔ Home Care Assistance ✔ Other Federal Exclusions
Annualizing Wages and Periodic Payments
When calculating income based on hourly, weekly or monthly payment information, the gross amount earned will be added to each payment period that is documented, and divided by the number of payment periods. This provides an average wage per payment period. Depending on pay periods used by the employer or the schedule of periodic payments, the following calculations convert the average wage into annual income:
• Hourly Wage multiplied by hours worked per week multiplied by 52 weeks. • Weekly Wage multiplied by 52 weeks.
• Bi-weekly (every other week) Wage multiplied by 26 bi-weekly periods. • Semi-Monthly Wage (twice a month) multiplied by 24 semi-monthly periods. • Monthly Wage multiplied by 12 months.

If a household’s periodic benefits and/or period of employment are capped, benefits/pay will not be annualized beyond the maximum level of benefit/pay that can be received. For example, a client receives $100 of unemployment per week, but unemployment is capped at $4,000 per year, the client’s annualized unemployment benefits should be calculated at $4,000, and not $100 x 52 = $5,200.

Another example, the household is employed for a quarter and will receive $500/week. The client’s annualized pay should be calculated at $6,000 and not $500*52 = $26,000. With regard to seasonal or cyclical fluctuations in income, for the purposes of determining household income, only current gross income will be annualized per the directions specified above. However, to the extent that there is certainty about expected income, future income will be taken into account when determining whether a household has other financial resources.

Treatment of Assets
Assets are cash or material items that can be converted to cash quickly. They include both real and/or personal property and investments that a household may possess, including assets that are owned by more than one person, but allow unrestricted access to the applicant. Assets may include:
• Amounts in checking and saving bank accounts.
• Stocks, bonds, savings certificates, money market funds, and other investment accounts. • The cash value of trusts that may be withdrawn by the household. • IRA, Keogh and similar retirement savings accounts, even when early withdrawal will result in a penalty.
• Lump sum receipts of cash received and accessible by household, such as inheritances, capital gains, lottery winnings, tax refunds (with the exception of federal tax refunds received within the previous 12 months), insurance settlements, and other claims.

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 10 of 40 $7,500 is the maximum amount a client can have in liquid assets (this includes checking/savings, stocks/bonds, cash inheritance, insurance settlements, lottery winnings) when determining eligibility.

Retirement accounts that have not yet been converted to income (i.e. A 40-year old potential client has $50,000 saved in a retirement plan such as an IRA, but the client does not plan to start accessing the funds until age 59) will not be included as a liquid assets.

If Federal tax refunds received within the previous 12 months make up part of a household’s cash assets, that part of the household’s cash assets will not be counted among the household’s financial resources when determining the household’s eligibility or need for assistance under ESG.

Recertification:

Homeless Prevention - Documentation of income is required to be recertified every 3 months.

Rapid Rehousing - Documentation of income is required to be recertified annually.

For participants utilizing Shelter, Services, Rapid Rehousing, and Street Outreach documentation of income at intake is not required and there are no recertification requirements for Shelter, Services, and Street Outreach.

7. Notice of Action Eligibility Determination:

Effective September 2021, 5CHC will use the “Notice of Action” form to notify the participant of their approval of all eligible assistance or their denied status of the ESG program along with documentation demonstrating their ineligible activity. (See attached example of NOA)

8. Housing Stabilization Plan
The Housing Stabilization Plan plays a primary role in determining the amounts and types of assistance the participant will need to become housed in permanent housing or move toward stability.
5CHC will develop a plan with each program participant on how they will retain permanent housing after the ESG assistance ends (see 24 CFR 576.401(e)(1)(ii)). Program participants are required to meet with a case manager not less than once per month while they are receiving ESG-assistance to implement the plan and monitor progress towards housing stability (see § 576.401(e)(1)(i)) based on their housing stabilization plan developed in partnership with the case manager and participant.

A stabilization plan can be developed by any case worker currently working with the participant. The plan, however, must be accepted by the ESG Case Manager. A sample housing stabilization plan is attached.

The types of and amount of assistance below should be part of an interrelated strategy articulated within the Housing Stabilization Plan that creates housing and stabilization opportunities in partnership with the participant. Assistance limits defined below, therefore, should not be viewed as an entitlement for eligible participants. Instead, they should interrelate with other agency and community resources to best leverage the limited amount of assistance.

9. Eligible Activities & Limits

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 11 of 40 This program aligns with the recommendations of the National Alliance to End Homeless, which asserts that “small amounts of assistance can be extremely effective, and it is better to stretch resources by providing smaller amounts of assistance to more people.”1 Homeless Prevention
ESG funds may be used to provide housing relocation and stabilization services and short and/or medium-term rental assistance necessary to prevent an individual or family from moving into an emergency shelter or another place described in paragraph (1) of the “homeless” definition. This assistance, referred to as homelessness prevention, may be provided to individuals and families who meet the criteria under the “at risk of homelessness” definition, or who meet the criteria in paragraph (2), (3), or (4) of the “homeless” definition and have an annual income below 30 percent of median family income for the area under ESG, and 50% AMI under ESG-CV, as determined by HUD.

1. Homeless Prevention Housing Relocation And Stabilization Services:
a. Financial Assistance
i. Rental application fees: Application fee that is charged by the owner to all applicants. ii. Security deposits: Equal to no more than two months’ rent. iii. Last month’s rent: Paid at the time the owner is paid the security deposit and the first month's rent.
iv. Utility Deposits: Eligible utility services are gas, electric, water, and sewage. v. Utility Payments: Up to 24 months of utility payments per program participant, per service, including up to 6 months of utility payments in arrears, per service. Eligible utility services are gas, electric, water, and sewage.
vi. Moving costs: Moving costs, such as truck rental or hiring a moving company. May also include payment of temporary storage fees for up to 3 months accrued after the date the program participant begins receiving assistance.
b. Services
i. Housing search and placement. Services or activities necessary to assist program participants in locating, obtaining, and retaining suitable permanent housing

1. Assessment of housing barriers, needs, and preferences

2. Development of an action plan for locating housing

3. Housing search

4. Outreach to and negotiation with owners

5. Assistance with submitting rental applications and understanding leases

6. Assessment of housing for compliance with ESG requirements for habitability, lead-based paint, and rent reasonableness

7. Assistance with obtaining utilities and making moving arrangements

8. Tenant counseling

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 12 of 40 ii. Housing stability case management. Assessing, arranging, coordinating, and monitoring the delivery of individualized services to facilitate housing stability for a program participant who resides in permanent housing or to assist a program participant in overcoming immediate barriers to obtaining housing.

1. Using the centralized or coordinated assessment system to evaluate individuals and families applying for or receiving homelessness prevention or rapid rehousing assistance

2. Conducting the initial evaluation, including verifying and documenting eligibility, for individuals and families applying for homelessness prevention or rapid re-housing assistance

3. Counseling

4. Developing, securing, and coordinating services and obtaining Federal, State, and local benefits

5. Monitoring and evaluating program participant progress

6. Providing information and referrals to other providers

7. Developing an individualized housing and service plan, including planning a path to permanent housing stability

8. Conducting re-evaluations
iii. Mediation. Between the program participant and the owner or person(s) with whom the program participant is living, provided that the mediation is necessary to prevent the program participant from losing permanent housing in which the program participant currently resides. iv. Legal Services. Eligible costs regarding matters that interfere with the program participant’s ability to obtain and retain housing.

1. Hourly fees for legal advice and representation by attorneys licensed and in good standing with the bar association of the State in which the services are provided, and by person(s) under the supervision of the licensed attorney

2. Eligible subject matters include:
a. Landlord/ tenant matters
b. Child support
c. Guardianship
d. Paternity
e. Emancipation
f. Legal separation
g. Orders of protection and civil remedies for victims of domestic violence, dating violence, sexual assault, and stalking
h. Appeal of veterans and public benefit claim denials

3. Resolution of outstanding criminal warrants

4. Client intake

5. Preparation of cases for trial

6. Provision of legal advice

7. Representation at hearings

8. Counseling

9. Fees based on the actual service performed (i.e., fee for service) but only if the cost would be less than the cost of hourly fees

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 12 of 40

10. Filing fees and other necessary court costs

11. Ineligible costs include:
a. Legal services for immigration and citizenship matters b. Issues relating to mortgages
c. Retainer fee arrangements
d. Contingency fee arrangements
v. Credit repair. ESG funds may pay for credit counseling and other services necessary to assist program participants with critical skills related to household budgeting, managing money, accessing a free personal credit report, and resolving personal credit problems. This assistance does not include the payment or modification of a debt.

2. Homeless Prevention Short-Term And Medium-Term Rental Assistance a. Short-Term Rental Assistance. Up to 3 months of rent. b. Medium-Term Rental Assistance. More than 3 months but not more than 24 months of rent. c. Rental Arrears. One-time payment for up to 6 months of rent in arrears, including any late fees on those arrears.
d. Any Combination Of The Three Types Of Rental Assistance Above. Up to 24 months of rental assistance during any 3-year period.

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 13 of 40 Rapid Rehousing
5CHC will provide housing relocation and stabilization services and short and/or medium-term rental assistance as necessary to help a homeless individual or family move as quickly as possible into permanent housing and achieve stability in that housing. This assistance, referred to as rapid rehousing assistance, may be provided to program participants who meet the criteria under paragraph (1) of the “homeless” definition or who meet the criteria under paragraph (4) of the “homeless” definition and live in an emergency shelter or other place described in paragraph (1) of the “homeless” definition.

1. Rapid Re-Housing Housing Relocation And Stabilization Services a. Financial Assistance
i. Rental application fees: Application fee that is charged by the owner to all applicants. ii. Security deposits: Equal to no more than two months’ rent. iii. Last month’s rent: Paid at the time the owner is paid the security deposit and the first month's rent.
iv. Utility Deposits: Eligible utility services are gas, electric, water, and sewage. v. Utility Payments: Up to 24 months of utility payments per program participant, per service, including up to 6 months of utility payments in arrears, per service. Eligible utility services are gas, electric, water, and sewage.
vi. Moving costs: Moving costs, such as truck rental or hiring a moving company. May also include payment of temporary storage fees for up to 3 months accrued after the date the program participant begins receiving assistance.
b. Services
i. Housing search and placement. Services or activities necessary to assist program participants in locating, obtaining, and retaining suitable permanent housing:

1. Assessment of housing barriers, needs, and preferences

2. Development of an action plan for locating housing

3. Housing search

4. Outreach to and negotiation with owners

5. Assistance with submitting rental applications and understanding leases

6. Assessment of housing for compliance with ESG requirements for habitability, lead-based paint, and rent reasonableness

7. Assistance with obtaining utilities and making moving arrangements

8. Tenant counseling
ii. Housing stability case management. Assessing, arranging, coordinating, and monitoring the delivery of individualized services to facilitate housing stability for a program participant who

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 14 of 40 resides in permanent housing or to assist a program participant in overcoming immediate barriers to obtaining housing.

1. Using the centralized or coordinated assessment system to evaluate individuals and families applying for or receiving homelessness prevention or rapid rehousing assistance

2. Conducting the initial evaluation, including verifying and documenting eligibility, for individuals and families applying for homelessness prevention or rapid re-housing assistance

3. Counseling

4. Developing, securing, and coordinating services and obtaining Federal, State, and local benefits

5. Monitoring and evaluating program participant progress

6. Providing information and referrals to other providers

7. Developing an individualized housing and service plan, including planning a path to permanent housing stability

8. Conducting re-evaluations
iii. Mediation. Between the program participant and the owner or person(s) with whom the program participant is living, provided that the mediation is necessary to prevent the program participant from losing permanent housing in which the program participant currently resides. iv. Legal Services. Eligible costs regarding matters that interfere with the program participant’s ability to obtain and retain housing.

1. Hourly fees for legal advice and representation by attorneys licensed and in good standing with the bar association of the State in which the services are provided, and by person(s) under the supervision of the licensed attorney

2. Eligible subject matters include:
a. Landlord/ tenant matters
b. Child support
c. Guardianship
d. Paternity
e. Emancipation
f. Legal separation
g. Orders of protection and civil remedies for victims of domestic violence, dating violence, sexual assault, and stalking
h. Appeal of veterans and public benefit claim denials

3. Resolution of outstanding criminal warrants

4. Client intake

5. Preparation of cases for trial

6. Provision of legal advice

7. Representation at hearings

8. Counseling

9. Fees based on the actual service performed (i.e., fee for service) but only if the cost would be less than the cost of hourly fees

10. Filing fees and other necessary court costs

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 15 of 40

11. Ineligible costs include:
a. Legal services for immigration and citizenship matters b. Issues relating to mortgages
c. Retainer fee arrangements
d. Contingency fee arrangements
v. Credit repair. ESG funds may pay for credit counseling and other services necessary to assist program participants with critical skills related to household budgeting, managing money, accessing a free personal credit report, and resolving personal credit problems. This assistance does not include the payment or modification of a debt.

10. Lead –based paint Requirements
Lead-based paint remediation and disclosure requirements apply to all housing occupied by ESG Program participants.

For Rapid-rehousing or housing relocation, where program participants are entering into new permanent housing, the participant will be provided a “Disclosure of Information on Lead-Based Paint and/or LeadBased Paint Hazards” form, along with information regarding such hazards in the language in which they speak.

Housing owners and landlords must comply with all lead-based paint requirements and disclosures.

A Disclosure of Information on Lead-Based Paint and/or Lead-Based Paint Hazards form must be signed by the owner/landlord before execution of a new lease, and copies given to the participant and kept in the ESG program participant’s file.

11. Fair Market Rent and Rent Reasonableness
Whether a household is seeking to maintain its current housing or relocate to another unit to avoid homelessness (Homelessness Prevention), or exiting homelessness into new housing (Rapid ReHousing), the process for determining acceptable rent amounts is the same: The recipient or subrecipient first compares the gross rent (see box below) for the current or new unit with current Fair Market Rents (FMR) limits, which are updated annually.

FMRs for each fiscal year can be found by visiting HUD’s website at www.huduser.org/portal/datasets/fmr.html and clicking on the current “Individual Area Final FY20__ FMR Documentation” link. This site allows you to search for FMRs by selecting California and San Luis Obispo County from the provided list. The site also provides detailed information on how the FMR was calculated for each area.

If the unit’s gross rent is at or below FMR, the recipient/subrecipient next uses current data to determine Rent Reasonableness (see certification form). 5CHC determines rent reasonableness by considering the location, quality, size, type, and age of the unit, and any amenities, maintenance, and utilities to be provided by the owner. Comparable rents can be checked by using Craigslist or other Rental Services to check rents charged for units of comparable size and features (location, size, amenities, quality, etc.). A printout of three comparable units rents and evidence that these units

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 16 of 40 share similar features (location, size, amenities, quality, etc.) should be included in the file documentation along with a Rent Reasonableness Certification form. Another acceptable method of documentation is written verification signed by the property owner or management company, on letterhead, affirming that the rent for a unit assisted with ESG funds is comparable to current rents charged for similar unassisted units managed by the same owner.

If the gross rent is at or below both the FMR and the rent reasonableness standard for a unit of comparable size, type, location, amenities, etc., ESG funds may be used to pay the rent amount for the unit.

If the gross rent for the unit exceeds either the rent reasonableness standard or FMR, ESG recipients are prohibited from using ESG funds for any portion of the rent, even if the household is willing and/or able to pay the difference. However, because the FMR and rent reasonableness requirements apply only to rental assistance, ESG funds may be used:

1. to pay for financial assistance and services to help the eligible program participant stay in the unit, or

2. to pay for financial assistance and services to locate and move to a different unit that meets the rent reasonableness standard and is at or below FMR and pay rental assistance in that unit.

Rent reasonableness and FMR requirements do not apply when a program participant receives only financial assistance or services under Housing Stabilization and Relocation Services. This includes rental application fees, security deposits, an initial payment of “last month’s rent,” utility payments/deposits, and/or moving costs, housing search and placement, housing stability case management, landlord-tenant mediation, legal services, and credit repair. (Note: “Last month’s rent” may not exceed the rent charged for any other month; security deposits may not exceed 2 months’ rent.)

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 17 of 40

12.Emergency Solutions Grants CARES Act (ESG-CV)
ESG-CV funds must be used to prevent, prepare for, and respond to coronavirus, among individuals and families who are homeless or receiving homeless assistance and to support additional homeless assistance and homeless prevention activities to mitigate the impacts created by coronavirus. Requirements at 24 CFR Part 576 will apply to the use of these funds, unless otherwise provided by the alternative requirements and flexibilities established under the CARES Act, Notice CPD-20-08 issued September 1st, 2020, or subsequent waivers, amendments or replacements to the Notice. (See https://www.hudexchange.info/programs/esg/esg-cv/#program-requirements )

13. Grievance Policy
These procedures were developed to provide guidelines for responding to client or provider grievances.

Definition:

A grievance for the purpose of this program is defined by the as: a client complaint or expression of dissatisfaction regarding service delivery, or any expression of dissatisfaction by an agency partners or service provider.

Procedures:

If a client or service provider expresses dissatisfaction verbally or in writing, a Program staff member will attempt to resolve the situation with the client or service provider.

If this is not possible, then the Program staff that receives the complaint shall notify the Program Supervisor or the person to whom that staff reports to. The supervisor who receives the complaint will document the complaint in the Grievance Log. The Grievance Log shall include the following information.

1. Client ID# (not name)

2. Nature of complaint and identification of those involved.

3. Date complaint was received and by whom.

4. Summary of follow-up activities

5. Date grievance was referred to Grievance Committee, if necessary.

6. Date of resolution.

The Supervisor will be responsible for collecting relevant information about the grievance, for taking action to resolve the grievance, and for documenting all progress.

The Supervisor will attempt to resolve the complaint between the parties involved. If no satisfactory results can be achieved, the Supervisor will present the situation to the 5Cities Homeless Coalition (5CHC) Executive Director and then on to the Board of Directors Program Committee for a decision.

Thirty days after expressing a grievance, clients or service providers will receive in writing all grievance facts and decisions.

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 18 of 40 The Grievance Committee is a minimum of four individuals to include a program supervisor, a case manager who is not a part of the grievance, an agency partner who has expertise in relevant program management, and the 5CHC Executive Director.

All information, including the Grievance Log, will be available to appropriate contract monitors. This procedure will be provided to each client and attached to all appropriate case files.

14. Termination, Complaints and Appeals
ESG Program Assistance and activities may be terminated in cases where program participants violate program requirements, or when the participant no long meets minimum eligibility requirements for program assistance (i.e., income change).

Termination and grievance procedures will be verbally explained, with a copy of the termination and grievance policy signed by the participant at program entry (grievance policy form attached).

When a program participant’s assistance is terminated, the participant will be given written notice containing a clear statement of the reasons for termination.

A program participant will be given the opportunity to file a grievance and present written or oral objections before a person other than the person (or subordinate of that person) who made or approved the termination decision.

Prompt written notice of the final decision to the program participant will be made.

15. Data Collection - Homeless Management Information System (HMIS):
5CHC participates in the community-wide Homeless Management Information System (HMIS) and adheres to the San Luis Obispo County Continuum of Care’s Homeless Management Information System Policies and Procedures. ESG Program participants will be entered into the HMIS and ClientTrack databases. 5CHC collects and maintains common data fields as determined by the HMIS Administrator, considering all relevant regulations. This helps to ensure coordination between service providers through the Coordinated Entry System (CES) while avoiding duplication of services and participant data, and provides an opportunity to document homelessness. All staff using HMIS are required to complete basic HMIS training(s). Those running and maintaining reports must also complete other HMIS data quality training. 5CHC has made Data Quality an integral part of the program’s reporting policies and procedures.

San Luis Obispo County HMIS Policies, Procedures and Privacy Notice can be found at:
https://www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services/ProviderResources/HMIS.aspx ESG HMIS Data Standards Manual can be found at:
https://files.hudexchange.info/resources/documents/ESG-Program-HMIS-Manual.pdf HMIS Data Standards can be found at: https://www.hudexchange.info/resource/3824/hmis-datadictionary/

16. Confidentiality and Privacy

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 19 of 40 Policies regarding client data are founded on the premise that a client owns his/her personal information. 5CHC adheres to the SLO County CoC’s HMIS Privacy Notice to protect client, agency, and the SLO County CoC’s interests. Collection, access and disclosure of client data through HMIS is only permitted by the procedures set forth by the SLO County CoC. Client Data will only be shared if the Client consents and has signed the Release of Information Authorization.

The privacy of records pertaining to any individual assessed or served by the ESG program will be protected at all times. All records including files, forms, and other documents that identify an individual and/or members of a household will be enclosed in a locked location when not in use by the case manager or ESG Program Staff. When files are in use by a program staff, they shall not be visibly accessible by any person other than ESG Program Staff or the participant of whom the information identifies.

17. File Checklist
The basis of all determinations (eligibility, assistance needed, assistance provided, etc.) will supported by the evidence documented in the case file. Documentation will enable a supervisor or other entity charged with monitoring the program to readily identify the factors and process that resulted in the determination that each participant meets HUD requirements. 5CHC will maintain a participant file that will include but is not limited to the following documents:

1. Initial Evaluation

2. Proof of eligibility - Documentation of Homelessness, must follow HUD’s prioritization of documentation of homelessness.

3. Program Intake Documents including: (See Attached Housing Intake Packet) a. HMIS Release of Information,
b. Notice of Privacy Practices,
c. Participant grievance,
d. Participant consent form,
e. Release of Information if applicable,

4. Case Plan that showed the program and program participant developed a plan to assist the program participant to retain permanent housing after the ESG assistance ends, taking into account all relevant considerations, such as:
a. The program participant’s current or expected income and expenses, b. Other public or private assistance for which the program participant will be eligible and likely to receive; and
c. The relative affordability of available housing in the area

5. Lease agreement between the Owner and program participant

6. Minimum Habitability Standards

7. Case notes that reflect the program participant met with a case manager at least once per month to assist the participant in ensuring long-term housing stability.

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 20 of 40

8. Back-up documentation for the services and assistance provided to that program participant, including, as applicable, security deposit, rental assistance, and utility payments made on behalf of the program participant, and copies of documentation of payments made to owners for rental assistance provided, and supporting documentation for these payments, including dates of occupancy by program participants in the participant file.

9. Referrals made by the program-to-program participant to obtain other resources as needed.

10. Notice of Action – Notification to participant of eligible services

11. Income Recertification (If Applicable)

12. Rent Reasonableness/Fair Market Rent Certification (if Applicable)

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 21 of 40

18. Recordkeeping
All program records will be maintained by 5Cities Homeless Coalition for a minimum of 5 years after the final expenditure under the ESG contract.

19. Nondiscrimination and Equal Opportunity Policies
5CHC does not exclude, deny benefits to, or otherwise discriminate against any person on the basis of race, color, national origin, disability, or age in admission to, participation in, or receipt of the services and benefits under any of its programs and activities, whether carried out by the 5CHC directly or through a contractor or any other entity with which 5CHC arranges to carry out its programs and activities.

This statement is in accordance with the provisions of Title VI of the Civil Rights Act of 1964, Section 504 of the Rehabilitation Act of 1973, the Age Discrimination Act of 1975, and Regulations of the U.S. Department of Health and Human Services issued pursuant to these statutes at Title 45 Code of Federal Regulations Parts 80, 84, and 91.

