Agenda packet — Arroyo Grande City Council, February 13, 2024 (part 2 of 2)

City of Arroyo Grande Development Impact Fee Nexus Study Update 36 Table 7.5: Maximum Justified Water Facilities Fee Schedule Meter Size
AWWA
Capacity
Factor
based on
1" Meter
Impact Fee
per EDU1
Impact Fee
per Meter
5/8 inch 20 0.40 $ 6,469 $ 2,588
3/4 inch 30 0.60 6,469 3,881
1 inch 50 1.00 6,469 6,469
1-1/2 inch 100 2.00 6,469 12,938
2 inch 160 3.20 6,469 20,701
3 inch 300 6.00 6,469 38,814
4 inch 500 10.00 6,469 64,690
6 inch 1,000 20.00 6,469 129,380
Sources: Table 7.4, AWWA; Willdan Financial Services.
1 Includes administrative charge of 2.0 percent for (1) legal, accounting, and other administrative support and (2) impact fee program administrative costs including revenue collection, revenue and cost accounting, mandated public reporting, and fee justification analyses.

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37 8. Transportation Facilities
This chapter details an analysis of the need for transportation facilities to accommodate new development. The chapter documents a reasonable relationship between new development and the impact fee for funding of these facilities.

Trip Demand
The need for transportation facilities is based on the trip demand placed on the system by development. A reasonable measure of demand is the number of average daily vehicle trips, adjusted for the type of trip. Vehicle trip generation rates are a reasonable measure of demand on the City’s system of street improvements across all modes because alternate modes (transit, bicycle, pedestrian) often substitute for vehicle trips.

The two types of trips adjustments made to trip generation rates to calculate trip demand are described below:
▪ Pass-by trips are deducted from the trip generation rate. Pass-by trips are intermediates stops between an origin and a destination that require no diversion from the route, such as stopping to get gas on the way to work. ▪ The trip generation rate is adjusted by the average length of trips for a specific land use category compared to the average length of all trips on the street system.

These adjustments allow for a holistic quantification of trip demand that takes trip purpose and length into account for fee calculation purposes.

Table 8.1 shows the calculation of trip demand factors by land use category based on the adjustments described above. Data is based on extensive and detailed trip surveys conducted in the Institute of Traffic Engineers (ITE), and by the San Diego Association of Governments (SANDAG). The trip rates and pass-by trip assumptions come from ITE. The trip length assumptions come from SANDAG. The surveys provide some of the most comprehensive databases available of trip generation rates, pass-by trips factors, and average trip length for a wide range of land uses.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 38 Table 8.1: Trip Rate Adjustment Factors
Pass-by
Trips1
Primary
and
Diverted
Trips
Average
Trip
Length2
Adjustment
Factor3ITE Category
PM Peak
Hour
Trips4
Trip
Demand
Factor5
A B = 1 - A C
D = B x C
/ Avg. E F = D x E
Residential - per Dwelling Unit
Single Family 3% 97% 7.9 1.11 Single Family Housing (210) 0.99 1.10 Multifamily 3% 97% 7.9 1.11 Multifamily Housing (Low-Rise) (220) 0.57 0.63 Nonresidential - per 1,000 Sq. Ft.

Commercial 22% 78% 3.6 0.41 Shopping Center (820) 4.09 1.68 Office 4% 96% 8.8 1.22 General Office (710) 1.44 1.76
Sources: Institute of Traffic Engineers, Trip Generation Manual, 11th Edition; San Diego Association of Governments, Brief Guide of Vehicular Traffic Generation Rates for the San Diego Region, April 2002; Willdan Financial Services. 1 Percent of total trips. A pass-by trip is made as an intermediate stop on the w ay from an origin to a primary trip destination w ithout a route diversion. Pass-by trips are not considered to add traffic to the road netw ork. Based on SANDAG data. 2 In miles. Based on SANDAG data.
3 The trip adjustment factor equals the percent of non-pass-by trips multiplied by the average trip length and divided by the systemw ide average trip length of 6.9 miles.
4 Trips per dw elling unit or per 1,000 building square feet. 5 The trip demand factor is the product of the trip adjustment factor and the trip rate.

Trip Demand Growth
The planning horizon for this analysis is 2050. Table 8.2 lists the 2023 and 2050 land use assumptions used in this study. The trip demand factors calculated in are multiplied by the existing and future dwelling units and building square feet to determine the increase in trip demand attributable to new development.

Table 8.2: Land Use Scenario and Trip Demand
Trip
Land Use
Demand
Factor
Units /
1,000 SF Trips
Units /
1,000 SF Trips
Units /
1,000 SF Trips
Residential - per Dwelling Unit
Single Family 1.10 6,233 6,856 783 862 7,016 7,718
Multifamily

0.63 1,853 1,167 233 147 2,086 1,314
Subtotal 8,086 8,023 1,016 1,009 9,102 9,032
Nonresidential - per 1,000 Sq. Ft.

Commercial 1.68 1,743 2,929 841 1,413 2,584 4,342
Office 1.76 504 886 243 428 747 1,314
Subtotal 2,247 3,815 1,084 1,841 3,331 5,656
Total 11,838 2,850 14,688

80.6% 19.4% 100%
Sources: Tables 2.1 and 8.1.
2023
Growth 2023 to
2050 Total - 2050

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City of Arroyo Grande Development Impact Fee Nexus Study Update 39 Planned Facilities
Table 8.3 lists the transportation projects included in this analysis. The projects and allocation to new development were identified in the Draft Arroyo Grande Citywide Circulation Study (“circulation study”), 2021, prepared by GHD Engineering. The circulation study identified improvements needed to mitigate new development’s impact on traffic level of service (LOS) as new development added trips to the City’s circulation network. The City has a LOS standard of LOS D.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 40 Table 8.3: Planned Transportation Facilities and Cost Allocation Project
Number Improvement Type Road To/ From Recommended Improvement Allocation to
New
Development
Total Project
Cost (2021)
Outside
Funding
Other
Local
Funds
Cost Allocated
to New
Development
1 Intersection Improvements East Branch Street Bridge Street/Nevada Street Intersection improvements (convert to oneway and restrict turns) 100% $ 250,000 $ - $ - $ 250,000 2 Intersection Improvements East Branch Street at Huasna Road and Corbett Canyon Road Install Traffic Signal or Roundabout 100% 400,000 - - 400,000 4 Intersection Improvements East Grand Avenue El Camino Real Intersection Improvement 100% 200,000 - - 200,000 10 Intersection Improvements Elm Street at Farroll Avenue Install Traffic Signal, Roundabout, or orther
intersection improvement 100% 400,000 - - 400,000
11a Roundabout Halcyon Road Fair Oaks Avenue Install a single-lane roundabout 50% 2,420,000 1,210,000 - 1,210,000 12a Planning and Design Fair Oaks Avenue Valley Road to Traffic Way Roundabout at Fair Oaks/SB 101
Ramp/Orchard Way; Road Diet 4 lanes to
3) to Enhance Multi Modal Safety 10% 666,400 281,200 318,200 66,640 12b Right of Way Fair Oaks Avenue Valley Road to Traffic Way Roundabout at Fair Oaks/SB 101
Ramp/Orchard Way; Road Diet 4 lanes to
3) to Enhance Multi Modal Safety 10% 144,000 130,000 - 14,000 12c Construction Fair Oaks Avenue Valley Road to Traffic Way Roundabout at Fair Oaks/SB 101
Ramp/Orchard Way; Road Diet 4 lanes to
3) to Enhance Multi Modal Safety 10% 3,790,000 3,411,000 - 379,000 13 Corridor Enhancement El Camino Real Oak Park Blvd to Brisco Rd Widen to 3 Lanes 100% 300,000 - - 300,000 14a Corridor Enhancement East Grand Avenue at US 101 NB Ramps Raised Median and Roundabout at US 101
NB Ramps 54% 5,380,000 2,381,000 119,000 2,880,000
14b Corridor Enhancement East Branch Street at Traffic Way Raised Median and Roundabout at Traffic
Way 59% 4,870,000 1,772,000 228,000 2,870,000
16a PID Fair Oaks Avenue/South Traffic Way Valley Road to South Traffic Way Project Initiation for new interchange with
US 101 in vicinity of existing Traffic Way
ramps. 100% 1,006,000 - - 1,006,000
16b PA/ED Fair Oaks Avenue/South Traffic Way Valley Road to South Traffic Way Planning and environmental for new
interchange with US 101 in vicinity of
existing Traffic Way ramps. 50% 2,127,600 1,063,600 - 1,063,800 23 Plan Future update of the Circulation Element 100% 200,000 - - 200,000 24 Plan Active Transportation Plan 50% 200,000 - 100,000 100,000 25 Plan Future Updates Local Roadway Safety Plan 100% 200,000 - - 200,000 Total $ 22,554,000 $10,248,800 $ 765,200 $ 11,539,440
Source: Draft Arroyo Grande Circulation Study, 2021.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 41 Fee per Trip Demand Unit
Every impact fee consists of a dollar amount, representing the value of facilities, divided by a measure of demand. In this case, all fees are first calculated as a cost per trip demand unit. Then these amounts are translated into housing unit (cost per unit) and employment space (cost per 1,000 square feet or room) fees by multiplying the cost per trip by the trip generation rate for each land use category. These amounts become the fee schedule.

Table 8.4 displays the calculation of the cost the cost per trip demand unit. The project costs allocated to new development are divided by the increase in trip demand from 2023 to 2050 from Table 8.2 to determine the cost per trip attributable to new development. This figure drives the fee calculation.

Table 8.4: Cost per Trip to Accommodate Growth
Costs Allocated to New Development $ 11,539,440
Growth in Trip Demand (2023 to 2050) 2,850
Cost per Trip $ 4,049
Sources: Tables 8.2 and 8.3.

Fee Schedule
Table 8.5 shows the maximum justified transportation facilities fee schedule. The City can adopt any fee up to these amounts. The maximum justified fees are based on the cost per trip identified in. Table 8.4. The cost per trip is multiplied by the trip demand factors in Table 8.1 to determine a fee per unit of new development. The fee per dwelling unit is converted into a fee per square foot by dividing the fee per dwelling unit by the assumed average square footage of a dwelling unit.

The total fee includes a two percent (2.0%) administrative charge to fund costs that include: a standard overhead charge applied to City programs for legal, accounting, and other departmental and administrative support, and fee program administrative costs including revenue collection, revenue and cost accounting and mandated public reporting.

In Willdan’s experience with impact fee programs, two percent of the base fee adequately covers the cost of fee program administration. The administrative charge should be reviewed and adjusted during comprehensive impact fee updates to ensure that revenue generated from the charge sufficiently covers, but does not exceed, the administrative costs associated with the fee program.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 42 Table 8.5: Maximum Justified Transportation Facilities Impact Fee Schedule
A B C = A x B D = C x 0.02 E = C + D E / 1,000
Trip Fee
Land Use
Cost Per
Trip
Demand
Factor Base Fee1
Admin
Charge1, 2 Total Fee1
per Sq.

Ft.

Residential Dwelling Unit 4$ 4,049 0.99 $ 4,009 $ 80 $ 4,089 $ 1.37 Nonresidential - per 1,000 Sq. Ft.

Commercial $ 4,049 1.68 $ 6,802 $ 136 $ 6,938 $ 6.94
Office 4,049 1.76 7,126 143 7,269 7.27
1 Fee per average sized dw elling unit or per 1,000 square feet of nonresidential.

Sources: Tables 8.1 and 8.4.
2 Administrative charge of 2.0 percent for (1) legal, accounting, and other administrative support and (2) impact fee program administrative costs including revenue collection, revenue and cost accounting, mandated public reporting, and fee justification analyses.
3 Assumes an average of 2,974 square feet per dw elling unit in Arroyo Grande, based on an analysis of recent building permits.
4 Average trip demand factor per residential dw elling unit w eighted by projected single family and multifamily development.

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43 9. Storm Drain Facilities
This chapter summarizes an analysis of the need for storm drain facilities to accommodate growth within Arroyo Grande. This projects and associated costs in this chapter were identified it the City’s CIP from the FY2023-25 Biennial Budget. This chapter documents a reasonable relationship between new development and an impact to fund storm drain facilities that serve new development.

Storm Drain Demand
Most new development generates storm water runoff that must be controlled through storm drain facilities by increasing the amount of land that is impervious to precipitation. Table 9.1 shows the calculation of equivalent dwelling unit (EDU) demand factors based on impervious surface coefficient by land use category. The impervious surface coefficients are based data from the California Environmental Protection Agency. EDU factors relate demand for storm drain facilities in terms of the demand created by a single-family dwelling unit.

Table 9.1: Storm Drain Facilities Equivalent Dwelling Units A B C = (43,560 / A) x B D = C / Single Family
Land Use Type
DU, 1,000
Sq. Ft. or
per acre1
Average
Percent
Impervious
per Acre2
Impervious
Square feet per
DU or 1,000 Sq.

Ft.

Equivalent
Dwelling Unit
(EDU)3
Residential Dwelling Unit
Single Family 4.50 70% 6,776 1.00
Multifamily 14.00 81% 2,520 0.37
Nonresidential - per 1,000 Sq. Ft.

Commercial 43.56 86% 860 0.13
Office 43.56 85% 850 0.13
2 Based on California Environmental Protection Agency data. 1 Dw elling units for residential and thousand building square feet for non-residential. Nonresidential densities are based on floor-area-ratios of 1.0 for commercial, 1.0 for office and institutional, and 0.45 for industrial. 3 EDUs per dw elling unit for residential development and per thousand square feet for nonresidential development.

Sources: User’s Guide for the California Impervious Surface Coefficients, Office of Environmental Health Hazard Assessment California Environmental Protection Agency; Willdan Financial Services.

EDU Generation by New Development
Table 9.2 shows the estimated EDU generation from new development through 2050. New development will generate 1,010 new EDUs, representing 12.3% percent of total storm drain demand in 2050.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 44 Table 9.2: Storm Drain Facilities Equivalent Dwelling Units Land Use
EDU
Factor
Units /
1,000 SF EDUs
Units /
1,000 SF EDUs
Units /
1,000 SF EDUs
Residential - per Dwelling Unit
Single Family 1.00 6,233 6,233 783 783 7,016 7,016
Multifamily

0.37 1,853 686 233 86 2,086 772
Subtotal 8,086 6,919 1,016 869 9,102 7,788
Nonresidential - per 1,000 Sq. Ft.

Commercial 0.13 1,743 227 841 109 2,584 336
Office 0.13 504 65 243 32 747 97
Subtotal 2,247 292 1,084 141 3,331 433
Total 7,211 1,010 8,221

87.7% 12.3% 100%
Sources: Tables 2.1 and 9.1.
2023 Growth 2023 to 2050 Total - 2050
Planned Facilities
Table 9.3 identifies the planned storm drain facilities to be funded by the fee. The new storm drain facilities were identified in the City’s FY2023-25 Biennial Budget, and by City staff. Projects that are needed to serve both existing and new development are allocated to the impact fee based on new development’s share of EDUs in 2050 (12.3%), identified in Table 9.2.

Table 9.3: Storm Drain Projects and Allocation to New Development Description
Total Cost
(2023)
Allocation to
New
Development
Cost Allocated
to New
Development
Corrugated Metal Pipe (CMP) Investigation
and Repair $ 400,000 12.3% $ 49,200
Trash Capture Devices 214,000 12.3% 26,322
Halcyon Road Storm Drain 170,000 12.3% 20,910
Total $ 784,000 $ 96,432
Sources: City of Arroyo Grande FY 2023-25 Biennial Budget; Table 9.2, Willdan Financial Servces.

Cost per Equivalent Dwelling Unit
This chapter uses the planned facilities approach to calculate the storm drain facilities cost standard. The cost of planned facilities allocated to new development is divided by the growth in EDUs to determine a cost standard per EDU. Table 9.4 shows the facility cost standard for storm drain facilities.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 45 Table 9.4: Cost per Equivalent Dwelling
Unit
Cost Allocated to New Development $ 96,432
Growth in EDUs (2023 to 2050) 1,010
Cost per EDU $ 95
Sources: Tables 9.2 and 9.3.

Fee Schedule
The maximum justified fee for storm drain facilities is shown in Table 9.5. The City can adopt any fee up to this amount. The cost per EDU from Table 9.4 is converted to a fee per unit of new development based on the EDU factors shown in Table 9.1. The fee per dwelling unit is converted into a fee per square foot by dividing the fee per dwelling unit by the assumed average square footage of a dwelling unit.

Table 9.5: Storm Drain Facilities Impact Fee Schedule
A B C = A x B D = C x 0.02 E = C + D E / Average
Cost Per
EDU
EDU
Factor
Base
Fee1
Admin
Charge1, 2 Total Fee1
Fee per
Sq. Ft.3
Residential Dwelling Unit 4$ 95 0.86 $ 82 $ 2 $ 84 $ 0.03 Nonresidential - per 1,000 Sq. Ft.

Commercial $ 95 0.13 $ 12 $ - $ 12 $ 0.01
Office 95 0.13 12 - 12 0.01
1 Fee per dw elling unit or per 1,000 square feet of nonresidential building space.

Sources: Tables 9.1 and 9.4.
2 Administrative charge of 2.0 percent for (1) legal, accounting, and other administrative support and (2) impact fee program administrative costs including revenue collection, revenue and cost accounting, mandated public reporting, and fee justification analyses.
3 Assumes an average of 2,974 square feet per dw elling unit in Arroyo Grande, based on an analysis of recent building permits.
4 Average EDU factor per residential dw elling unit w eighted by projected single family and multifamily development.

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46 10. Wastewater Facilities
This chapter details an analysis of the need for wastewater facilities to accommodate growth within the City of Arroyo Grande. This projects and associated costs in this chapter were identified it the City’s Wastewater System Master Plan, 2012. It documents a reasonable relationship between new development and an impact fee to fund wastewater facilities that serve new development.

Wastewater Demand
Estimates of new development and its consequent increased wastewater demand provide the basis for calculating the wastewater facilities fee. The need for wastewater facilities improvements is based on the wastewater demand placed on the system by development. A typical measure of demand is a flow generation rate, expressed as the number of gallons per day generated by a specific type of land use. Flow generation rates are a reasonable measure of demand on the City’s system of wastewater improvements because they represent the average rate of demand that will be placed on the system per land use designation.

Table 10.1 shows the calculation of equivalent dwelling unit (EDU) demand factors based on flow generation by land use category. The water flow generation estimates used in Chapter 7 are multiplied by a return flow rate of 51% based on City data to estimate the amount of wastewater flow, by land use. EDU factors express water flow from each land use in terms of the flow generated by a single family dwelling unit.

Table 10.1: Wastewater Demand by Land Use
Land Use Type
Average Water
Flow Generation
per DU or
1,000 Sq. Ft.1
Return Flow
Rate2
Average Sewer
Flow
Generation per
DU or
1,000 Sq. Ft.3
Equivalent
Dwelling Unit
(EDU)
Residential Dwelling Unit
Single Family 178.00 51% 90.78 1.00
Multifamily 148.00 51% 75.48 0.83
Nonresidential - per 1,000 Sq. Ft.

Commercial 25.30 51% 12.90 0.14
Office 28.54 51% 14.56 0.16
Sources: City of Arroyo Grande; Table 7.1, Willdan Financial Services. 1 See Table 7.1.
2 Share of w ater flow generated that is returned in sew er. 3 Sew er flow generation is equal to w ater flow generation multiplied by return flow rate.

EDU Generation by New Development
Table 10.2 shows the estimated EDU generation from new development through 2050. The EDU factors from Table 10.1 are multiplied by the land use assumptions from Table 2.1 to estimate total EDUs in the base year, at the planning horizon and for new development. New development will generate 1,132 new EDUs through 2050, comprising 12.3% of wastewater demand in the City at that time.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 47 Table 10.2: Wastewater Facilities Equivalent Dwelling Units Land Use
EDU
Factor
Units /
1,000 SF EDUs
Units /
1,000 SF EDUs
Units /
1,000 SF EDUs
Residential - per Dwelling Unit
Single Family 1.00 6,233 6,233 783 783 7,016 7,016
Multifamily

0.83 1,853 1,538 233 193 2,086 1,731
Subtotal 8,086 7,771 1,016 976 9,102 8,747
Nonresidential - per 1,000 Sq. Ft.

Commercial 0.14 1,743 244 841 118 2,584 362
Office 0.16 504 81 243 38 747 119
Subtotal 2,247 325 1,084 156 3,331 481
Total 8,096 1,132 9,228

87.7% 12.3% 100%
Sources: Tables 2.1 and 10.1.
2023 Growth 2023 to 2050 Total - 2050
Facility Needs and Costs
Table 10.3 identifies the planned water facilities to be funded by the fee. Project costs from the 2012 Wastewater System Master Plan have been adjusted for inflation into 2023 dollars, using the Engineering News Record’s Construction Cost Index (CCI). Those projects that have already been completed, or that do not benefit new development have been excluded from the table.

Projects that are needed to serve both existing and new development are allocated to the impact fee based on the increase in capacity associated with each improvement. Projects that are needed solely to serve new development are allocated 100% to new development through this impact fee.

Table 10.3: Wastewater Facilities Allocation to New Development No. Description Size
Total Cost
(2012)
Total Cost
(2023)
Allocation to
New
Development
Cost Allocated
to New
Development
A‐2 Trenchless Sewer Rehabilitation1 N/A $ 719,900 $ 1,044,935 49.2% $ 514,108 B‐2 Huasna Road Sewer Upgrade N/A 585,000 849,128 100.0% 849,128 B‐3 Backyard Sewer Replacement1
650‐LF 945,500 1,372,394 49.2% 675,218
Total $ 2,250,400 $ 3,266,458 $ 2,038,454
1 Upgrading clay sew ers to smooth w all pipe w ill increase capacity by 197% at a 1% slope.

Sources: City of Arroyo Grande Wastew ater System Master Plan, 2013; Engineering New s Record's Construction Cost Index (CCI); Table 10.2, Willdan Financial Services.

Cost per EDU
The cost of planned facilities allocated to new development in Table 10.3 is divided by the total growth in EDUs to determine a cost per EDU. Table 10.4 displays this calculation.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 48 Table 10.4: Cost per EDU
Cost Allocated to New Development $ 2,038,454
Growth in EDUs (2023 to 2050) 1,132
Cost per EDU $ 1,801
Sources: Tables 10.2 and 10.3.

Fee Schedule
The maximum justified fee for wastewater facilities is shown in Table 10.5. The cost per EDU is converted to a fee per unit of new development based on the EDU factors shown in Table 10.1.

The fee per dwelling unit is converted into a fee per square foot by dividing the fee per dwelling unit by the assumed average square footage of a dwelling unit.

Table 10.5: Maximum Justified Wastewater Facilities Fee Schedule A B C = A x B D = C x 0.02 E = C + D E / Average
Cost Per
EDU
EDU
Factor
Base
Fee1
Admin
Charge1, 2 Total Fee1
Fee per
Sq. Ft.3
Residential Dwelling Unit 4$ 1,801 0.96 $ 1,729 $ 35 $ 1,764 $ 0.59 Nonresidential - per 1,000 Sq. Ft.

Commercial $ 1,801 0.14 $ 252 $ 5 $ 257 $ 0.26
Office 1,801 0.16 288 6 294 0.29
1 Fee per dw elling unit or per 1,000 square feet of nonresidential building space.

Sources: Tables 10.1 and 10.4.
2 Administrative charge of 2.0 percent for (1) legal, accounting, and other administrative support and (2) impact fee program administrative costs including revenue collection, revenue and cost accounting, mandated public reporting, and fee justification analyses.
3 Assumes an average of 2,974 square feet per dw elling unit in Arroyo Grande, based on an analysis of recent building permits.
4 Average EDU factor per residential dw elling unit w eighted by projected single family and multifamily development.

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49 11. AB 602 Requirements
On January 1, 2022, new requirements went into effect for California jurisdictions implementing impact fees. Among other changes, AB 602 added Section 66016.5 to, the Government Code, which set guidelines for impact fee nexus studies. Four key requirements from that section which concern the nexus study are reproduced here:
66016.5. (a) (2) When applicable, the nexus study shall identify the existing level of service for each public facility, identify the proposed new level of service, and include an explanation of why the new level of service is appropriate.
66016.5. (a) (4) If a nexus study supports the increase of an existing fee, the local agency shall review the assumptions of the nexus study supporting the original fee and evaluate the amount of fees collected under the original fee.
66016.5. (a) (5) A nexus study adopted after July 1, 2022, shall calculate a fee imposed on a housing development project proportionately to the square footage of proposed units of the development. A local agency that imposes a fee proportionately to the square footage of the proposed units of the development shall be deemed to have used a valid method to establish a reasonable relationship between the fee charged and the burden posed by the development. 66016.5. (a) (6) Large jurisdictions shall adopt a capital improvement plan as a part of the nexus study.

Compliance with AB 602
The following sections describe this study’s compliance with the new requirements of AB 602. 66016.5. (a) (2) - Level of Service

1. For fees calculated under the existing standard methodology, the fees are calculated such that new development funds facilities at the existing level of service. These fee categories are: fire protection, police, parks and recreation. The existing level service in terms of the existing facility cost per capita is shown in each corresponding chapter.

2. For fees calculated under the planned facilities methodology, the fees are calculated to ensure that the level of service does not fall to unacceptable levels and are based on Citywide facility master planning documents. The fees calculated under this approach are the water, transportation, storm drain and wastewater facilities impact fees. 66016.5. (a) (4) – Review of Original Fee Assumptions
The original fee schedules and corresponding revenue generated were reviewed by the City and Willdan prior to conducting the nexus study analysis. The planning and cost assumptions from the City’s prior Impact Fee Study (2000), were out of date and in need of update. Table 11.1 summarizes the review of the prior impact fee study’s assumptions. Table 11.2 displays annual fee revenue collected, by impact fee fund.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 50 Table 11.1: Review of Prior Fee Study Assumptions
2000 Study 2024 Study
Planning Horizon Buildout 2050
Population at Planning Horizon 18,231 20,449
Projected Fee Revenue
Traffic Signals and Street Improvements $7,431,919 $ 15,359,440 Fire Protection 494,699 1,231,623
Parks 888,014 8,837,000
Community/Recreation Centers 51,142 574,308
Police Facilities 351,863 764,526
Sources: City of Arroyo Grande, Impact Fee Study, 2000; Willdan Financial Services.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 51 Table 11.2: Annual Collected Impact Fee Revenue
FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 Annual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Average Traffic Signal Assessments $ 26,976 $ 23,338 $117,309 $130,872 $ 47,232 $ 28,799 $ 90,770 $ 57,348 $ 7,888 $ 26,396 $ 55,693 Transportation Impact Fees 76,857 74,358 188,488 366,924 133,226 72,178 248,720 151,834 23,657 70,925 140,717 Drainage Fees - - - - - - - - - - -
Water Neutralization Fee 37,207 85,497 17,777 185,779 84,671 91,014 58,019 21,214 17,964 43,783 64,292 Fire Protection Facilities 28,404 31,542 14,298 121,797 27,801 50,550 99,473 21,430 17,767 24,340 43,740 Police Facilities 3,900 7,448 8,927 10,280 7,170 4,729 12,275 7,249 1,616 3,731 6,732 Community Center 2,036 4,858 859 8,686 1,859 4,488 7,188 1,364 1,601 1,741 3,468 Park Improvement 34,936 83,790 14,693 148,754 31,837 77,076 124,003 23,557 27,723 30,294 59,666 Source: City of Arroyo Grande.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 52 66016.5. (a) (5) – Residential Fees per Square Foot
Impact fees for residential land uses are calculated per square foot for all fee categories except for water facilities and comply with AB 602. Water facilities fees are calculated based on the water meter size, which scales based on the capacity accommodated by different sized meters.

Thus the water facilities fees are proportionate to the burden placed on the water system by new development.
66016.5. (a) (6) – Capital Improvement Plan
A description of the planned facilities that the City expects to fund with impact fee revenue is included in each chapter in this report. Adoption of this nexus study would approve the planned facilities identified herein as the Capital Improvement Plan for this nexus study.

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53 12. Implementation
Impact Fee Program Adoption Process
Impact fee program adoption procedures are found in the California Government Code section 66016. Adoption of an impact fee program requires the City Council to follow certain procedures including holding a public hearing. Data, such as an impact fee report, must be made available at least 10 days prior to the public hearing. The City’s legal counsel should be consulted for any other procedural requirements as well as advice regarding adoption of an enabling ordinance and/or a resolution. After adoption there is a mandatory 60-day waiting period before the fees go into effect.

Inflation Adjustment
The City can keep its impact fee program up to date by periodically adjusting the fees for inflation.

Such adjustments should be completed regularly to ensure that new development will fully fund its share of needed facilities. We recommend that the California Construction Cost Index (https://www.dgs.ca.gov/RESD/Resources/Page-Content/Real-Estate-Services-DivisionResources-List-Folder/DGS-California-Construction-Cost-Index-CCCI) be used for adjusting fees for inflation. The California Construction Cost Index is based on data from the Engineering News Record and is aggregated and made available for free by the State of California.

The fee amounts can be adjusted based on the change in the index compared to the index in the base year of this study (2023).

While fee updates using inflation indices are appropriate for periodic updates to ensure that fee revenues keep up with increases in the costs of public facilities, the City will also need to conduct more extensive updates of the fee documentation and calculation (such as this study) when significant new data on growth forecasts and/or facility plans become available. Note that decreases in index value will result in decreases to fee amounts.

Reporting Requirements
The City will comply with the annual and five-year reporting requirements of the Mitigation Fee Act. For facilities to be funded by a combination of public fees and other revenues, identification of the source and amount of these non-fee revenues is essential. Identification of the timing of receipt of other revenues to fund the facilities is also important.

There is no time limit by which impact fee revenue must be spent. However, if the City is accruing impact fee revenue to fund new development’s share of a project, then it must make certain findings with respect to unexpended impact fee fund balances after five years. Among other requirements, the five-year report requires the City to “Identify all sources and amounts of funding anticipated to complete financing in incomplete improvements,” and to “Designate the approximate dates on which supplemental funding is expected to be deposited into the appropriate account or fund.”
2 On October 13, 2023 AB 516 was signed into law by the Governor of California, and will go into effect on January 1, 2024. This the bill requires local agencies to:
2 California Government Code § 66001(d).

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City of Arroyo Grande Development Impact Fee Nexus Study Update 54 • Include information on projects noted in prior reports and whether construction began on the approximate date noted in the previous report.
• Explain the reason for any delay in the start of the project and provide a new approximate date construction will begin.
• Identify the number of people or entities that receive refunds of Mitigation Fee Act fees.

The bill also requires local agencies to inform people paying mitigation fees that they:
• Can request an audit to determine if the fees charged by a local agency are more than the amount of money needed to cover the cost of the public improvements. • Can receive information by mail about when the local agency will meet to review its annual Mitigation Fee Act report.
• Can access and review mitigation fee information on the local agency’s website, and how to do so.

Table 12.1 summarizes the annual and five-year reporting requirements identified in the Mitigation Fee Act.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 55 Table 12.1: Annual and Five-Year Reporting Requirements CA Gov't Code
Section Timing Reporting Requirements1
Recommended
Fee Adjustment
66001.(d)
The fifth fiscal year following the
first deposit into the account or
fund, and every five years
thereafter
(A) Identify the purpose to which the fee is to be put. (B) Demonstrate a reasonable relationship between the fee and thepurpose for which it is charged.
(C) Identify all sources and amounts of funding anticipated tocomplete financing in incomplete improvements.
(D) Designate the approximate dates on which supplemental funding is expected to be deposited into the appropriate account or fund.

Comprehensive
Update
66006. (b) Within 180 days after the last
day of each fiscal year
(A) A brief description of the type of fee in the account or fund. (B) The amount of the fee.
(C) The beginning and ending balance of the account or fund. (D) The amount of the fees collected and the interest earned. (E) An identification of each public improvement on which fees were expended including share funded by fees.
(F) (i) An identification of an approximate date by which the construction of the public improvement will commence if the local agency determines that sufficient funds have been collected to complete financing on an incomplete public improvement and the public improvement remains incomplete.
(ii) An identification of each public improvement identified in a previous report pursuant to clause (i) and whether construction began on the approximate date noted in the previous report.
(iii) For a project identified pursuant to clause (ii) for which construction did not commence by the approximate date provided in the previous report, the reason for the delay and a revised approximate date that the local agency will commence construction.
(G) A description of any potential interfund transfers. (H) The amount of refunds made (if any).

Inflationary
Adjustment
1 Edited for brevity. Refer to the government code for full description.

Sources: California Government Code §66001 and §66006.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 56 Programming Revenues and Projects with the CIP
The City maintains a Capital Improvement Program (CIP) to plan for future infrastructure needs.

The CIP identifies costs and phasing for specific capital projects. The use of the CIP in this manner documents a reasonable relationship between new development and the use of those revenues.

The City may decide to alter the scope of the planned projects or to substitute new projects if those new projects continue to represent an expansion of the City’s facilities and provide benefit to new development. If the total cost of facilities varies from the total cost used as a basis for the fees, the City should consider revising the fees accordingly.

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57 13. Mitigation Fee Act Findings
Public facilities fees are one-time fees typically paid when a building permit is issued and imposed on development projects by local agencies responsible for regulating land use (cities and counties). To guide the widespread imposition of public facilities fees the State Legislature adopted the Mitigation Fee Act (the Act) with Assembly Bill 1600 in 1987 and subsequent amendments. The Act, contained in California Government Code Sections 66000 through 66025, establishes requirements on local agencies for the imposition and administration of fee programs.

The Act requires local agencies to document five findings when adopting a fee.

The five statutory findings required for adoption of the public facilities fees documented in this report are presented in this chapter and supported in detail by the preceding chapters. All statutory references are to the Act.

Purpose of Fee
▪ Identify the purpose of the fee (§66001(a)(1) of the Act).

Development impact fees are designed to ensure that new development will not burden the existing service population with the cost of facilities required to accommodate growth. The purpose of the fees documented by this report is to provide a funding source from new development for capital improvements to serve that development. The fees advance a legitimate City interest by enabling the City to provide public facilities for new development.

Use of Fee Revenues
▪ Identify the use to which the fees will be put. If the use is financing facilities, the facilities shall be identified. That identification may, but need not, be made by reference to a capital improvement plan as specified in §65403 or §66002, may be made in applicable general or specific plan requirements, or may be made in other public documents that identify the facilities for which the fees are charged (§66001(a)(2) of the Act).

Fees documented in this report, if enacted by the City, would be used to fund expanded facilities to serve new development. Facilities funded by these fees are designated to be located within the City’s sphere of influence. Fees addressed in this report have been identified by the City to be restricted to funding the following facility categories: fire protection, police, parks, recreation, water, transportation, storm drain and wastewater facilities.

Benefit Relationship
▪ Determine the reasonable relationship between the fees' use and the type of development project on which the fees are imposed (§66001(a)(3) of the Act).

The City will restrict fee revenue to the acquisition of land, construction of facilities, infrastructure and buildings, and purchase of related equipment, furnishings, vehicles, and services used to serve new development. Facilities funded by the fees are expected to provide a citywide network of facilities accessible to the additional residents and workers associated with new development.

Under the Act, fees are not intended to fund planned facilities needed to correct existing deficiencies. Thus, a reasonable relationship can be shown between the use of fee revenue and the new development residential and non-residential use classifications that will pay the fees.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 58 Burden Relationship
▪ Determine the reasonable relationship between the need for the public facilities and the types of development on which the fees are imposed (§66001(a)(4) of the Act).

Facilities need is based on a facility standard that represents the demand generated by new development for those facilities. For each facility category, demand is measured by a single facility standard that can be applied across land use types to ensure a reasonable relationship to the type of development. For some facility categories service population standards are calculated based upon the number of residents associated with residential development and the number of workers associated with non-residential development. To calculate a single, per capita standard, one worker is weighted differently than one resident based on an analysis of the relative use demand between residential and non-residential development.

The standards used to identify growth needs are also used to determine if planned facilities will partially serve the existing service population by correcting existing deficiencies. This approach ensures that new development will only be responsible for its fair share of planned facilities, and that the fees will not unfairly burden new development with the cost of facilities associated with serving the existing service population.

Chapter 2, Growth Forecasts provides a description of how service population and growth forecasts are calculated. Facility standards are described in the Facility Standard sections of each facility category chapter.

Proportionality
▪ Determine how there is a reasonable relationship between the fees amount and the cost of the facilities or portion of the facilities attributable to the development on which the fee is imposed (§66001(b) of the Act).

The reasonable relationship between each facilities fee for a specific new development project and the cost of the facilities attributable to that project is based on the estimated new development growth the project will accommodate. Fees for a specific project are based on the project’s size. Larger new development projects can result in a higher service population resulting in higher fee revenue than smaller projects in the same land use classification. Thus, the fees ensure a reasonable relationship between a specific new development project and the cost of the facilities attributable to that project.

See Chapter 2, Growth Forecasts, or the Service Population sections in each facility category chapter for a description of how service populations or other factors are determined for different types of land uses. See the Fee Schedule section of each facility category chapter for a presentation of the maximum justified facilities fees.