20. Definition of Homeless
The definition of homeless is as follows:

1. An individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning:
a. An individual or family with a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings, including a car, park, abandoned building, bus or train station, airport, or camping ground; b. An individual or family living in a supervised publicly or privately operated shelter designated to provide temporary living arrangements (including congregate shelters, transitional housing, and hotels and motels paid for by charitable organizations or by federal, state, or local government programs for low-income individuals); or
c. An individual who is exiting an institution where he or she resided for 90 days or less and who resided in an emergency shelter or place not meant for human habitation immediately before entering that institution;

2. An individual or family who will imminently lose their primary nighttime residence provided that:
a. The primary nighttime residence will be lost within 14 days of the date of application for homeless assistance;
b. No subsequent residence has been identified; and
c. The individual or family lacks the resources or support networks, e.g., family, friends, faith-based or other social networks, needed to obtain other permanent housing;

3. Unaccompanied youth under 25 years of age, or families with children and youth, who do not otherwise qualify as homeless under this definition, but who:
a. Are defined as homeless under section 387 of the Runaway and Homeless Youth Act (42 U.S.C. 5732a), section 637 of the Head Start Act (42 U.S.C. 9832), section 41403 of the Violence Against Women Act of 1994 (42 U.S.C. 14043e-2), section 330(h) of the Public Health Service Act (42 U.S.C. 254b(h)), section 3 of the Food and Nutrition Act of 2008 (7 U.S.C. 2012), section 17(b) of the Child Nutrition Act of 1966 (42 U.S.C. 1786(b)) or section 725 of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11434a);

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 22 of 40 b. Have not had a lease, ownership interest, or occupancy agreement in permanent housing at any time during the 60 days immediately preceding the date of application for homeless assistance; c. Have experienced persistent instability as measured by two moves or more during the 60-day period immediately preceding the date of applying for homeless assistance; and Can be expected to continue in such status for an extended period of time because of chronic disabilities, chronic physical health or mental health conditions, substance addiction, histories of domestic violence or childhood abuse (including neglect), the presence of a child or youth with a disability, or two or more barriers to employment, which include the lack of a high school degree or General Education Development (GED), illiteracy, low English proficiency, a history of incarceration or detention for criminal activity, and a history of unstable employment; or

4. Any individual or family who:
a. Is fleeing, or is attempting to flee, domestic violence, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member, including a child, that has either taken place within the individual’s or family’s primary nighttime residence or has made the individual or family afraid to return to their primary nighttime residence;
b. has no other residence; and
c. Lacks the resources or support networks, e.g., family, friends, faith-based or other social networks, to obtain other permanent housing.

21. Definition of “At Risk of Homelessness
The definition of at risk of homelessness is as follows:

1. An individual or family who:
a. Has an annual income below 30 percent of median family income for the area, as determined by HUD;
b. Does not have sufficient resources or support networks, e.g., family, friends, faith-based or other social networks, immediately available to prevent them from moving to an emergency shelter or another place described in paragraph (1) of the ‘‘Homeless’’ definition in this section; and
c. Meets one of the following conditions:

2. Has moved because of economic reasons two or more times during the 60 days immediately preceding the application for homelessness prevention assistance;

3. Is living in the home of another because of economic hardship;

4. Has been notified in writing that their right to occupy their current housing or living situation will be terminated within 21 days after the date of application for assistance,

5. Lives in a hotel or motel and the cost of the hotel or motel stay is not paid by charitable organizations or by federal, State, or local government programs for low-income individuals;

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 23 of 40

6. Lives in a single-room occupancy or efficiency apartment unit in which there reside more than two persons or lives in a larger housing unit in which there reside more than 1.5 people per room, as defined by the U.S. Census Bureau;

7. is exiting a publicly funded institution, or system of care (such as a health-care facility, a mental health facility, foster care or other youth facility, or correction program or institution); or

8. Otherwise lives in housing that has characteristics associated with instability and an increased risk of homelessness, as identified in the recipient’s approved consolidated plan;

9. A child or youth who does not qualify as ‘‘homeless’’ under this section, but qualifies as ‘‘homeless’’ under section 387(3) of the Runaway and Homeless Youth Act (42 U.S.C. 5732a(3)), section 637(11) of the Head Start Act (42 U.S.C. 9832(11)), section 41403(6) of the Violence Against Women Act of 1994 (42 U.S.C. 14043e– 2(6)), section 330(h)(5)(A) of the Public Health Service Act (42 U.S.C 254b(h)(5)(A)), section 3(m) of the Food and Nutrition Act of 2008 (7 U.S.C. 2012(m)), or section 17(b)(15) of the Child Nutrition Act of 1966 (42 U.S.C. 1786(b)(15)); or

10. A child or youth who does not qualify as ‘‘homeless’’ under this section, but qualifies as ‘‘homeless’’ under section 725(2) of the McKinney-Vento Homeless Assistance Act (42U.S.C. 11434a (2)), and the parent(s) or guardian(s) of that child or youth if living with her or him.

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 24 of 40 Habitability Standards Certification Form
Instructions: Mark each statement as ‘A’ for approved or ‘D’ for deficient. The property must meet all standards in order to be approved. A copy of this checklist should be placed in the client file.

Approved
or Deficient Element

1. Structure and materials: The structures must be structurally sound so as not to pose any threat to the health and safety of the occupants and so as to protect the residents from hazards.

2.Access: The housing must be accessible and capable of being utilized without unauthorized use of other private properties. Structures must provide alternate means of egress in case of fire.

3. Space and security: Each resident must be afforded adequate space and security for themselves and their belongings. Each resident must be provided with an acceptable place to sleep.

4. Interior air quality: Every room or space must be provided with natural or mechanical ventilation. Structures must be free of pollutants in the air at levels that threaten the health of residents.

5.Water Supply: The water supply must be free from contamination.

6. Sanitary Facilities: Residents must have access to sufficient sanitary facilities that are in proper operating condition, may be used in privacy, and are adequate for personal cleanliness and the disposal of human waste.

7. Thermal environment: The housing must have adequate heating and/or cooling facilities in proper operating condition.

8. Illumination and electricity: The housing must have adequate natural or artificial illumination to permit normal indoor activities and to support the health and safety of residents. Sufficient electrical sources must be provided to permit use of essential electrical appliances while assuring safety from fire.

9. Food preparation and refuse disposal: All food preparation areas must contain suitable space and equipment to store, prepare, and serve food in a sanitary manner.

10. Sanitary condition: The housing and any equipment must be maintained in sanitary condition.

11. Fire safety: Both conditions below must be met to meet this standard. a. Each unit must include at least one battery-operated or hard-wired smoke detector, in proper working condition, on each occupied level of the unit. Smoke detectors must be located, to the extent practicable, in a hallway adjacent to a bedroom. If the unit is occupied by hearing-impaired persons, smoke detectors must have an alarm system designed for hearing-impaired persons in each bedroom occupied by a hearingimpaired person. b.The public areas of all housing must be equipped with a sufficient number, but not less than one for each area, of battery-operated or hard-wired smoke detectors. Public areas include, but are not limited to, laundry rooms, day care centers, hallways, stairwells, and other common areas.

CERTIFICATION STATEMENT
I certify that I am not a HUD certified inspector and I have evaluated the property located at the address below to the best of my ability and find the following:
☐ Property meets all of the above standards.
☐ Property does not meet all of the above standards.

Therefore, I make the following determination: _____________________________________________ ☐ Property is approved.

Case Name:

Street Address:

Apartment: City: State: Zip:

Evaluator’s Signature: Date:

Please Print. Name:

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 25 of 40 Sample Housing Stabilization Plan
Date: October 2, 2012
Client Name (s): Donald Landry
Total Household Size: 3
City / Address: Atascadero, 2111 El Bordo - Bordeaux Apartments B Current Housing Status:

Donald is currently losing his housing due to income loss 2 months ago. He was laid off from work in construction. He also lost his work truck because he couldn’t make payments. Don has two daughters in elementary school. His apartment complex has given him a 3 day notice to quit. Don has been working odd jobs and serving as a handyman for his income. Although he has been growing his handyman business, he has not made enough income to cover bills and rent fully. He is losing his housing because he has been late on rent for 2 months, and is $400 short in rent for this month.

Current Household Income:

Don currently works as a Handyman and makes between $300 and $500 per week. His total income has been consistently $1,200 - $1,900 per month max. He currently does receive public income assistance.

There is no other income coming into the household.

Income/Sustainability Plan
(How does the participant plan to balance income with expenses moving forward?) Don is a licensed carpenter and experienced in all areas of construction. He is focusing his efforts to build this income source, which has a strong possibility of giving him sustainable income. Don is also looking for an apartment with lower rent. Don also continues to look for other jobs, but is limited to working daytime hours due to his young children who do not have childcare after 5pm. Don also has a friend willing to sell him a truck and he is willing to accept payments. Once Don recovers from this housing crisis, he can purchase the truck, which will allow him to get more work. Don can meet his monthly expenses with $2,500 per month.

Proposed Assistance & Plan After Assistance after this Program Ends:

This program will provide Homeless Prevention/ Rental Assistance of $300 per month for 3 months to stabilize the household’s housing. During this period, Don expects to gain extra work as a handyman, and purchase a work truck on payments to gain more work. Moving forward Don will continue to look for stable jobs. After 3 months Donn expects to make $2,500 per month or more.

Submitted by (Case Manager’s Name, Agency, Phone #):

Case Manager Date
Client Signature Date

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 26 of 40 THE 5CHC CLIENT NOTICE AND CONSENT FOR RELEASE

THIS CLIENT NOTICE AND CONSENT FOR RELEASE FORM DESCRIBES HOW INFORMATION ABOUT YOU MAY BE USED AND DISCLOSED AND HOW YOU CAN GET ACCESS TO THIS INFORMATION. PLEASE REVIEW IT CAREFULLY. IF YOU HAVE ANY QUESTIONS OR DESIRE ANY FURTHER INFORMATION REGARDING THIS FORM PLEASE CONTACT Veronica Cablayan (805) 952 5028
I, __________________________________ (insert client's name), understand and acknowledge that 5Cities Homeless Coalition (the "Agency") is affiliated with the County of San Luis Obispo ("County"), and I consent to and authorize the collection of data and information and preparation of records pertaining to the services provided to me by the Agency and the release of such data and all records maintained by the Agency to the County and agencies affiliated with the County, provided such agency is a party to The San Luis Obispo County Homeless Management Information System ("HMIS") agency agreement with the County under which the Agency has specifically agreed to share information with such agency. The data, information and records gathered and prepared by the Agency and the County will be included in the HMIS database and shall be utilized by the County and its affiliated agencies, including Agency, to: (a) provide individual case management; (b) produce reports regarding utilization of services; (c) track individual program outcomes; (d) provide accountability for individuals and entities that provide funds for use in providing services in the County of San Luis Obispo area; (e) identify unfilled service needs and plan for the provision of new services; (f) allocate resources among agencies engaged in the provision of services in and around San Luis Obispo County; and (g) be used for all other purposes deemed appropriate by the County. I understand and acknowledge that my data and information may be aggregated with the data and information of other individuals served by the Agency and other County agencies for the purposes described above. I understand and acknowledge that that data, information and records pertaining to the services provided to me by the Agency will only be disclosed to agencies, individuals and entities other than the County and its affiliated agencies with my written authorization.
_______ (please initial) I understand and acknowledge that the data pertaining to the services provided to me by the Agency and the records maintained by the Agency may include medical/health information and other information the privacy of which may be protected by federal and or California law and expressly consent to the release of such information. _______ (please initial) I understand and acknowledge that I have the right to (a) inspect, copy, and request amendment of all records maintained by the Agency related to the provision of services to me and to receive a paper copy of this form; (b) request restriction of how my data, information and records are utilized and disclosed but that the Agency is not required to agree to such requested restrictions; (c) request that the Agency communicate with me about my services in a manner designed to promote confidential communications; and (d) complain to the Agency or the County by providing written notice of the alleged violation if I believe my privacy rights have been violated and that I will not be retaliated against for filing such a complaint. _______ (please initial) I understand and acknowledge that I have the right to opt out of having my data, information and records disclosed to the County and other County affiliated agencies by providing written notice to the Agency and that I am entitled to services regardless of my decision. I further understand and acknowledge that I may revoke this consent at anytime by providing written notice to the Agency. However, I understand and acknowledge that regardless of my decision to opt out or revoke consent, my data may be disclosed to the County and included in the HMIS database in an aggregated and deidentified form for purposes of making future resource allocation decisions. _______ (please initial) I understand and acknowledge that the Agency is required to abide by the terms of this notice but that the Agency reserves the right to change the terms of this notice and to make such revised or changed notice effective for information already held by the Agency as well as information received in the future.

Signature: Date:

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 27 of 40 5Cities Homeless Coalition
Grievance Policy
These procedures were developed to provide guidelines for responding to client or provider grievances.

Definition:

A grievance for the purpose of this program is defined by the as: a client complaint or expression of dissatisfaction regarding service delivery, or any expression of dissatisfaction by an agency partners or service provider.

Procedures:

If a client or service provider expresses dissatisfaction verbally or in writing, a Program staff member will attempt to resolve the situation with the client or service provider.

If this is not possible, then the Program staff that receives the complaint shall notify the Program Supervisor or the person to whom that staff reports to. The supervisor who receives the complaint will document the complaint in the Grievance Log. The Grievance Log shall include the following information.

7. Client ID# (not name)

8. Nature of complaint and identification of those involved.

9. Date complaint was received and by whom.

10. Summary of follow-up activities

11. Date grievance was referred to Grievance Committee, if necessary.

12. Date of resolution.

The Supervisor will be responsible for collecting relevant information about the grievance, for taking action to resolve the grievance, and for documenting all progress.

The Supervisor will attempt to resolve the complaint between the parties involved. If no satisfactory results can be achieved, the Supervisor will present the situation to the 5Cities Homeless Coalition (5CHC) Executive Director and then on to the Board of Directors Program Committee for a decision.

Thirty days after expressing a grievance, clients or service providers will receive in writing all grievance facts and decisions.

The Grievance Committee is a minimum of four individuals to include a program supervisor, a case manager who is not a part of the grievance, an agency partner who has expertise in relevant program management, and the 5CHC Executive Director.

All information, including the Grievance Log, will be available to appropriate contract monitors. This procedure will be provided to each client and attached to all appropriate case files.

If this procedure is not clear, or you have any questions, please call Agency Director at (805)574- 1638.

I have read the Grievance Policy and consent to Case Management Services from the Homeless Prevention/Rapid Rehousing Program.

Head of Household Signature Date
Spouse/Partner Signature Date
Other Adult Signature Date
Case Manager’s Signature Date

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 28 of 40

CLIENT CONCERN FORM
This form is to be used by ESG Rapid Rehousing clients to submit grievances regarding the level of service quality, violation of program policies, or breaches of confidentiality. Once completed, return this form to the program’s designated grievance liaison Please complete the following information:

Your Name Today’s Date
Your Case Manager Date of Incident
Briefly describe the incident or concern:

Briefly describe your expected resolution to this problem or concern:

Sign your name
Your signature here provides consent for release of information regarding this grievance to ESG RR 5Cities Homeless Coalition and other appropriate parties.

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 1 of 40 THIS PAGE – OFFICE USE ONLY Designated liaison for this grievance Step 2 Date this form provided to case manager Date of meeting with client Result Description of proposed resolution
Client is satisfied with resolution ❑ Client is dissatisfied with resolution ❑ Satisfied client signature Date Dissatisfied client signature Date Step 3 Date this form provided to grievance committee Date of meeting with client Date of committee decision to liaison Date of meeting with client Result Description of proposed resolution
Client is satisfied with resolution ❑ Client is dissatisfied with resolution ❑ Satisfied client signature Date Dissatisfied client signature Date Step 4 Date this form provided to board of directors Date of meeting Date of board decision to liaison
Result Description of proposed resolution
Program has received this decision ❑ Client has received this decision ❑ Liaison signature Date Liaison signature Date

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 2 of 40 5Cities Homeless Coalition
Notice of Action/Aviso de Acción
Head of Household - Jefe de hogar: Spouse - Partner - Pareja Dependent - Dependiente Dependent - Dependiente
Dependent - Dependiente Dependent - Dependiente
Dependent - Dependiente Dependent - Dependiente
q Effective ________________________________, you are eligible for the assistance based on your current housing status and/or current income. You have been approved to receive:
q Efectivo, ________________________________ usted es elegible para la asistencia según por su estado actual de vivienda y/o sus ingresos actuales. Ha sido aprobado para recibir:
q Security Deposit
Assistance
Depósito de seguridad
q Utility Deposit
Depósito de servicios
públicos
q Rental Assistance
Asistencia de alquiler
q Utility Payment
Pago de servicios
públicos
q Application Fees
Costos de aplicación
q Moving Cost
Costo de mudanza
In order to maintain in good standing for assistance, you must comply with items outlined in your Program Agreement. Failure to comply may result in termination of the program. Please refer to you Program Agreement.

Para mantenerse en el programa y recibir asistencia, debe cumplir con los elementos descritos en su Acuerdo del Programa. El incumplimiento puede resultar en la terminación del programa. Consulte el Acuerdo del programa.

EXIT
q Effective _________, you are being exited from the program for noncompliance. You have violated one or more requirements outlined in the program agreement. q Efectivo ___________, usted ha sido terminado del program por incumplimiento. Ha violado uno o más requisitos descritos en el acuerdo del programa.
_________________________________________ _________
Case Manager Date

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 3 of 40 Client Self-Declaration of Homelessness
Instructions: If third-party documentation is not available, individuals or households may self-certify their current homeless status.

Please initial the line below next to your current living situation and provide the details requested.

Applicant Name:

My current living situation is:
_____ Place not meant for human habitation (e.g. such as cars, parks, sidewalks) Location and Dates:
_____ Emergency shelter (Emergency Shelter Name, Location and Dates of Residency) _____ Transitional Housing (Transitional Housing Program Name, Location and Dates of Residency) AND Previous Homeless Living Situation (Name, Location) and Dates:
_____ Discharging from a Hospital or other Institution (Hospital or Institution Name, Location, Date of Entry, and Expected Discharge Date):

AND Previous Homeless Living Situation Details and Dates:
_____ Fleeing a domestic violence, including dating violence, sexual assault, stalking, human trafficking, and other dangerous/life-threatening conditions that relate to violence against me or a family member that make me afraid to return to my primary residence: (initial all that are true)
_____ Have no other place to live
_____ Do not have the financial resources and support networks to obtain other housing _____ Being evicted from the housing we are presently staying in: (initial all that are true) [Note: such individuals are eligible for a limited subset of programs – consult documentation checklist] _____ Must leave this housing within the next ________ days _____ Have not identified other housing
_____ Do not have the financial resources and support networks to obtain other housing I certify the above-stated information to be true.

Applicant Signature: Date:

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 4 of 40 Homelessness Certification
Client(s) Name(s): ____________________________________________________________________________________________ Household without dependent children Household with dependent children Number in the household: _____________ This form is to certify that the above-named individual or household is currently homeless based on the check mark, other indicated information, and signature indicating their current living situation. By signing this form, you are certifying this information to be true.

Check only one box and complete only that section.

Living Situation: Place Not Meant For Human Habitation
The person(s) named above was/were living in a public or private place not designed for, or ordinarily used as a regular sleeping accommodation for humans, including a car, park, abandoned building, bus station, airport, or camp ground on the date(s) below.

Description of living situation (please provide the location and detailed description of living conditions):
_________________________________________________________________________________________ ___________________________________________________________________________________________________________ Homeless Street Outreach/Referral Program Name: _________________________________________________________________ Date(s) of Contact: ___________________________________________________________________________________________ Authorized Agency Representative Name: _________________________________________________________________________ Authorized Agency Representative Signature: _______________________________________________ Date: _________________ Living Situation: Emergency Shelter
The person(s) named above was/were living in a supervised publicly or privately operated shelter on the date(s) below:

Emergency Shelter Program Name: ______________________________________________________________________________ Date(s) of Night(s) in the Shelter: ________________________________________________________________________________ Authorized Agency Representative Name: _________________________________________________________________________ Authorized Agency Representative Signature: _______________________________________________ Date: _________________ Living Situation: Transitional Housing
[NOTE: USE ONLY FOR PURPOSES OF DOCUMENTING ELIGIBILITY FOR TRANSITIONAL HOUSING PROGRAMS] The person(s) named above is/are currently living in a transitional housing program for persons who are homeless. The persons(s) named above is/are graduating from or timing out of the transitional housing program:

Transitional Housing Program Name: _____________________________________________________________________________ Immediately prior to entering transitional housing the person(s) named above was/were residing in:
emergency shelter OR a place unfit for human habitation OR ____________________________________________ Authorized Agency Representative Name: _________________________________________________________________________ Authorized Agency Representative Signature: ______________________________________________ Date: __________________

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 5 of 40 Staff Supplement to Certification Based on Intake Conversation I understand that third-party verification is the preferred method of certifying homelessness for an individual or household who is applying for assistance. I understand my declaration at intake is only permitted when I have attempted to but cannot obtain third party verification.

Documentation of attempt(s) made for third-party verification:
_____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ Printed Name Organization Title
_____________________________________________________________________________________________ Applicant Signature Date Phone Number
Staff Signature: _________________________________________________________ Date: __________

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 6 of 40 Criteria For Defining Homeless
Category 1 Literally
Homeless
(1) Individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning:
(i) Has a primary nighttime residence that is a public or private place not meant for human habitation;
(ii) Is living in a publicly or privately operated shelter designated to provide temporary living arrangements
(including congregate shelters, transitional housing, and hotels and motels paid for by charitable organizations or by federal, state and local government programs); or
(iii) Is exiting an institution where (s)he has resided for 90 days or less and who resided in an emergency shelter or place not meant for human habitation immediately before
entering that institution.

Category 2
Imminent
Risk of
Homelessness
(2) Individual or family who will imminently lose their primary nighttime residence, provided that:
(i) Residence will be lost within 14 days of the date of application for homeless assistance;
(ii) No subsequent residence has been identified; and
(iii) The individual or family lacks the resources or support networks needed to obtain other permanent housing
Category 3
Homeless
under other
Federal
statutes
(3) Unaccompanied youth under 25 years of age, or families with children and youth, who do not otherwise qualify as homeless under this definition, but who:
(i) Are defined as homeless under the other listed federal statutes;
(ii) Have not had a lease, ownership interest, or occupancy agreement in permanent housing during the 60 days prior to the homeless assistance application;
(iii) Have experienced persistent instability as measured by two moves or more during in the preceding 60 days; and
(iv) Can be expected to continue in such status for an extended period of time due to special needs or barriers
Category 4
Fleeing/
Attempting to
Flee DV
(4) Any individual or family who:
(i) Is fleeing, or is attempting to flee, domestic violence; (ii) Has no other residence; and
(iii) Lacks the resources or support networks to obtain other permanent housing

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 7 of 40 5Cities Homeless Coalition

PROGRAM EXPECTATIONS AGREEMENT

PARTICIPANT EXPECTATIONS

1. Complete an Assessment with a Program Staff Member and answer all questions honestly.

2. You will meet with your Case Manager approximately [once a week, twice a week, twice a month] for an hour or for another mutually agreed upon time.

3. Both you and your housing Case Manager will create a strategy to help locate permanent housing, which takes into account all of the housing resources 5Cities Homeless Coalition has available. During each appointment, you will work together to set individual goals.

4. Submit all required documentation requested to verify eligibility criteria for 5Cities Homeless Coalitions program requirements.