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59 Appendix
Appendix Table A.1: Police Vehicle Inventory
Vehicle # Type Year Make Model
Current
Valuation
4602 Police 2017 Ford Explorer Interceptor $ 40,000
4604 Private Passenger 2017 Ford Explorer Interceptor 40,000 PD- Trailer 2006 Haulm Carrier 20,000
PD-4621 Motorcycle 2022 BMW RS 29,985
PD-4649 Police 2021 Ford Explorer 37,000
4605 Police 2017 Ford Explorer Interceptor 40,000
4601 Police 2017 Ford Explorer Interceptor 40,000
4603 Police 2017 Ford Explorer Interceptor 40,000
4604 Private Passenger 2013 DODGE CHARGER 26,500
4605 Private Passenger 2013 DODGE CHARGER 26,500
4606 Police 2017 Ford Explorer Interceptor 40,000
4607 Police 2017 Ford Explorer Interceptor 40,000
4608 Police 2017 Ford Explorer Interceptor 40,000
4609 Police 2017 Ford Explorer Interceptor 40,000
4613 Light Truck 2016 DODGE RAM CREW CAB 4X4 23,000
4614 Private Passenger 2016 DODGE CHARGER 29,700
4615 Private Passenger 2016 DODGE CHARGER 29,700
4616 Private Passenger 2016 DODGE CHARGER 29,700
4617 Private Passenger 2016 DODGE CHARGER 29,700
4618 Private Passenger 2016 DODGE CHARGER 29,700
4620 Motorcycle 2009 Honda Motorcycle 22,982
4623 Trailer 1988 SPCNS FLAT BED TRAILER 1
4625 Private Passenger 1962 FORD 4 DOOR PD CAR 25,000
4626 Private Passenger 2002 CHEVROLETPICK-UP - CSO 27,000 4630 Trailer 2001 PACAM UTILITY TRAILER (DARE) 2,300
4637 Trailer 2015 PJMFG Trailer 15,000
PD-4616 Police 2021 Ford Explorer 37,000
PD-4617 Police 2021 Ford Explorer 37,000
PD-4620 Motorcycle 2022 BMW RS 29,985
PD-4614 Police 2021 Ford Explorer 37,000
PD-4615 Police 2021 Ford Explorer 37,000
PD-4618 Police 2021 Ford Explorer 37,000
4619 Private Passenger 2016 DODGE CHARGER 29,700
4621 Motorcycle 2009 Honda Motorcycle 22,982
4624 Police 1998 TRAILER RADAR TRAILER 16,000
4628 Trailer 1993 LCHIH TRAILER 1
4636 Private Passenger 2006 Chevrolet Impala 8,768
Total $1,056,204
Source: City of Arroyo Grande.

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City of Arroyo Grande Development Impact Fee Nexus Study Update 60 Appendix Table A.2: Park Vehicle Inventory
Vehicle # Type Year Make Model
Current
Valuation
P13 Private Passenger 2006 FORD RANGER $ 17,334
P-16 Light Truck 1997 FORD RANGER 18,000
PW-61 Light Truck 2003 FORD F-150 XL 25,000
PW–7 Medium Truck 2014 FORD F-550 38,717
P17 Private Passenger 2006 FORD F250 20,575
P-3 Light Truck 2006 FORD F250 20,000
P-26 Light Truck 1989 DAIHATSUHIGH JET 9,540
P-57 Light Truck 2001 FORD F-150 TRUCK 30,000
PW–14 Light Truck 2013 FORD F-150 18,566
Total $ 197,732
Developed Park Acres 52.77
Vehicle Cost per Acre $ 3,747
Sources: City of Arroyo Grade; Table 5.2, Willdan Financial Services.

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65501.00008\41993949.1
ATTACHMENT 2
ORDINANCE NO.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE AMENDING SECTION 3.36.030 OF THE

ARROYO GRANDE MUNICIPAL CODE REGARDING

DEVELOPMENT IMPACT FEES AND FINDING THE

ORDINANCE EXEMPT FROM THE CALIFORNIA

ENVIRONMENTAL QUALITY ACT
WHEREAS, the City of Arroyo Grande (the “City”) has conducted an updated nexus fee study (the “Nexus Study”) for its development impact fees (“DIF”) in connection with the approval of development projects for the purpose of defraying all or part of the costs of providing public facilities related to said development projects in compliance with the Mitigation Fee Act, commencing with California Government Code section 66000; and WHEREAS, the City Council has adopted the Nexus Study and the 2024 DIF schedule related to the Nexus Study by resolution; and
WHEREAS, the Nexus Study has created different and/or additional categories of DIF than is currently provided for in the Arroyo Grande, California Municipal Code (“AGMC”); and
WHEREAS, on February 13, 2024, the City Council conducted noticed public hearings to receive input on the Nexus Study and the adoption of the 2024 DIF schedule and adopted a Resolution approving the 2024 DIF schedule; and WHEREAS, without a change to the AGMC, City regulations are inconsistent with the DIF categories included in the newly adopted 2024 DIF schedule; and WHEREAS, the City Council now desires to amend the AGMC section 3.36.030 to reflect the newly adopted 2024 DIF categories.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DOES ORDAIN AS FOLLOWS:

SECTION 1. Incorporation. The above recitals are true and correct and are incorporated herein by this reference.

SECTION 2. Environmental. The City Council finds that this Ordinance is exempt from the California Environmental Quality Act ("CEQA") because the Ordinance does not qualify as a “project” under CEQA and because the Ordinance will not result in a direct or reasonably foreseeable indirect physical change in the environment. (State CEQA Guidelines section 15060, subd. (c)(2), (3).) Section 15378 of the State CEQA Guidelines defines a project as the whole of an action, which could potentially result in either a direct physical change, or reasonably foreseeable indirect physical change, in the environment.

Here, the Ordinance will not result in any construction or development, and it will not have any other effect that would physically change the environment. The Ordinance therefore

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ORDINANCE NO.

PAGE 2
-2-
65501.00008\41993949.1
does not qualify as a project subject to CEQA.

SECTION 3. Code Amendment. Section 3.36.030 of the AGMC is hereby amended to read as follows (additions shown in underline and deletions shown in strikethrough), all other provisions of Chapter 3.36 of the AGMC remain in effect:
“This chapter establishes development impact fees which are imposed as a condition of approval upon all development projects for which a building permit is issued on or after the effective date of the ordinance codified in this chapter. Those impact fees are established for the following public facilities:

A.Fire Protection feesFacilities;
B.Police Facilities fees;
C.Community center feesPark Facilities;
D.Park improvement feesRecreation Facilities;
E.Water Facilities fees;
F.Traffic signalization feesTransportation Facilities;
G.TransportationStorm Drain Facilities fees.;
H. Wastewater Facilities.

These impact fees are established in order to pay for the capital costs of public facilities reasonably related to the needs of new development in the city. At least once every five years, the council shall review the basis for the impact fees to determine whether the fees are still reasonably related to the needs of new development. In establishing these fees, the council has considered the effect of the fees with respect to the city's housing needs as established in the housing element of the general plan.” SECTION 4. Publication. A summary of this Ordinance shall be published in a newspaper published and circulated in the City of Arroyo Grande at least ten days prior to the City Council meeting at which the proposed ordinance is to be adopted. A certified copy of the full text of the proposed ordinance shall be posted in the office of the City Clerk. Within 15 days after adoption of the Ordinance, the summary with the names of those City Council members voting for and against the Ordinance shall be published again, and the City Clerk shall post a certified copy of the full text of such adopted Ordinance.

SECTION 5. Effective Date. This Ordinance shall become effective 30 days after adoption.

SECTION 6. Severability. Should any provision of this Ordinance, or its application to any person or circumstance, be determined by a court of competent jurisdiction to be unlawful, unenforceable or otherwise void, that determination shall have no effect on any other provision of this Ordinance or the application of this Ordinance to any other person or circumstance, and, to that end, the provisions hereof are severable.

The City Council declares that it would have adopted all the provisions of this Ordinance that remain valid if any provisions of this Ordinance are declared invalid.

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ORDINANCE NO.

PAGE 3
-3-
65501.00008\41993949.1
SECTION 7. Records. The documents and materials associated with this Ordinance that constitute the record of proceedings on which the City Council’s findings and determinations are based are located at 300 E. Branch Street, Arroyo Grande, CA 93420. The City Clerk is the custodian of the record of proceedings.

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

AYES:

NOES:

ABSENT:

This Ordinance was adopted at its second reading on the ____ day of ____________, 2024.

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ORDINANCE NO.

PAGE 4
-4-
65501.00008\41993949.1

CAREN RAY RUSSOM, MAYOR
ATTEST:

JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:

MATTHEW DOWNING, CITY MANAGER
APPROVED AS TO FORM:

ISAAC ROSEN, CITY ATTORNEY

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Item 10.b.

MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
SUBJECT: Introduction of an Ordinance Amending Section 16.04.070 of Chapter 4 of Title 16 of the Arroyo Grande Municipal Code Regarding the Definition of Formula Business and Finding That This Action is Exempt from Review Under the CEQA
DATE: February 13, 2024
SUMMARY OF ACTION:

Introduction of a proposed ordinance amending Title 16 of the Arroyo Grande Municipal Code (“AGMC”) regarding the definition of a Formula Business and finding that this action is exempt from review under CEQA. Introducing the ordinance will allow for adoption at a future City Council meeting following this noticed public hearing.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

No financial impact is projected.

RECOMMENDATION:

Introduce, read by title only, and waive further reading of an Ordinance amending Section

16.04.070 of the Arroyo Grande Municipal Code regarding the definition of a Formula Business and finding the Ordinance exempt from the California Environmental Quality Act (CEQA) because the Ordinance has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378).

BACKGROUND:

Adoption of Original Ordinance
In March of 2005, in response to public comment, the City Council directed staff to research and propose formula business restrictions applicable to the Village Core Downtown (VCD) and Village Mixed Use (VMU) districts of Arroyo Grande’s Historic Character Overlay zone (the “Village”) commercial area. On April 26, 2005, the City Council held a study session to discuss proposals to regulate formula businesses, also called chain businesses, and asked staff to return with an ordinance prohibiting formula businesses in the vicinity of the Village. Upon approval by the City Council, the 2005 Ordinance identified that “the potential proliferation of formula businesses would diminish

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Item 10.b.

City Council
Introduction of an Ordinance Amending Section 16.04.070 of Chapter 4 of Title 16 of the Arroyo Grande Municipal Code Regarding the Definition of Formula Business and Finding That This Action is Exempt from Review Under the CEQA February 13, 2024

Page 2 ends

the unique character of the VCD and VMU/HCO districts by offering standardization of architecture, interior design and décor, uniforms and the like, and which are required to be virtually identical to other such businesses in other communities.” Specifically, the Ordinance prohibited formula businesses in the VCD and Village Mixed Use/Historic Character Overlay (VMU/HCO) districts (see Figure 1 below). Collectively, the VCD and VMU/HCO may be referred to as the “Village” throughout this report.

Figure 1: VCD and VMU Zoning Districts
The Ordinance provided the following definition for a formula business:
“Formula business”. Shall mean a business, limited to retail trade uses and restaurants, that is required by contractual or other arrangement to maintain standardized services and the same or similar name, tradename, or trademark which causes it to be substantially identical to six (6) or more other establishments, regardless of ownership or location, and which satisfies one of the following two criteria:

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Item 10.b.

Page 3 ends

a. It has exterior design or architecture, signs, décor or similar features in a style which is distinctive to and standardized among the chain or group; b. It is a fast-food restaurant.

The definition above is limited to retail trade uses and restaurants and excludes other businesses such as offices and hotels or inns. Additionally, the definition adopted sets the threshold for other similar establishments to six, which is more restrictive than other jurisdictions, as discussed below.

Revisiting the Ordinance
In 2023, the City received an application for a new ice cream shop in the VCD in the space previously occupied by Doc Bernstein’s. Staff was tasked with researching whether the ice cream shop qualified as a “formula business.” At the time of application, staff identified five similar ice cream stores and concluded that it did not meet the six-location threshold of a formula business. However, the City Council expressed concern that similar establishments might be prohibited under the City’s current zoning regulations, causing staff to revisit whether the six-establishment threshold was too low.

On May 23, 2023, based on the above concerns, the City Council directed staff to review the definition of “Formula Business” in the AGMC and return at a study session to provide analysis as to whether to revise the definition.

City Council Study Session
On October 10, 2023, the City Council held a study session to discuss potential revisions to the regulations related to formula businesses. Staff provided a staff report outlining the purpose of the current definition, examples from other jurisdictions with similar restrictions on formula businesses, and potential revisions. The City Council’s discussion included topics such as types of uses that would fall into the definition of formula business, nonconforming uses, and an increase in the number of establishments to be considered a formula business. Ultimately, the City Council directed staff to return with an amendment to the definition of formula business, including (1) an increase to the six-establishment threshold, (2) that the definition apply to all business types, and (3) the removal of the two criteria in the definition.

Planning Commission
On January 16, 2024, the Planning Commission held a public hearing and recommended that the City Council approve the Ordinance amendment as proposed.

ANALYSIS OF ISSUES:

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Item 10.b.

Page 4 ends

Per the discussion above, the AGMC includes a definition of a formula business and identifies that these are prohibited in the Village. The current definition of a Formula Business is inclusive of both of the following:

1. A retail trade or restaurant business, and

2. Is required by contractual or other arrangement to maintain standardized services and the same or similar name, tradename, or trademark which causes it to be substantially identical to six (6) or more other establishments, regardless of ownership or location.

In addition to these two criteria, the definition goes on to say that in order to qualify as a formula business, the business must meet one of the two following additional criteria:
 It has exterior design or architecture, signs, décor or similar features in a style which is distinctive to and standardized among the chain or group, or  It is a fast-food restaurant.

Based on a strict reading of this language, if a business meets the first two criteria and is a fast-food restaurant, it qualifies as a formula business and is prohibited in the Village regardless of its exterior design or architecture, signs, décor or similar style features. Nonfast-food restaurants (i.e., sit-down restaurants), however, could potentially be allowed in the Village if they met the first additional criteria. In other words, if the non-fast-food restaurant managed to alter its exterior design or architecture, signs, décor or similar features so that it ceased to be distinctive to and standardized among the chain or group, it would no longer qualify as a formula business and could be allowed.

Proposed Revisions
Expansion to all Businesses. Currently, the definition of formula business is limited to retail and restaurant establishments. The proposed revisions remove those categories, expanding the definition of formula business to any type of business in the Village.

Qualifying Criteria. The current definition specifies that to be a formula business, the establishment must use “exterior design or architecture, signs, décor or similar features in a style which is distinctive to and standardized among the chain or group” or be a fastfood restaurant. These current criteria would allow a formula business, such as a sit-down restaurant, to locate within the Village if they altered their architecture, signs, décor, etc. to be distinctive. The proposed revisions remove these criteria, thereby closing the “loophole” that would allow such formula businesses in the Village since the City’s goal is to have unique businesses in its historic core.

Number of Locations. A business that has more than six (6) locations is considered a formula business under the current definition. The proposed amendment increases this

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Item 10.b.

Page 5 ends

number to ten (10) locations, to strike a balance between maintaining the charm and character of the Village without imposing restrictions on property owners that make it difficult to find tenants for vacant commercial spaces. Ten (10) locations is a commonly used threshold in other jurisdictions like the cities of Sonoma and Malibu. Staff contacted these agencies, and it was determined that setting the number at 10 has allowed these jurisdictions to maintain their identity without stifling economic development.

The proposed ordinance reads as follows:
“Formula business”. Shall mean a business, limited to retail trade uses and restaurants, that is required by contractual or other arrangement to maintain standardized services and the same or similar name, tradename, or trademark which causes it to be substantially identical to six (6) ten (10) or more other establishments at the time of application submittal, regardless of ownership or location., and which satisfies one of the following two criteria:
a. It has exterior design or architecture, signs, décor or similar features in a style which is distinctive to and standardized among the chain or group; b. It is a fast food restaurant.

Legally Non-conforming
If the definition of formula business is amended as proposed, it would expand to uses beyond retail and restaurants and as a result would create legally non-conforming businesses in the Village. These uses would primarily be real estate offices that are part of nationwide corporations. Non-conforming uses are regulated by AGMC Section

16.48.110. This Section establishes standards for maintaining a non-conforming use, enlarging the use, alteration or restoration after destruction, and discontinuation of a nonconforming use.

The non-conforming uses that would be created by this amendment will be discontinued if the use is changed to a conforming use or if the use is discontinued for a continuous period of one hundred eighty (180) days or more. (AGMC Section 16.48.110.B.4) A nonconforming use may continue following a change of ownership, tenancy or management if the building, structure, land use or activity is substantially unchanged. For purposes of that section, a formula business would lose its non-conforming status if there was a substantial change to the building, structure, or land use/activity on the property (e.g. a formula real estate office could not convert to a formula fast casual restaurant because that would constitute a substantial change in the land use.) If the amendment is adopted, the existing businesses will be allowed to continue as legal non-conforming in the VCD and VMU districts, subject to AGMC Section 16.48.110.B.4. No additional language regarding legal non-conforming uses has been included in the proposed ordinance revisions.

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Item 10.b.

Page 6 ends

General Plan Consistency
The amendment is supported by objectives and policies in the General Plan. Specifically, Economic Development Element objective ED2 and policies ED 3-4 and ED 5-4 support the small-town character and maintaining the Village as a vibrant downtown core. Land Use Element objective LU6 also supports maintaining the Village core as a “symbolic, functional and unique business center of the City” which can be achieved by the adoption of the amendment to the definition of formula business and its implementation. Thus, disallowing formula businesses, as defined, will ensure that current residents, visitors, and future generations may enjoy the unique and historic character, culture, and architecture of the Village, as contemplated by the above objectives and policies of the General Plan.

ALTERNATIVES:

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

1. Introduce the attached Ordinance; or

2. Modify as appropriate and introduce the modified Ordinance; or

3. Do not introduce the Ordinance and provide direction to staff on specific revisions to the Ordinance; or

4. Provide other direction to staff.

ADVANTAGES:

Revisions to the Ordinance are supported with objectives and policies from the General Plan because the revisions strengthen the regulatory requirements for formula businesses, ensuring that the architectural design and style of the Village are preserved.

DISADVANTAGES:

The proposed amendment will limit the type of businesses that can lease commercial spaces within the VCD and VMU districts.

ENVIRONMENTAL REVIEW:

The ordinance does not qualify as a “project” under CEQA and because the ordinance will not result in a direct or reasonably foreseeable indirect physical change in the environment. (State CEQA Guidelines section 15060, subd. (c)(2), (3).) Section 15378 of the State CEQA Guidelines defines a project as the whole of an action, which could potentially result in either a direct physical change, or reasonably foreseeable indirect physical change, in the environment. Here, the ordinance will not result in any construction or development, and it will not have any other effect that would physically change the environment. Approval of the proposed ordinance therefore does not qualify as a project subject to CEQA.

PUBLIC NOTIFICATION AND COMMENTS:

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Item 10.b.

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

ATTACHMENTS:

1. Proposed Ordinance

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65501.00002\41296594.1
ATTACHMENT 1
ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE AMENDING SECTION 16.04.070 OF

THE ARROYO GRANDE MUNICIPAL CODE REGARDING

THE DEFINITION OF FORMULA BUSINESS AND FINDING

THE ORDINANCE EXEMPT FROM THE CALIFORNIA

ENVIRONMENTAL QUALITY ACT
WHEREAS, on April 26, 2005, the City Council held a study session to discuss alternatives for the regulations for chain businesses; and WHEREAS, on August 23, 2005, the City Council adopted an ordinance to amend Title 16 of the Arroyo Grande Municipal Code (AGMC) regarding the definition of formula business; and
WHEREAS, on May 23, 2023, the City Council directed staff to review the definition of “Formula Business” in the municipal code and return with a study session to determine if ordinance revisions were warranted; and
WHEREAS, on October 10, 2023, the City Council discussed potential revisions to the definition of “Formula Business,” and directed staff to proceed with an ordinance amendment; and
WHEREAS, on January 16, 2024, the Planning Commission conducted a duly noticed public hearing to consider the staff report, recommendations by staff, and public testimony concerning the ordinance. Following the public hearing, the Planning Commission voted to forward the ordinance to the City Council with a recommendation in favor of its adoption; and
WHEREAS, on February 13, 2024, the City Council conducted a duly noticed public hearing to consider the ordinance, including: (1) the public testimony and agenda reports prepared in connection with the ordinance; (2) the policy considerations discussed therein; and (3) the consideration and recommendation of the Planning Commission; and WHEREAS, the City Council of the City of Arroyo Grande, at its regularly scheduled public meeting on February 13, 2024 introduced this Ordinance to amend Section 16.04.070 of Title 16 of the Arroyo Grande Municipal Code; and WHEREAS, all legal prerequisites to the adoption of the ordinance have occurred.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DOES ORDAIN AS FOLLOWS:

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ORDINANCE NO.

PAGE 2
-2-
SECTION 1. Incorporation. The above recitals are true and correct and are incorporated herein by this reference.

SECTION 2. Environmental. The City Council finds that this ordinance is exempt from the California Environmental Quality Act ("CEQA") because the ordinance does not qualify as a “project” under CEQA and because the ordinance will not result in a direct or reasonably foreseeable indirect physical change in the environment. (State CEQA Guidelines section 15060, subd. (c)(2), (3).) Section 15378 of the State CEQA Guidelines defines a project as the whole of an action, which could potentially result in either a direct physical change, or reasonably foreseeable indirect physical change, in the environment.

Here, the ordinance will not result in any construction or development, and it will not have any other effect that would physically change the environment. The ordinance therefore does not qualify as a project subject to CEQA.

SECTION 3. Required Findings. In accordance with section 16.16.040(E) of the Arroyo Grande Municipal Code, the City Council hereby makes the following findings:

1. General Plan. The ordinance’s amendments to the AGMC are consistent with the general plan and necessary and desirable to implement the provisions thereof.

Specifically, economic development objective ED2 and policies ED 3-4 and ED 5-4 support the small-town character and maintaining the Village as a vibrant downtown core.

Land use element objective LU6 also supports maintaining the Village core as a “symbolic, functional and unique business center of the City” which can be achieved by the adoption of the amendment to the definition of formula business and its implementation. Thus, disallowing formula businesses, as defined, will ensure that current residents, visitors, and future generations may enjoy the unique and historic character, culture, and architecture of the Village, as contemplated by the above objectives and policies of the General Plan.

2. Health, Safety, and Welfare; Illogical Land Use Pattern. Adoption of the ordinance will not adversely affect the public health, safety, and welfare as it simply updates the definition of “formula business” in the AGMC to ensure that the AGMC is consistent with the City’s general plan. Finally, this ordinance will not result in an illogical land use pattern as it is not amending the City’s zoning map.

3. Consistency with Title 16. This ordinance is consistent with the purpose and intent of AGMC Title 16 because it removes an internal inconsistency therein and ensures that the provisions thereof are consistent with the City’s economic development and land use elements.

4. Environmental. There will be no environmental impact by amending the definition of a formula business because doing so authorizes no construction or development, nor could the definitional change of a formula business indirectly result in a physical impact on the environment. See Section 2 “Environmental” above.

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ORDINANCE NO.

PAGE 3
-3-
SECTION 4. Code Amendment. Subsection (C) of Section 16.04.070 of the Arroyo Grande Municipal Code is hereby amended to read as follows (additions shown in underline and deletions shown in strikethrough):
“Formula business”. Shall mean a business, limited to retail trade uses and restaurants, that is required by contractual or other arrangement to maintain standardized services and the same or similar name, tradename, or trademark which causes it to be substantially identical to six (6) ten (10) or more other establishments at the time of application submittal, regardless of ownership or location., and which satisfies one of the following two criteria:
a. It has exterior design or architecture, signs, décor or similar features in a style which is distinctive to and standardized among the chain or group; b. It is a fast food restaurant.

SECTION 6. Publication. A summary of this ordinance shall be published in a newspaper published and circulated in the City of Arroyo Grande at least five days prior to the City Council meeting at which the proposed ordinance is to be adopted. A certified copy of the full text of the proposed ordinance shall be posted in the office of the City Clerk. Within 15 days after adoption of the ordinance, the summary with the names of those City Council members voting for and against the ordinance shall be published again, and the City Clerk shall post a certified copy of the full text of such adopted ordinance.

SECTION 7. Effective Date. This ordinance shall become effective 30 days after adoption.

SECTION 8. Severability. Should any provision of this ordinance, or its application to any person or circumstance, be determined by a court of competent jurisdiction to be unlawful, unenforceable or otherwise void, that determination shall have no effect on any other provision of this ordinance or the application of this ordinance to any other person or circumstance, and, to that end, the provisions hereof are severable.

The City Council declares that it would have adopted all the provisions of this ordinance that remain valid if any provisions of this ordinance are declared invalid.

SECTION 9. Records. The documents and materials associated with this ordinance that constitute the record of proceedings on which the City Council’s findings and determinations are based are located at 300 E. Branch Street, Arroyo Grande, CA 93420. The City Clerk is the custodian of the record of proceedings.

On motion by Council Member ______, seconded by Council Member _______, and by the following roll call vote to wit:

AYES:

NOES:

ABSENT:

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ORDINANCE NO.

PAGE 4
-4-
the foregoing Ordinance was adopted this ____ day of _______, 2024.

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ORDINANCE NO.

PAGE 5
-5-
___________________________________

CAREN RAY RUSSOM, MAYOR
ATTEST:
___________________________________

JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
___________________________________

MATTHEW DOWNING, CITY MANAGER
APPROVED AS TO FORM:
___________________________________

ISAAC ROSEN, CITY ATTORNEY

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Item 12.a.

MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Andrew Perez, Planning Manager
SUBJECT: Consideration of a Resolution Approving Arroyo Grande Community Service Grant Program Allocations for Fiscal Year 2023-24 and Finding This Action Is Not a Project Under the CEQA, State Guidelines Section 15378
DATE: February 13, 2024
SUMMARY OF ACTION:

Approving the FY 2023-24 Arroyo Grande Community Service Grant Program (CSGP) allocations will assist local non-profit organizations in implementing various service programs that directly benefit Arroyo Grande residents.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

A total of $75,000 is budgeted for the FY 2023-24 CSGP.

RECOMMENDATION:
1) Adopt a Resolution approving the Arroyo Grande Community Service Grant Program funding allocations identified in Attachment 1; and
2) Determine that adopting the Resolution is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
BACKGROUND:

In response to federal Community Development Block Grant (CDBG) funding limitations and restrictions, the City established the CSGP in 2014, as a means of providing funding for community service projects separate and apart from the CDBG program. The policy relating to the CSGP was adopted by City Council on September 13, 2014, and is provided as Attachment 2. The FY 2023-24 budget includes $75,000 for the CSGP.

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Item 12.a.

City Council
Consideration of a Resolution Approving Arroyo Grande Community Service Grant Program Allocations for Fiscal Year 2023-24 and Finding This Action Is Not a Project Under the CEQA, State Guidelines Section 15378
February 13, 2024

Page 2 ends

Nonprofit organizations that offer specialized social service, educational, cultural, beautification and recreational programs and projects benefiting Arroyo Grande citizens are eligible to receive funding through the program.

A press release was published to notify the public that the application period opened on November 8, 2023, and remained open until December 15, 2023. The City also publicized the program on its social media channels and the City website. Eighteen (18) applications were submitted, requesting a total of $157,760. For comparison, twelve (12) applications requesting a total of $124,635 were submitted for last year’s program. Applications are reviewed by the CSGP Committee (Committee), which is tasked with developing funding recommendations for the City Council’s consideration and approval. 2023 was the first year the Committee was comprised of City Council appointees.

Previously, the Committee was comprised of one volunteer from each of the City’s advisory bodies and one volunteer from the South County Chambers of Commerce Board of Directors. However, at its meeting on October 25, 2022, the City Council approved a new process where each Councilmember would appoint a member to the Committee.

This year, the Committee convened on January 29, 2024, to review the applications and make its funding recommendations to Council.

ANALYSIS OF ISSUES:

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

Table 1: CSGP Funding Recommendations

NAME OF NON-PROFIT PROJECT SUMMARY AREA SERVED
GRANT
AMOUNT

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Item 12.a.

Page 3 ends

NAME OF NON-PROFIT PROJECT SUMMARY AREA SERVED
GRANT
AMOUNT

REQUESTED
PANEL REC.
7) Boys Girls Club of SLO
County
Summer Brain Gain SLO County $7,500 $5,000
8) Boy Scouts Expanding Scouting in AG SLO and SB
Counties
$5,000 $1,500
9) Camp Arroyo Grande Nature Discovery Day Field
Trips
5 Cities $2,000 $2,000
10) Center for Child and
Adolescent Mental Health
Youth Mental Health Peer-toPeer SupportAG $14,000 $9,500 11) Central Coast
Athletics Foundation
Youth track club and
scholarships
AG $12,000 $7,000
12) Central Coast Seniors Central Coast Senior Center 5 Cities $5,000 $4,000 13) Elm Street Dog Park
Association
Elm St Dog Park Maintenance &
Improvements
5 Cities $18,760 $2,000
14) Hospice SLO County Grief Counseling and In-home
Hospice Volunteers
SLO County $6,000 $5,000
15) Shower the People Hot Shower for the Homeless South SLO County
$10,000 $9,000
16) SLO CASA General CASA Program
Support
SLO County $5,000 $5,000
17) Senior Nutrition
Program/Meals that
Connect
Feeding Seniors in AG SLO County $10,000 $6,000
18) TalentDreams Mentoring Support Program SLO County $10,000 $0 $157,760 $75,000
To be eligible to receive funding, the non-profit organizations must directly provide social, educational, cultural, beatification or recreational services or programs to city residents or businesses. Participation in these services and programs cannot be restricted based upon race, religion, gender, sexual orientation, marital status, national origin, ancestry, disability, medical condition, or age. Further, the grant monies cannot be used specifically in the furtherance of religious activities. The Committee was cognizant of this requirement and the recommendations identified in Table 1 are consistent with those requirements.

The Committee thoughtfully evaluated each application, weighing the need of each organization against the anticipated impact that could be made with the awarding of a grant. The discussion ultimately placed a priority on funding organizations that provide

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Item 12.a.

Page 4 ends

services directly for individuals rather than organizations that provide beautification or enrichment of the community. Specifically, programs that target at-risk youth and seniors were more likely to be recommended to receive grant funding. For example, the Assistance League of SLO County, Big Brothers Big Sisters, SLO Court Appointed Special Advocates (CASA), and the Center for Child and Adolescent Mental Health are examples of organizations recommended for funding that provide services for at-risk children and young adults through their programs to mentor, support, and clothe this population. The Committee also placed a priority on organizations that encourage and support athletics for children and teenagers because of the values that sports can instill in its participants and the support system it provides from coaches and teammates. Other priority areas identified by the Committee were the senior and unhoused populations. The Central Coast Senior Center and Senior Nutrition Program both provide services that target the senior population in the community.

Other screening criteria included whether the funds go directly to products and services for clients (versus administration costs), how many local Arroyo Grande residents are served, and an organization’s existing funding base (whether the requested funds are necessary for the project or program to succeed).

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

ALTERNATIVES:

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

1. Adopt the proposed Resolution to approve CSGP funding for FY 2023-24, as recommended by the Committee;

2. Modify and approve CSGP funding for FY 2023-24; or

3. Provide other direction to staff.

ADVANTAGES:

The City’s CSGP provides a funding opportunity, separate from CDBG, for local public service programs that address unmet needs in the community. Funding from the CSGP allows local non-profit organizations to provide services that directly benefit residents of Arroyo Grande, with a priority placed on the well-being of at-risk youth and senior citizens.

Sixteen of the organizations that applied are recommended to receive at least partial funding of the requested amount.

DISADVANTAGES:

The Committee’s recommendation would not provide funding to two of the applicants.

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Item 12.a.

Page 5 ends

ENVIRONMENTAL REVIEW:

No environmental review is required for this item. Adopting the Resolution is not a project subject to CEQA because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
PUBLIC NOTIFICATION AND COMMENTS:

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

Attachments:

1. Proposed Resolution

2. CSGP Policy

3. FY 2023-24 CSGP Applications

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ATTACHMENT 1
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ARROYO GRANDE APPROVING ARROYO GRANDE

COMMUNITY SERVICE GRANT PROGRAM PROJECTS FOR
FISCAL YEAR 2023-24
WHEREAS, on September 23, 2014, the City Council approved the Community Service Grant Program (CSGP) process and annually budgets funds to implement the program; and WHEREAS, on October 25, 2022, the City Council established the composition of the CSGP Grant Committee (the "Committee") consisting of one member appointed by each of the Councilmembers; and
WHEREAS, the total funding available for this program in FY 2023-24 is $75,000; and WHEREAS, the City received a total of eighteen (18) applications requesting a total of $157,760 from the 2023-24 CSGP; and
WHEREAS, the Committee convened on January 29, 2024, to develop funding recommendations for City Council’s consideration; and
WHEREAS, on February 13, 2024, the City Council considered the recommendations of the Committee and approved funding for certain proposed CSGP projects.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande as follows:

1. The recitals set forth herein are true, correct and incorporated herein by reference.

2. The City Council hereby approves funding for the 2023-24 CSGP as set forth in Exhibit “A" attached hereto and incorporated herein by this reference, subject to all of the rules, requirements, and regulations applicable to the CSGP and its grant recipients.

3. The City Manager or his designee is authorized to take any and all actions necessary or impliedly necessary to effectuate City Council’s approval of the grants for the 2023-24 CSGP projects.

4. If any section, subsection, clause or phrase in this Resolution is for any reason held invalid, the validity of the remainder of this Resolution shall not be affected thereby. The City hereby declares that it would have passed this Resolution and each section, subsection, sentence, clause, or phrase thereof, irrespective of the fact that one or more sections, subsections, sentences, clauses or phrases or the

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RESOLUTION NO.

PAGE 2
application thereof be held invalid.

5. This Resolution shall be effective upon the date of adoption.

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

AYES:

NOES:

ABSENT:
the foregoing Resolution was adopted this 13th day of February, 2024.

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RESOLUTION NO.

PAGE 3
____________________________________

CAREN RAY RUSSOM, MAYOR
ATTEST:
____________________________________

JESSICA MATSON, CITY CLERK
AS TO CONTENT:
____________________________________

MATTHEW DOWNING, CITY MANAGER
APPROVED AS TO FORM:
____________________________________

ISAAC ROSEN, CITY ATTORNEY

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RESOLUTION NO.

PAGE 4
EXHIBIT ‘A’

NAME OF NON-PROFIT PROJECT SUMMARY AREA SERVED
GRANT
AMOUNT

REQUESTED
PANEL REC.
1) American Legion Wreaths Across America AG $1,000 $1,000 2) Assistance League Operation School Bell SLO County $4,000 $4,000 3)AGPA – Honoring
Emergency Responders
Public Art in Fire Resistive
Demonstration Garden
AG $10,000 $0
4) AGPA - Mural Early AG Farm Life Mural AG $10,000 $2,000 5) AG Valley Little League Field Renovations and
Scholarship
5 Cities $20,000 $7,000
6) Big Brothers Big
Sisters
Mentoring Program AG $7,500 $5,000
7) Boys Girls Club of SLO
County
Summer Brain Gain SLO County $7,500 $5,000
8) Boy Scouts Expanding Scouting in AG SLO and SB
Counties
$5,000 $1,500
9) Camp Arroyo Grande Nature Discovery Day Field
Trips
5 Cities $2,000 $2,000
10) Center for Child and
Adolescent Mental Health
Youth Mental Health Peer-toPeer SupportAG $14,000 $9,500 11) Central Coast
Athletics Foundation
Youth track club and
scholarships
AG $12,000 $7,000
12) Central Coast Seniors Central Coast Senior Center 5 Cities $5,000 $4,000 13) Elm Street Dog Park
Association
Elm St Dog Park Maintenance &
Improvements
5 Cities $18,760 $2,000
14) Hospice SLO County Grief Counseling and In-home
Hospice Volunteers
SLO County $6,000 $5,000
15) Shower the People Hot Shower for the Homeless South SLO County
$10,000 $9,000
16) SLO CASA General CASA Program
Support
SLO County $5,000 $5,000
17) Senior Nutrition
Program/Meals that
Connect
Feeding Seniors in AG SLO County $10,000 $6,000
18) TalentDreams Mentoring Support Program SLO County $10,000 $0 $157,760 $75,000

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CITY OF ARROYO GRANDE
2015 COMMUNITY SERVICE

GRANT PROGRAM
DESCRIPTION OF PROGRAM:

The City's 2015 Community Service Grant Program is intended to provide monetary grants to eligible community non-profit organizations. The City recognizes the value of such groups, which provide specialized social service, educational, cultural, beautification and recreation programs and projects benefitting its citizens. Grants awarded will be in minimum amounts of not less than $250. Funding is limited for Grant Year 2015.

ELIGIBILITY STANDARDS:

To be eligible to apply for grant monies under the City's 2015 Community Service Grant Program, a community organization must satisfy the following standards: 1) operate as a non-profit 501 c3; 2) serve the Arroyo Grande community; 3) use funds provided to directly provide a social service, educational, cultural, beautification or recreation program or project to Arroyo Grande residents and/or businesses; 4) not restrict participants based upon race, religion, gender, sexual orientation, marital status, national origin, ancestry, disability, medical condition, or age; and 5) not use grant monies for specifically religious activities.
"Directly provide" means that the community non-profit organization conducts the social service(s) or cultural program(s) itself rather than through a separate entity to which it sub-awards grant monies.

APPLICATION PROCESS:

I. Completion of Application Form
All interested non-profit organizations must complete the attached application form, including:

ATTACHMENT 2
Item 8.d. - Page 4

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• Name and address of the non-profit organization (applicant is required to list the local branch if it represents a national or statewide organization).
• Description of community services provided.
• Relationship of non-profit organization to the community. • Current membership figures and approximate number of City of Arroyo Grande residents served by the non-profit organization. • Amount offunds requested.
• Proposed project and budget plan for the use of the grant funds. • Proof of 501 (c)(3) status with a copy of the letter from the IRS. • Past two years financial statements including the current year with balance sheets, profiUloss statements and indicating the percentage of revenue that is used for administration, salaries and program costs. (Please denote what salaries are directly related to administration and/or program costs.)
• Applicants are requested to provide information on their annual sources of revenue received.
• Any applicant who received grant funds from the City in the past is to indicate when the funds were received, the amount of funds received and document how the funds were utilized.
• In addition to the original application, please submit 11 additional copies:
double-sided, 3-hole punched and paper clipped.