5. You will be expected to make phone calls to housing authorities, landlords, and property owners and to complete rental applications.

6. You will be required to complete and follow a budget and savings plan in order to receive 5Cities Homeless Coalition services.

7. 5Cities Homeless Coalition will keep a file for you, which includes copies of applications and other housing search-related material.

8. 5Cities Homeless Coalitions will provide you with stamps and envelopes, as well as access to a copy machine, fax machine, and telephone for all housing-search related business.

9. Housing advocates may be available to view apartments and attend meetings pertaining to your housing search, as long as advance notice is given.

10. Report any changes, such as loss/gain of employment, enrollment/drop of school, family composition, or contact information within 10 Days.

MUTUAL EXPECTATIONS

1. All services provided by 5Cities Homeless Coalition are free of charge. No exchange of money or gifts by either party is allowed.

2. You and your housing advocate will treat each other withrespect.

3. Both parties are expected to be prompt to meetings and prepared for the time together. Both parties should call ahead if the meeting needs to be rescheduled.

I Further Understand That Failure To Comply With The Above-Mentioned Statements Could Result In The Following:
• A Meeting With An Staff Member And/Or Other Service Providers To Establish A Plan For ContinuedServices; • A Halt In The Provision Of Financial Resources And Services To Obtain Placement IntoHousing; • Possible Termination Of ProgramServices
I, , Agree With The Terms And Requirements To Receive Rapid Re- Housing/Homeless Prevention Program assistance. I Also Understand That Providing False Information May Result In Disqualification/Termination From The Program.

I Understand This Is Not An Entitlement Program. Decisions Regarding Eligibility And Service Are Based On A Review Of Information About A Household And Whether That Household Meets The Criteria Outlined In Program Policies, The Availability Of Funds, And Staff Needed For Participation.

By Signing Below, I Affirm I Have Reviewed, Understand, And Agree To This Housing Program Agreement, The Housing Program Grievance Policy/Procedure, And The Housing Program Release of Information (HMIS and DSS 815).

Head of Household Date Spouse/Partner Date
Other Adult Date Case Manager Date

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 8 of 40 Today’s Date: / / Staff Member:

Name: _
(First) (Last)
Social Security Number: - - Birth Date: / /
Date of Program Entry: / / Date of Last Recertification: / / Any change in the number of individuals residing inthis household: Yes No If Yes, please provide the following information:

Name Relationship to
Head of Household
Sex Date of
Birth
Race Social Security
Number
Update of the following isrequired:

Income/Benefits Assessment
Verification of Income
Housing Stabilization Plan
Participant requires continued assistance with the following items:

Housing Relocation & Stabilization Services: Financial Assistance:
¨ Housing Search & Placement
¨ Case Management
¨ Mediation (between client & landlord)
¨ Legal Services
¨ Credit Repair
¨ Moving Costs
¨ Rental Application Fee
¨ Security Deposit
¨ Last Month’s Rent
¨ Utility Deposit
¨ Utility Payments
¨ Utility Arrears (up to 6 months)
Shelter Operations:
¨ Motel/Hotel
Voucher
Rental Assistance:
¨ Short-term (1-3 months)
¨ Medium-term (4-24 months)
¨ Rental Arrears (up to 6 months)
ESG Recertification Form
Participants must be re-evaluated not less than once every 3 months to verify eligibility for continued assistance.

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 2 of 40 Any other information regarding the participant’s recertification information and/or needs at this time:

Next Recertification is due: / /
I/We certify that the information provided on this application is accurate and complete to the best of my knowledge. I/We understand that false statements or information are punishable under Federal Law. I/We also understand that false statements or information are grounds for termination of assistance under this program. I/We also understand that if I/we are receiving assistance as a Victim of Domestic Violence and move back in with the abuser, I/we will be terminated from the program.

I/We understand that I/we are to provide any and all information as requested by the Case Manager or Program Manager that the information provided will be subject to verification, that the housing unit I/we are renting is subject to a physical inspection and must meet HUD standards before assistance can be approved.

I/We also understand that any approved assistance will be paid directly to the landlord, property manager or utility company and that I/we are responsible for making whatever payments this program determines are my/our responsibility on time and in full each month. I/We also understand the case manager must be notified of any changes in income or other circumstances (e.g. changes in household composition) that affect the eligibility of assistance under this program.

Print Full Name Print Full Name
Signature Signature
Date Date
STAFF USE ONLY:

Client/Household is approved for continued assistance in the ESG Program? _ Yes No If no, please provide reason:

Date Recertification Completed: / /
Staff Member Approving:
(please print)
Staff signature: Date:

10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 3 of 40

RENT REASONABLENESS CHECKLIST AND CERTIFICATION
Proposed
Unit
UNIT #1

COMPARISON
UNIT #2

COMPARISON
UNIT #3

COMPARISON

ADDRESS

NUMBER OF BEDROOMS

SQUARE FEET

TYPE OF UNIT/CONSTRUCTION

HOUSING CONDITION

LOCATION/ACCESSIBILITY

AMENITIES
UNIT:

SITE:

NEIGHBORHOOD:

AGE IN YEARS

UTILITIES (TYPE)

UNIT RENT

UTILITY ALLOWANCE

GROSS RENT
HANDICAP ACCESSIBLE?
CERTIFICATION:

A. COMPLIANCE WITH PAYMENT STANDARD
____________________ _____________ __________________
PROPOSED CONTRACT RENT + UTILITY ALLOWANCE = PROPOSED GROSS RENT APPROVED RENT DOES NOT EXCEED APPLICABLE PAYMENT STANDARD OF $_____________.

B. RENT REASONABLENESS
Based upon a comparison with rents for comparable units, I have determined that the proposed rent for the unit [ ] is [ ] is not reasonable.

NAME: SIGNATURE: DATE:

Case management and financial assistance for deposit, rent and immediate needs for those who are homeless or facing homelessness. Together, these programs prevent loss of housing and aid in rehousing.

Total Number of
Calls Received:
547
Total Number of
Walk-ins:
253
Households with
Children: 15
Households
without children: 37
Number of Coordinated
Entry Surveys: 52
23 5 4
Single-Parent
Households: Seniors (62+): Disabled:

Youth
(under 25): Veterans:
6 14 13 0 1
Rapid Re-Housing and Homeless Prevention Programs
Information & Coordinated Entry
5Cities Homeless Coalition
September 2022 Program Report
Assistance begins with a Coordinated Entry Intake, a service utilized by Homeless Service Providers throughout the County that provides a standardized assessment to ensure a consistent, streamlined experience for those seeking services. Clients complete a comprehensive needs assessment, identify barriers to employment or housing, and develop an immediate action plan. Those visiting 5CHC’s offices are provided access to computer, internet, phone charging, mailing address, food, and hygiene supplies.

Homeless Youth
Outreach and case management targeting homeless youth age 16-24, providing support for immediate needs, education and job development, and housing assistance. Program is offered in partnership with Dignity Health, Good Samaritan Shelter, and Lucia Mar Unified School District, Police Departments of Arroyo Grande and Grover Beach.

New
Contacts
Made
This
Month
Total # of
Case
Managed
Youth
Youth Who
Gained New
Housing,
Employment,
Benefits, or
Education
Permanently Housed This Month: 18
Rapid Rehousing Year to Date: 124 Families
Average Amount
Spent on Deposit
Year to Date:
$1,860
Average Amount
Spent on Deposit:
$2,110
Average Amount
Spent on Rental
Assistance:
$2,012
Prevented Homelessness (Eviction) This Month: 24
Prevented Homelessness (Eviction) Year to Date: 146
Average Amount
Spent on Rental
Assistance Year
to Date: $1,825

Individuals Connected to
Resources This Month
Through Outreach
64 Cabins for Change Opening Soon!
New Benefits
Cases
0 New Benefits
Awarded
0 Cases Opened on
Behalf of Medically
Fragile
1 Outreach Efforts:
5CHC staff conducts outreach to ensure the health and safety of individuals and families living in local encampments. 5CHC works with law enforcement, County Public Health, and others to conduct health checks and provide food, hygiene, and access to case management. This month, we targeted Grover Beach extensively.

Immediate Needs:

Assists homeless and low-income families and individuals in the Five Cities area with limited funds to address their immediate needs, and move them to self–sufficiency. Helping families overcome a one-time barrier can enable them to move toward self-sufficiency, stability, and economic improvement. Examples of assistance include gasoline, clothing, employment readiness, detox/sober living, basic needs, etc. Average amount spent per client: $97.39 Benefits Advocacy/Medically Fragile Clients:
5CHC clients are offered guidance in attaining public benefits, including SSI, Cal Fresh, etc. Housing clients are also encouraged to participate in financial literacy and budgeting training. Our work with medically fragile clients is aimed at improving discharge planning and case management with Arroyo Grande Community Hospital. Monthly Averages:

Winter Warming Center
During the winter season, 5CHC operates an overnight warming center to provide a safe, warm, and dry place for homeless adults to find shelter on nights with specific forecasts of inclement weather. The Warming Center 2021-2022 Season has concluded.

News & Happenings
This new temporary emergency housing program in Grover Beach, also referred to as “Cabins for Change,” will use modular cabins at 16th Street and Long Branch Avenue. With 24/7 support, wrap-around case management, and services providing nutrition, recovery and housing stabilization guidance, 5CHC's Cabins for Change program will help homeless individuals achieve long-term housing.

Total Nights
Open
18 Families with
Children
0 Avg. # of
Guests This
Season
7 # of 1st Time
Guests
24 5Cities Homeless Coalition
A 501(c)(3) Nonprofit | Tax ID #27-0413593
(805) 574-1638 | 5CHC.org
P.O. Box 558
Grover Beach, CA 93483-0558
@5citieshomelesscoalition
New Benefits
Cases
1

Application B: Housing Activities
Funding sources available: CDBG, HOME, Title 29, PLHA

1. APPLICANT INFORMATION
x Entity Name San Luis Obispo Non-profit Housing Corporation / (HASLO) x Ultimate Borrower, if applicable A to be formed LP
x Application Contact (Name and Title) Ken Litzinger, CFO x Contact Phone Number 805-594-5304
x Entity Address, City and Zip Code 487 Leff Street, San Luis Obispo, CA 93401 x Mailing Address (if different from above) Same
x Applicant’s Website www.haslo.org
x Unique Entity Identification (UEI) Number 965581304
x Type of Agency (501(c)(3), For Profit, Gov’t/Public, CHDO, Other) 501(C)(3) & CHDO x Date of Incorporation 10/15/1991

2. PROJECT SUMMARY
x Project Title Arroyo Terrace Apartments
x Project Address(es) 700 N. Oak Park Blvd, Arroyo Grande, CA x APN(s) 077-011-010, 077-011-011, 077-011-012, 077-011-013 x Description of the Project
Provide a project description that captures the maximum anticipated scope of the application. It should include all contemplated actions which logically are, either geographically or functionally, a composite part of the project, regardless of the source of funding. Describe all physical aspects of the project, such as plans for multiple phases of development, size and number of buildings, and activities to be undertaken. Include details of the physical impacts of the project, including whether there will be ground disturbance. If applicable, indicate whether the project site will require acquisition or if the sponsor already has ownership.

The mixed-use project consists of 63 100% affordable multi-family residential units, including a manager’s unit, a 1,342 square-foot community room, and 1,178 square feet of commercial space. As proposed, 16 of the units will be designated for those experiencing homelessness or at risk for homelessness as defined by HCD. This project received a County funding commitment of ARPA funds last year. However, because of the large size of the project, additional public funds are needed to make the project competitive for a tax credit award. The project has also applied to HCD for Multifamily Housing Program (MHP) funding. HCD should announce awards in December 2022.

The project includes outdoor recreational space with a barbeque area and children’s playground near the remaining grove of oak trees near the eastern portion of the project site for the residents of the development. The 63 dwelling units are proposed in three (3) separate, three-story buildings, and contains 30 one-bedroom, 17 two-bedrooms, and 16 three-bedroom units.

3. BUDGET
x Funds Requested (Amount and Source) City & County CDBG & HOME & Title 29: $1,000,000
x Total Project/ Program Cost (Identify funding to be used to support the project ATTACHMENT 4

throughout affordability period, if applicable) Total Project Costs: 33,883,732.

See attached Sources & Uses schedule.
x Identify leveraged funds (Committed and Not Yet Committed) County ARPA funds – Committed, HCD MHP Funds – Applied with awards to be announced in December, City of Arroyo Grande Funds – Not Yet Committed. x Identify additional rental assistance in project, if applicable 16 of the units will have a Project Based Voucher commitment.
x Indicate how the match requirement will be met, if applicable. Low Income Housing Tax Credits
x

4. PROJECT MANAGEMENT
x Project Lead Name: Ken Litzinger
o Title: CFO
o Phone: 805-594-5304
o Email: [email protected]
x Project Team
Please include information on the project team in the table below. Describe the roles, financial structure, and legal relationships of the entities identified in the project team table below.

Team
Member
Contact Person/Phone
Number
Company Name/Address
Developer Ken Litzinger 805-594-
5304
HASLO 487 Leff St, San
Luis Obispo, CA 93401
Owner(s) Ken Litzinger 805-594-
5304
HASLO 487 Leff St, San
Luis Obispo, CA 93401
General
Partner(s)
(Please
specify if
managing,
sole, etc.)
Ken Litzinger 805-594-
5304
San Luis Obispo Nonprofit Housing Corp, 487
Leff St, CA 93401
Sponsor Ken Litzinger 805-594-
5304
San Luis Obispo Nonprofit Housing Corp, 487
Leff St, CA 93401
Administrative
Subagreement

N/A N/A
General
Agreement
Click or tap here to enter
text.

Click or tap here to enter
text.

Architect TBD Click or tap here to enter
text.

Construction
Specialist
Michael Burke 805-594-
5330
HASLO 487 Leff St, San
Luis Obispo, CA 93401

Construction
Lender
TBD Click or tap here to enter
text.

Permanent
Lender
TBD Click or tap here to enter
text.

Property
Management
Company
Elaine Archer, 805-594-
5331
HASLO 487 Leff St, San
Luis Obispo, CA 93401
Relocation
Consultant
N/A Click or tap here to enter
text.

Market
Analyst
Click or tap here to enter
text.

Click or tap here to enter
text.

Service
Provider(s)
Elaine Archer, 805-594-
5331
HASLO 487 Leff St, San
Luis Obispo, CA 93401
Green
Building &
Sustainability
Consultant
Click or tap here to enter
text.

Click or tap here to enter
text.

Other Project
Partners:

Financial
Consultant
Click or tap here to enter
text.

Click or tap here to enter
text.

5. PURPOSE & NEED
x Purpose of the Proposed Project. Describe the project by addressing each of the following:
x What activities will be undertaken? Construction of 62 affordable housing rental units + manager unit.
x What are the project goals and objectives? Provide 16 units of homeless housing with rental subsidy plus an additional 46 affordable units. x Explain the need being addressed by this project. Housing for homeless and affordable housing
x Explain how the need was identified. Affordable housing and housing for the homeless are among the most critical needs in the County. x Who are the beneficiaries? How will eligibility be determined? Those experiencing homelessness, or at risk for homelessness, and/or tenants at Low, Very Low, and Extremely Low Income levels.
x Is there community and/or political support? Explain. Yes. All City project approvals have been received, and City and County staff are supportive of the project.
x Describe how the impact will be sustained once this round of funding ends. These units will be restricted for affordable housing for 55 years. The project will be financially self-sustaining, as tenant rents will cover all operating expenses. x Organizational Capacity. Summarize the organization's background/capacity to

carry out the proposed project. The narrative should address the following points:
o Has the organization carried out this type of project previously? Explain. Yes, SLONP and HASLO have been developing affordable housing for 40+ years.
o What makes the organization a preferred provider of this service? SLONP and HASLO are community based local organizations that have an award winning history of developing and operating affordable housing in San Luis Obispo County. As property management agent, HASLO coordinates with area non-profit service providers to accept homeless and other special high need referrals. Staff is certified in all aspects of compliance, and maintains detailed financial records and tenant files for audit purposes. SLONP is dedicated to ensuring these units benefit the community permanently

6. ELIGIBILITY
x Indicate the eligible activity category for this project. New construction of affordable housing units

7. SCHEDULE
x Provide a detailed project timeline, include milestones with units of measure. See Exhibit
x Describe agency’s record keep system with relevance to the proposed project and how reporting requirements will be met. HASLO administers Federal, State, and Local grants, and has strong systems and controls in place. HASLO will provide the record keeping services for the project. Both HASLO and SLONP undergo annual audits by an independent CPA firm.

8. ADDITIONAL INFORMATION
x Has site control been obtained? If so, how is site control held? Attach documentation of site control. Yes, HASLO currently owns the site, and will provide site control to the to be formed tax credit partnership via a long term land lease agreement. This is consistent with recent projects completed with the County’s partnership.
x Zoning. Is the current project location zoned for the proposed activity? If not, describe steps to be taken to ensure zoning requirements are met. Yes, the proposed development is consistent with land use and zoning requirements. x If applicable, indicate the application due date for tax credits. March 1st, 2023 x Identity all permits necessary for the project. Include estimated dates of application and approval. The only remaining permit is the building permit, which is anticipated by November, 2023
x Does this Project require Relocation? If so, attach Relocation Plan. No. x Indicate Housing Type (Permanent Homeowner Housing, Rental Housing, Transitional Housing). Permanent Rental Housing
x Does the Project intend to target special populations (such as seniors, persons with disabilities, children in foster care, etc.)? Yes, 16 units are proposed for homelessness, and a portion of the units will be deeply income targeted for families at 30% of area median income.

x Will the Applicant be providing services? If so, please provide a brief explanation.

Yes, HASLO will be providing resident and supportive services.

9. ENVIRONMENTAL REVIEW
x Indicate level of environmental review required for proposed project. Proposed project is exempt from CEQA. NEPA is anticipated.
x Indicate environmental review steps completed to date. Notice of Exemption filed for CEQA determination.

10. SECTION 3 AND MINORITY AND WOMEN BUSINESS ENTERPRISES (AS

APPLICABLE)
x Section 3: Please explain how Section 3 benchmarks will be met. The construction bid documents will contain Section 3 requirements, which will be included in the construction contract. Contractor will be required to utilize best efforts to demonstrate compliance.
x MBE/WBE: Please explain how your project will be marketed towards MBE/WBEs. The construction bid documents will contain MBE/WBE requirements, which will be included in the construction contract. Contractor will be required to utilize best efforts to demonstrate compliance.

11. ADDITIONAL REQUIRED DOCUMENTS

1. Articles of Incorporation/Bylaws

2. Non-profit Determination

3. List of the Board of Directors

4. Authorization to Request Funds – N/A

5. Designation of Authorized Official

6. Organizational Chart

7. Most Recent Financial Audit

8. Policies and Procedures

9. SAM Search

10. Sources and Uses Statement

11. Timeline of Project Expenditures

12. Timeline of Project Milestones

13. Phase I or II Environmental Assessment

14. Site Photos

15. Complete construction drawing package

16. Commitment Letters

17. Operating Pro forma for length of period of affordability

18. Partnership agreement and equity letters indicating general and limited partner contributions

19. Rent schedule for rental housing project

ATTACHMENT 5

Item 11.a.

MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Andrew Perez, Planning Manager
SUBJECT: Update and Discussion of a Proposal for the Comprehensive General Plan Update
DATE: February 14, 2023
SUMMARY OF ACTION:

Preliminarily consider a consultant proposal for the comprehensive update of the General Plan, refine the scope of work and budget as necessary, and direct staff to return to the City Council with a consultant contract.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

The Comprehensive General Plan Update is currently included in the budget with $150,000 for FY 2022-23. Grant funding from Senate Bill 2, Local Early Action Planning (LEAP), and Regional Early Action Planning (REAP) programs, in the amounts of $52,000, $104,052, and $65,000, respectively, have been earmarked to cover costs associated with the effort to develop objective design standards and amend the development code. Additionally, on February 23, 2021, Council provided direction to support the General Plan Update with SB 1090 Funds. Currently, $869,248 in the City’s SB 1090 funds are unallocated and may be used to complete the General Plan Update.

This will be a multi-year effort which will require additional financial resources in subsequent years, as well as dedication of significant staff time. Implementation measures proposed as part of the General Plan Update, such as relevant code amendments and programs, may have future impacts to financial resources, if supported by Council. Further details regarding the total costs identified in the consultant proposal and other budget needs are provided in the report below.

RECOMMENDATION:
1) Direct staff to return to the City Council with a consultant services agreement with Mintier Harnish to initiate the comprehensive General Plan Update, and 2) Direct staff to solicit proposals for a Diversity, Equity, Inclusion, and Justice (DEIJ) expert to implement the City’s DEIJ Policy and return to the City Council with a consultant contract for these services.

Item 11.a.

City Council
Update and Discussion of a Proposal for the Comprehensive General Plan Update February 14, 2023

BACKGROUND:

Over the last 20 years, various elements of the City’s General Plan have been updated on an as-needed basis, such as the Housing Element and Circulation Element. However, the City has not completed a comprehensive update since 2001. The State of California Office of Planning & Research as well as State statute require that the general plan be updated “periodically.” While there is no strict requirement for how often to update the general plan, the planning period is typically 15-20 years. Some cities and counties update their general plans as often as every 5 years, while others update in portions over time.

The existing General Plan includes the following elements and their adoption date in parentheses. Some elements are required by state law, while others are optional.

Existing City of Arroyo Grande General Plan Elements Required by State Law  Land Use Element (2001)
 Circulation Element (2021)
 Noise Element (2001)
 Safety Element (2001)
 Housing Element (2020)
 Agriculture, Conservation Element and Open Space Element (2007) (Note: the City has combined Conservation and Open Space Elements into one element) Existing City of Arroyo Grande Optional General Plan Elements that have been adopted by the City
 Parks and Recreation Element (2001)
 Economic Element (2012)

In addition to these adopted elements, the City has also adopted a Climate Action Plan (2013). The Climate Action Plan includes a number of policies and actions to help reduce greenhouse gas emissions. While not a required component of the General Plan, the Climate Action Plan is directly related to the Land Use and Circulation Elements (i.e. building of the 2001 General Plan), as these are the basis for many of the modeling assumptions with regard to land use patterns and vehicle miles traveled, both of which generate greenhouse gas emissions.

On February 23, 2021, the City Council directed staff to initiate a comprehensive update to the City’s General Plan. During that meeting, staff was directed to return to the City Council with a discussion on the scope of work related to the comprehensive General Plan update.

On July 26, 2022, the City Council clarified the scope of work and directed staff to initiate a comprehensive update to the General Plan, including an update to all existing elements except for the Housing Element, a consistency review of the Housing Element, creation of an Environmental Justice Element, an update to the Climate Action Plan, the creation

Item 11.a.

City Council
Update and Discussion of a Proposal for the Comprehensive General Plan Update February 14, 2023

of objective design standards, an overlay district providing specific development standards for the East Grand Avenue corridor, zoning ordinance updates, and the inclusion of Healthy Communities strategies throughout (Attachment 2). The identified budget was $500,000, and the City Council requested that consultants provide both a two-year schedule and a three-year schedule.

In November 2022, the City issued a Request for Proposals for the General Plan Update with the City Council’s requested scope of work and budget. The project description included the following core components:

1. Development and implementation of a well-defined, inclusive, and robust public outreach strategy. The strategy shall adhere to policies that promote inclusive outreach to diverse communities contained in the City’s Diversity, Equity, Inclusion, and Justice Policy;

2. Comprehensive update of existing General Plan Elements (except Housing Element);

3. Creation of an Environmental Justice Element;

4. An update to the Climate Action Plan;

5. Development of objective design standards and an overlay district for the East Grand Avenue corridor; and

6. Development Code update.

Following the July 26th City Council meeting, additional staff research and discussion with other cities and consultants revealed that the planned, updated scope of work could likely exceed the stated budget of $500,000 by a significant amount. With this information, staff requested that proposals identify a base cost for the update, but also include a list of optional tasks that would complete the full scope of work directed by the City Council.

ANALYSIS OF ISSUES:

Staff received one consultant proposal prior to the RFP deadline of December 21, 2022, from Mintier Harnish, a Sacramento-based land use firm (Attachment 1). The analysis below is focused on this proposal.

Two-Year vs Three-Year Work Scope
In accordance with the direction from the City Council, staff included a request for a twoyear work scope in addition to a three-year work scope. The consultant proposal identifies the two-year scope as particularly challenging, given the minimum 10-month time frame necessary for the CEQA analysis and preparation of an environmental impact report, leaving approximately 14 months for the rest of the General Plan update. The two-year work scope still includes an update to all of the General Plan Elements and creation of a new Environmental Justice Element. The two-year scope includes visioning exercises and workshops, but lacks some important items, such as an alternatives analysis and consistency revisions to the development code. The alternatives analysis identified here is intended to evaluate different land use scenarios in the General Plan Update, such as whether the City includes specific areas for annexation and is separate from the required

Item 11.a.

City Council
Update and Discussion of a Proposal for the Comprehensive General Plan Update February 14, 2023

Alternatives Analysis that is required by CEQA in the Environmental Impact Report. Staff feels that the General Plan alternatives analysis would be a beneficial exercise, especially if the City considers annexations or expansions to the Sphere of Influence.

The three-year work scope provides additional flexibility in the schedule, including a more robust public outreach plan, an alternatives analysis, and a limited development code update that focuses on ensuring that the code is consistent with the General Plan, as opposed to a full development code update that comprehensively evaluates different zonings, development forms, and standards. Specifically, the three-year option adds additional outreach including a newsletter, City Hall displays, “visioning” and environmental justice pop-up events and workshops, a Planning Commission Study Session, City Council Study Session, the previously described General Plan alternatives analysis evaluating different land use scenarios, a Safety Technical Advisory Committee Meeting, Small Business Workshop, and a technical development code update.

Both proposed work scopes include optional tasks for additional cost and in some cases, additional time. Examples of optional tasks include more public outreach events to inform the overall project and a Retail Market Analysis for the Economic Development Element update. The Climate Action Plan, development of objective design standards, and creation of an East Grand Avenue overlay district are proposed as optional tasks due to budgetary constraints, despite being part of Council’s requested scope. The East Grand Avenue overlay district is listed as part of a more comprehensive zoning code update, which is an optional task. In terms of time, some of these tasks can be completed within the three-year work scope, including the public outreach activities and economic development tasks. Some, however, can be started within the three-year period, but will exceed the timeframe. For instance, if the City Council chooses to include a Comprehensive Development Code Update, that task is anticipated to require an additional 18 months beyond the three-year scope.

Although staff feels that all of the optional tasks would be beneficial to the creation of a comprehensive General Plan Update, three tasks in particular are viewed as more critical depending on budget considerations; the Climate Action Plan update, Comprehensive Code Update and the Economic Development Tasks, which include a retail market analysis and market demand studies for non-retail uses. Updated policies and goals in the General Plan Update will be clearly intertwined with climate action goals, including potential emission reductions based on new land uses, circulation considerations, and environmental justice policies, and staff feels it is critical that the Climate Action Plan is updated for consistency. The economic development tasks would analyze recent/ongoing changes in the retail industry, including an inventory, vacancy levels, future growth projections, regional competition, and an evaluation of opportunity sites, which could inform additional efforts such as the East Grand Avenue Corridor Overlay District.

Item 11.a.

City Council
Update and Discussion of a Proposal for the Comprehensive General Plan Update February 14, 2023

Budget and Costs
The Request for Proposal stated that the City of Arroyo Grande has currently budgeted $500,000 for the update effort, and indicated that the cost proposal should include all work products that can be provided with this budget for each timeline (two-year vs. threeyear), as well as a listing of additional tasks that would potentially exceed the currently budgeted amount to complete the full scope of work.

The consultant proposal noted that although the City has a stated budget of $500,000, both the two-year and three-year cost proposals exceed this amount because they believe these work scopes will better achieve the City’s stated expectations and will implement current best planning practices. The consultant notes that the cost could be reduced to the stated budget but would compromise the effectiveness of the Plan. The stated two-year work scope cost is $735,389, while the three-year work scope cost is $896,771. In addition, the optional tasks costs are as follows:

Additional Public Outreach Activities $ 31,680
Alternatives Report 40,580
Comprehensive Code Update 171,700
Economic Development Tasks 41,640
Climate Action Plan Update 144,434
Total $430,034
Additional staff research and discussion with other cities and consultants confirmed that the Update scope of work would likely exceed the stated budget of $500,000 by a significant amount, consistent with the Mintier Harnish proposal. For instance, the City of Atascadero has initiated a General Plan Update that includes an estimated budget of $1.2 million for a similar effort. Staff also received a letter from another consultant that estimated the work scope associated with the City’s Request for Proposal at approximately $1.4 million.

Potential available budget sources for the General Plan Update costs are shown in Table 1 below:

Table 1 – Potential Budget Sources
Remaining unallocated SB 1090 Funds $869,248
Local Early Action Planning (LEAP) $65,000
Regional Early Action Planning (REAP) $104,000
SB2 funds $52,000
General Fund Budgeted FY 2022-23 $150,000
TOTAL $1,240,248

Item 11.a.

City Council
Update and Discussion of a Proposal for the Comprehensive General Plan Update February 14, 2023

Based on this information, staff is recommending that the City Council initiate the General Plan Update with the three-year scope of work, which includes a more robust public outreach plan, a General Plan alternatives analysis, and a limited development code update. Staff also is recommending that the optional tasks of a Climate Action Plan update, Comprehensive Code Update (includes East Grande Avenue Corridor Overlay District) and Economic Development Tasks be included as top priorities. Total costs associated with staff’s recommendation are shown in Table 2 below.

Table 2 - Costs Associated with Staff Recommendation
Three-Year Scope of Work $896,771
Climate Action Plan $144,434
Comprehensive Development Code Update $171,700
Economic Development Tasks $41,640
Diversity, Equity, Inclusion, Justice consultant expertise (see below) $20,000 TOTAL $1,274,545
DEIJ
The consultant proposal provides an acknowledgement of the importance of dismantling inequities and identifying traditionally underrepresented or marginalized groups as part of the public outreach effort. This is reflected in the range of opportunities for engagement, including open house, community workshop, and pop-up events as well as online engagement tools. The proposal also includes translation services to provide more meaningful engagement for a broader sector of the community. This approach would provide a good beginning framework for the General Plan Update, particularly with the inclusion of the Environmental Justice Element. However, staff recommends that the importance of looking at the Update through the lens of the City’s DEIJ policy will necessitate a separate consultant with specific DEIJ expertise. Staff has estimated a budget of approximately $15,000 – $20,000 to provide expert support and peer review in the area of DEIJ. If directed by the City Council, staff will solicit proposals for this item and package it together with the overall General Plan Update contract for consideration by the City Council.

ALTERNATIVES:

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

1. Direct staff to return to the City Council with 1) a consultant contract with Mintier Harnish to initiate the comprehensive General Plan Update, to include the threeyear scope of work, the Climate Action Plan update, Comprehensive Development Code update, and Economic Development Tasks; and 2) provide direction to staff to solicit proposals for a separate DEIJ expert; and return to the City Council with a consultant contract for these services; or

2. Direct staff to return to the City Council with a consultant contract with Mintier Harnish to initiate the comprehensive General Plan Update, and direct staff to

Item 11.a.

City Council
Update and Discussion of a Proposal for the Comprehensive General Plan Update February 14, 2023

solicit proposals for a DEIJ expert and return to the City Council with a consultant contract for a different combination of work scope and tasks than those set forth in Recommendation 1; or

3. Direct staff to send out a new Request for Proposals with an updated budget consistent with recent information; or

4. Provide other direction to staff.

ADVANTAGES:

The last comprehensive update of the City’s General Plan was completed in 2001. A comprehensive update will create a vision and establish goals, policies, and programs to guide the community’s growth over the next generation in accordance with its priorities and values.

DISADVANTAGES:

A comprehensive update will require significant financial resources and staff time.

ENVIRONMENTAL REVIEW:

No environmental review is required for this update and discussion item. An Environmental Impact Report will likely be necessary to evaluate potential impacts of the comprehensive General Plan update in compliance with the California Environmental Quality Act, and CEQA will be considered separately at the time the City brings forward consultant contracts for City Council’s consideration.

PUBLIC NOTIFICATION AND COMMENTS:

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

Attachments:

1. Proposal for Services from Mintier Harnish

2. Staff Report and Minutes from the July 26, 2022 City Council Meeting

COMPREHENSIVE

GENERAL PLAN UPDATE

CITY OF ARROYO GRANDE

PROPOSAL FOR SERVICES
December 22, 2022
SUBMITTED TO:

City of Arroyo Grande
Community Development Department
300 E. Branch Street
Arroyo Grande, CA 93420
ATTN: Brian Pedrotti

COMMUNITY DEVELOPMENT DIRECTOR
SUBMITTED BY:
1415 20TH STREET
SACRAMENTO, CA 95811
IN ASSOCIATION WITH:

ATTACHMENT 1

1415 20TH STREET
SACRAMENTO, CALIFORNIA 95811
(916) 446-0522
FAX (916) 446-7520
[email protected]
WWW.MINTIERHARNISH.COM
December 22, 2022
City of Arroyo Grande
Community Development Department
Attn: Brian Pedrotti, Community Development Director
300 E. Branch Street
Arroyo Grande, CA 93420
RE: Request for Proposals – City of Arroyo Grande Comprehensive General Plan Update Dear Mr. Pedrotti:

Mintier Harnish and our team are pleased to submit this proposal to assist the City of Arroyo Grande with the comprehensive update of its General Plan, Development Code, and Environmental Impact Report. In response to your request for proposals, the City will likely receive responses from several qualified firms. As part of your review and selection of a team for this important project, we feel there are several key factors that distinguish our team as described below and reflected in our scope of work.

General Plan Experience and Innovation. Mintier Harnish is a consulting firm specializing in the preparation of general plans, development codes, and housing elements. Our mission as a firm is to help public agencies, residents, businesses, and other stakeholders plan their communities and improve their quality of life through community involvement, innovation, technical expertise, and policy leadership. Since our founding in 1985, we have successfully completed over 65 general plans, 80 housing elements, and 20 zoning code updates throughout California. As part of this work, we constantly stay abreast of the latest State laws and planning trends and have developed tools designed to help communities update existing general plans to meet current regulations and contemporary planning practice. We see each general plan update as an opportunity to innovate and improve upon the practice. When it comes to successful and implementable general plans, no other firm can match our quality or experience.

Public Outreach. A key aspect of our team is our belief in the public participation process and the vital role it serves in the successful development and implementation of a general plan. As planning practitioners, we acknowledge the importance of dismantling inequities and identifying traditionally underrepresented or marginalized groups. Through this lens, we offer a broad range of opportunities for engagement at each step in the Update process which focus on diversity, equity, and inclusion. Whether it is attending an innovative open house, community workshop, pop-up event, or submitting ideas from the comfort of home via our online engagement tools, our outreach methods strive to gain the broadest engagement possible. We engage all segments of the population and make considerations to accommodate residents with non-traditional work schedules, language barriers, and accessibility barriers to obtain feedback which represent all community members. 1 TRANSMITTAL LETTER
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE 1

Work Style. As part of this effort, we will be working closely with City staff, the community, Planning Commission, and City Council. To have an effective, stress free, and enjoyable process, you need a team that is great to work with. The Mintier Harnish team has a very approachable, collegial, and comfortable work style with our clients. We bring a great process experience and tailor it to the needs and personality of each community. We develop close, collaborative working relationships with each of our clients that last well beyond the completion of a project.

As owner of Mintier Harnish, I confirm if awarded the contract, Mintier Harnish assumes full responsibility for the entire contract, including payment of any and all charges resulting from the contract. I also agree to comply with the contract provisions outlined in the City’s sample Agreement for Consultant Services and Insurance Requirements (Attachment 1) as stated in the Request for Proposals. Neither Mintier Harnish nor our teaming partners have any past, ongoing, or potential personal, financial, and/or organizational conflicts of interest which could impede performing the work on this project as proposed.

I am authorized to bind the firm contractually on this project. Please contact me if you have any questions or need additional information at 916-446-0522 or [email protected].

I look forward to the opportunity to present this proposal and our team to you in person.

Sincerely,
Jim Harnish, JD
Principal/Owner
Experienced Project Management. I will be the Project Advisor for the General Plan Update.

I have been a planner since 1970 and have participated in the preparation of over 20 general plans. Brent Gibbons, AICP, will be the Project Director. Brent brings over a decade of planning experience and has prepared and managed multiple general plan updates.

Michael Gibbons will be the Project Manager. Michael has prepared and managed a variety of planning projects throughout California, including general plans, development codes, and design standards. He will be intimately involved in every aspect of the project.

An Excellent Team. Our teaming partners have been selected to bring the perfect mix of expertise and experience needed for this project. This team is comprised of teaming partners that we have continuously teamed with over the last 20 years. We know they are a great match for this project based on our years of experience working with each firm and their key staff members.

1. Rincon Consultants will develop the EIR and assist with analysis and policy development on a range of issues, including greenhouse gas emissions and climate change adaptation. Rincon brings extensive experience preparing general plans and related environmental impact reports (e.g., Morro Bay, Pismo Beach, and Lompoc) and environmental analysis (e.g., acoustic studies, safety element analysis).

2. GHD will provide all required transportation and mobility services for the project. GHD is recognized as a local, regional, and national expert in multimodal transportation planning and in addressing SB 743 implementation (vehicle miles traveled threshold).

GHD has extensive knowledge of the City of Arroyo Grande having worked on a multitude of City projects, including the Systemic Safety Analysis Report, 2022 Pedestrian Crossing Improvements, and the 2022 General Plan Circulation Element Update.

3. The Natelson Dale Group will provide expertise in preparing the demographic, economic, and fiscal analysis needed to support the General Plan Update, including analysis of industry, retail, and housing market trends; demographic projections and jobs/housing balance; and fiscal impact analysis of land use alternatives. TNDG is currently working on a Tax-Sharing Analysis for Arroyo Grande and other cities in San Luis Obispo County.

4. Verbatim Solutions will work with our team on translation of major documents, newsletters, and public engagement materials. We have successfully teamed with them for a variety of planning projects, including general plans and housing elements. 1415 20TH STREET
SACRAMENTO, CALIFORNIA 95811
(916) 446-0522
FAX (916) 446-7520
[email protected]
WWW.MINTIERHARNISH.COM
1415 20TH STREET
SACRAMENTO, CALIFORNIA 95811
(916) 446-0522
FAX (916) 446-7520
[email protected]
WWW.MINTIERHARNISH.COM
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Contents

1. Transmittal Letter. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2. Introduction and Project Team. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

3. Technical Approach. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

4. Project Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

5. Consultant Staff. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

6. Qualifications and References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

7. Project Scope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 Two-Year Work Scope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Two-Year Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 Three-Year Work Scope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76 Three-Year Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108 Optional Tasks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110

8. Cost Proposal (submitted under sepeate cover)
Appendix A: Detailed Resumes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-1 T H I S PAG E I S I NT E NT I O N A L LY L E F T B L A N K. 4 5
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE 5

T H I S PAG E I S I NT E NT I O N A L LY L E F T B L A N K. 2 INTRODUCTION & PROJECT TEAM

INTRODUCTION
& PROJECT TEAM

INTRODUCTION
The City of Arroyo Grande is soliciting proposals from qualified consultant firms to provide professional services for the preparation of a comprehensive General Plan update, accompanying Development Code and Climate Action Plan (CAP) update, and associated Environmental Impact Report (EIR). Based on our review of the Request for Proposals (RFP) and years of experience, we believe Mintier Harnish is adequately suited to assist the city in this momentous effort.

We will bring the following key qualities to the City of Arroyo Grande:

GENERAL PLAN EXPERIENCE AND
INNOVATION.

Mintier Harnish, a Limited Partnership, is a small business comprised of professional planners focused on California general plan practice.

As part of this work, we constantly stay abreast of the latest State laws and planning trends and have developed tools designed to help communities update existing general plans to meet current regulations, contemporary planning practice, and incorporating appropriate technologies into our plans (e.g., interactive websites, engaging public events and pop-ups, interactive planning documents).
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE

Our active, transparent, and comprehensive
engagement will produce a product that provides a
valuable guide to achieve the community’s vision for
the future.

It is this accessibility, from plan development through plan implementation, that makes our plans unique
and successful.

Our knowledge and experience in the area will help
us to hit the ground running.

We develop close, collaborative working
relationships with each of our clients that often lasts well beyond the completion of a project. We strongly
urge you to confirm this with our references.

We have carefully selected our teaming partners to
bring the perfect mix of expertise and experience to
our team. Each firm, and their staff, have worked
with us successfully on many planning projects.

PUBLIC OUTREACH
A key aspect of our team is our belief in a diverse,
equitable, and inclusionary public participation
process. We acknowledge the importance of
dismantling inequities and identifying traditionally
underrepresented or marginalized groups as part of
all community outreach efforts. As our scope of work
demonstrates, we offer a broad range of opportunities
for engagement throughout each step in the Update
process which focus on diversity, equity, and inclusion.

Whether it is attending an innovative open house,
a community popup event, community workshop, or
stakeholder interview, our outreach methods strive to
gain the broadest engagement possible with the least
barriers as possible.

ACCESSIBILITY
Developing a great plan is important but developing
a great plan that is easy to use, easy to access, easy
to maintain, and which is representative of the entire
community is critical. Our approach includes tools
designed to make the general plan an integral part
of the community’s vision for its future. Our online
public engagement tools make community input and
feedback seamless. Our newsletters provide quick
updates on the status of the General Plan Update. Our
online resources, including custom project websites
and ESRI Story Maps, tell a graphic, and geographic,
story about the community and its future. Our process
of developing realistic and trackable implementation
strategies makes implementation seamless.

AN EXCELLENT TEAM
• Rincon Consultants will develop the EIR and
assist with analysis and policy development
on a range of issues, including greenhouse
gas emissions and climate change adaptation.

Rincon brings extensive experience preparing
general plans and related environmental impact
reports (e.g., Morro Bay, Pismo Beach, Lompoc)
and environmental analysis (e.g., acoustic
studies, safety element analysis).
• GHD will provide all required transportation
and mobility services for the project. GHD is
recognized as a local, regional, and national
expert in multimodal transportation planning and
in addressing SB 743 implementation (vehicle
miles traveled threshold). GHD has extensive
knowledge of the City of Arroyo Grande having
worked on a multitude of City projects, including
the Systemic Safety Analysis Report, 2022
Pedestrian Crossing Improvements. And the
2022 General Plan circulation Element.
• The Natelson and Dale Group (TNDG) will
provide expertise in preparing the demographic,
economic, and fiscal analysis needed to support
the General Plan Update, including analysis
of industry, retail, and housing market trends;
demographic projections and jobs/housing
balance; and fiscal impact analysis of land use
alternatives. TNDG is currently working on a
Tax-Sharing Analysis for Arroyo Grande and
other cities in San Luis Obispo County.
• Verbatim Solutions will work with our team
on translation of major documents, newsletters,
and public engagement materials. We have
successfully teamed with them for a variety of
planning projects, including general plans and
housing elements.

LOCAL KNOWLEDGE AND

EXPERIENCE
The Mintier Harnish team comes ready to start this
project, bringing an understanding of the area from
our experience in working on planning programs for
communities in the region (Lompoc, Morro Bay, Pismo
Beach, San Louis Obispo, Santa Maria, San Miguel,
and Solvang) as well as San Luis Obispo and Santa
Barbara Counties. Through this local experience, we
learned a great deal about growth and development
trends that will influence the city’s future.

EFFECTIVE WORK STYLE
As part of this Update effort, we will be working
closely with City staff, the community, Planning
Commission, and City Council. To have an effective,
stress free, and enjoyable process, you need a team
that is great to work with. The Mintier Harnish team
has a very approachable, collegial, and comfortable
work style with our clients. We bring a great process
experience and tailor it to the needs and personality of each community.

STRONG PROJECT MANAGEMENT
Mintier Harnish will lead the Update effort and will
be responsible for overall project management and
coordination:
• Jim Harnish, JD, Principal and Owner of Mintier
Harnish, will be the Project Advisor for the
City of Arroyo Grande General Plan Update.

Jim has been a planner since 1970 and has
participated in the preparation of over 20
general plans.
• Brent Gibbons, AICP, Principal Planner with
Mintier Harnish, will be the Project Director.

Brent brings over a decade of planning
experience and has prepared and managed
multiple general plan updates.
• Michael Gibbons, Project Manager with Mintier
Harnish, will be the day-to-day Project Manager
for the General Plan update. Michael has
prepared and managed a variety of planning
projects throughout California, including
general plans, development codes, and design
guidelines. He will be intimately involved in
every aspect of the project.
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

MINTIER HARNISH
Role: General Plan preparation, public outreach, Development Code update, and project management
Mintier Harnish, is a Sacramento-based planning consulting firm specializing in the preparation of general plans, housing elements, development codes, and community engagement. Our mission as a firm is to help public agencies, residents, businesses, and other stakeholders plan their communities and improve their quality of life through solid research, community involvement, innovation, and policy leadership. Since our founding in 1985, we have prepared over 65 general plans, 80 housing elements, and 20 zoning codes across California. We take pride in having provided a broad range of planning services to more than 150 public agencies, law firms, and other organizations.

We are a leader in preparing implementable plans for the future that solve community policy issues. Our staff includes planning experts, each with their own unique mixture of education, training, and experience. We are all dedicated to providing the highest quality service to our clients. As one of California’s foremost planning experts, we pride ourselves on preparing plans that exceed the requirements of State law and serve as a practical guide for day-to-day decision-making. Mintier Harnish draws on its broad experience in preparing general plans for diverse communities across California and the Central Coast. We apply innovative policy solutions and practical experience to all the communities we have the pleasure of working with.

Local and Central Coast Experience
Mintier Harnish is highly familiar with land
use conditions in the Central Coast region,
having completed previous projects and/
or are currently working on projects in the
Counties of Monterey, San Luis Obispo, Santa
Barbara, and Ventura. This work has included
general plans, housing elements, zoning and
subdivision ordinances, specific plans, and
special planning studies.

PROJECT TEAM
At Mintier Harnish, we assemble our project teams based on staff expertise, relevant experience, and the unique needs of each project. We have assembled a highly experienced team of planners, designers, practitioners, technical specialists for the City of Arroyo Grande General Plan, Development Code and CAP update, and Environmental Impact Report. We have had the pleasure of working with these firms on a number of recent General Plan updates, and are confident this team will provide the excellence and performance that the City needs to complete this project on time, on budget, and with results that will surpass the City’s expectations.