11. Application Deadline
I
Completed application forms along with supplemental documents must be submitted by 5:00pm, Friday, November 14. 2014 addressed to:

City of Arroyo Grande
Attention: Community Service Grant Committee
300 E. Branch Street
Arroyo Grande, California 93420
Ill. Evaluation of Applications and Selection Process
Following the application deadline, the City Council's appointed Community Service Grant Committee will review and consider proposals from community groups. Applications received from public education institutions will be reviewed by the City's Cultural Recreation Committee. Applicants may be asked to attend a public meeting to address the Committee, answer questions, clarify their use of funds, etc. All proposals will be evaluated to ascertain which non-profit organizations best meet the needs that the City seeks to satisfy. Factors to be considered include, but are not limited to, the following:

Item 8.d. - Page 5

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A. The non-profit organization's responsiveness in clearly stating the benefits to be derived by the residents of the City of Arroyo Grande, if grant funds are awarded;
B. The number of City of Arroyo Grande residents by age group served by the non-profit organization; geographic area(s) and total number of clients served by the non-profit organization;
C. The non-profit organization's history of providing community services to the residents of the City of Arroyo Grande; and
D. The non-profit organization's financial need for grant funds to service the City of Arroyo Grande residents.

IV. Award of Funds
Following the Community Service Grant Committee's screening process, the Committee will present its recommendations to the City Council. The City Council will review the Committee's report and consider award of funds to selected non-profit organizations. In all cases, the City Council retains sole and absolute discretion in administering this program, including which applicants will be awarded funds and the total level of funding in each instance.

V. Execution of Agreement
Non-profit organizations selected to receive funds will be required to sign and execute an agreement with the City of Arroyo Grande (see attached sample agreement). NOTE: If award of funds is made, a recipient non-profit organization will be required to expend grant monies prior to the close of the 2015 calendar year.

VI. For more information, contact City Hall at 473-5400.

Item 8.d. - Page 6

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ATTACHMENT 3

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Attachment B: Program/Service Information
D Briefly describe your organization and its mission.

E Summarize your proposed program or service.

F How is the program or service beneficial to Arroyo Grande residents? L How is local need for this program/service determined? LL Approximate number of City of Arroyo Grande residents served by the non-profit organization.

G Describe your organizational capacity to successfully carry out the proposed activities (i.e. past performance and history of the organization will be considered to assess the agency’s prospects for achieving its goals and objectives). Attachment C: Scope of Work or Work Plan and Budget Worksheet Attachment D: 6DPSOH *UDQW Agreement with the City of Arroyo Grande (to be fully executed upon grant award).
Attachment E: Proof of 501(c)(3) status with a copy of the letter from the IRS.

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Thursday, December 15, 2023 addressed to:

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

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

Electronic signatures are accepted.

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

For questions please contact:

Andrew Perez
Planning Manager
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Brief description of the proposed program or service:

Purchase Chistmas wreaths, $17 each, through Wreaths Across America to place on the 2000 Veteran's graves at the Arroyo Grande Cemetery. The Community places the wreaths saying the Veteran's name ensuring they are never forgotten. The American Legion Post 136 has been involved in this program for 6 years.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:

List Area(s) Served by the Organization:

The American Legion is committed to helping Veterans, Families of Veteran, Youth, and the Community of Arroyo Grande. We support youth programs including Boy and Girl State, Scholarships to High School students, and Scouting. We sponsor community events for Memorial Day, Veteran's Day, and Christmas to honor veterans that have passed as well as those still serving and seek community participation in these events.

To enhance the well-being of America's Veterans, their families, our military, and our communities by our devotion to mutual helpfulness.

The American Legion Post 136 has agreed to sponsor the Arroyo Grande Cemetery to fundraise in order to purchase Christmas Wreaths for all veteran interred at this cemetery. Wreaths Across America is a non-profit organization whose goal is that all deceased veterans nationwide are remembered at Christmas time.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Summary of Program/Service
How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
x Description:

Teach-Honor-Remember is the motto for Wreaths Across America. We teach the community about the sacrifices made by our Veterans. We honor our Veterans by placing a wreath on their grave and saluting or placing your hand over your heart. We remember them by saying their name as the wreath is placed on their grave to ensure the veteran is never forgotten. We especially encourage families in the community to bring children to participate in the laying of the wreaths to educate them in the importance of the sacrifices our Veterans have made to ensure their freedom and the freedom of America.
2000
We only sponsor the Arroyo Grande Cemetery. There are approximately 2000 Arroyo Grande Veterans interred at at the Arroyo Grande Cemetery. The entire community is invited to attend this event. Hundreds of veteran's family members and the community participate in this event. It is a time the community can honor those that gave so much of their lives so we can enjoy our lives.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

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

Number of Volunteers:
x Description:

Local need is determined by the number of Veterans buried at the Arroyo Grande Cemetery.

Every year we are loosing more and more of our hero veterans so the need is constantly growing. The number of deceased Veterans at the Arroyo Grande Cemetery is the only factor we consider for the need.
025
200+
The wreaths are delivered to the Arroyo Grande Cemetery and staged at various sections by veteran volunteers. On the day of the event, community volunteers participate in laying the wreaths on Veteran's graves.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

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

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

Raise $34,000
January 1, 2023-December 16, 2023
Whether all 2,000 veterans received a wreath.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Program Service OUTPUTS:

Program Service OUTCOMES:

The American Legion holds two fundraising BBQ's to raise money for Wreaths Across America.

Wreaths cost $17 each. about half of the money is raised by these fundraising BBQ events. The remainder of the funds come from private donations from community private donations, community business and community grants. Local non-profit organizations such as the Elks and Moose lodge, as well as other Veteran organizations, also provide funds to support our event.

There have been years that we have not raised enough money to purchase wreaths for all 2000 veterans but we are very close to reaching our goal this year. As the community has learned about this event, they have become more active and willing to support our cause.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:

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

II. CERTIFICATION:

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

I am aware of and certify that our non-profit organization will adhere to all City regulations regarding the 2022-23 Community Service Grant Program including, but not limited to, maintaining non-discriminatory policies, practices and intent. I also, on behalf of our nonprofit organization, agree to indemnify, defend, and hold harmless the City of Arroyo Grande relative to any and all liability that may arise as a result of the use of the City of Arroyo Grande Community Service Grant Fund monies.

Date: _______________ Signature: ______________________________ Executive Director or Designee
______________________________
Board of Director or Officer
AmericanLegionPost136
11-15-23 Joe Martinez
Gene Leek
✔

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Attachment B: Program/Service Information
D Briefly describe your organization and its mission.

E Summarize your proposed program or service.

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Thursday, December 15, 2023 addressed to:

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

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

Electronic signatures are accepted.

For questions please contact:

Andrew Perez
Planning Manager
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Brief description of the proposed program or service:

Arroyo Grande Public Art(AGPA) is proposing a public art project in the Fire Resistive Demonstration Garden at Five Cities Fire Authority. AGPA wants to create an art piece to honor First Responders that would be placed inside the garden. These responders include the fire department, police services, EMT services, and Arroyo Grande public works department. The project will elevate the aesthetics of the city, promote civic pride, extend public art to new areas, and increase tourism.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:

List Area(s) Served by the Organization:

AGPA has been promoting development of public art in Arroyo Grande since 2013. We have successfully completed and installed nine projects. All of these art installations are in public locations where they can be enjoyed by the entire community of Arroyo Grande.

The purpose of Arroyo Grande Public Art is to promote and support the work of local and statewide artists, and to approach the entire city as a showcase for public art. As a community organization we want to respond to and reflect the diverse nature of Arroyo Grande’s population history and growth, and engage the community to encourage public art sponsorship.

Arroyo Grande’s Public Art’s mission is to encourage and support Public Art projects that stimulate a cultural environment that reflects the city’s heritage and character. Our support will include but not be limited to identification, funding, installation, and support, of public works of art.

City of Arroyo Grande

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Summary of Program/Service
How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
x Description:

AGPA has provided art installations in 9 locations in the city of Arroyo Grande, and artist painted utility boxes that will be completed in fiscal year 2023-2024. After completing the art piece at the Fire Resistive Demonstration Garden at the Five Cities Fire Authority, projected future projects include crosswalk art and more murals on buildings in Arroyo Grande. AGPA intends to continue to work with the city and local businesses to coordinate and generate ideas for future public art projects.
18,000
The art installation in the Fire Resistive Demonstration Garden at the Five Cities Fire Authority is a publicly accessible art installation honoring the First Responders who assist others in emergencies and also risk their life in crisis situations. People driving or walking will see the art installation.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

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

Number of Volunteers:
x Description:

1. Public art draws people, which creates retail opportunities

2. Provides education and appreciation of culture, history, and art

3. Promotes participation in a community

4. Complements the natural beauty of area

5. Public art helps create a community identity
none none
11 We have a board of directors who meet monthly. We set up a subcommittee for each major public art project. These sub committees manage the project and work in conjunction with the city of Arroyo Grande requirements. We also have ongoing committees for membership, and social media.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

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

F. Outcomes show the quality of the performance and answer the questions: who is better off by providing this program or service? What percentage of residents are assisted or are benefitting from this program or service?
Objective # 1
Program/Service Objectives
Major Tasks to Complete To Achieve Associated Goal
Timeline
Evaluation Methodology
Creating an art installation in the Fire Resistive Demonstration Garden at the Five Cities Fire Authority
Raise funds in order to pay for completed project
Submit requests for proprosal (RFP)
Review submitted designs,
Select qualified artist
Present to Public Art Review Panel and City Council for approval Upon approval by the city council, and having the funds to finish the project, the art installation will be completed in 1 years time AGPA review RFPs
Approved by Public Art Review Panel
Approved by Arroyo Grande City Council

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Program Service OUTPUTS:

Program Service OUTCOMES:

After selecting a design and qualified artist and after the Public Art Review panel and Arroyo Grande City Council approves the project, the artist will finish the art installation in the Fire Resistive Demonstration Garden at the Five Cities Fire Authority.

AGPA will have helped create another art installation at a public building in Arroyo Grande.

AGPA assisted with the butterfly statue near the Arroyo Grande public library and the Diversity Coalition art installation at Arroyo Grande High School. When we finish this project at the Fire Authority, we will have an art installation which is not a collaborative project.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:

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

II. CERTIFICATION:

Date: _______________ Signature: ______________________________ Executive Director or Designee
______________________________
Board of Director or Officer
Arroyo Grande Public Art, Inc.
12/15/2023 Eileen Costello
Kathryn Phelan

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Attachment B: Program/Service Information
D Briefly describe your organization and its mission.

E Summarize your proposed program or service.

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Thursday, December 15, 2023 addressed to:

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

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

Electronic signatures are accepted.

For questions please contact:

Andrew Perez
Planning Manager
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Brief description of the proposed program or service:

Arroyo Grande Public Art(AGPA) is proposing to create a new mural at 320 East Branch on the west side of the building. We proprose a project to honor our early Arroyo Grande agriculture hertitage. The project will elevate the aesthetics of the city, promote civic pride, extend public art to new areas, and increase tourism.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:

List Area(s) Served by the Organization:

Arroyo Grande’s Public Art’s mission is to encourage and support Public Art projects that stimulate a cultural environment that reflects the city’s heritage, and character. Our support will include but not be limited to identification, funding, installation, and support of public works of art.

City of Arroyo Grande

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Summary of Program/Service
How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
x Description:

AGPA has provided art installations in nine locations in the city of Arroyo Grande and artist painted utility boxes that will be finished in fiscal year 2023-2024. After completing this new mural at 230 East Branch, projected future projects include crosswalk art, other murals on buildings in Arroyo Grande, and art installations in other locations in the city. AGPA intends to continue to work with the city and local businesses to coordinate and generate ideas for future public art projects.
18,000
The mural on the building at 320 E Branch St. is a publicly assessible representation of the agricultural history of Arroyo grande. People driving or walking will see the mural.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

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

Number of Volunteers:
x Description:

1. Public art draws people, which creates retail opportunities

2. Provides education and appreciation of culture, history, and art

3. Promotes participation in a community

4. Complements the natural beauty of area

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

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

F. Outcomes show the quality of the performance and answer the questions: who is better off by providing this program or service? What percentage of residents are assisted or are benefitting from this program or service?
Objective # 1
Program/Service Objectives
Major Tasks to Complete To Achieve Associated Goal
Timeline
Evaluation Methodology
Beautification of building at 320 East Branch, Arroyo Grande, CA Raise funds in order to pay for completed project
Submit requests for proprosal (RFP)
Review submitted designs
Select qualified muralist
Present to Public Art Review Panel and City Council for approval On approval muralist will produce the art on the selected sit Upon approval by the city council, and having the funds to finish the project, the mu AGPA review RFPs
Approved by Public Art Review Panel
Approved by Arroyo Grande City Council

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Program Service OUTPUTS:

Program Service OUTCOMES:

After selecting a design and qualified muralist and after the Public Art Review panel and Arroyo Grande City Council approves the project, the artist will finish the mural on 320 E Branch, Arroyo Grande, CA.

This will be the third mural project that AGPA has completed in the city Arroyo Grande.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:

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

II. CERTIFICATION:

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Arroyo Grande Valley Little League (AGVLL) is committed to teaching youth in our community the ideals of good sportsmanship, honesty, loyalty, courage, and respect through instructional baseball.

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Arroyo Grande Valley Little League (AGVLL) creates and organizes a community focused, all volunteer run organization focused on teaching fundamentals of baseball and good sportsmanship. Our reach throughout the community of Arroyo Grande, as well as other within Five Cities, includes past players turned Board members, first time players, families and coaches with a wide range of skills. We pride ourselves that many coaches and board members fondly remember playing for AGVLL as kids themselves on these same fields. We are committed to providing a positive experience in the lives of our players and their families by promoting fair play, confidence, determination, camaraderie, and a lasting love for the game of baseball. We strive to create a positive culture in which coaches, parents, fans, officials, and athletes work together to achieve successful baseball seasons.

Arroyo Grande Little League believes in the power of youth baseball to teach life lessons that build stronger individuals and communities.

Arroyo Grande Valley Little League is centered around the Soto Sports Complex in the heart of Arroyo Grande’s outdoor sports recreational area. Our Little League boundaries reach all citizens throughout the entire five cities area and the Arroyo Grande Valley.

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AGVLL strives to provide a safe, fun and inspiring environment where kids of any skill level can learn, grow and achieve their goals, which instills confidence and creates well rounded community members. We provide new and experienced Coaches all the tools and equipment needed to ensure they can confidently coach a team.

Over 2000
The Arroyo Grande Valley Little League program reached an all time high last Spring with 425 registered kids (300 of which reside in Arroyo Grande), with an additional 100 kids participating in our free Sandlot Sunday Program in the Fall. During the year, we have 18 volunteer Board Members, approximately 30 volunteer Coaches, and over 200 volunteer assistant coaches, team parents, umpires, scorekeepers and snack bar attendants, each with multiple family members.

Games become a place for families to gather, unwind, and enjoy the sunshine.

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Arroyo Grande Valley Little League is the only local official Little League sanctioned organization serving the Arroyo Grande Valley area and the entire Five Cities. While there are other opportunities for baseball in the area, having the support of our Local District 65 Little League and Little League International is what sets us apart. Little League has been a focal point for communities. Arroyo Grande is proud to serve kids of all ages since 1961. 00 18
The Board of Arroyo Grande Valley Little League is currently made up of 18 volunteers members.

Last Spring season we had over 38 volunteer coaches, 76 assistant coaches, 38 team parents, as well as many more grandparents, past AGVLL players and community members all happy to volunteer to help make the season the best for the kids.

The dedicated volunteers have worked hard to create relationships with the Arroyo Grande Public Works Department who maintain the Soto Sports Complex. Every so often a major renovation is needed on the fields, to remove safety concerns, and repair from weather and damage from other recreational non-profit and for profit sports utilizing the same shared space.

We can quickly reach out through our members and get a wide array of assistance in cleaning up fields, painting, hanging sponsorship posters, or any job that will help the season go smoothly.

Our amazing members have access to a vast wealth of skills from technology, construction, to landscape maintenance.

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Baseball Field renovations and field safety enhancements Level and remove undulations and lips at the fields to remove safety concerns that were identified throughout last season. The renovation also assists with replenishing lost infield dirt due to the historic rains last season.

Prior to opening day March 9, 2024.

Before and after evaluation of hazard areas, and increased safety for AGVLL players and volunteers.

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California State Law AB 506 will require beginning with our 2024 Season that regular volunteers in California MUST have a one-time background check (Live Scan) through the California Department of Justice to exclude individuals with a history of child abuse.

We had over 350 volunteers last year, with the vast majority residing in Arroyo Grande. With the live scan fingerprinting requirement this year and required cost for the service, we are concerned that individual financial requirement would drastically reduce the number of willing volunteers, therefore impacting the success of the program. AGVLL has committed to cover the associated costs entirely to ensure a successful upcoming season.

Majority of Live Scan Fingerprinting to be completed prior to Opening Day, March 9, 2024.

Receipts to be provided indicating number of volunteers that completed the live scan fingerprinting. As it is a one time requirement for AGVLL, we anticipate much initial less demand in subsequent years.

Increasing scholarship program to provide access to organized baseball to all players in the community regardless of socioeconomic status. This extends to any child that has been selected to participate in All Stars, representing AGVLL and Arroyo Grande.

Every year we offer confidential scholarships to any family that requests one, as a way to encourage participation regardless of socioeconomic status. We do not require any extra volunteering or any additional requirements in order to receive a scholarship. Encourage outreach and participation in the scholarship program for the children of Arroyo Grande.

Scho arsh ps are awarded pr or to c osure of reg strat on (January 2024), f nanc a ass stance towards A Stars as the team progresses towards the L tt e League Wor d Ser es (A Stars beg ns n June 2024).

Review requested and awarded scholarships to families through registration data.

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Providing a safe and enjoyable field area for Arroyo Grande children to practice, play and grow the love for the game of baseball. This not only benefits AGVLL players, but the multiple other organizations that use Soto Sports Complex for both non-profit and for profit recreational sports, or family bonding by having off season field access. All families in Arroyo Grande will benefit by having a safe area to enjoy the fields.

Increased volunteering by Arroyo Grande residents by providing a reduction in new state required financial barriers to volunteer their time, ensuring a supportive and safe season of baseball.

Increased registration of Arroyo Grande residents and surrounding areas by providing financial assistance and scholarships to players from any socioeconomic status.

Volunteering is an amazing way to give back to the community, and by encouraging and making it easier for volunteers to get cleared, it ensures a safe and welcoming environment for kids to grow the love of the game of baseball. We are excited to see how many kids that no longer play in Little League, still come out and want to help coach, or umpire, as a way to give back to their community.

By improving the field condition, not only does the current year of AGVLL players see a benefit, but all recreational sports teams will benefit from improved safety, but the overall appearance of the area will be increased, encouraging more interactions with the entire Soto Sports Complex by multiple other organizations.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Attachment B: Program/Service Information
D Briefly describe your organization and its mission.

E Summarize your proposed program or service.

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Thursday, December 15, 2023 addressed to:

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

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

Electronic signatures are accepted.

For questions please contact:

Andrew Perez
Planning Manager
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Brief description of the proposed program or service:

Our programs aim to support the community in various ways. We strive to engage boys and girls between the ages of 5 and 20, as well as their families, in the counties of Santa Barbara and San Luis Obispo. Our primary goal is to promote youth leadership and family-based programs on the Central Coast. The Los Padres Council offers a diverse range of programs, including The Outdoor School, Cub Scouts, Scouts BSA, Venturing, and Exploring, all focused on preparing our youth to thrive. We are committed to serving our community's diverse families and making a positive impact on their lives.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:

List Area(s) Served by the Organization:

The Los Padres Council, BSA was established in 1919. It typically caters to 3,000 young individuals aged 5 to 20 years. However, due to the COVID pandemic, the council witnessed a significant decline in its membership, dropping down to 1,000. Thankfully, the membership has now rebounded to 1,500 youth. One of the major challenges for the council has been to have a more diverse membership. With the inclusion of girls in scouting in 2018, starting with Cub Scouts, and expanded to troops in 2019, the council has seen a more diverse membership. In 2020, Sonia Wasserman became the first female member to earn scouting's highest rank, the Eagle. Since then, 12 other females have joined Sonia in achieving this prestigious rank.

The Mission of Los Padres Council is to serve others by helping to instill values in young people and to prepare them to make ethical choices over their lifetime in achieving their full potential.

The values we strive to instill are based on those found in the Scout Oath and Law.

San Luis Obispo and Santa Barbara Counties

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Summary of Program/Service
How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
x Description:

Programs include:

CUB SCOUTS Ages: Boys and Girls Grades K-5
We provide ready-made opportunities for families to do fun things together because together we can all grow into our very best future selves! We re all about encouraging boys and girls to make friends, be helpful to others, and do their very best no matter the outcome. With the help of powerful learning projects and exciting outdoor activities, we aim to teach children that doing their best can be a fun and rewarding experience no matter the difficulty of the challenge.

SCOUTS BSA Ages: Youth 11-17
Scouts BSA is the traditional Scouting experience where boys and girls can have their share of adventure in the great outdoors.

Develop a love of service by volunteering in your community, boost your leadership skills through fun and exciting challenges, and create memories of a lifetime with no prior Scouting experience required! For over 100 years, our program has helped create generations of leaders and outstanding citizens by allowing boys and girls to explore their interests, serve their communities, and discover their talents through youth-led activities like hiking, camping, and volunteering! VENTURING Coed Ages 14-20
Venturing is a youth-led program all about building adventures with your friends. Choose to do activities that matter to you and develop essential skills like leadership, event-planning, organization, communication, and responsibility while having a blast! Venturing empowers you to create your own experiences while bringing Scouting values to life through high adventure outdoor activities and challenging real-world projects.

EXPLORING Coed Ages 10-20
Exploring program provides students with an opportunity to learn about a wide variety of career fields and network with professionals already working in those fields. You get hands-on experience to determine whether a particular career field is right for you. You develop valuable networking contacts with professionals working in your selected career fields, and you get to know other youth with your same interests and aspirations. Exploring is the first step in identifying career possibilities while having fun in an exciting and informal environment.
240
Scouting programs offer great benefits to the City of Arroyo Grande. They teach youth the importance of taking care of their community through service projects, education, and outdoor activities. These programs encourage youth to collaborate and plan activities and outings, while also promoting environmental stewardship. Scouts learn that each one of them has a role to play in their unit, community, and the world, and they are taught to prioritize service to others over self-interest. Studies have shown that scouting activities foster personal growth, helps develop unique interests in children, boosts self-confidence, and encourages healthy lifestyle habits.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

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

Number of Volunteers:
x Description:

Our program aims to create a local culture where every youth, volunteer, and employee feels like they belong and can build communities where respect and value are given to every person. We lead by example and encourage each other to live by the values expressed by the Scout Oath and Scout Law while engaging in outdoor activities. Every family, regardless of their background, is welcome in Scouting, as we strive to prepare young people to serve as successful members and leaders of our communities.

We aim to welcome all families on the Central Coast, regardless of their ability to pay for membership. Scouting has been the most affordable extracurricular for local youth and families for many years. However, many of the families we recruit face challenges, as shown by the following statistics from Kids Data: 88% of children qualify for free or reduced meals at school, 70% are living with foreign-born parents, 53% of students are English learners, 95% identify as Hispanic or Latino, and 38% drop out of school.
80 85
Our scout volunteers are the foundation of our success. Many of our volunteers were once scouts themselves and have grown to become successful and contributing members of our community. Studies have shown that scouting activities help to foster personal growth and development of unique interests in children, enhance self-confidence, and encourage healthy lifestyle habits. The skills and character development that the Scouts accomplish are something that they can carry with them for a lifetime.

Our experienced staff is also an integral part of our success. Our CEO was raised on the Central Coast and has been guiding our council for over 10 years. He was also honored with a Latino Business Award.

Additionally, our Facilities/Program Director has served as a professional Scouter with the Boy Scouts of America for over 33 years, bringing a wealth of knowledge and expertise to our organization.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

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

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Program Service OUTPUTS:

Program Service OUTCOMES:

Our goal for this grant is to print and distribute BSA recruitment materials to schools and community organizations, host recruitment events in local parks and schools, and provide scholarships for families that financial cannot afford registration fees.

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

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Attachment B: Program/Service Information
D Briefly describe your organization and its mission.

E Summarize your proposed program or service.

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Thursday, December 15, 2023 addressed to:

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

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

Electronic signatures are accepted.

For questions please contact:

Andrew Perez
Planning Manager
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Brief description of the proposed program or service:
"Back to Nature Discovery Days" is a field trip program for local school-age children. These trips will be available to all public, private and home-school groups in the area, as well as Scouting, Camp Fire, 4-H, Boys & Girls Clubs, and other youth programs.

The 2-hour guided Field Trips will explore the plants, wildlife and ecosystems found in Arroyo Grande Valley, including planting and growing demonstrations at the Altrusa Educational Garden and the Butterfly Feeding Station, as well as a brief history of the Camp as a community gathering place since 1885. The Field Trips will include hiking trails at the facility's 29-acre open space and views of the Arroyo Grande Valley to the coast.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:

List Area(s) Served by the Organization:

Camp Arroyo Grande has been hosting youth programs and providing a community gathering place since 1885. The 5-Cities Community Service Foundation restored the Camp for activities such as summer youth camps, fundraisers, church retreats, and private events.

To provide assistance to individuals and organizations with an emphasis on education, community service, and character development. Through Camp Arroyo Grande we want to foster enjoyment and appreciation of the natural world among people of all ages through creative activities in a camp setting.

Camp AG hosts day and overnight camps for youth groups, and provides a historic meeting facility for community groups and family events.

Camp Arroyo Grande's June Jamboree is an annual free community event, featuring numerous youth activities, non-profit demonstrations and live music. A free lunch is provided by the 5-Cities Men's Club.

The Camp also hosts an annual Harvest Dinner Dance during Harvest Festival weekend, in collaboration with the Arroyo Grande Valley Harvest Festival Committee,

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Summary of Program/Service
How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
x Description:

PLANT LIFE
• California Oak Trees
• Cypress and Pine Trees
• Natural occurring moss and fungi
• Coyote Shrubs
• Ice Plants
• Wild Honeysuckle
• “Sour Grass” (edible and tangy!)
• Wildflowers
• Pollinator Plants
• Camp AG Vegetable Garden

WILDLIFE
• Deer
• Lizards
• Various Bird Species
• Native Insects
• Rabbits
• Squirrels
• Gophers
• Garter Snakes
• Wild Turkeys
• Chickens
• Doug the Camp AG Dog •

HABITATS/ECOSYSTEMS
• Bird Nesting and Gathering Behaviors
• Gopher, Squirrel and Rabbit Burrows
• Environmental Impacts to Camp AG’S Natural Environment

CONSERVANCY
• Caring for Nature
• Legacy of Life- Educating, Planting, Growing, Preserving 2,000
The Back to Nature Discovery Days will provide primary school-aged children a look at the ecosystems of the local area, and an appreciation of the nature and history of Arroyo Grande Valley. The program will be available at no cost to schools or parents.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

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

Number of Volunteers:
x Description:

Local private and public schools need to educate on nature conservancy and California history, and Camp Arroyo Grande offers an local opportunity to bring students outdoors to explore these topics hands-on.
04 40+
The Discovery Days Field Trip curriculum will be developed and led by Susie Taylor, an accomplished children's book author and a CA-credentialed teacher who works P/T at Camp Arroyo Grande.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

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

Create instructor guides, physical tools, and children's activities for multiple grade levels for a 90-minute educational experience that takes advantage of the natural aspects of Camp Arroyo Grande.

Jan-Feb 2024
Material prepared and delivered to student groups

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Objective # 2
Program/Service Objectives
Major Tasks to Complete To Achieve Associated Goal
Timeline
Evaluation Methodology
Objective # 3
Program/Service Objectives
Major Tasks to Complete To Achieve Associated Goal
Timeline
Evaluation Methodology
- Community Outreach
Communicate program to local schools and youth groups
- Design digital flyer to schools, PTO's and youth groups describing program benefits and availability.
- Distribute flyer to all local schools
- Publish details on www.camparroyogrande.org
Jan-Feb 2024
Flyers distributed, and website active
- Implementation
Host student groups
- Host initial youth groups
- Refine program based on feedback from initial groups
Mar-May 2024 & Sept-Nov 2024
Successful completion of twenty (20) Back to Nature Discovery Day field trips in 2024

Page 320 of 442 ends

COMMUNITY SERVICE GRANT APPLICATION 2023-24
Program Service OUTPUTS:

Program Service OUTCOMES:

Nature and Historical Field Trip program available to schools and youth groups.

Schools provide hands-on classes to grade-school aged children on nature appreciation and conservancy.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Attachment B: Program/Service Information
D Briefly describe your organization and its mission.

E Summarize your proposed program or service.

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Thursday, December 15, 2023 addressed to:

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

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

Electronic signatures are accepted.

For questions please contact:

Andrew Perez
Planning Manager
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Brief description of the proposed program or service:
4th Annual All Comers Track Meets - Series of four summer track meets at Arroyo Grande High School for all ages
2nd Year of Central Coast Peregrines Youth Track Club - a spring season of training and competing for 3rd-8th grade children
Grant & Scholarship Giving

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:

List Area(s) Served by the Organization:

Our nonprofit, established in 2022 and tax-exempt under Section 501(c)(3), is driven by a passionate group of individuals who have experienced firsthand the profound, lifelong benefits of sports. Our core mission is centered around the creation and administration of athletic events, particularly youth track and field, while concurrently managing a competitive young track team.

Through our philanthropic efforts, we bestow grants and scholarships to nurture and elevate the promising talents of the youth in the world of track and field across the Central Coast of California.

The CCAF Board of Directors, consisting of five dedicated leaders in the local athletics community, was brought together by a shared passion for sports. Originally united to create the AG All Comers Track Meet series, this team has evolved over three years into the Central Coast Athletics Foundation. Supported by a team of 10 founding members with a common goal of promoting athletics, the team includes former college athletes, several professional athletes, and even two Olympians. Together, we actively contribute to the community, sharing the love and joy of athletics while making a meaningful impact. So far we have created or help deliver the following programs & events: The Central Coast Peregrines Youth Track Club, The All Comers Track Series, Ryan’s Ranch Run 5k, The Arroyo Grande Turkey Trot, The Jingle Dash Race.

The Central Coast Athletics Foundation works to promote, enhance and underwrite participation and performance of Central Coast young people in track & field and running events.

Arroyo Grande Allcomers Track Series:

This was the first event that brought the principals of the Central Coast Athletics Foundation together. Having had family memebers that fell in love with the sport through other areas’ allcomers meets, we felt that our area could greatly benefit from one. The community has responded overwhelmingly to this track meet series, and we try to grow it each year to bring more community members into the fold. It is truly an all ages event, and we’ve had competitors as young as 3 and as old as 90. That represents the true democratic spirit of the sport and how it’s for all ages, all speeds and all abilities. We are growing this event to four week starting with first week of June.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Summary of Program/Service
How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
x Description:

Youth Track Club:

We organize, coach and manage a US Track & Field youth track club called the Central Coast Peregrines. Throughout a five month season, there will be multiple practices per week which take place in Arroyo Grande. Through that training, the kid athletes will develop fitness, skills and confidence that they ultimately take to regional track meets from Santa Barbara to Atascadero.

Our pilot season in 2023 was a universal success, and indicates that this program is set to experience tremendous growth.

Giving:

We award grants and scholarships to the sporting community around us that seeks to fulfill goals in line with ours. In so doing, we increase the overall capacity to support athletes, improving both participation levels and ultimately performance levels. 1200-1500
What we do is beneficial to the residents of Arroyo Grande in the following ways:
-Providing opportunities for youth to gain skills, fitness and passion for the sport of Track & Field and running
-Providing financial support through giving to other athletics organizations and individuals -Strengthening power of community through events that bring together many different segments of our community
-Improving community health through fitness and sporting culture

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

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

Number of Volunteers:
x Description:

In a word: DEMAND is what substantiates the need. When we originally organized, we already sensed a gap in the local sporting opportunies for our youth and community at large. The ultimate gauge for how correct that thinking was is demonstrated in the attendance and number of participants in our programs and events. Collectively, our events had over 2000 participants this last year, and many of those were inaugural efforts. Of that number, the vast majority were local residents many of which reside in Arroyo Grande.
10 50+
We have already honed our organization to successfully accomplish our events and programs.

Having an abundance of experience in creating, organizing and managing athletic events and clubs, we draw on that knowledge to assure beneficial outcomes for participants, volunteers and partners. And having lifelong members of this community, we are able to attract many other organizations to assist in our efforts.

We've forged meaningful partnerships with various community groups where many of our volunteers come from, including:
-AGHS Track & XC Teams
-AGHS Football Team
-AGHS AVID Program
-17 Strong Foundation
-Nipomo Track & XC Teams
-Kiwanas Club
-Arroyo Grande Lions Club
-Local Community Members
These collaborations strengthen our community bonds and collectively contribute to the success and impact of our initiatives.

All of our events to date have been successful from the aspects of popularity, community feedback and fiscal outcome. And all events we’ve had more than once have shown growth in participation.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

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

Grow the event to four total event days, and increase participation by 10%.

Expand marketing reach through spend
Host free pre event clinics to train skills and build awareness Secure event site for chosen dates
Reserve necessary vendors to include timing and music services Purchase all equipment, supplies and awards
Prep work from April-June includes above tasks
Compare entry data from 2023 to measure change in participation

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Objective # 2
Program/Service Objectives
Major Tasks to Complete To Achieve Associated Goal
Timeline
Evaluation Methodology
Objective # 3
Program/Service Objectives
Major Tasks to Complete To Achieve Associated Goal
Timeline
Evaluation Methodology
Increase Club Participation: Central Coast Peregrines Youth Track Club growth of 40% to influence more local athletes
Re-register club through United Stated Track & Field
Reserve training facility for all practices
Engage in free community track & field clinics to increase interest Increase ad and marketing budget to improve reach
Purchase more equipment to fully support increased number of athletes Prep for season is January-Feb, first practice late February. Season goes through ea Membership numbers to compare between 2023 season and 2024 season Goal is to increase program and athlete giving by 70% from 2023 Advertising opportunities to schools, student athletes and programs for our grant and scholarship guidelines
Collect submissions
Review and decide awards
Distribute grants and scholarships
February-June
Compare winter/spring 2024 winter/giving to spring 2023

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Program Service OUTPUTS:

Program Service OUTCOMES:

Peregrines
Number of athlete members: 50 (2023)
Number of athlete training sessions: 840
Number of Track Meet events competed in: 176
All Comers Meets
Number of participants served: 1200 (per summer)
Number of races/competitions run: 216 (per summer)
Giving & Scholarships
To distribute a total of $6800
Peregrines
-Dozens of children experiencing their first ever competition in track & field -Increased fitness, skills and confidence
-Community inspiration to increase individual physcial activity All Comers
-Hundreds of children introduced to a healthy sport they can do for life -Adult athletes given a local opportunity to continue competing -Community bonds strengthened with a fun and challenging shared event Giving & Scholarships
-Graduating high school students financial ability improved starting college -Recipient programs ability to do more for their athletes is improved

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:

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

II. CERTIFICATION:

Date: _______________ Signature: ______________________________ Executive Director or Designee
______________________________
Board of Director or Officer
Central Coast Athletics Foundation
12/13/23 Heath Owens
Adam Laurent

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Attachment B: Program/Service Information
D Briefly describe your organization and its mission.

E Summarize your proposed program or service.

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Thursday, December 15, 2023 addressed to:

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

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

Electronic signatures are accepted.

For questions please contact:

Andrew Perez
Planning Manager
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Brief description of the proposed program or service:

The Central Coast Seniors(CCS) is a 501 (c) 3 nonprofit dedicated to serving and supporting seniors (aged 50 years and above) in the 5-Cities area. The Central Coast Senior Center (CCSC) was founded by the CCS in 1990, born out of a need for a meeting space where local seniors could gather to recreate, socialize, receive information, services, and support.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:

List Area(s) Served by the Organization:

The CCSC provides a place for seniors to engage in social and recreational activities for a nominal participation fee ($2-$3 per class) for members and non-members alike. Current classes include: Tai Chi/exercise, yoga, line and square dance, ukulele, arts and crafts, Bingo, writer's group, clock and watch group, TOPS, and Bunco/games. The CCSC also holds a monthly luncheon, open to the community, which alternates entertainment with guest speakers focusing on topics of interest to seniors.

In addition to social and recreational activities, the CCSC is a hub of support and information for local seniors providing a place for free attorney consultation, health screenings, health insurance information (HICAP), food bank location, free medical equipment loan program, book loan, notary, and other special services and events. There are volunteers available weekdays at the center to provide information to seniors that walk-in or call. The CCSC provides the kitchen preparation area and dining space (for a nominal rental fee) for weekday lunches for participants of the senior nutrition program through Meals that Connect. The CCSC has a Facebook page and a monthly newsletter that help to provide information to the senior community.

The CCSC is a place where friendships are made and there are many immeasurable benefits from the comradery and connections that seniors make there.

The CCSC has an active and capable peer board that meets monthly. It has one part-time employee which is the office manager and many volunteers that help with the operation of the center. These include members who teach classes, help with answering phones and walk-ins, help with communication (i.e. FB page and newsletter), help with the medical equipment loan program, open and close the center, help with fundraising, help with luncheons, landscaping and other events.

The CCSC relies on program fees, membership dues, grants, donations, rental fees, and fundraisers to operate. The center currently has 365 dues paying members. Membership is not mandatory to participate or to receive support and some participants are non-members.

The following is our Mission and Diversity Statement: The Central Coast Senior Center (CCSC) provides a meeting place for people from all walks of life to connect, creating a welcoming environment for all. Diversity is at the core of our Vision, Mission, and Values. We are committed to an inclusive environment at the CCSC that fully represents many different cultures, backgrounds and viewpoints.