RINCON CONSULTANTS
Role: Environmental Assessment, policy
development, and CAP update
Rincon Consultants, founded in 1994, is a multidisciplinary environmental science, planning, and engineering consulting firm that provides quality
professional services. Rincon Consultants is
experienced in urban, land use, and environmental
planning; regulatory compliance; biological resource
evaluation and habitat enhancement; identification,
evaluation, and management of cultural resources;
soil evaluation and remediation; and related studies
including problem-solving services in geology,
hydrology, and waste management.

Rincon has successfully completed General Plans and
Environmental Impact Reports for similar General Plan
efforts throughout California and has the local expertise in the region to provide exceptional services related to planning, policy development, and preparation of the
EIR for the City of Arroyo Grande General Plan.

Local and Central Coast Experience
Rincon Consultants has extensive experience
working for and coordinating with Central
Coast communities. With three Central
Cost offices, Rincon Consultants has recently
prepared EIRs for Morro Bay and Pismo
Beach, and worked with Santa Barbara
County to develop environmental programs to
address GHG emissions and Coastal Zone
issues.
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

VERBATIM SOLUTIONS
Role: Translation Services
Founded in 2003, Verbatim Solutions has quickly
become a leading provider of translation services
to organizations worldwide. Verbatim Solutions
provides accurate and reliable translation services to
suit any translation, transcription, and interpretation needs from community engagement materials to
technical documents. With a professional network of
over 4,000 certified translators worldwide, Verbatim
Solutions can meet any translation request in a timely, accurate, and cost-effective manner. Verbatim Solutions offers over 150 translation languages, including:

Spanish, Mandarin, Cantonese, Hmong, and Punjabi.

THE NATELSON

DALE GROUP
Role: Economic Market Analysis
The Natelson Dale Group (TNDG) is a real estate
economic and financial consulting firm established
in 1974. TNDG serves public and private sector
clients throughout the United States in market forecasts, development feasibility studies, pro forma financial
analysis, economic development strategic plans,
general Plan economic studies and policies, and fiscal
impact analysis and modeling.

TNDG combines state-of-the-art analytical capacities
with the unique ability to craft an “implementable
vision.” In TNDG’s experience, land use plans
are most effective at transforming communities
when they are based on economically feasible
development concepts. To be “economically feasible”
in a comprehensive sense, a plan must reflect the
perspectives of all stakeholders affected by the
development process: residents, businesses and
consumers; developers and landowners; and City staff
and elected officials.

Local and Central Coast Experience
TNDG is highly familiar with economic
development conditions in the Central
Coast region, having completed previous
assignments in Arroyo Grande, San Luis
Obispo, Cambria, Nipomo, Santa Maria,
San Miguel, Paso Robles, Atascadero,
Buellton, Lompoc, Goleta, Santa Barbara,
Carpenteria, and Ventura. This work has
included economic development strategies,
real estate market studies, fiscal impact
analyses, and infrastructure financing plans.

Currently, TNDG is working on a Tax-Sharing
Analysis for Arroyo Grande and other cities in
San Luis Obispo County.

GHD
Role: Transportation and Circulation
Assessment
Established in 1928, GHD Inc. is an employee-owned
international engineering firm. GHD offers decades
of knowledge, as well as a deep understanding
of the challenges facing California and Central
Coast communities today. GHD specializes in the
development of performance metrics that support multimodal objectives and the notion of performance-based planning and programming. GHD is currently under
contract with Caltrans to assist in the update of the
Statewide Highway Safety Program.

GHD is at the forefront on implementation of SB 743
and VMT thresholds. Additionally, GHD has been
directly monitoring and participating in developing
the VMT alternative metrics, their potential effects to planning studies and impact analysis, and the required
modifications to standards and methodologies that
agencies must address.

Local and Central Coast Experience
GHD is a leader in engineering on the Central
Coast and has successfully worked with the
City of Arroyo Grande on a multitude of
projects. These projects include the 2021
Circulation Element update, City of Arroyo
Grande Systemic Safety Analysis Report,
and 2022 Pedestrian Crossing Improvement
project.
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

3 TECHNICAL APPROACH

TECHNICAL

APPROACH

PROJECT

UNDERSTANDING
A comprehensive update of the City of Arroyo Grande General Plan is overdue to address current demographics, compliance with State law, and contemporary planning issues. The City’s last comprehensive update of the General Plan was completed in 2001. Since then, the City has updated various elements on as-needed basis (e.g., Economic Element, Housing Element, Circulation Element). However, a new visioning document is needed to define the City’s current and long-range planning goals for the next 20 years and beyond.

To this end, the City of Arroyo Grande is seeking a qualified consultant to assist the City with the preparation of a comprehensive update to the Arroyo Grande General Plan, and accompanying update to the Development Code and Climate Action Plan (CAP).

The consultant must also prepare the environmental analysis of the update and amendments in accordance with the California Environmental Quality Act (CEQA), and incorporate principals from the City’s Diversity, Equity, Inclusion and Justice (DEIJ) Policy.

Based on our reading of the Request for Proposals (RFP), staff responses to questions about the RFP, and review of the existing City General Plan and Development Code, we understand that to be successful, the Project must address the following considerations:
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE

Highly Qualified Consultant Team
The City is seeking a consultant team with the
necessary resources, expertise, experience, and
knowledge to prepare all necessary documents and
services to comprehensively update the City of Arroyo
Grande General Plan. The City also expects the
consultant to be a technical leader in the field with
strong analytical expertise; sufficient knowledge and
experience to meet the complex set of California’s
general plan requirements with a focus on Arroyo
Grande’s needs and circumstances; and a strong
track record of delivering plans that are ready for
implementation. As part of this update Project, the
City expects the consultant to technically update the
Development Code and CAP in compliance with the
updated General Plan; analyze current and future
trends, including changes in consumer and workplace
behaviors, and other local and regional trends that
impact local land use and the economy (e.g., Diablo
Canyon Nuclear Power Plant decommissioning).

Finally, the City expects the consultant to have strong project management and communication skills.

Facilitate Robust Public Outreach
The City expects the consultant to develop and
implement a well-defined, inclusive, and robust public
outreach strategy. A robust public outreach program
based on the City’s DEIJ Policy will be a key element
to the engagement strategy and overall General
Plan update. The consultant should prepare and
implement an engagement effort that is inclusive of
all voices and that generates community investment in
the process. A successful engagement strategy will
make considerations to accommodate residents with
non-traditional work schedules, language barriers, and
accessibility barriers to obtain comments and input that represent all community members.

Prepare a Contemporary General Plan that
Complies with State Planning Law
The City expects the consultant to prepare a General
Plan that responds to current community needs and
is consistent with State law. While the City recently
updated the Circulation Element and Housing Element,
the General Plan has not been comprehensively
updated in 20 years. During that time, there have
been significant changes in general plan requirements
and State law, particularly related to safety elements
and environmental justice. In response, the City
anticipates the preparation of a new Environmental
Justice Element and update to the existing Safety
Element. The City also expects the Economic
Development Element to be updated to reflect new
economic considerations, including the status of the
Diablo Canyon Nuclear Power Plant decommissioning.

The Agriculture, Conservation, and Open Space
Element should be updated, and a review of the
Housing Element will be necessary to ensure internal
document consistency.
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Establish a Vision
As part of the General Plan update process, the City
expects the consultant to solicit public input to develop a vision statement. The vision statement will guide
the update, identify community strengths, recognize
priorities for future development, and address areas
for improvement. Using the tenants of the City’s DEIJ
Policy, the visioning process should be inclusive for all members of the community and should educate the
community about the principles of land use planning.

Prepare an Environmental Impact Report
and Climate Action Plan
The City expects the consultant to prepare an
Environmental Impact Report (EIR). The EIR should
include comprehensive analysis of areas where
significant projects are likely to be in the future and make considerations for these projects to streamline
the future environmental review process. This includes
the preparation and distribution of all required
technical elements such as a Notice of Preparation,
Scoping Meetings, the Draft EIR and public comment
period, preparing responses to comments, Statement
of Facts and Findings, and potentially a Statement
of Overriding Considerations, Final EIR, and Notice
of Determination. The City also expects the EIR to
identify major points of intersection with the General
Plan so that the CEQA process is integrated into the
planning process and inform development of the
General Plan itself. Additionally, the EIR must facilitate implementation of the General Plan, by streamlining
and tiering of subsequent environmental review of
projects where feasible that are consistent with the
General Plan. Finally, the City expects the consultant
to provide an update of the Climate Action Plan (CAP)
to assure ongoing compliance with CEQA and allow
streamlining of future development projects.

Update the Development Code
Following approval of the General Plan and
certification of the EIR, the City expects the consultant to prepare amendments to the City Development Code
necessary to provide consistency between the Land
Use and Housing Elements of the General Plan and the
zoning ordinance. This update will also address any
potential expansions of the City’s Sphere of Influence
(SOI), the development of objective design standards,
and creation of a East Grand Avenue Corridor overlay
district.

Prepare an Implementation Monitoring Plan
The City expects the consultant to develop a General
Plan implementation monitoring plan to ensure
compliance and progress towards the Plan goals and
objectives. The monitoring plan must identify methods
for implementation of policies and programs and
staffing required to carry out the implementation plan. 16 17
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

TECHNICAL

APPROACH
Updating a General Plan represents a unique
opportunity for communities to define or refine their
vision for the future, consider the implications of certain policies, and create a framework that will help achieve the desired vision. In Arroyo Grande, this process
will be driven by its diverse and informed citizens,
the Planning Commission, and the City Council. City
staff will support the process through a broad range
of actions, including technical and policy advice, and
managing and directing the work of the Consultant
Team.

The role and responsibility of the Consultant Team is to assist the City with making their important decisions. It is not the Consultant’s place to tell the City what is best for their future but to help provide the information to allow informed choices to be made. Our success, as
your General Plan consultant, should be measured by
how effective we are in facilitating a comprehensive
discussion of the important issues facing the community and how we help the community reach an educated
consensus on its vision for the future. Along the way,
our broad experience, technical knowledge of what
various futures might hold, and understanding about
what ideas other communities have found effective can
help the City make the best decisions to meet Arroyo
Grande’s projected needs and desired vision.

The Minter Harnish Team will help the City create an
innovative, inclusive, compelling plan – a road map to
greater prosperity and quality of life in Arroyo Grande.

We will help the City develop a Plan that capitalizes
on its assets, addresses its challenges, and address its desires for the future. There are 11 important elements of our approach that will help achieve that objective:
01 - Assemble a Highly Qualified General
Plan Team
Mintier Harnish, the team leader, specializes in
general plan updates, having prepared over 65
general plan updates in our 37 years of public service.

In order to provide all the services required by the
City in its General Plan update RFP, we assembled a
highly qualified General Plan Team for this momentous
project. Our Team includes:

Rincon Consultants is a leading environmental firm
specializing in climate change, GHG emission
reduction, air quality, and hazards and safety. They
have been active at the State and regional levels in
developing analytical standards and guidelines for
addressing GHG emissions and the effects of climate
change. Rincon is teaming or has teamed with Mintier
Harnish on over 10 general plan updates.

GHD specializes in transportation planning and
engineering services since 1985. GHD will provide
all required transportation and mobility services for the project. GHD is recognized as a local, regional, and
national expert in multimodal transportation planning
and in addressing SB 743 implementation (vehicle
miles traveled threshold).

The Natelson Dale Group (TNDG), our economist, has
been assisting local government with economic and
fiscal analysis for 40 years. They have teamed and
are teaming with Mintier Harnish on several general
plan updates. TNDG has worked with cities and
counties throughout California to address economic,
employment, and fiscal issues unique to each
jurisdiction.

Verbatim Solutions will provide translation services.

They are leaders in translation, transcription, and
interpretation services. We have teamed with
Verbatim Solutions on planning projects throughout
California, including general plans, housing elements,
development codes, and special land use studies.
02 - Establish Effective Communication and
Strong Working Relationships
Close collaboration with City staff is an essential part of our approach. While our team has unparalleled
experience with general plan updates in California,
City staff possess the detailed knowledge of the City’s social and political environment, day-to-day operations, and decision-making process. Throughout the Update,
we will maintain close communication through regularly
scheduled calls and meetings and form an integrated
staff/consultant project team. In addition, the Planning Commission, and City Council will be fully involved
in critical milestones of the Update project, providing direction or affirmation at key decision points.
03 - Provide Options and Choices
The City indicated it has budgeted approximately
$500,000 for the General Plan update. Additionally,
the City requested that each proposal for services for
the General Plan update include a two-year and threeyear project schedule. To assist the City in meeting both the budgetary and schedule considerations, we
will work with City staff to identify and select essential tasks as well as optional tasks (or expanded tasks).

We have included these optional tasks throughout our
proposed work scope and have included cost estimates
for each in the separately attached cost proposals.
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

05. Identify
Needed
Changes

06. Gather
and Analyze
City Data 01. Assemble a Highly
Qualified General Plan Team

02. Establish Effective Communication
and Strong Working Relationships

04. Design and Implement a Robust
Community Engagement Program

09. Develop
an Innovative
General Plan 07. Visioning

08. Analyze Land Use and
Policy Alternatives

10. Prepare the Environmental
Impact Report

11. Formulate a
Feasible Implementation
and Monitoring
Program
04 - Design and Implement a Robust Public
Outreach Strategy
Throughout the Update, we will facilitate an effective
public outreach strategy based on the City’s DEIJ
Policy that has three key components: education
and information; engagement and interaction; and
validation and direction. Education and information
include a Project website, project logo/branding,
e-blasts, social media posts, press releases, newsletters, and informational handouts. Engagement and
interaction may include community workshops, online
opinion surveys, pop-up events, and “town hall” style
events. Validation and direction will include Planning
Commission and City Council study sessions and
public hearings. With assistance from City staff, we
will create a public outreach strategy that dismantles
inequities; identifies traditionally underrepresented
groups in the city; addresses community engagement
barriers; and that equitably address the opinions and
desires of all community members. We will also
actively engage with local and regional community
groups throughout the Update, such as Chamber of
Commerce, Diversity Coalition of SLO County, and
R.A.C.E. Matters.
05 - Identify Needed Changes
Using our proprietary General Plan Audit Tool, we will
work with City staff early on to evaluate every General Plan goal, policy, and implementation program. City
Staff will determine what aspects of the General Plan to retain, which to remove, and what to improve. Based
on that evaluation, we will strip out or modify Plan
contents and then facilitate a series of work sessions
with staff to identify new Plan content.
06 - Gather and Analyze City Data
We will conduct research and analyze data and
trends on a range of topics relevant to the General
Plan update. These topics include, but are not limited
to, land use, population, employment and housing,
circulation and transportation, biological and cultural resources, economics, infrastructure and public
services, hazards and safety, and social justice. This
step will represent the first opportunity for widespread community engagement and participation. From our
research and the information received during the initial public outreach efforts, we will produce an Existing
Conditions and Trends Workbook. The Workbook
will also identify the significant community assets,
opportunities, issues, and concerns. The Workbook
will serve as the Existing Setting section for the General Plan EIR.
07 - Visioning
Early in the General Plan update process, we will
spend time with the community and decision-makers
understanding their issues, hopes, and expectations
and work with City staff to translate that understanding into a vision for the future. The vision statement
will guide the overall General Plan update, identify
community strengths, recognize priorities for future
development, and address areas for improvement.

Using the tenants of the City’s DEIJ Policy, the visioning process will be inclusive for all citizens and will
educate the community about the principles of land use
planning.
08 - Analyze Land Use and Policy
Alternatives
We could facilitate a robust analysis of land use and
policy alternatives to help the community and decisionmakers understand the range of possibilities and make informed choices about future growth, land use, and
appropriate policies to implement those choices. The
alternatives analysis is one of the optional tasks we will outline in greater detail.
09 - Develop an Innovative General Plan
We will prepare a long-lasting, flexible General
Plan that can respond to the changing world. The
General Plan will include the State-mandated elements
(excluding the Housing Element), the optional
elements adopted by the City (e.g., Parks and
Recreation Element), as well as a new Environmental
Justice Element. If selected for the General Plan
Update project, we can work with City staff to
identify additional optional elements that could be
incorporated. All documents will be user-friendly
through clear writing and strategic use of graphics and photos to illustrate concepts and policies. We will
prepare executive summaries of key information when
more detail is required for legal or technical purposes and a user guide to clearly explain how to use the
General Plan.
10 - Prepare the Environmental Impact
Report
We will prepare an EIR that evaluates the potential
physical impacts of the General Plan goals, policies,
and programs. While we always strive to prepare
a self-mitigating general plan, the environmental
analysis may identify policy or program modifications
or additions necessary to mitigate potential impacts to a less-than-significant level. It is during this step where we could assist the City in updating the City’s Climate Action Plan.
11 - Formulate a Feasible Implementation
and Monitoring Program
One of the hallmarks of our general plans is an
emphasis on implementation. Preparing a general
plan is nothing more than an academic exercise if
it sits on the shelf. Consequently, a key focus of our
approach to preparing general plans is ensuring that
the final product is implementable. The General Plan
will provide clear direction regarding how programs or
policies will be implemented, who will be responsible
for the implementation, and what the time frame is for
implementation. We will work with staff to develop
measurable indicators of successful implementation, as
well as an annual progress monitoring program.

03. Provide Options
and Choices
See Section 7 – Project Scope for an itemized
description (by phase and task) of the final work
products to be produced.
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

T H I S PAG E I S I NT E NT I O N A L LY L E F T B L A N K. 4 PROJECT MANAGEMENT

PROJECT

MANAGEMENT
We take project management seriously. Effective project management can make the difference in the success of a general plan update.

Ineffective project management can doom a project. While project management may not be as creative or rewarding as public outreach or policy development, it is every bit as essential to the success of a planning project. The same holds true for the Arroyo Grande General Plan update.

We prioritize effective project management in every project we have the pleasure of working on. We do this because we know that most general plan updates are complex projects involving a large consultant team, City staff, elected and appointed officials, and hundreds of residents, business owners, and special interest groups.

To be effective managers, we establish key objectives, approaches, tools, and procedures for every general plan update we lead.

Here is our basic guidebook:
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE 23

PROJECT MANAGEMENT OBJECTIVES:

Stay on Schedule. It is very easy for a general plan update that includes extensive community engagement, dozens of meetings, broad community involvement, numerous staff, and a large consultant team to quickly fall behind schedule.

Manage the Budget. Again, a multitude of participants, unanticipated demands, and additional meetings all can contribute to budget creep.

Frequent Client Communication. Perhaps the single most important component of effective project management is regular communication between the Consultant and staff.

Quality Control. We strive to produce results that are of the highest quality, internally consistent, and completely satisfy our clients.

PROJECT MANAGEMENT APPROACH:

Facilitate a kick-off meeting with County staff and the consultant team to discuss the project work scope, schedule, budget, and communication protocols.

Identify the roles and responsibilities of key staff and consultants.

Identify the core project management team and establish a schedule for recurring check-in conference calls and face-to-face meetings.

Weekly or bi-weekly project management meetings to discuss deliverables and upcoming tasks.

Provide monthly project status reports.

OBJECTIVES TOOLS & PROCEDURES

APPROACH

PROJECT MANAGEMENT TOOLS
AND PROCEDURES:

Standardized file naming protocols and consistent e-mail subject line project naming
E-mail copying protocols to assure accurate and transparent team communication
Standardized document format and style guide
Conference call agendas and action minutes
Data needs lists and document review checklists
General plan audit and community engagement guides/checklists Internal Project Management Tools
While we have many front-end tools and procedures that ensure effective project management with our clients, at Mintier Harnish we also have internal tools that assist us with day-to-day, internal project management.

One of these tools is Asana. Asana is a workplace content management system designed to help us stay organized and streamline projects. Asana is just one of the many ways we ensure that projects are completed on time and within the budget.
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

5 CONSULTANT STAFF

CONSULTANT STAFF
Our core management team brings experience from the successful management of dozens of general plans in California. This team will be responsible for carrying out all of the tasks and overseeing the preparation of all major work products. This section highlights the experience of key personnel assigned to the Arroyo Grande General Plan update. A description of each firm and its role can be found in Section 2: Introduction and Project Team. We have included our detailed resumes in Appendix A: Detailed Resumes. The amount of time key personnel will be involved in the respective portions of the project is shown in the Budget Proposal (submitted under separate cover in compliance with the Request for Proposals).

CORE MANAGEMENT TEAM
27 Michael Gibbons
Project Manager
Mintier Harnish
Brent Gibbons, AICP
Project Director
Mintier Harnish
Jim Harnish, JD
Project Advisor
Mintier Harnish
Todd Tregenza, AICP
Mobility Task Lead
GHD
Matt Maddox, AICP
CEQA Task Lead
Rincon Consultants
Roger Dale
Economic Task Lead
TNDG
We have included our resumes in
Appendix A: Detailed Resumes.
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE

Brent Gibbons, AICP, Principal Planner
Role: Project Director
Brent Gibbons, AICP, is a Principal Planner who specializes in comprehensive planning projects including general plans, zoning codes, urban design standards and guidelines, and housing elements. Brent has a holistic view of planning having both worked for local municipalities and currently as a long-range planning consultant. Brent’s approach to planning is multi-faceted and includes a strong focus on community engagement and interaction in the planning process to ensure all voices are heard. He actively works to foster educational opportunities on all his projects to ensure communities, elected officials, and local staff have a better understanding of planning practice and how it affects them. Brent is currently one of the leading planners in the State on drafting, updating, and managing zoning codes, and is consistently on the forefront of bringing new and innovative ideas to this practice area.

Brent has managed over currently is managing planning related projects across California. Brent has or is currently managing General Plans for Solvang, Susanville, Lompoc, Los Gatos, Millbrae, Pleasant Hill, and Ukiah, as well as Zoning Code Updates for Selma, Santa Clara, Windsor, and Ukiah. Brent currently co-teaches a course at University of California at Davis on zoning and development regulations, and how to comprehensively update your zoning code.

Jim Harnish, JD, Principal/Owner
Role: Project Advisor
Jim Harnish, JD, is the Principal/Owner of Mintier Harnish and will be the Project Advisor. Jim has been a planner and project manager since 1970. He has been an attorney since 1981, with extensive experience in land use and CEQA. Jim has been Planning Director for three cities (Galt, Folsom, and South San Francisco) and understands every aspect of city and county planning and zoning.

Jim has managed or is currently managing general plan updates for the cities of Alturas, Folsom, Galt, Hayward, Healdsburg, Isleton, Millbrae, Pleasant Hill, Sacramento, San Ramon, Solvang, South San Francisco, Ukiah, Union City, Wheatland, and Windsor, and the counties of Calaveras, Fresno, Merced, Modoc, San Benito, San Joaquin, and Ventura. Jim is currently managing or recently managed zoning code updates or amendments for the cities of Santa Clara, South Lake Tahoe, Ukiah, and Windsor and the counties of Fresno, Mariposa, Merced, and Sierra. Jim has an unparalleled working knowledge of general plan updates and has prepared dozens of general plan work programs and budgets.

MINTIER HARNISH
Michael Gibbons, Project Manager
Role: Project Manager
Michael Gibbons is a Project Manager with Mintier Harnish and will serve as the Project Manager for the Arroyo Grande General Plan update. Michael manages and acts as the day-to-day project lead for a variety of long-range planning projects including general plans, zoning codes, subdivisions ordinances, and special planning studies. He specializes in land use planning, zoning regulations, community engagement, urban design, historic preservation, design standards, and working with disadvantaged communities. Michael brings a unique perspective to all his projects having worked in both the public and private sectors, as well as in law enforcement. Through this lens, Michael understands the vital role that planning has in addressing the ever-changing needs of communities and the importance of creating plans that are user-friendly and implementable.