Arroyo Grande, Grover Beach, Oceano, Pismo Beach, and Shell Beach

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Summary of Program/Service
How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
x Description:

Please see Attachment A and B
155
Arroyo Grande CCSC members comprise 42% of the total CCSC membership (155 of 365 members). In addition, there are Arroyo Grande residents that benefit from the center who are not members.

Per the National Council on Aging (NCOA), senior centers are recognized by the Older Americans Act as a community focal point. According to the NCOA, research shows that compared with their peers who do not participate in senior centers, senior center participants have higher levels of health, social interaction, and life satisfaction. The City of Arroyo Grande members comprise a majority of the center's members and benefit greatly from the previously described programs and services of the CCSC.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

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

Number of Volunteers:
x Description:

According to the Census Reporter site, the median age in Arroyo Grande is 46.7 years which is reportedly about 25% higher than the rest of California. Approximately 45% of the population of Arroyo Grande is over 50 years. The seniors, who paved the way for the building of the CCSC did so borne out of a need and desire for a place where seniors could meet and receive support.

Seniors in Arroyo Grande do not have their own designated center however, they actively participate in and benefit from the CCSC.
01 approximately 25
The CCSC has a very active and capable membership and peer board that meet monthly. The CCSC has one part-time paid employee that is the office manager and many volunteers that help to operate the center. Volunteers help the general public access the CCSC, assist with teaching/leading classes, help with fundraising, open and close the building, help with building maintenance, assist at the monthly luncheons, and assist with landscaping. Several times per year the CCSC is entertained by volunteer musicians and singers from various entities. The CCSC also benefits from the ongoing volunteerism from other community groups and individuals such as HICAP, the law office of Johnson, Murphy ,and Jones, the Food Bank of SLO, the Kiwanis of Arroyo Grande and the Oceano Beach Community Association.

For over thirty years, the CCSC has provided very low cost recreational, educational, and vital services and supports to the 5-Cities senior communities. The center has done so through much volunteerism, donations, membership dues, fundraising, class fees, rental income, and grants from the County of San Luis Obispo. COVID-19 struck the center particularly hard and membership descended to 185 in 2022.

With decreased membership dues and a significant decline in program fee income, decreased fundraising ability, as well as an increase in expenditures such as utilities and supplies, the CCSC was experiencing monthly financial loss and had an overall loss of $17, 398.40 in 2022. (See Attachment C).

Through much increased effort in 2023 and a recruitment of new members to 365 as well as increased program fees, and increased fundraising, the CCSC is coming back financially stronger. In addition, in 2024, all monthly luncheon food will be donated by the Kiwanis of AG which will be another financial boon for the CCSC. The County of San Luis provided a grant for $2,300 in the 2023/24 fiscal year towards the cost of janitorial services. The CCSC would greatly benefit from receiving funding from the City of Arroyo Grande whose community it serves.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

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

Financial solvency to meet CCSC operational costs through 2024.

January 1, 2024- December 31, 2024
The CCSC will continue to offer classes, supports and services as outlined in Attachment A through 2024.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Program Service OUTPUTS:

Program Service OUTCOMES:

The CCSC will offer the classes, services and supports as outlined in Attachment A to all members (and nonmembers) who reside in Arroyo Grande (currently 155) through 2024. The CCSC will continue to provide a center where seniors from the 5-Cities can meet to recreate and receive services and supports.

The CCSC will maintain financial solvency though 2024. The CCSC's profit/loss ratio in 2024 will be will be less than 2022's ($17, 398.40).

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:

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

II. CERTIFICATION:

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COMMUNITY SERVICE GRANT APPLICATION 2023-24

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

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

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

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

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Thursday, December 15, 2023 addressed to:

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

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

Electronic signatures are accepted.

For questions please contact:

Andrew Perez
Planning Manager
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:

City: State: Zip:

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

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

Amount Received:

Tax ID Number:

Executive Director:

Email Address:

Phone Number:

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

Phone Number:

Program or Service Title:

Elm Street Dog Park Association P.O. Box 1623 Pismo Beach CA 93449 350 Elm Street Arroyo Grande CA 93420 2023 $10,575.00 Manuel Rios, ESDPA Board President Kathy E. Ream, ESDPA Board Secretary Elm Street Dog Park Maintenance & Improvements 18,760 ✔

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Brief description of the proposed program or service:

The purpose of the Elm Street Dog Park Maintenance & Improvements program is to obtain funding assistance for dog park expenses and to make improvements that will benefit the community and dog park patrons.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:

List Area(s) Served by the Organization: The Elm Street Dog Park is the only dog park in the Five Cities area. A free, public, fully fenced park, it has separate areas for large and small dogs. It is conveniently located next to a community park/playground. In 2022, the Elm Street Dog Park was selected as the best dog park in San Luis Obispo county.

Community services provided include:
- A safe, clean place for people and their dogs to have fun, relax, and socialize - Improvement of dog socialization, leading to better canine citizens - Interaction of children with dogs, teaching children and dogs good etiquette with each other - Building a tight-knit community
- Promotion of a healthly, active lifestyle for people of all ages - Promotion of vacines and training sessions for dogs through local providers The mission of the Elm Street Dog Park is to provide an off-leash park where where dogs and their caretakers will have a safe, fun, friendly, and well maintained area for recreation, exercise, and socialization.

Arroyo Grande
Grover Beach
Pismo Beach
Shell Beach
Oceano
Nipomo
San Luis Obispo
Visitors from other counties and states

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Summary of Program/Service
How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
• Description:

In order to retain current dog park patrons and obtain new, regular patrons, our proposal includes the following items to improve & maintain the Elm Street Dog Park.

Addition of 5 shade trees
Addition of new benches installed on concrete pads
Addition of 4 shade structures for benches
Mutt Mitts (for waste disposal), 1-year supply
Lawn maintenance in small dog park
High-quality wood chips for large dog park
Dog agility equipment
Sandbox (encourages dogs to dig in the sand versus the lawn) 1,800
The Elm Street Dog Park allows dogs to play off-leash or get exercise with their owners. Having a safe space to roam freely benefits the surrounding communities. Studies have shown that dog parks help to relieve stress and anxiety not only in dogs, but in people, too. The dog park compliments the City of Arroyo Grande's recreational activities for people and their dogs. Many people become friends at the dog park, fostering the sense of a tight community.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

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

Number of Volunteers:
• Description:

The local need for this program is determined by feedback received from Board members and patrons of the dog park. The Elm Street Dog Park is the only dog park in the Five Cities area; it needs to be maintained and improved to help retain existing patrons and to help obtain new visitors.
0 0
20 Elm Street Dog Park and a group of dedicated volunteers will take responsibility to successfully implement the proposed activities.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

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

Procure 5 shade trees, irrigation system, and timer. Volunteers will plant the trees. A licensed contractor will install the irrigation system.

Procure 4 benches and 4 shade structures. Pour concrete slabs for benches, install the benches and shade structures. The volunteers will perform labor tasks. May 2024 Observe the patrons and their dogs. Obtain feedback from patrons.

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Procure a 1-year supply of Mutt Mitts (for waste disposal).

Cover 1 year of lawn maintenance in the small dog park (contractor labor).

Procure and spread wood chips for the large dog park (volunteer effort). July 2024 The Mutt MItts will be evaluated by tracking inventory and usage. The lawn maintenance will be done by a licensed contractor and work will be monitored for quality. In regard to high-quality wood chips for the large park, patron feedback will be obtained.

The objective is to provide equipment to help dogs improve their mental and physical strength and endurance, as well as providing fun for the dogs and their families.

Procure dog agility equipment for the small and large dog parks. The volunteers will install the equipment. Procure a sturdy sandbox for the small dog park. This will encourage dogs to dig in the sandbox and not the lawn.

September
Observe the dogs as they use the equipment and obtain patron feedback.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Program Service OUTPUTS:

Program Service OUTCOMES:

Five new shade trees will be planted, including irrigation and timers. Four new benches and 4 new sun shades will be installed on concrete slabs. These items will provide sufficient seating for dog park patrons, as well as shade for people and their dogs. WIth a full supply of mutt mitts, the dispensors will be filled at all times to encourage proper waste disposal. The high-quality wood chips for the large dog area will be free of any harmful materials, will last longer, and will be better for the large dogs. State of the art agility equipment and a sandbox will provide exercise for the dogs and is fun for both dogs and people.

The City of Arroyo Grande's Elm Street community park will benefit from this program in that it will help to compliment the new playground and overall beautification of the park in general.

Patrons of the park will benefit by availability of more seating and shade, as well as the happiness of enjoying the dogs as they use the agility equipment and sandbox. Regular, professional maintenance of the lawn in the small dog park will help to keep it in pristine condition. High-quality wood chips in the large dog park will be paw-friendly and safe for dogs.

Procurement of the Mutt Mitts will help to ensure a sufficient supply and will encourage patrons to dispose of waste properly.

Including visitors to both the dog park and the Elm Street community park in general, it is estimated that 31% of residents will benefit from this program. This is based on approximately 4,000 visitors to the community park and 1,800 visitors to the dog park for a total of 5,800 residents annually. The estimated population of Arroyo Grande is 18,500.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:

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

II. CERTIFICATION:

Date: _______________ Signature: ______________________________ Executive Director or Designee
______________________________
Board of Director or Officer
Elm Street Dog Park Association 12/15/2023 Manuel Rios Kathy E. Ream ✔

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Shower the People (STP) is a non-profit all volunteer run organization whose mission is to provide access to a free hot shower to the homeless in our community. STP began its shower program in 2018 and except for the 2 months in 2020 that it was closed due to the pandemic the program has continued to steadily provide over 20,000 showers to the homeless in our South County and San Luis communities. STP currently provides showers 5 days a week. We have one location in Grover Beach and four locations in San Luis. The Community Service Grant funding will be used to fund our shower operations and will allow STP to continue with its current 5 day a week shower service.

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Shower the People (STP) is a Mobile Shower program that provides access to a free, hot shower to the homeless in our community. Currently STP has 5 busy shower sites that operate for 4 hours per day: People’s Kitchen inGrover Beach every Wednesday, SLO Library every Sunday, Church of Christ SLO every Saturday and Unitarian Universalist Church every Tuesday and Thursday.

The mobile shower trailer has three fully contained private shower units, each with a toilet, mirror and shower. Each guest is able to take a 15 minute shower after which the unit is thoroughly cleaned, sanitized and prepared by our volunteers for the next guest. Every shower guest receives a new T-shirt, new boxers, new socks, a toothbrush/toothpaste, comb, razor, and a 2oz bottle of hand sanitizer. We use biodegradable soap/shampoo. The towels and washcloths are provided to us every week by the Arroyo Grande Community Hospital.

STP is an all-volunteer program with no paid employees. Our volunteers range in ages from CalPoly students in their 20s through retirees in their 80s. Most of our volunteers work at the shower sites but some volunteer by helping us with other "behind the scenes" work. Our volunteers are a terrific group of folks who will tell you that they have observed what a difference a shower makes to folks who are unsheltered. A shower not only helps individuals to be clean and presentable but it also improves their mood and outlook on life. Being able to take a regular shower allows homeless individuals to better access jobs and other community services.

The mission of Shower the People is to provide access to a hot shower to the homeless in the community.

Shower the People has the advantage of being a mobile unit that can be located in areas where the homeless typically congregate. South County Peoples Kitchen in Grover Beach has been our main shower site since the day we opened in late 2017. The Kitchen serves a hot meal to the homeless every day at noon. STP stations itself at the site every Wednesday from 10:00 - 1:00pm. This is our 6th year of providing showers at this busy site.

Shower the People also has 4 sites in San Luis on Saturday, Sunday, Tuesday and Thursday. The amount of homeless in the city of SLO has grown in the last 3 years and the four shower sites are very active.

STP will have provided over 7,000 showers this year at our 5 sites. That is the most we have ever provided in one year. The need for showers has grown and we see it throughout all of our sites.

STP is always on the lookout for new locations and partners. We have formed strong, positive relationships with our local churches, the cities and law enforcement agencies in our County.

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Our shower sites are welcoming, safe, clean and reliable places for both our volunteers and for our shower guests. As an organization Shower the People only provides showers, but our sites have attracted other homeless service providers, and community members who provide food, free haircuts, and clothing to the homeless. The County Nurse Navigator attends two of our sites, in Grover one in SLO, and helps the homeless with obtaining insurance and getting them needed health services. Once a month Vituity has a pop-up medical clinic at our Library site, offering free medical care and follow up with on-site physicians and nurses. Dignity Health Street Outreach visits our Grover site once a month providing both medical and social services to the homeless.

Public Health has come to all of our sites and offered free COVID vaccines to the homeless.

The 2022 Point-In-Time census of the Homeless listed 1,448 individuals experiencing homelessness in San Luis Obispo County. 80% of these were unsheltered. 115 unsheltered were located in Arroyo Grande, Grover Beach and Pismo. 248 of the unsheltered were in San Luis.

We have found that the amount of homeless individuals accessing our shower program has significantly increased since the beginning of the COVID pandemic in 2020.

There are a limited amount of public showers and bathrooms available to the unsheltered in our community. Offering a person the opportunity to shower is a simple step to improve that individual’s life. Feeling clean and presentable allows the unsheltered to take part in the multiple services that are provided for the homeless in our communities. Being clean better allows folks to access stores, churches, apply for jobs or training opportunities, to find housing or to return to their family. Our hope is that a regular hot shower helps keep our unsheltered from getting and spreading illness.

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Shower the People keeps daily data at all of our sites on the number of showers given and the gender and age of those accessing our site. In 2023, January through November, STP has provided access to showers to 1,012 individuals at our People's Kitchen site in Grover Beach. 79 were veterans, 802 were males and 210 were women.

We share the data we collect with our local cities and the County as well as the churches and donors who support our program.
00 38
Shower the People is an all-volunteer program with no paid staff. Currently we have 38 volunteers. Most volunteers work at our shower sites, but other key folks help in numerous ways; by ordering and storing the products we give away, maintaining our trailer and van, working on communications and our social media, and by collecting and formatting our data.

Each shower site has a Driver, Supervisor, Intake person and 3 Cleaners. All of our volunteers have access to and have read our Volunteer Handbook and Operations Manual. They are also buddied with an experienced volunteer. STP provides a De-escalation training for all volunteers annually.

Shower the People is governed by a Board of Directors made up of 9 members of our community.

We provide volunteer speakers to talk about our work to local clubs and churches. We love being part of our local fairs and parades. We have been a successful and trusted organization since we first started offering showers.

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The 2023-24 goal of Shower the People is to continue our shower program serving the homeless at our current sites. Our goal is always to provide a shower to anyone who wants one.

STP is always assessing if there is a need for an additional site. If we start turning a consistent amount of individuals away because of our program's time constraints we will again address adding an additional site. We partner with churches, cities and the county in finding sites for our program.

FY 2023-24
STP will provide half-yearly data updates informing the city of the number of showers given per site, and the gender, veteran’s status and age of our shower guests.

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12/7/23 Gwen Watkins
Gwen Watkins, President
✔

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SHOWER THE PEOPLE
Anticipated Funding for 2024
City of San Luis Obispo - $25,000
City of Arroyo Grande - $10,000
City of Pismo Beach - $5,000
Unitarian Universalist Church - $2,000
St. Patrick’s Catholic Church - $1,300
St. Barnabas Presbyterian Church - $1,500
1st Presbyterian Church of SLO - $1,000
United Church of Christ SLO - $500
Nipomo Community Church - $250
St. Steven’s Church - $300
Congregation Beth David - $500
Individual Donations – unknown
San Luis Obispo County Human Relation’s Grant - $30,000

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Shower the People
Board of Directors
Gwen Watkins President of the Board
Arroyo Grande, 93420
x Retired
o RN Stanford Children’s Hospital (Lucile Packard) for 35 years Nurse Administrator for Stanford (Packard) Children’s Clinics Senior Project Manager for Stanford Children’s Hospital (Packard) – Administrator
Gary Petersen Board Treasurer
Arroyo Grande, 93420
x Retired
o Pacific Gas and Electric Nuclear Power Operations (25 years) x Current
o Founding Board member and Treasurer of The Family Center, Arroyo Grande o South County People’s Kitchen Team Member
Jean Conde, Board Secretary
Arroyo Grande 93420
x Dean of Students, Notre Dame de Namur University, Belmont, CA, Retired x Director of Housing and Residential Life, Cal State Stanislaus, Retired Sue Andersen Board Member
Nipomo, 93444
x President and CEO of Dignity Health – Present
o Arroyo Grande Community Hospital
o Marian Regional Medical Center
Aracelli Astorga, Board Member
Arroyo Grande, 93420
x Assistant Director of Libraries
x County of San Luis Obispo Public Libraries, San Luis Obispo, CA x 2017 - Present

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Shower the People
Board of Directors
Rick Grether, Operations Manager and Board Member
Shell Beach, 93449
x Retired
o Pilot for United Airlines
x Current
o Manages trailer- van operations for Shower the People including all mechanical work, driver training.

Luke Rawlings MD, Board Member
San Luis Obispo 93401
x Dignity Health Marian Regional Hospital, staff physician - Present x Physician member of Dignity Health Street Medicine Team - Present x Emergency Room – Mee Memorial Hospital, King City – Present Michael Kaplan, Board Member
San Luis Obispo 93401
x Community Engagement Director, Transitions-Mental Health Association – Present Daisy Wiberg, Board Member
San Luis Obispo 93401
x Homelessness Response Manager, City of San Luis Obispo - Present

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SLO CASA trains and supervises volunteers to serve as advocates for foster youth. CASA volunteers proivde critical support and advocacy to child victims of abuse and neglect by attending court dates, weekly visits, and ensuring their social, emotinal, medical an academic needs are met while they are in foster care.

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CASA volunteers are trained to gather information and focus their advocacy to cover the needs of the whole child, including placement, physical and mental health, education, permanency, and well-being. In 2023, all 175 volunteers received coaching and ongoing support from one of SLO CASA's Advocate Supervisors.

Other key activities for 2023 included recruiting, screening, training, and swearing-in 46 new CASA volunteers, continuing to expand our Infant and Toddler program and Mentor program, delivering 12 "in-service" trainings provided by local service agency experts, and identifying additional training and support needed for volunteers who are serving especially high-risk children and youth.

CASA of San Luis Obispo County (SLO CASA) advocates for the best interests of abused and neglected children within the court system. CASA recruits, trains, and supervises volunteers who advocate for this vulnerable population with the goal of ensuring that each and every child grows up in a safe, nurturing, and permanent home.

We are committed to providing a trained and competent CASA volunteer for every abused and neglected child in the foster care system in San Luis Obispo County who wants or needs one.

SLO CASA is accredited by the National CASA/GAL Association, and designated by the San Luis Obispo Superior Court, to serve all children and youth who are subject to the jurisdiction of the Juvenile Dependency Court in San Luis Obispo county and ordered to be placed in foster care. While the majority of children are placed with relatives or foster parents in communities within the county, a small percentage of children are placed outside of the county. Our volunteers almost exclusively live and work in the county, and in 2023, approximately 11% of them resided in Arroyo Grande.