Michael is currently managing and/or assisting with the preparation of the City of Livingston General Plan, Trinity County General Plan, Siskiyou County General Plan, City of San Ramon General Plan, City of Hayward Residential Objective Design Standards, Mariposa County Development Code, Town of Windsor Zoning Code Amendments, City of Gilroy General and Zoning Code, City of Kerman Zoning Code, and City of Reedley Zoning Code and Subdivision Ordinance.

Nikki Zanchetta, Planner
Role: Planner
Nikki Zanchetta is a Planner with Mintier Harnish. She specializes in housing policy and planning, community development, community engagement, public policy, regional planning, and land use planning. Her experience includes Sustainable Communities Strategies, interpreting housing policy and law, drafting housing and land use documents, community engagement, and creating regional programs to accelerate the production of affordable housing. Nikki has a strong background in writing both technical and public facing planning documents and emphasizes writing styles that allow complicated planning concepts to be easily understandable by various audiences. Nikki holds a Master’s degree in City Planning from San Diego State University and Bachelor’s Degree in Community & Regional Development and Minor in Professional Writing from UC Davis. 28 29
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Matt Maddox, AICP,
Principal
Role: Environmental
Assessment Task Manager
Matt Maddox, AICP has over
15 years of experience and
is involved in a wide range
of urban planning and land
use studies, sustainable,
resilient and adaptation policy development, air
quality and greenhouse gas analysis, CEQA/NEPA
environmental documentation, as well as community
involvement and permitting activities. Matt has a
strong background in long range planning, policy,
and environmental planning. He has contributed to
successful environmental and planning projects ranging
from general plans to focused inner city redevelopment
studies, to climate action and adaptation plans and
documentation for compliance with environmental
regulations, to greenhouse gas emissions analysis for
industrial facilities. Matt has developed a focus in
the area of urban planning, sustainable design and
resiliency policy, and greenhouse gas analysis.

Chris Bersbach, MESM
Role: Environmental
Assessment
Chris Bersbach manages
and prepares CEQA and
NEPA documentation in the
California central coast region
and technical air quality,
greenhouse gas emissions,
and noise analyses for public agencies and private
sector clients throughout California. He has 15
years of planning experience with an emphasis on
environmental planning and technical environmental
analysis. His experience includes a wide range of
technical environmental and planning studies, including land and infrastructure development projects, urban
redevelopment projects, general plans and specific
plans, solar power facilities and other energy projects, waste and wastewater management facilities, and
other long-range planning projects.

Matthew Jumamoy, Planner
Role: Planner
Matthew is a Planner with Mintier Harnish. He specializes in housing elements and designing informative municipal websites. Matthew is an advocate for affordable housing with notable experience promoting accessory dwelling unit expansion in the City of San Jose. Matthew believes in a holistic community-based approach to planning and enjoys working with and learning from community stakeholders of diverse backgrounds. Matthew graduated from Stanford University with a Bachelor of Arts in Urban Studies with a focus on Environmental Sustainability and has an interest in the interrelated nature of transit opportunity, wealth inequality, and environmental sustainability. Matthew has contributed to the general plans for the cities of Ukiah, Rohnert Park, Millbrae, and American Canyon. He has also contributed significantly to the 6th cycle housing elements of Solvang, Pleasant Hill, and St. Helena.

RINCON CONSULTANTS
Lexi Journey, MESM
Role: Environmental
Assessment
Lexi Journey is a Senior
Environmental Planner with
Rincon’s Environmental and
Land Use Planning Group.

Lexi’s experience includes
project management, planning
policy analyses, technical analyses, and outreach for
assignments such as General Plans, Community Plans,
CAPs, and Local Coastal Plans as well as CEQA
environmental assessments. She has managed various
projects including the Port Hueneme General Plan
Update, Avila Community Plan, Local Oxnard Coastal
Plan Update, and the County of Santa Barbara Climate
Action Plan. Her passions and specialties are climate
vulnerability and adaptation, community engagement,
and environmental justice. She uses her wide breadth
of planning expertise to teach Principles and Practice
of Environmental Planning at the Bren School of
Environmental Science & Management during the fall
quarter.

Ryan Russell
Role: Environmental
Assessment
Ryan Russell is a Senior Planner
within Rincon’s Environmental
and Land Use Planning
group. Ryan’s experience
includes project management,
environmental analysis,
stakeholder and community outreach, planning and
policy development for long range plans, entitlement
processing, and public presentations. Ryan has
experience with all aspects of the environmental review process including preparing CEQA documents such as
Initial Studies, IS-MNDs, complex programmatic and
project-level EIRs. Ryan has managed and supported
environmental analysis of numerous long-range
planning documents such as Port Hueneme General
Plan and Housing Element and EIR, City of Lompoc
Housing Element and associated CEQA analysis, and
Paso Robles Olson South Chandler Ranch Specific Plan
EIR.
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Todd Tregenza, AICP
Role: Mobility Task Manager
Todd Tregenza has 15 years
of professional experience in
various areas of transportation
consulting with an emphasis
on transportation planning
projects. He has assisted
dozens of agencies on
short and long-range planning efforts, including the
development of travel demand models, general plan
circulation elements, specific plans and master plans,
corridor studies, capital improvement programs, nexus
and fee studies, transportation operational analysis,
and impact analyses. His experience spans public and
private sector work for a broad range of projects that
require circulation, safety, and operational analysis
from a transportation perspective. Todd also has
extensive experience as an On-Call transportation
planner for local agencies, assisting in the preparation of transportation studies and grant applications,
performing peer reviews of impact studies, and
developing CEQA impact analyses for development
projects of all sizes.

Colin Burgett
Role: Mobility Assessment
Colin has over two decades
of professional experience
with expertise in multimodal
transportation and integrated
transportation/land use
planning. He specializes in
strategic planning for largescale projects, including citywide transportation plans, large area plans, campus plans, bicycle and
pedestrian master plans, EIR transportation studies,
vehicle miles traveled (VMT) policy development and
assessments, bus rapid transit (BRT) corridor studies,
and transit station area plans.

Colin has extensive experience with projects that
emphasize corridor revitalization, transit-oriented
development, and complete streets planning. He
manages projects that place a strong emphasis on
facilitating the interactions between transportation
systems, land use patterns and urban design
components.

GHD
Rosanna Southern, EIT
Role: Mobility Assessment
Rosanna Southern is a transportation engineer with 10 years of experience who specializes in traffic engineering and transportation planning, assisting dozens of agencies on short and long-range planning efforts, including the development of travel demand models, general plan circulation elements, traffic impact fee studies, corridor studies, and complete street plans. Rosanna provides multi-modal operational analysis and traffic impact studies for a variety of projects aimed at analyzing traffic operations. The support she provides includes utilizing various software, such as VISSIM, Synchro, SimTraffic, Sidra, HCS, TransCAD, and Cube.

Roger A. Dale, Managing
Principal
Role: Economic Development
and Assessment Task Manager
Roger Dale has been
affiliated with TNDG for
32 years (since 1988) and
currently serves as the firm’s
managing principal. His
background encompasses the fields of real estate
development, economic development, regional
economic analysis, environmental and land use policy,
financial forecasting, and renewable energy. His
project experience with TNDG includes real estate
market forecasting, pro forma financial analysis,
affordable housing strategies, demographic research
and modeling, fiscal impact analysis, cost/benefit
assessment, redevelopment/ revitalization strategies,
business retention/attraction, workforce development
program assessments, and preparation of regionalscale economic development strategic plans.

THE NATELSON DALE GROUP
Joseph E. McClure, Senior Associate
Role: Economic Development and Assessment
Joseph McClure has served as principal or manager of land economics research and advisory-services organizations for over 35 years. Joe’s multidisciplinary background incorporates many phases of the community and real estate development process:
economic analysis and strategy development, market and financial feasibility assessment, and planning and design. He completed additional post‑graduate work in economic geography at UA. He is a registered architect in Arizona. Joe’s organizational affiliations include the Western Regional Science Association, the Urban Land Institute (ULI), and the Arizona Association for Economic Development (AAED). He helps coordinate the firm’s technical focus on regional/land economic services and creative activities within the firm that include promoting innovation in community development strategic planning and fiscal and economic impact assessments. He has served both private developers and public agencies at all levels of government, for projects in small and large cities, undeveloped and heavily developed regions, and regions with special demographic and cultural characteristics.

Alan Levenson, Senior
Associate
Role: Economic Development
and Assessment
Alan Levenson has been
affiliated with TNDG for 20
years. His areas of expertise
include economic development
strategic planning, regional
economic analysis, fiscal impact analysis, retail market evaluation, and real estate development feasibility
assessment. He has completed over 80 economic
impact studies as part of CEQA/NEPA processes,
and has been involved in range of complex fiscal and
economic impact studies for residential and mixed-use
development projects. He has also been a principal
participant in the preparation of a number of economic
development strategic plans, many of which have
featured tourism as a targeted economic activity.
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

PROJECT ORGANIZATIONAL CHART
City of Arroyo Grande
Mintier Harnish
General Plan
Community Outreach
Development Code
Brent Gibbons
Michael Gibbons
Nikki Zanchetta
Matthew Jumamoy
DKS Associates
General Plan
Mobility
Todd Tregenza
Colin Burget
Rosanna Southern
Verbatim Solutions
Translation Services
Project Management &
Team Lead
Jim Harnish, Project Advisor
Brent Gibbons, Project Director
Michael Gibbons, Project Manager
Rincon Consultants
General Plan
Environmental
Matt Maddox
Chris Bersbach
Lexi Journey
Ryan Russell
The Natelson Dale
Group
General Plan
Economics
Roger Dale
Joseph E. McClure
Alan Levenson

PROVEN COMMUNITY ENGAGEMENT
Our team regularly initiates proven engagement
methods that are innovative, interactive, inclusive,
and that solicit feedback from a broad spectrum of
individuals. We collectively have over 70 years of
experience implementing engagement in both inperson and virtual platforms. We also specialize in outreach to underserved populations with tools and
outreach programs dedicated to reaching members
with limited access to computers and language
barriers. Our team has tried and true community
engagement methods including speakers’ series
(TED-Style Talks), visioning workshop exercises,
interactive multi-day planning charettes, and engaging
approaches to identifying issues and opportunities.

IMMERSIVE UNDERSTANDING OF OUR

COMMUNITIES
When we come to the city for meetings, our entire
time and focus is dedicated to this project. From
early morning until late at night, we are living
and working in the city. We experience the area
in ways that other firms miss. These multiple day
trips give us the flexibility to easily add meetings,
staff Pop-up events, update stakeholders and City
leadership, and visit key issue areas. This approach
has proven a great way to become part of the
community and to gain the community’s trust. It makes
our plans insightful. It makes our plans reflect the
vision of the City. It makes our plans successful!

EXPERIENCE WITH MULTI-LINGUAL

COMMUNITIES
California is a cornucopia, a melting pot of sorts,
having the most diverse population within in the
U.S. With this comes challenges regarding proper
outreach and engagement channels to ensure all
are included in predominately non-English speaking
areas. Our team has experience collaborating
with jurisdictions across California implementing
plans in multi-lingual communities and providing
materials, notices, and deliverables in a multitude
of languages. In some cases, we have partnered
with local community groups to provide in-person
translation as well. Some of the languages we have
folded into our plans include Spanish, Mandarin,
Tagalog, Hmong, Japanese, and Punjabi.

CREATION OF CONCISE, READABLE,

AND USER-FRIENDLY DOCUMENTS
Planning documents tend to collect dust on a shelf
and over time in some communities are never fully
implemented. It is our mission as a team to create
concise, readable, and user-friendly documents
that are regularly referred to and implemented. We
ensure our plans are highly-graphical, approachable,
and accessible in a multitude of languages and
platforms. For Arroyo Grande we have included
streamlined efficient documents including the
Existing Conditions and Trends Workbook.
35 MINTIER HARNISH | PROPOSAL FOR SERVICES
34 CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE WHY SELECT THE MINTIER HARNISH TEAM?
We feel there are several features of our team that make us the right choice for the Arroyo Grande Plan Update. Based on the City’s request for proposals and our knowledge of the community, we have assembled a team of firms and individuals that is tailored specifically for this project and the City of Arroyo Grande. Our team is uniquely positioned for this effort based on specialized areas of knowledge and expertise. Below highlights some of the specialized areas of knowledge that we have developed through our 37 years of experience with the close relationships of our teaming partners.

6 QUALIFICATIONS & REFERENCES

QUALIFICATIONS
& REFERENCES
We recognize that general plans greatly impact the lives of those who live, work, and own property in a community. Today, more than ever, city policies and regulations have a profound influence on housing supply and affordability. We pride ourselves on preparing general plans, housing elements, and zoning codes that exceed the requirements of State law and serve as a practical guide for day-today decision-making. Mintier Harnish and our team for this project draw on our years of broad experience in preparing general plans for diverse communities across California. We are able to apply innovative policy solutions and practical experience to the communities we work in.

The following projects are relevant examples of the proposed update to the Arroyo Grande General Plan as outlined in this proposal. All projects noted below include a multi-disciplinary team and are multifaceted, with most including a development code update and EIR in conjunction with the general plan.

CONFLICTS OF INTEREST
Mintier Harnish and the firms included on our team do not have any actual, apparent, or potential conflicts of interest related to the performance of this work.

Mintier Harnish and the firms included on our team do not have any financial, business, or other relationship with the City of Arroyo Grande that would impact the outcome of this contract. Furthermore, Mintier Harnish and the firms included on our team do not currently have any clients who have a financial interest in the outcome of the Arroyo Grande General Plan Update or projects that may follow its completion, nor do we have any financial interest or relationship with any owner or developer that has future improvements within the city or surrounding area.
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE

CITY OF SAN LUIS OBISPO
The City of San Luis Obispo is located in the Central Coast region of California and has been ranked as the “Happiest City” in the U.S. by a number of publications. This ranking is based on the excellent planning that continues to shape the community.

Known for its Downtown and historic beauty, the city is a bicyclefriendly town and provides opportunities for cultural, business, and recreational use. The development of the updated Land Use and Circulation Elements (LUCE) and reformatting and integreation of the remaining General Plan was developed using a planning process that included an extensive public participation program. This program included six community workshops, 34 citizen task force meetings, an extensive project website, media outreach, community organization briefings, and an email eBlast list of over 1,500 community members. The project also included the conduct of a citywide opinion survey and use of the MindMixer platform to engage the community in an interactive online “townhall” where ideas on opportunities and challenges, and alternatives development were discussed.

SAN LUIS OBISPO LAND USE AND

CIRCULATION ELEMENT (LUCE) UPDATE
Project Details:
• Project Duration:
2012 to 2014
• Contract Agency:

City of San Luis Obispo
919 Palm Street
San Luis Obispo, CA
• Agency Contact:

Derek Johnson
City Manager
805.781.7112
[email protected]

TOWN OF WINDSOR
Mintier Harnish successfully led a multi-disciplinary consulting team to prepare the Town of Windsor General Plan. The Update focused on engaging the community, revitalizing infill areas, implementing a vision for the Civic Center, and managing projected growth within the Urban Growth Boundary (UGB). Key issues included: balancing increased tourism with the family-oriented community character; accommodating much-needed new housing while preserving the unique, small-town character and feel; and introducing nodes of mixed-use development along the Old Redwood Highway Corridor.

The General Plan and Program EIR were adopted in April 2018.

Prior to preparing the General Plan, Mintier Harnish prepared the Town of Windsor 5th cycle Housing Element.

Mintier Harnish is currently assisting the Town of Windsor with the research, analysis, and development of objective multifamily residential design and development standards that will streamline multi-family housing and production in the Town. We are developing new standards and permit processing provisions to incentivize missing middle housing production in new development projects.

Mintier Harnish recently started a technical Zoning Code update for the Town focusing on housing increases and incentivizing housing production.

GENERAL PLAN, HOUSING ELEMENT, OBJECTIVE DESIGN

STANDARDS, AND ZONING CODE UPDATE
Project Details:
• Project Duration:
2014 to 2015: Housing Element
2014 to 2018: General Plan
2017 to present: Zoning Code
• Contract Agency:

Town of Windsor
9291 Old Redwood Highway
Windsor, CA
• Agency Contact:

Kimberly Jordan
Planner III
707.838.7349
[email protected]
Personnel: Jim Harnish, Brent Gibbons
Personnel: Jim Harnish, Brent Gibbons,
Michael Gibbons
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

CITY OF FOLSOM
Mintier Harnish worked with the City of Folsom on an update to the Folsom General Plan. The City’s General Plan was last comprehensively updated in 1988. The city has changed
dramatically since then, not only in total population but in the nature of the community. Folsom has transformed from a small suburban community into a vibrant, urbanizing mid-sized city. The 2035 General Plan incorporates a new vision for the City of Folsom. It encourages the development of mixed-use districts along East Bidwell Street and transit-oriented development at the City’s light rail stations.

The Plan promotes complete streets and changes to the City’s level of service policy. The General Plan was adopted August 30, 2018.

As a follow-up on the Project, Mintier Harnish was retained in 2019 to lead the comprehensive update of the City’s Zoning Code. Key features of the update include implementing new mixed-use land use designations, developing objective multifamily residential design standards, preparing ADU provisions consistent with State law, streamlining development approvals, and overhauling the historic district design and development standards, The project includes four days of stakeholder interviews, community workshops, and multiple study sessions with the Historic District Commission, Planning Commission, and City Council.

GENERAL PLAN UPDATE, EIR, AND COMPREHENSIVE

ZONING CODE UPDATE
Project Details:
• Project Duration:
2012 to 2018: General Plan
2019 to present: Zoning Code
• Contract Agency:

City of Folsom
50 Natoma Street
Folsom, CA
• Agency Contact:

Scott Johnson, AICP
Planning Manager
916.355.7223
[email protected]

CITY OF PLEASANT HILL
Mintier Harnish began the Pleasant Hill General Plan Update in April 2019. The project is still (as of December 2022) in progress. The project includes the development of several documents, including an existing conditions and trends workbook, issues and opportunities summary, vision and guiding principles, alternatives analysis and report, policy document (which includes goals, policies, and implementation programs). Community engagement is also a large part of the project. Engagement activities include regular newsletter releases, the use of project branding through developing a logo and style, facilitation of GPAC meetings, joint study sessions with the Planning Commission and City Council, community workshops, and pop-up booths at community events and festivals.

Mintier Harnish has facilitated multi-day Planning and Design Workshops that included nightly presentations, an urban design charrette, and community walking tours. Mintier Harnish is also partnering with enCodePlus to provide the City with a web-based General Plan and Zoning Code on the enCodePlus platform.

Based on the ongoing success of the Update, the City of Pleasant Hill contracted with Mintier Harnish to prepare the City’s 6th Cycle Housing Element, Objective Design Standards, and Zoning Code Update as part of the General Plan Update. The overall General Plan Update is scheduled for completion in February 2023.

GENERAL PLAN, HOUSING ELEMENT, OBJECTIVE DESIGN

STANDARDS, AND ZONING CODE UPDATE
Project Details:
• Project Duration:
2019 to present: General Plan
2019 to present: Zoning Code
• Contract Agency:

City of Pleasant Hill
100 Gregory Lane
Pleasant Hill, CA
• Agency Contact:

Troy Fujimoto
City Planner
925.671.5224
[email protected]
Personnel: Jim Harnish, Brent Gibbons,
Michael Gibbons, Nikki Zanchetta,
Matthew Jumamoy,
Personnel: Jim Harnish, Brent Gibbons,
Michael Gibbons
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

CITY OF MORRO BAY
Rincon was part of a multidisciplinary consultant team leading the City’s General Plan, Local Coastal Program, and Zoning Ordinance Updates and associated Environmental Impact Report as an extension of City staff. Rincon prepared the Community Baseline Assessment reports to identify the current environmental conditions in the City to inform the analysis of the General Plan, Local Coastal Program, and Zoning Ordinance Updates in the EIR. Rincon also assisted with preparation of various General Plan element updates, including the updated Noise Element, and analyzed the potential future effects to Environmentally Sensitive Habitat Areas resulting from climate change and associated sea level rise. The analysis included a projection of future effects of sea level rise and associated coastal flooding and erosion events on ESHAs within the Morro Bay coastal zone, based on previously completed hazard analysis and sea level rise analysis, existing sea level rise models for the region, and the current location and extent of ESHAs in the City. Under direct contract to the City of Morro Bay, Rincon has prepared the Environmental Impact Report for the proposed General Plan, Local Coastal Program, and Zoning Ordinance Updates.

GENERAL PLAN UPDATE, EIR, LOCAL

COASTAL PLAN UPDATE, AND EIR
Project Details:
• Project Duration:
2017 to 2021
• Contract Agency:

City of Morro Bay
595 Harbor Street
Morro Bay, CA
• Agency Contact:

Cindy Jacinth
Senior Planner
805.772.6577
[email protected]

CITY OF PISMO BEACH
Rincon is preparing the General Plan/Local Coastal Plan (LCP) Programmatic EIR (PEIR) for the City of Pismo Beach, which analyzes the potential impacts of the Draft General Plan/LCP. The GP/LCP Update is an update of the City’s 1992 General Plan and LCP and presents the community’s vision for Pismo Beach through the GP/LCP horizon (year 2040). The PEIR provides a clear, concise overview of the programmatic nature of impacts associated with implementation of the General Plan. This document will inform decision-makers and the community about future decisions regarding General Plan policies and implementation programs.

The PEIR is structured to meet the requirements of the California Environmental Quality Act (CEQA) and to streamline future City consideration of development and public works projects consistent with the General Plan, when possible.

Rincon is closely coordinating with City staff throughout the preparation of the General Plan Update to develop policies that “self-mitigate” potential environmental impacts to the maximum extent feasible. This self-mitigating, proactive approach will minimize reliance on external mitigation measures, streamline future CEQA coverage for future projects, and allow the City to monitor the effectiveness.

GENERAL PLAN UPDATE, EIR, AND

LOCAL COASTAL PLAN UPDATE
Project Details:
• Project Duration:
2020 to present
• Contract Agency:

City of Pismo Beach
760 Mattie Road
Pismo Beach, CA
• Agency Contact:

Matthew Downing
Community Development Director
805.773.4658
[email protected]
Personnel: Chris Bersbach Personnel: Chris Bersbach, Ryan Russell 42 43
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CITY OF SANTA MARIA
GHD developed an update to the City of Santa Maria Active Transportation Plan using a performance-based approach. An active transportation infrastructure inventory, including high-priority ADA accessibility review and a detailed Level of Traffic Stress analysis was performed to identify the relative connectivity of the low stress bicycle network within the City. A complete pedestrian and bicycle collision analysis was also performed to highlight areas with higher needs for improvement.

Given the diversity of the Santa Maria community, GHD used both traditional in-person workshops, online workshops, and pop-up events with a particular focus on the Spanish-speaking community of Santa Maria. A community survey was distributed by Promotores (health advocates) at primarily-Spanish-speaking community events, and an informational flyer was sent home with all 17,000 students in Santa Maria schools. A website also provided access to the survey as well as an interactive map to collect comments. Based on the technical analyses and public input, GHD developed improvement recommendations, which were prioritized with stakeholder feedback.

GHD also completed an Active Transportation Program Cycle 5 grant application for a package of high-priority projects. The ATP was adopted by the City Council in January 2021.

ACTIVE TRANSPORTATION PLAN
Project Details:
• Project Duration:
2019 to 2021
• Contract Agency:

City of Santa Maria
110 S Pine Street, Suite 221
Santa Maria, CA
• Agency Contact:

Eric Riddiough, PE
Senior Civil Engineer
805.925.0951, Ext. 2476
[email protected]

CITY OF PISMO BEACH
GHD was critical in assisting the City of Pismo Beach in updating the Circulation Element to include multimodal policies and improvements related to active transportation, consistent with SB 743 and AB 1358, the “Complete Streets Act”, while also retaining the sensitivity of the City’s historical character and seasonal beachgoer travel patterns. GHD assisted the City in creating policies and plans that would promote active transportation modes and connectivity throughout the City, and implementation measures that include innovative and emerging transportation technology. GHD worked with the City to develop the Circulation Plan, Bicycle Facilities Plan, and Pedestrian Facilities Plan. As part of these plans, GHD assessed alternatives of new roadway(s) crossing a railroad and a creek, to provide continuous multimodal access across town and frontage to the US 101 freeway.

Additionally, GHD assessed one-way couplet alternatives within the Downtown urban environment, adjacent to a complex freewayramp system, while also incorporating connectivity for Class IV separated bikeways.

GHD alsoassisted in preparing the technical analyses and reports used to prepare the transportation and alternatives section of the CEQA document, including performance measures such as LOS and VMT.

CIRCULATION ELEMENT UPDATE
Project Details:
• Project Duration:
2017 to 2018
• Contract Agency:

City of Pismo Beach
760 Mattie Road
Pismo Beach, CA
• Agency Contact:

Matthew Downing
Community Development Director
805.773.4658
[email protected]
Personnel: Todd Tregenza, Colin Burgett
Rosanna Southern
Personnel: Todd Tregenza, Colin Burgett
Rosanna Southern
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

COUNTY OF VENTURA
The County of Ventura’s 2040 General Plan includes 126
implementation programs involving ten different County departments.

In order to ensure the real-world viability of carrying out the General Plan initiatives (especially proposed new programs), the County retained TNDG to prepare an independent analysis of potential implementation costs. The estimated costs covered a five-year implementation horizon, with one-time (i.e., program startup) and ongoing costs summarized separately. To provide a complete assessment of the feasibility of program implementation, the cost estimates considered both gross costs and net costs (after deducting potential program revenues associated with individual initiatives).

GENERAL PLAN COST (FISCAL IMPACT) ANALYSIS
Project Details:
• Project Duration:
2018 to 2019
• Contract Agency:

Ventura County
800 S. Victoria Avenue
Ventura, CA
• Agency Contact:

James Importante
Management Analyst II
805.654.5088
[email protected]

CITY OF COSTA MESA
TNDG prepared a comprehensive fiscal impact analysis as part of the City of Costa Mesa’s General Plan update. This process involved development of a user-friendly Fiscal Impact Model (FIM) that is designed to be updated annually based on inputs from the City’s budget. In order to develop in the FIM, TNDG interacted extensively with City department heads to establish cost forecasting methodologies specific to each department’s operations.

The FIM was utilized by TNDG to evaluate the potential fiscal impacts of various General Plan alternatives/scenarios and to respond to specific questions raised by City Council members during the course of the General Plan adoption process. The model is now utilized by the City as a tool to evaluate the fiscal impacts of proposed development projects and General Plan amendments.

As part of this contract, TNDG also prepared real estate demand forecasts to ensure that the land use assumptions used in the FIM were realistic from a market perspective.

FISCAL IMPACT MODEL AND REAL ESTATE MARKET

FORECASTS FOR GENERAL PLAN UPDATE
Project Details:
• Project Duration:
2015 to 2017
• Contract Agency:

City of Costa Mesa
77 Fair Drive
Costa Mesa, CA
• Agency Contact:

Daniel Inloes, AICP
Economic Development
Administrator
714.754.5088
[email protected]
Personnel: Roger Dale, Joseph McClure,
Alan Levenson
Personnel: Roger Dale, Joseph McClure,
Alan Levenson
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7 PROJECT SCOPE

PROJECT SCOPE
The Request for Proposals (RFP) indicates the need to provide both two- and three-year schedules, as well as separate two- and three-year budgets (submitted under separate cover). To better assist City staff in their review of this proposal, we have also prepared two separate two-year and three-year work scopes. These two work scopes and their corresponding schedules are included in this section.

These proposed work scopes directly correspond to the separately attached two- and three-year budgets. Given the limited timeline and budget for this General Plan update, we feel it is important for Arroyo Grande staff to understand the limitations, trade-offs, and implications of each schedule, specifically regarding a two-year General Plan update.

Our two proposed work scopes outline a series of logical phases and tasks, with information from each step creating the foundation for the next step. Our approach allows City staff, the Planning Commission, City Council, and the public opportunity to provide input and direction on the information developed in the subsequent phase/task.

It also helps to keep the community informed and intimately involved in the development of the General Plan, which leads to a higher level of acceptance, support, and successful implementation.

This section is divided into the following sections:
• Two-Year Work Scope
• Three-Year Work Scope
• Optional Tasks
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TWO-YEAR WORK SCOPE
A two-year General Plan update schedule will be particularly challenging. Given the minimum 10-month requirement for the CEQA analysis, the rest of the General Plan update must be completed in 14 months. This includes project initiation, existing conditions analysis, visioning, policy document preparation, and adoption.

Each of these steps includes consultant preparation, City staff review, community engagement, document revisions, and decision-maker feedback and decisions. This is a very tight schedule. As a result, the two-year work scope and schedule includes limited public outreach and no alternatives analysis. Additionally, the two-year schedule and work scope does not include Development Code or Climate Action Plan updates. While these tasks can certainly be added as options (see Optional Tasks Section), they have significant cost and timing implications that the two-year schedule would not accommodate fully or adequately. If selected for the General Plan update, we will discuss with City staff the specific costs and time implications and include additional tasks as appropriate.

Phase 1 - Project Initiation
Task 1.1: Kick-Off Meeting and City
Tour
We will facilitate a kick-off meeting with City staff at the outset of the General Plan update. This meeting
will provide an opportunity to discuss ideas and
expectations for the project, confirm roles and
responsibilities, refine the work program and schedule, establish communication protocols, review, and discuss
overall format and organization of products, and meet
with key City department staff. We also initially discuss the public outreach strategy with City staff to ensure that a diverse group of community members, stakeholders,
and organizations participate in the General Plan
update process. This conversation will also include
identifying underrepresented or marginalized groups
in the city. Following this meeting, we will tour the city with City staff to examine key issue and opportunity
sites that will be addressed in the General Plan update program.

Task 1.2: Joint Study Session
Given the significance of the General Plan update,
it will be important for the City Council and Planning
Commission to meet our team early in the process.

We will facilitate an all-hands study session with
key City staff, City Council members, and Planning
Commissioners. This study session will provide a
common understanding of the need for and purpose
of the General Plan update, the key steps in the
process, public outreach, legislative mandates, and
contemporary planning issues. We will facilitate a
discussion on the major issues facing Arroyo Grande
and then solicit feedback on the several topical areas
that will be carried thematically through the General
Plan. The study session will be widely publicized and
open to interested community members. We will post
the session presentation, support materials, and results on the City’s and project website.

Task 1.3: Develop Final Work Program
Based on information exchanged during Tasks 1.1
and 1.2, we will refine the scope of work and project
schedule to address City input. The schedule will be
detailed to show:
• Proposed time frames for each phase;
• The timing for all major documents;
• Time frame for each joint Planning Commission
and City Council workshop; and
• Timing of various community engagement
activities.

The project schedule will include coordination and
community outreach components that will occur in
association with major milestones in the development of the General Plan update.

Phase 1 Deliverables
• Kick-Off meeting agenda and materials
• Joint Study Session presentation
• Joint Study Session materials
• Project schedule
• Final work program
Phase 2 - Public Outreach
Strategy
Task 2.1: Public Outreach Strategy
We will work with City staff to organize a
comprehensive Public Outreach Strategy that we will
use throughout the General Plan update. The intent is to implement robust, meaningful, and inclusive outreach
methods and events that transcend traditional public
outreach barriers. The Public Outreach Strategy will
detail outreach responsibilities and describe how the
engagement will be structured to ensure residents,
businesses, property owners, non-English speakers,
and underrepresented groups are aware of and
engaged in the project. The Strategy will adhere to
the tenants of City’s DEIJ Policy. As part of this strategy, we will develop and use the following engagement
components:

Business Cards. Business cards with the project
logo and website link are an easy way to get the
word out about the project. Agency staff, decisionmakers, and others can hand out the business cards to interested community members. This is an
effective way of creating interest in the project and
getting people to visit the website.

Press Releases. Prior to every community workshop
and document release, we will prepare and
distribute news releases to inform media outlets
serving the community about upcoming meetings.

Press releases describing the project meetings and
milestone documents can help educate and inform
community members about the planning process.

They also help ensure accurate project coverage
and eliminate confusion.

Online Engagement. As part of the project
website, we will set up an online engagement
platform to provide the community with an easy
method to provide input on the project. The online
engagement tool provides a suite of listening,
information, analysis, reporting, and relationship
management features that enables us to mix and
match precisely the right online tools for effective
community engagement. we will regularly update
the engagement site with new questions, surveys,
and opinion polls. These platforms have been used
successfully on several general plan projects to
engage the community.

Email Blasts. Within the first month of the project,
we will develop a template for email blasts that is
consistent with the overall project brand. We will
work with the City to develop a project-specific
email contact list and/or use the City’s existing
e-notifier to send regular email announcements.

General Plan Business Cards
For our General Plan projects, we develop a “business
card” for the project that includes the Update logo and the address for the project website.
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In-Person and Virtual Community Workshops.

In-person workshops are a traditional, time-tested
community engagement activity. They should
be held at convenient places where people feel
comfortable gathering. Workshop sponsors should
offer food, translation services, and childcare to
make the meetings more accessible to families
and non-English speakers. Typically, we use one of
two workshop formats: open house or interactive.

The open house format is most useful to provide
information and getting high-level feedback. The
interactive workshops may include some or all
the open house components but will emphasize
participant interaction in either facilitated
discussion groups or exercises designed to gain
information about topics, such as the community
vision; issues, opportunities, and assets; and
alternatives and options. We will work with City
staff to determine the best location and time of
these events to ensure those with non-traditional
work schedules can provide their feedback.

Translation Services. Translation services are
essential to ensure effective, inclusive, and
accurate communication to all community
members. There are two basic types of translation
services for the project: verbal translation and
translation of written materials. Presentations,
posters, handouts, and all other written materials
should be produced in all languages that are
prominent in the community. Verbal translation
services should be provided at all public meetings
and workshops and advertised as such. Sometimes
individuals are more comfortable participating
in the planning process when a local community
group or organization is involved. If appropriate,
agency staff should work closely with local
organizations and individuals to reach out to nonEnglish speaking communities and ensure they are engaged in the process.

Task 2.2: General Plan Website and
Branding
We will create and host a project specific website and
project branding unique to this General Plan update
and Arroyo Grande:

Project Branding. We will develop an overall
brand for the General Plan update with input from
City staff. This brand will be carried through all
materials, the project website, and presentations
to build enthusiasm about the project and ensure
that this effort is distinct in the minds of the public and other stakeholders. As part of this effort, we
will develop three branding options for the City’s
selection.

Project Website. We will design, develop, and
maintain a project website during the project.

The website will be fully translatable to over 50
languages for the benefit of all in the community
and will include the following:
• Project information and overview and
purpose of the General Plan Process
• Listing of all meetings
• All presentations and materials produced for
public meetings and workshops
• Fact sheets regarding the planning process
• All materials produced for the Plan
• Library with all relevant documents
• Online surveys
• Social pinpoint (interactive online comment
capture and community conversation board)
• Email sign-ups
Click or visit the following links to view examples:
• Los Gatos General Plan
www.losgatos2040.com
• Pleasant Hill General Plan
www.pleasanthill2040.com
• Solvang General Plan
www.plansolvang.com
• San Ramon General Plan
www.plansanramon.com
Task 2.3: Stakeholder Interviews
We team will conduct up to 12 one-on-one and group
meetings with key stakeholders and community groups
to solicit input on issues and expectations for the
General Plan update. The purpose of these interviews
is to identify areas of concern and opportunity for
the city and ensure that we are incorporating broad
community support. We will develop the list of
stakeholders in consultation with City staff, but could include the Mayor, City Council members, and key
stakeholders that should include the representatives
from the school district, Bike Coalition, Chamber
of Commerce, Diversity Coalition of SLO County,
R.A.C.E. Matters, local developers, and others as
Logos and Branding
For our General Plan projects, we create unique, distinct logos and branding that will be carried through all
materials, the Update website, and presentations.
suggested by the city. This will also include specific
outreach to non-English speakers, seniors, and youth
within the community. These interviews will be virtual
via Zoom.

Phase 2 Deliverables
• Public Outreach Strategy
• Project branding style guide
• Project logo
• Project business cards
• Project website
• Stakeholder interview materials
• Stakeholder Interview Summary
Phase 3 - Gather and Analyze
Data
Task 3.1: Existing Data Collection and
Compilation
Knowledge of existing conditions within Arroyo
Grande will provide us and the community with a more
thorough understanding of what has changed since
the last General Plan was prepared and the trends
that will be shaping the community’s future. At the
beginning of the project, we will prepare a Request for Information (RFI), which will list the data items needed to understand the city on data level. Our team will
initially collect as much of this information as possible from online and external resources. The items requested (including native format files whenever possible)
typically include the following:
• Current City planning and development efforts
• Municipal Code and Development code
• Any other pertinent information, documents,
plans, and other items identified by City staff
• Infrastructure and utilities plans
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Task 3.2: Assemble GIS Data and
Prepare the Base Map
We will work with City staff to obtain existing City
and County GIS data and review City mapping
protocol and requirements. We will prepare base
maps for reports and display presentation, including
establishing a uniform legend and title block for use
on all maps prepared. We will then develop all GIS
data and mapping prepared for the General Plan
Update consistent with City protocols and data formats
to ensure easy integration into the City’s information
system. At the conclusion of the General Plan update
project, we will provide to the City all original data as well as project specific data layers modified or created by our team.

Task 3.3: General Plan Audit
We will work with City staff to evaluate the existing
General Plan to determine what works, what does not
work, and where the plan is not providing adequate
or current guidance. This will be done using our
proprietary General Plan Audit Tool. This tool will help City staff gain insights on the existing General Plan
clarity, linkages to other plans, progress in achieving desired outcomes, and whether goals, policies, and
programs should be carried forward, modified, or
removed. The Audit will also consider the General Plan
additions needed to address changes in State law,
the Governor’s Office of Planning and Research (OPR)
General Plan Guidelines, and contemporary planning
practice. The results of this review will be documented in a General Plan Audit Report. At a minimum, the
Audit Report will address the following questions:

Completion. Has a policy or program been
achieved or carried out?
Clarity. Is the policy or program language clear
and easily interpreted?
Progress. Can policy or program implementation
be easily monitored?
Outcome. Did the policy or program result in the
desired outcome and achieve the vision or goals
of the General Plan.

Continuation. Is the goal, policy, or program
still relevant and can be carried forward into the
updated General Plan?
Current. Does the goal, policy, or program
adequately address current issues?
Modification. How should the goal, policy, or
program be modified to provide better direction or
address current issues and trends?
Task 3.4: Existing Conditions Evaluation
We will collect, research, and assess existing
conditions and trends for the following topics. A
summary of key information from this evaluation will
be presented in the Existing Conditions and Trends
Workbook (Task 3.7) while the full data assessment will be included in the EIR.

Land Use. We will analyze the existing General
Plan land uses and adopted plans that affect
development in Arroyo Grande. We will map and
analyze existing land uses based on available City
GIS data and identify opportunities and constraints
for future development and reuse. We will also
describe regional planning efforts affecting the
city. This section will also summarize the community
character of Arroyo Grande neighborhoods and
districts.

Population, Employment, and Housing. We
will collect and assess historical, current, and
projected population, employment, and housing
characteristics in the Planning Area. We will work
with the San Luis Obispo Council of Governments
(SLOCOG) to obtain the most current demographic
and housing data, including US Census data, and
data available from the California Department of
Finance.

Circulation and Transportation. Our team will
compile data and information on roadway
segments, transit services, and bicycle and
pedestrian facilities. This evaluation will build
on work performed during the 2021 Circulation
Element update that included updates to the City’s
Transportation Impact Fee (TIF), nexus study and
Transportation Impact Analysis (TIA) guidelines,
as well as the Local Roadway Safety Plan (LRSP).

We will prepare a concise summary of existing
mobility conditions, including updating available
background data where relevant, U.S. Census
travel mode data, and summarizing collision data
and safety recommendations from the LRFP. Our
evaluation analyzes multi-modal travel, vehicle
miles traveled (VMT) reductions and the provision
of complete streets, including opportunities and
constraints for bicycle, pedestrian, motor vehicle,
and transit travel. We will summarize key data and
information on roadway segments, transit services,
and bicycle and pedestrian facilities. We will
prepare a detailed description accompanied with
maps and graphics illustrating the roadway system,
bicycle and pedestrian facilities, peak hour traffic
counts, and transit routes and stops.

Biological Resources. Our team will compile data
on sensitive habitats, principal vegetation cover
types, and special-status and endangered species.

This will include primary source material from the
local and regional habitat plans, supplemented
with limited windshield surveys and review of
existing biology studies completed for the city.

Cultural Resources. Our team willl compile
data on historic structures and locations and
conduct an archaeological sensitivity analysis for
both prehistoric and historic sites using records
maintained at the regional information center and
published in research papers. We will ensure
that appropriate individuals are contacted with
the surrounding Native American Tribes to ensure
sensitive cultural resources are documented
appropriately consistent with recent State mandates
(SB 18).

Economics. Our team will update the City’s
economic and market data. The update will
cover key demographic, economic, and real
estate factors affecting the city and its role in the
broader region. We will identify the strengths of
the local economy, key competitive attributes and
positioning, and challenges and opportunities
related to an economy heavily reliant on tourism.

Additionally, we will summarize retail trends by
major business category, existing commercial and
industrial vacancies, fiscal revenue sources, and
City General Fund expenditures (broken down by
major budget category).

Public Facilities, Services, and Infrastructure. Our
team will compile data on infrastructure, resources,
services, and facilities related to water supply
and delivery, wastewater collection and disposal,
stormwater drainage, solid waste and recycling,
energy and telecommunications, law enforcement,
fire protection, health care, schools, and
education, and government services. We will also
assess if the General Plan must include information
related to recent State mandates that require
cities to identify service needs for unincorporated
disadvantaged communities (SB 244).

Noise. Our team will review existing noise data,
including recent EIRs and studies, and summarizes
the existing noise environment in Arroyo Grande
resulting from major roadways and highways, and
stationary noise sources and activities. We will
also document existing noise-sensitive areas and
sites. We will also summarize current information
on ground vibration.

Air Quality. Our team will compile data on
existing air quality conditions within Arroyo Grande
and the nearby vicinity. This will specifically
include the location of existing sensitive receptors
and emission sources, existing mass emissions,
ambient air quality concentration data from the
most applicable monitoring station(s), attainment
designations and natural factors that relate to the
transport and dispersion of air pollutants.
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Climate Change. Our team will prepare a
climate change section that includes a discussion
of climate change and how the General Plan
Update will address this issue, including both the
reduction of GHG emissions and climate change
vulnerability and adaptation. The report will
briefly summarize relevant background information
regarding these topics and lay out a framework
for the General Plan Update to address climate
change.

Hazards and Safety (including geology). Our
team will compile data on existing natural and
manmade hazards. As part of this evaluation,
we will summarize the geological environment
and associated hazards. This section will
address Seismic Hazard Zones (and soil strength
properties. We will summarize the latest FEMA
floodplain mapping to illustrate potential safety and
development constraints. We will summarize urban
and wildland fire risks, fire hazard risk areas,
and fire protection resources. Our team will also
describe major users and producers of hazardous
materials within or adjacent to the city.

Hydrology and Water Quality. Our team will
summarize sources of groundwater and surface
water, water consumption rates, measures used
to conserve water, and renewable water facilities
and resources. This section will document potential
pollution sources, areas susceptible to water quality
degradation, and source issues and capacity
constraints.

Social and Environmental Justice. Our team will
prepare a section that provides background on
social and environmental Justice. The discussion
will focus on exposure to environmental hazards,
healthy and affordable housing, access to job
markets, access to health care and healthy foods,
community equality, and community empowerment.

The information gathered will be used to draft the
new Environmental Justice Element (see Task 5.9).

Task 3.5: Community Workshop #1:

Assets, Issues, and Opportunities
Identification
We will facilitate a community workshop to address
assets, issues, and opportunities facing the community.

The community workshop will be a two-part event.

During the first part of the event, our team will provide the community with an overview of the information
developed for Existing Conditions and Trends
Workbook (Task 3.7). This component will highlight
the existing conditions and trends that will influence
the future of the community. The second part of the
event will involve interactive exercises designed to gain input on the assets, issues, and opportunities that the public would like to see addressed in the General Plan
update. We will use a combination of informational
boards, group and individual engaging exercises,
breakout sessions, surveys, and online. The intent
of this workshop is to get community input on what
they think about Arroyo Grande, what they want to
preserve, and what they want to change. Workshop
materials can be provided in both English and nonEnglish languages.

Task 3.6: Assets, Issues, and
Opportunities Workshop Summary
Report
Based on input collected from City staff and the Assets, Issues, and Opportunities Community Workshop, we
will prepare a summary report that categorizes, and
reports all input received. This input will be further
synthesized and reported in the Existing Conditions and Trends Workbook (Task 3.7).

Task 3.7: Existing Conditions and
Trends Workbook
We will prepare an Existing Conditions and Trends
Workbook. The Workbook will be written in an
engaging way to tell a thought-provoking story of
Arroyo Grande – where it has been, where it is today,
and the trends that will shape its future. The Workbook will also identify the significant problems, issues, and concerns facing the community that were identified in
Community Workshop #1 (Task 3.5). The Workbook
will be highly graphical and will use infographics,
charts, maps, and photographs combined with
storytelling techniques. While the content will largely depend on the direction provided by City staff,
decision-makers, and the community during the initial
outreach efforts, we assume the workbook, at a
minimum, will cover the following topics:
• Purpose of the General Plan Update
• All topics analyzed in the Existing Conditions
and Trends Evaluation (see Task 3.4)
• Location and geographic boundary
description, including the regional setting,
Sphere of Influence, and City limits
• A description of the city’s history, including a
graphic timeline of significant events, places,
and people in Arroyo Grande’s past
• A description of what has changed since
Arroyo Grande last updated its General
Plan, including local trends as well as national
and global trends that have shaped our lives
and will continue to shape the future (e.g., the
internet, social networking, online shopping,
car sharing, self-driving cars, sustainable
communities initiatives)
• A snapshot of current conditions and trends,
including a demographic profile, housing
characteristics, economic and market
conditions, transportation infrastructure and
travel patterns, health and environmental justice,
climate change and adaptation, community design
and character description, and population and
development trends
• A description of quality-of-life characteristics,
including parks and open space, arts and
culture, and public realm improvements that
have made Arroyo Grande an exceptional
place to live
This task includes preparation of an initial outline, an administrative draft for staff review, and a final draft that incorporates edits following one round of review
by City staff. The final Existing Conditions and Trends Workbook could be fully translated into non-English
languages.

Phase 3 Deliverables
• Request for Information (RFI)
• GIS Base Maps
• General Plan Audit Report
• Community Workshop #1 Guide
• Community Workshop #1 Materials
• Assets, Issues, and Opportunities Summary
Report
• Administrative Draft Existing Conditions and
Trends Workbook
• Final Existing Conditions and Trends Workbook
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Phase 4 - Visioning and
Guiding Principles
A General Plan vision statement and guiding principles
are designed to reflect what community members value
most about their community and the shared aspirations
of what they envision their community being in the
future. The vision statement should be inspirational
and set the key values and aspirations for the General
Plan guiding principles. The guiding principles
should provide more specific guidance that provides
the fundamental doctrine that will be used to guide
development of the General Plan goals and policies.

During this phase, we will work with community
members and leaders, the Planning Commission, and
the City Council to form Arroyo Grande’s vision for the future and guiding principles.

Task 4.1: Community Workshop #2:

Community Visioning Workshop
Our team will facilitate an in-person community
visioning and guiding principles workshop. This
workshop will have three parts. First, as participants
arrive, they can visit a variety of informational
stations, based on the Existing Conditions and Trends
Workbook. These stations will inform participants on
the key planning issues in the Update. Second, we
will present status reports on our progress to date and answer questions about the General Plan Update.

Third, we will have a series of interactive exercise that will solicit feedback from the community on a collective vision and set of guiding principles. These activities
could include the following:

Postcards from the Future. In this exercise,
participants would be asked to pretend they are
sending a postcard from Arroyo Grande from the
future. Participants draw a picture to illustrate their vision and write a message to someone describing
their experience in Arroyo Grande.

Opportunities and Enhancements. The goal of this
station is to help participants identify the places or
features of Arroyo Grande that offer opportunities
for improvement or enhancement. It will help
identify participant’s priorities. This exercise would
include a large wall map of the city with generic
images that represent things that participants would
like to see in the city. Participants would then
participate in a series of mini-exercises to identify
which features they feel would reflect the kind of
improvements that would benefit Arroyo Grande
over the next 25 years.
“Mad Libs” Vision Game. In this exercise,
participants would be asked to develop their
ideal vision for the city. Participants would be
encouraged to brainstorm words, phrases, and
ideas with other participants to come up with the
most creative and inspirational vision. From this
exercise, we obtain the key descriptors that are
used to describe people’s aspirations for the future
of the community. These inputs help identify what
aspects are the most important and are used to
frame the vision statement.

Task 4.2: Draft Vision Statement and
Guiding Principals
Our team will prepare the Administrative Draft Vision
Statement and Guiding Principles that represent the
ideal future for the city. We will create the draft Vision Statement and Guiding Principles based on input
gathered at the Community Visioning Workshop and
input from City staff. Following review by City staff,
we will revise the Administrative Draft and prepare
Draft Vision and Guiding Principles for review by the
Planning Commission and City Council.

Task 4.3: Planning Commission and
City Council Joint Study Session
We will facilitate a joint study session with the Planning Commission and City Council to present the Draft
Vision Statement and Guiding Principles. The joint
study session will include a discussion of comments
received from the Community Visioning workshop and
presentation of the Draft Vision Statement and Guiding
Principles. Comments received during the study session
will be considered in preparation of the Final Vision
Statement and Guiding Principles.

Task 4.4: Final Vision Statement and
Guiding Principles
Following review by the Planning Commission and
City Council, we will revise and prepare a Final Vision Statement and Guiding Principles that we will use to
guide development of the General Plan Update.

Phase 4 Deliverables
• Community Workshop #2 Guide
• Community Workshop #2 materials
• Community Workshop #2 presentation
• Administrative Draft Vision Statement and
Guiding Principles
• Planning Commission and City Council Joint
Visioning Study Session presentation
• Planning Commission and City Council Joint
Visioning Study Session materials
• Final Vision Statement and Guiding Principles
Phase 5 - General Plan
Preparing the General Plan is the most enduring part
of the Update process. The goals, policies, and
implementation strategies will serve as the City’s
blueprint for growth and development for the next
20 plus years. It memorializes all the decisions and
directions made to this point in the update process and acts as the guide for how the City and community can
achieve the vision for the future. The updated General
Plan will be crafted as an effective tool for staff
implementation and will be a highly-graphic, engaging
plan that is easy for everyone in the community to use
and understand.

We will prepare an Administrative Review Draft
General Plan. Our team will format the General Plan
to be attractive, contemporary, and user-friendly, using extensive photos, illustrations, and maps. As part of
this coordination, we will propose solutions for the
organization and layout of the General Plan elements.

This will be based on a review of the current element
structure and the need to cover a wide range of new
State requirements enacted since the General Plan was
last updated. As part of the design, the separation or
combination of topics into various elements will be
discussed.

As part of the Update, we will ensure that all the
requirements of State law, such as complete streets,
flood risk reduction, adaptation, resiliency, safety,
noise, and environmental justice are covered. We
will also ensure full compliance with the State’s
General Plan Guidelines. Our team will prepare
a comprehensive implementation strategy that
includes tangible actions the City will undertake to
implement the goals, policies, and objectives. The
implementation strategy will include an updated
economic development strategy. As part of developing
this strategy, a key task will be ensuring that the City understands the implications, resource needs, and fiscal impacts of the implementation strategy. This ensures that the City makes an informed decision about the work it
is signing up to complete.

Postcards from the Future
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Task 5.1: General Plan Design, Format,
and Organization Options
In close consultation with City staff, we will prepare
optional approaches for the General Plan design,
format, and organization. We will provide for the
overall look and presentation of the Plan, including
font size and style, page layout, maps, graphics, and
illustrations. Our team will prepare sample table of
contents to accompany the organizational options.

Following City staff review, we will refine the options as necessary.

Task 5.2: Land Use Element
Subtask 5.2-1:Land Use Density and
Intensity Evaluation
As part of preparing the Draft Land Use Element,
we will evaluate existing residential density and
intensity requirements in the City’s mixed-use zoning
districts. From this evaluation, our team will strategize with City staff on possible solutions to adjust these
densities and intensities to better achieve the desired community vision.

Subtask 5.2-2: Administrative Draft Land
Use Element
We will update the Land Use Element to integrate
the feedback provided by the community, Planning
Commission, City Council, and City staff. Our team
and City staff will collaborate to develop land use
designations and prepare a draft Land Use Diagram
(Task 5.10). We will review existing citywide land
use designations and determine a concise set of land
use designations that fit the needs of all areas of
the city. The designations and Diagram will indicate
the distribution, location, and standards for the use
of land for housing, commerce, industry, public
facilities, waste disposal, recreation, agriculture,
natural resources, and open space. The land use
designations will broadly define the purpose of
each land use category as well as allowed uses.

Land use designations will also include standards
of population density and building intensity. These
designations will promote public health, reduce
infrastructure costs, enhance the local economy, and
address environmental issues.

Task 5.3: Circulation Element
The Circulation Element describes the existing
and future transportation network, articulates the
City’s mobility vision, addresses State and regional
requirements, and anticipates future mobility needs.

While the existing Circulation Element was recently
updated in 2021, our team will review the Element
to determine areas that may need to be updated.

Updates to the Circulation Element may include those
resulting from:
• Findings form AB 747 Analysis (see Task 5.5)
• Updates to the planned mobility network at
buildout to accommodate changes to the Land
Use Element
• Increased prioritization of non-vehicular travel
and complete streets improvements, including
incorporation recommendations from the
upcoming Active Transportation Plan that will
be conducted concurrently
• Mobility and access recommendations to
support the optional East Grand Avenue
Overlay District
• Provision of a reformatted Circulation Element
that converts the current stand-alone Circulation
Element to serve as one chapter of the larger
General Plan document, to match the updated
format of the other (chapter) elements
• Refinements to goal, policy, and
implementation program language to be
consistent with the overall General Plan update
and priorities of other updated elements
• Changes in land use patterns and policies
established in the Land Use and Safety
Elements
• Potential changes resulting for the City’s update
to the Active Transportation Plan
Task 5.4: Noise Element
Based on the findings from the Existing Conditions and
Trends Workbook, will identify major stationary and
mobile sources of noise in the City and visually identify traffic noise contours based on data from the traffic
report. For this analysis, we will prepare noise contour maps and descriptions of existing noise conditions.

At City staff discretion, we may conduct up to four
noise measurements at key locations in the city for the purpose of validating the noise models.

Our team will also identify goals, policies, and
implementation programs to address noise consistent
with legislative requirements and changing conditions
since the last update to the City’s General Plan. Goals and policies will consider type, location, and extent of noise incompatibility in the community.

Task 5.5: Safety Element
Subtask 5.5-1: Vulnerability Assessment
In accordance with California Government Code
65302(g) and SB 379, our team will complete a
Climate Vulnerability Assessment which will detail
the anticipated climate impacts on the city of Arroyo
Grande, such as increases in temperature, more
intense and frequent extreme heat events, more
intense and frequent drought, higher frequency of
catastrophic floods, and more severe and frequent
wildfires. At a qualitative level, we will evaluate
the locations of the city’s critical facilities and
services (such as fire stations and evacuation routes)
in relation to potential climate change impacts
based on readily available geospatial data. We
will prepare the Climate Change Vulnerability
Assessment consistent with the latest (2020)
California Adaptation Planning Guide, as described
in California Government Code 65302(g) and the
Office of Planning and Research’s General Plan
Guidelines. We will produce maps using data from
existing plans and available geospatial data sources,
including:
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• Internet-based Cal-Adapt tool
• Internet-based Healthy Places Index tool to
identify vulnerable populations
• San Luis Obispo County Multi-Jurisdictional
Hazard Mitigation Plan (October 2019), of
which Arroyo Grande is a participating
jurisdiction
• California’s Fourth Climate Change Assessment,
Regional Report
• Existing development in identified at-risk areas,
including structures, roads, utilities, and
essential public facilities
• Arroyo Grande local land use plans and
implementing documents
A key component of the Climate Change
Vulnerability Assessment will be an evaluation of the
potential for climate change to disproportionately
impact vulnerable population groups (e.g., seniors,
children, low-income communities, outdoor workers).

The Climate Change Vulnerability Assessment
will rely on modeling scenarios per the California
Adaptation Planning Guide and the Office of
Planning and Research’s General Plan Guidelines.

The Climate Change Vulnerability Assessment will be
a qualitative analysis and will not include quantitative asset analysis by hazard area.

Subtask 5.5-2: SB 99 Analysis
SB 99 requires all cities and counties, upon the next
revision of the Housing Element on or after January
1, 2020, to update the Safety Element to include
information identifying residential development in
any hazard areas identified in the Safety Element
that do not have at least two emergency evacuation
routes. We will coordinate with City staff to identify
residential developments in any hazard area
identified in the Safety Element that do not have at
least two emergency evacuation routes. Our team
will coordinate with City staff to develop a citywide
map using ESRI that identifies communities with fewer
than two ingress/egress and provide a narrative
description of the implications for evacuation
planning. We will use the analysis to determine if
the City should consider specific goals or policies
to address any identified access limitations or and
incorporate these into the Safety Element.

Subtask 5.5-3: AB 747 Evacuation Capacity
Analysis
We will conduct an emergency evacuation
analysis, consistent with AB 747, that will evaluate
the capacity of evacuation routes under the City’s
identified evacuation scenarios. Our team will
confer with City staff to confirm the City’s key
evacuation scenarios. We will assess the capacity
of evacuation routes, taking into account population
and employment in specific zones of the city using
the SLOCOG model, under several emergency
evacuation scenarios. Based on this assessment, we
will provide recommendations for strategic measures
to be implemented during evacuation where relevant.

We will then summarize the results in a memorandum
with accompanying maps for City review.

Subtask 5.5-4: Administrative Draft Safety
Element
Our team will identify goals, policies, and
implementation programs to address climate change
risks and identified evacuation risks. The Safety
Element will be updated with additional background
descriptions and maps and the constrained parcel
group analysis and the evacuation capacity
assessment. Goals and policies will aim to minimize
risk associated with climate change and evacuation
capacity constraints and build capacity to respond
to the projected impacts of climate change, working
towards creating a resilient, sustainable Arroyo
Grande community. The Safety Element will also be
updated to include a discussion of how it aligns with
other General Plan elements. As requested in the RFP,
the Countywide Local Hazard Mitigation Plan will be
incorporated into the updated Element.

Task 5.6: Agriculture, Conservation,
and Open Space Element
Our team will prepare an Administrative Draft
Agriculture, Conservation, and Open Space Element.

The updated Element will reflect any changes resulting
from the Land Use Element, especially if the City intends on annexing unincorporated county land or expanding
the existing Sphere of Influence. The updated Element
will identify policies for protecting and conserving open spaces, agricultural lands, and other natural resources.

Additionally, the Element will consider mitigation
measures when agricultural properties are proposed for
conversion to urban uses.

Task 5.7: Parks and Recreation Element
Our team will prepare an Administrative Draft Parks
and Recreation Element. The updated Element will
reflect any changes resulting from the Land Use Element and feedback received from City Council, Planning
Commission, and the community. We will establish
goals and policies to ensure the city meets the parkland and recreation needs of the community, and offer
strategies for City staff to consider.

Task 5.8: Economic Development
Element
Subtask 5.8-1: Economic Opportunities
Analysis
As background for the updated Economic
Development Element, our team will complete
an Economic Opportunities Analysis focused on
Arroyo Grande’s business growth and job creation
potentials. This analysis will ensure that the General
Plan land use alternatives are optimized from a job
creation perspective. The economic opportunities
analysis will include the following sub-tasks:
• Location quotient analysis to identify industries/
business types for which Arroyo Grande and
the larger Central Coast region have a
competitive advantage relative to national
benchmarks;
• Analysis of recent historic job growth by
industry (Arroyo Grande and Central Coast
region), including a “shift share” comparison to
national trends;
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• Review of relevant studies and strategies
prepared by regional economic development
organizations (i.e., REACH and the Economic
Vitality Corporation of San Luis Obispo
County);
• Profile of current regional initiatives focused on
targeted growth industries; and
• Profile of current initiatives focused on
addressing the potential economic impacts and
repositioning opportunities related to the
pending (but delayed) decommissioning of the
Diablo Canyon Nuclear Power Plant.

Based on the above sources of information, we
will identify the industry types likely to offer the most significant growth potentials for Arroyo Grande over
the next 10-20 years. Our team will also identify
any specific land use policies that would enhance
the City’s potential for attracting and growing target
industries.

Subtask 5.8-2: Administrative Draft
Economic Development Element
We will prepare a General Plan Economic
Development Element that addresses the City’s
development, job creation, tourism, and fiscal
stability goals. The element will include the following:
• The City’s goals and policies for Economic
Development, presented in a format consistent
with other elements of the Plan
• Polices to retain local businesses and attract
head-of-household jobs
• Goals, policies, and programs aimed at
addressing the impacts from the
decommissioning of the Diablo Canyon Power
Plant
• A summary of the issues and opportunities
identified during the economic opportunities
analysis
• Policies aimed at supporting the City’s business
retention/expansion/attraction and
entrepreneurial development potentials
• Specific strategies for attracting targeted land
uses (e.g., retail, industrial, hotels)
Task 5.9: Environmental Justice Element
Subtask 5.9-1: Environmental Justice
Community Analysis
All people, regardless of race, culture, or income,
deserve the right to live, work, play, and pray in
a healthy and safe environment. Unfortunately,
across the United States, residents of low-income
communities, communities of color, and indigenous
communities are disproportionately impacted by
environmental pollution and experience higher rates
of related health problems. Conditions in these
communities can be traced to a variety of factors
including, but not limited to, a history of inequitable land use and zoning policies, underinvestment, and
lack of meaningful engagement with community
residents in planning and policy decisions. In each of
these communities, there is often a history of residents coming together to advocate for and achieve
environmental justice.

With the adoption of Senate Bill (SB) 1000,
California Government Code Section 65302(h)
requires local jurisdictions to incorporate
environmental justice in their general plans. The
statute requires local governments to develop
policies to reduce the disproportionate exposure
to pollution in neighborhoods that also experience
increased social and economic challenges.

California law refers to communities with high levels
of environmental and socioeconomic vulnerability as
“disadvantaged communities.”
Our team will use at least two geospatial screening
tools with socioeconomic, environmental, and health
information to identify potential “disadvantaged
communities” in Arroyo Grande. These tools include:

CalEnviroScreen 4.0. The California Environmental
Health and Screening Tool (CalEnviroScreen) 4.0
is a science-based mapping tool that ranks each
census tract in the State using a series if indicators
to identify communities most affected from multiple
pollutants and who are vulnerable to pollution’s
effects.

EJSCREEN. The US Environmental Protection
Agency’s (USEPA) Environmental Justice Screening
and Mapping Tool (EJSCREEN) similarly uses
environmental and demographic data to rank each
census block group’s environmental health risks
nationally.

Subtask 5.9-2: Environmental Justice
Working Session
From the research and findings gained during the
Environmental Justice analysis (Subtask 5.9-1), we
will facilitate a working session with City staff to
discuss potential findings. This working session will
be held virtually via Zoom (or another City preferred
platform). As part of this working session, our team
will strategize with City staff on the materials and
exercises to be presented during the Environmental
Justice Community Workshops (Subtask 5.9-3).

Subtask 5.9-3: Community Workshops:

Environmental Justice Element
Our team will work with City staff and local
community organizations to facilitate up to two
community workshops on the Environmental Justice
Element. We will work with City staff to determine
both locations and times for these workshops that
allow those with non-traditional work schedules to
attend and provide feedback. We and community
group representatives will make a presentation on
the Environmental Justice Element and facilitate an
interactive discussion.

Consistent with the City’s adopted DEIJ Policy,
all discussions could include simultaneous verbal
translation. All workshop materials and presentations
can be fully translated into whatever language City
staff feel would be beneficial. For those unable to
join the workshops in person, all materials and a
video recording of the workshops will be posted on
the project website. We will summarize the results
of the input received in the Administrative Draft
Environmental Justice Element.

Subtask 5.9-4: Administrative Draft
Environmental Justice Element
Our team will prepare an Administrative Draft
Environmental Justice Element that aligns with
the Governor’s Office of Planning and Research
Guidelines. We will use CalEnviroscreen 4.0 and
EJSCREEN to determine areas of concern regarding
environmental justice issues consistent with SB 1000.

The Environmental Justice Element at a minimum will
address goals, policies, and programs pertaining
to educational attainment, pollution burden of
disadvantaged communities, and identification of
burdensome quality of life metrics including poverty,
unemployment, linguistic isolation, and health.

The Element will include an introduction describing
racial, social, and environmental injustices in
historical planning practices and how the General
Plan includes planning practices that promote
healthy, diverse, and equitable communities. We will
focus goals, policies, and implementation programs
for:
• Racial and Social Justice
• Environmental Justice
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Task 5.10: Prepare Land Use and
Circulation Diagrams
Our team will prepare an updated Land Use Diagram
as part of the Administrative Draft General Plan.

We will discuss options for streamlining the land use
designations and graphic design options for making
the land use diagram more user-friendly.

Based on the distribution of land uses on the Land
Use Diagram, we will develop and prepare a Draft
Circulation Diagram. The classifications and diagram
will indicate the distribution, location, and standards for city roadways. The classifications could also expand
upon the functional classifications to consider street
context and non-auto travel modes. This definition
ensures that street standards are not uniformly applied, but consider a street’s relation to surrounding land uses, appropriate travel speeds, and need to accommodate
multiple travel modes. Roadway standards could also
be developed to use Vehicle Miles Traveled (VMT)
instead of or in addition to LOS standards.

Task 5.11: Preliminary Public Review
Draft General Plan
Our team will revise the Administrative Draft General
Plan based on City staff comments and prepare a
Preliminary Public Review Draft General Plan for review by the Planning Commission and City Council. The
step of reviewing the Preliminary Public Review Draft
General Plan with advisory bodies and decision-makers
is important to ensure the Draft Plan meets expectations before conducting the CEQA analysis.

Task 5.12: Planning Commission Study
Session: Preliminary Public Review Draft
General Plan
Our team will facilitate a virtual study session via Zoom with the Planning Commission to review and confirm
the Preliminary Public Review Draft General Plan. The
Planning Commission will recommend any revisions or
adjustments to the Plan to the City Council, which we
will show in Word track changes.

Task 5.13: City Council Study Session:

Preliminary Public Review Draft General
Plan
Our team will facilitate a virtual study session via
Zoom with the City Council to review and confirm
the Preliminary Public Review Draft General Plan. The
City Council will provide direction on revisions or
adjustments to the Plan prior to our team conducting the CEQA analysis.

Task 5.14: Public Review Draft General
Plan
Based on direction from the City Council, our team
will prepare the Public Review Draft General Plan for
publication and environmental review.

Phase 6 - Program
Environmental Impact Report
(PEIR)
Based on review of the RFP and our experience
preparing General Plan EIRs, we recommend the
preparation of a Program EIR pursuant to CEQA
Guidelines Section 15168. Although the legally
required contents of a Program EIR are technically
the same as those of a Project EIR, Program EIRs
are by necessity more general and may contain a
broader discussion of impacts, alternatives, and
mitigation measures than a Project EIR. A Program
EIR may be prepared on a series of actions that may
be characterized as one large project. Use of a
Program EIR provides the City with the opportunity to
consider broad policy alternatives and programwide
mitigation measures and greater flexibility to address
environmental issues and/or cumulative impacts on a
comprehensive basis. Once a Program EIR has been
certified, subsequent activities within the program may be evaluated to determine what, if any, additional
CEQA documentation needs to be prepared. If
the Program EIR addresses the program’s effects as
specifically and comprehensively as possible, many
subsequent activities could be found to be consistent
with the Program EIR mitigation parameters and
additional environmental documentation may not be
required (CEQA Guidelines Section 15168[c]). In
this case, the Program EIR serves a valuable purpose
as the first-tier environmental analysis that will assist in streamlining and possibly exempting future projects
from CEQA with the idea that the General Plan’s
Program EIR can be used for such exemptions when
projects are consistent with the General Plan.

Task 5.15: General Plan Consultation
and Referrals
State law requires consultation with a variety of
Federal, State, regional, and local agencies whenever
a jurisdiction updates or amends its general plan (e.g., Native American Tribes, Military Branches, water
agencies). These statutes are located throughout the
Government Code and have varying requirements
for when draft and final documents must be submitted
and how long agencies have to review and provide
comments. We maintain a checklist of agency
consultation requirements that we will use to ensure the City provides the Public Review Draft General Plan to
the appropriate agencies.

Phase 5 Deliverables
• General Plan organizational options
• Land Use Density and Intensity Evaluation
Memorandum
• Evacuation Analysis – Technical Memorandum
• Draft and Final Vulnerability Assessments
• Draft and Final Evacuation Maps
• Economic Opportunity Analysis
• Environmental Justice Analysis Memorandum
• Environmental Justice Working Session agenda
and materials
• Environmental Justice Community Workshops
Guide
• Environmental Justice Community workshops
materials
• Land Use Diagram
• Circulation Diagrams
• Administrative Draft General Plan
• Preliminary Public Review Draft General Plan
• Planning Commission Study Session Presentation
and Materials
• City Council Study Session Presentation and
Materials
• Public Review Draft General Plan
• General Plan Consultation Checklist
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