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A CASA volunteer is often the most stable adult in an abused child's life. Volunteers come from all walks of life and are trained to review records, research information and talk to everyone involved in the child's life: social workers, attorneys, judges, parents, teachers, family members and, of course, the children themselves, who benefit from having a consistent, caring adult mentor and role model;
Interviewing and Training New CASA Advocate Volunteers:

All of SLO CASA's child advocates are volunteers; they are the foundation of our work to serve marginalized victims of child abuse and neglect. Volunteers are required to attend an information session, submit a detailed application and three references, be fingerprinted and screened via an extensive background check, and interviewed by CASA staff. Only those who pass the interview and screening are admitted into one of our training classes. Applicants who are admitted to one of our training classes are required to complete 40 hours of in-person and online training. A critical component of this training is learning how to use a strengths-based and trauma-informed approach when working with children and families in crisis.

When trainees have completed training, they are sworn in as officers of the SLO County dependency court and assigned to a child or sibling group. Under the supervision of their Advocate Supervisor, a CASA volunteer provides one-on-one support for children and youth throughout the life of their child welfare case.
28 SLO CASA provides many benefits to the community. By meeting the needs of youth in foster care, they are more likely to become healthy, well-adjusted contributing members of the community. Youth with a CASA have better outcomes in school, better behavioral outcomes, and fewer foster placements. Adults in AG benefit from the opportunity to gain training and take on a volunteer position that has a profound impact on the life of a vulnerable child.

In 2023, our Program Team supported 175 volunteers assigned to 234 children in the foster care system in SLO County, approximately 12% of these children resided in Arroyo Grande. Our volunteers almost exclusively live and work in the county, and in 2023, approximately 11% of them resided in Arroyo Grande.

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Every child who is in foster care needs a CASA advocate to be a consistent and caring adult during a traumatic chapter in their young lives. The local dependency court judge is responsible for assigning children to a CASA volunteer when they are detained from their homes for severe abuse or neglect.

When trainees have completed training, they are sworn in as officers of the SLO County dependency court and assigned to a child or sibling group. Assignment is based on a number of considerations, including age, gender and geographical preferences. However, the needs of each individual child are the most important consideration.

While it has always been the case that a percentage of the children we serve have had special needs and required more intensive services, changees in state and federal law, as well as societal trends ದ such as the rise in opiod addiction and overdoses ದ have led to an increase in the number of high-risk children.
12 3
175
SLO CASA was founded in 1993 and has 30 years of experience recruiting, training, and supervising volunteers whose goal is to ensure that victims of child abuse and neglect grow up in a safe, nurturing, and permanent home. SLO CASA is an accredited member of the National CASA/GAL Association and recently passed an extensive National CASA/GAL assessment.

For our staff, we have adopted a values statement that includes teamwork, integrity, a spirit of cooperation with community agencies, and a child-centered and child respectful approach to our mission. We are committed to creating an efficient and effective organization that is financially viable, professionally credible and visible, and reliably and consistently excellent. For our volunteers, we have identified eight building blocks that represent common skills that our strongest advocates
SLO CASA completes rigorous external financial audits annually to ensure we are fiscally responsible and in compliance with all Generally Accepted Accounting Principles (GAAP). To date, we have never had any significant audit findings and our fiscal systems reflect best practices.

SLO CASA is a well-established local non-profit with a 30 year history of serving our county's most vulnerable children.

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50 New CASA Volunteers in FY23-24
Recruit, screen and interview applicants; Deliver 40 hours of initial training; Swear-in new volunteers as officers of the court; Assign to foster children and youth. 7/1/2023 - 6/30/2024
Interview and background checks passed; Completion of all training requirements; No "red flags"/ready to be assigned to case; Successful first 90 days in assignment

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In 2023, we held 22 Information Sessions attended by 84 community members and interviewed 57 applicants. We trained 46 new CASA volunteer. Our Program Team supported 175 volunteers assigned to 234 children in the foster care system in SLO County, approximately 12% of whom resided in Arroyo Grande.

For 2024, we are continuing with an in-office format in order to better equip our new CASA volunteers and to provide a better sense of community. We have scheduled bi-weekly information sessions and 4 initial training sessions for 2024, with the goal of again swearing in and supporting 50 new CASA volunteers who will be assigned to approximately 75 children in the foster care system in San Luis Obispo county.

As noted above, CASA volunteers are trained to gather information and focus their advocacy (primarily in reports to the court) to cover the needs of the whole child, including physical and mental health, education, permanency, and wellbeing.

Retention of trained, experienced, and competent volunteers is a top priority for SLO CASA.

After a case closes, CASA staff work with the volunteer to identify another child to be assigned to them. In 2023, volunteers stayed with our program for an average of 38.85 months.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24

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

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

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

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Thursday, December 15, 2023 addressed to:

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

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

Electronic signatures are accepted.

For questions please contact:

Andrew Perez
Planning Manager
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Brief description of the proposed program or service:

We will continue to serve free noontime meals, with frozen meals for weekends and holidays, to any senior in Arroyo Grande who requests our service. We will offer congregate dining at our dining site in Oceano, and we will deliver meals to homebound seniors in Arroyo Grande.

Currently, about 80% of our clients receive home-delivered meals.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:

List Area(s) Served by the Organization: Meals That Connect provides free congregate or home-delivered meals to seniors age 60 and over. All food is prepared in bulk in our central kitchen in San Luis Obispo then delivered in refrigerated trucks to our dining sites. In Arroyo Grande, the meals are prepared for home delivery at the Central Coast Senior Center in Oceano and delivered by volunteers to seniors in Arroyo Grande. In addition to meals, our congregate and home-delivery programs give our senior clients friendly social contact, and our regular assessments of clients provide a safety net. Our newsletter provides nutrition and self-care information for clients and volunteers. We serve meals five days a week plus frozen meals for the weekends and holidays. Our program staff includes our executive director, the kitchen manager, a registered dietitian, plus office, support, and kitchen staff. We are overseen by a volunteer board of directors.

We will enhance health, restore dignity, support independence, and reduce isolation for every San Luis Obispo County resident in need who is at least 60 years of age by providing meaningful connections and free noon-time meals delivered to community dining sites or at home.

Our program operates 8 dining sites county-wide: Paso Robles, Atascadero, San Luis Obispo, Cambria, Morro Bay, Los Osos, Oceano (serving Arroyo Grande), and Nipomo.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Summary of Program/Service
How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
• Description:

Senior Nutrition Program/Meals That Connect has been serving the seniors in SLO County as a registered 501(c)(3) nonprofit since 1991. Our paid staff includes the executive director, kitchen manager, registered dietitian, bookkeeper, office staff, cooks, drivers, and site managers. We are overseen by a volunteer board of directors. We rely on over 400 volunteers to deliver meals to seniors and to help pack out meals at the dining sites. Our monthly menus are created by our dietitian and approved by the Area Agency on Aging.
201
Our program is currently providing free congregate or home-delivered noontime meals to over 200 seniors in Arroyo Grande. By addressing the nutritional needs of this vulnerable population, we can enhance their overall well-being, promote healthy aging, and foster a sense of community connection. These meals help seniors stay healthy and independent and allow them to stay in their own homes longer, keeping them out of care facilities. We also provided meals to the spouses or other caregivers of our clients, relieving them of some of the work of caregiving.

Our program is alleviating food insecurity and financial insecurity among vulnerable seniors, while keeping them safe in their homes.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

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

Number of Volunteers:
• Description:

Seniors can access our program in several ways. They can call our office to request our meals.

Many clients are referred to us by other agencies, including home health services, hospitals, and doctors’ offices. The local need is determined largely by the demand for meals and the number of seniors who request and rely on our meal deliveries. And we know that this need is growing.

Data from 2021 shows that San Luis Obispo County has a higher percentage of residents over 65 (20%) than either the state (14%) or national (16%) averages. This aging population will increasingly rely on programs such as MTC. We also know that among our clients, over one-third are living at or below the poverty level, and nearly half are living alone. The local newspaper the Tribune recently reported that food insecurity in all age groups is increasing in the county, and we know that seniors are at greater risk of food insecurity than other groups. By providing healthy nutritious meals, social contact, and daily visits by volunteers, our program is addressing the social isolation and food insecurity of our senior clients. 12 30 448
Senior Nutrition Program/Meals That Connect has been serving the seniors in SLO County as a registered 501(c)(3) nonprofit since 1991. Our paid staff includes the executive director, kitchen manager, registered dietitian, bookkeeper, office and support staff, cooks, drivers, and site managers. We are overseen by a volunteer board of directors. We rely on over 400 volunteers to deliver meals to seniors and to help pack out meals at the dining sites. Our monthly menus are approved by the Area Agency on Aging. We have a proven record of successfully carrying out our mission.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

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

F. Outcomes show the quality of the performance and answer the questions: who is better off by providing this program or service? What percentage of residents are assisted or are benefitting from this program or service?
Objective # 1
Program/Service Objectives
Major Tasks to Complete To Achieve Associated Goal
Timeline
Evaluation Methodology
Enhancing Senior Well-being through nutritious Meals in Arroyo Grande Provide a total of 19,000 nutritious meals to senior residents of Arroyo Grande, with a dual focus on both congregate dining and homebound seniors. By addressing the nutritional needs of this vulnerable population, we aim to enhance their overall well-being, promote healthy aging, and foster a sense of community connection.

The Program Nutritionist and Kitchen Director will design monthly menus to ensure each meal contains 1/3rd of the recommended dietary intake.

Drivers from the central kitchen will deliver meals to the dining site where congregate senior diners will eat or the meals will be delivered to homebound seniors FY 2023-24
Number of meals served to Arroyo Grande senior residents will be tracked in the Wellsky Aging & Disabilty software program.

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Staff will conduct home visits and health assessment to evaluate the overall health status of seniors and their living situation.

FY 2023-24
Review of client surveys and reports
Maintain High Standard of Health and Safety at Dining Site Program nutritionist will conduct comprehensive health inspections at the Arroyo Grande dining site on a quarterly basis.

Evaluate adherence to food safety protocols, including storage, preparation, and serving processes.

Ensure compliance with local health regulations and standards to guarantee the highest level of safety for seniors.

FY 2023-24
Review report's accuracy

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Program Service OUTPUTS:

Program Service OUTCOMES:

1. Meal Preparation and Service:

MTC will prepare and serve 19,000 nutritious meals to over 200 clients in Arroyo Grande. Meals will be delivered to homebound seniors' homes by trained volunteers, ensuring accessibility to those unable to visit congregate dining sites.Seniors not homebound will be served at the congregate dining site, fostering a communal atmosphere and social interaction.

2. Client Assessment for Daily Life Changes:

All active clients will undergo an initial assessment at the beginning of the fiscal year to identify changes in their daily life.Homebound clients will undergo assessments four times a year to monitor changes in their needs and well-being.

3. Health and Safety Standards Maintenance:

MTC will maintain a high standard of health and safety by conducting quarterly health inspections at the dining site serving Arroyo Grande residents. Regular health inspections will be carried out to assess and uphold food safety protocols, cleanliness, and adherence to health regulations.

1. Meal Preparation and Service:

Seniors receiving daily nutritious meals are expected to exhibit improved health compared to their counterparts who do not receive such meals..

2.Client Assessment for Daily Life Changes:

Seniors participating in assessments, referral services, and nutritional education are expected to have a better chance of extending good health and a reduced likelihood of experiencing depression.

3.Health and Safety Standards Maintance:

Maintain a 100% pass rate for health inspections, demonstrating the program's commitment to ensuring the highest standards of health and safety at all dining sites. The goal is to ensure the dining site operates in a safe and sanitary manner, promoting the well-being of all seniors participating in the program.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:

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

II. CERTIFICATION:

Date: __12/14/23_____ Signature: __ _______
Executive Director or Designee
_ ______
Board of Director or Officer
Senior Nutrition Program ✔

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Attachment B: Program/Service Information
D Briefly describe your organization and its mission.

E Summarize your proposed program or service.

Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Thursday, December 15, 2023 addressed to:

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

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

Electronic signatures are accepted.

For questions please contact:

Andrew Perez
Planning Manager
(805) 473-5425
[email protected]

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Brief description of the proposed program or service:

TalentDreams is a support program for adolescents. We provide an online mentoring platform free of charge for ages 15-22.

Our goal is to make mentoring and leadership resources easily accessible. We want to help educate, challenge, inspire, and support the youth and young adults of our community.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT B: PROGRAM/SERVICE INFORMATION
Organization Description (include summary of community services provided):

Mission Statement:

Program or Service Summary:

List Area(s) Served by the Organization:

TalentDreams was started by a small group of like-minded individuals who believe that where we come from and the resources we have to work with, play a critical role in how we overcome adversity, work through challenges, and approach decision-making. And the reality is, not all of us have the same access to resources as the next person.

TalentDreams is committed to leveling the playing field and providing that access to anyone who wants it. Like the City of Arroyo Grande, TalentDreams values specialized social services and educational programs that help young people thrive in our community.

Our board and staff is comprised of teachers, professors, and administrators, local business owners, and corporate executives. We chose to build an online platform, because that's where adolescents spend so much of their time– we're meeting them where they already are, using a format they're very comfortable with.

We know that community and purpose play a key role in a young person's life, and that having access to mentors can make a huge difference in the lives and development of our youth and young adults. We want everyone to have an equal chance of achieving their potential regardless of gender, race, background or any other factor.

Particularly we are here for those tackling the challenges, trials, and tribulations adolescence and early adulthood can often bring. Our goal is to help today's youth and young adults develop into their future potential. Through our mission, we strive to empower the youth of our community to tap into their potential and develop the confidence and skills to become the leaders they were born to be.

To inspire, enrich, and mentor young people so they can discover, embrace and express their talent and pursue their dreams.

San Luis Obispo County

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Summary of Program/Service
How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served:
x Description:

TalentDreams is an online mentoring platform that connects members with mentors. Members are ages 15-22, and we call them Dreamers. Mentors come from all walks of life and we call them Champions. Champions are amazing resources for our Dreamers to tap into and learn from.

The benefits of having a mentor are well documented. Young adults who have had a mentor are over twice as likely to demonstrate leadership in their life and this manifests later in their careers as well. High-risk youth are almost twice as likely to graduate high school. Almost 90% of youth who have been mentored, go on to be a mentor themselves.

The benefits of mentoring are many. According to Cavell, DuBois, Karcher, Keller, & Rhodes article, Strengthening Mentoring Opportunities for At-Risk Youth (2009), youth who have a mentor have higher graduation rates, healthier relationships and lifestyle choices, better attitude about school, higher college enrollment rates and higher educational aspirations, enhanced self-esteem and self-confidence.

Only 3% of youth in mentoring programs are served via e-mentoring programming. In From Crisis into Capacity (2017) the authors, Garringer, McQuillin, & McDaniel, write, "e-mentoring as an exciting new frontier in the growth of the mentoring movement."
TalentDreams is the pioneer and trailblazer in making e-mentoring programming widely available! Imagine what having access to an entire roster of incredible mentors can do! That’s what TalentDreams provides adolescents… access to a tremendous pool of resources they can tap into.

The premise of TalentDreams is simple: a single conversation can change a life. 4,000
USA News reported that Arroyo Grande High School (AGHS) has 52% of students economically disadvantaged. According to the Public School Review, AGHS scored 42% lower in math scores and 37% lower in reading scores than SLOHS.

Since the pandemic, youth and young adults have suffered dramatically. According to the American Psychological Association (APA), no other generation has had higher levels of anxiety than people between the ages of 13-23. For those 18-23, more than 7 in 10 describe themselves as miserable or unhappy (depressed). According to The Washington Post, 44% of high school students admitted persistent feelings of sadness and hopelessness, and 20% reported considering suicide. Arroyo Grande has a high school filled with students who can benefit from TalentDreams. And the general population in these age ranges certainly can as well.

The CDC reported in the 2019 Youth Risk Behavior Survey that 29% of high school students drank alcohol in the past 30 days. Alcohol is a leading cause of death among people under 21, and suicide is the 3rd leading cause of death. The National Center for Drug & Alcohol Abuse says opioid deaths increased 500% for 15-19 since 1999.

Any youth or student who signs up will have access to TalentDreams at no cost to them.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
How is local need for this program or service determined? Describe your organizational capacity to successfully carry out the proposed activities.

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

Number of Volunteers:
x Description:

AIM Youth Mental Health invited high school student volunteers in San Luis Obispo County to take part in AIM Ideas Lab: a Youth Participatory Action Research project focused on mental health advocacy. This program ran from February 26 - April 13, 2023. The survey was completed by 14-18 year-olds and in collaboration with Lucia Mar Unified School District and Arroyo Grande High School.

Of the teenager participants surveyed, 73% said it was important to address the mental health of teens. When asked if any of their friends had suffered from anxiety, 86% responded they had. When asked the same about depression, 76% had, and when asked about low self-esteem, 72% had. And 40% suffered from addiction. The survey shows across the board, our local teens have a tremendous need for support.

TalentDreams is helping to solve for this by connecting Dreamers (15-22) with Champions (mentors) who have skills and experiences the youth and young adults in our community can gain knowledge and learn from.

AIM Ideas Lab 2023 SLO County Research Report.pdf
AIM Youth Survey 2023
AIM Ideas Lab - AIM Youth Mental Health
15 10
Our early pilot program has proved extremely successful with tremendous feedback on the value of the service. Below you can see what people have to say, from students in the program to their parents and educators:
"I was able to connect several times with a Champion from TalentDreams. It was nice to get another perspective in addition to my parents and teachers. Hearing about his experience helped me realize I wasn't alone in the way I was feeling. The way he challenged me with simple questions, helped me think about certain things differently. For me, TalentDreams is a great opportunity to connect with amazing resources I wouldn't otherwise have access to." Student, Arroyo Grande High School
"I have seen the value first-hand of mentorship opportunities. Mentors provide guidance, support, and potential career opportunities for our students. I appreciate programs that look at the whole child and find ways to help that student shine." Career Counselor at Nipomo High School
We had our Inaugural Jamboree sponsored by Miner's Hardware at Camp Arroyo Grande in September. There was tremendous support shown by local restaurants, wineries, and merchants providing incredible donations. We were able to create public awareness with our young speakers who have experienced the power of TalentDreams.

SLO Community Foundation gave us a grant and Mine's Hardware, a local business that has been serving the community for 40+ years, has continued to support us for two years in a row.

We were recently on the Dave Congalton Radio show on KVEC, and KSBY interviewed us for a segment in the evening news.

Below are links to these, as well as to short video of one young member sharing the positive impact TalentDreams has had on them.

Dave Congalton Show
Hometown Radio 09/05/23 3p: Spotlight on the TalentDreams mentoring program – KVEC-AM KSBY interview
TalentDreams is interviewed by KSBY just before our inaugural Jamboree [2023] Member/Mentee Speakers
Speaker: A Dreamer Currently in High School Shares His Experience at our Inaugural Jamboree

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT C: SCOPE/WORK PLAN AND BUDGET WORKSHEET
Scope of Work or Work Plan
When completing this worksheet, refer to the following questions:

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

Provide public awareness to youth, young adults, parents, educators, and the general community. We are doing this by presenting at service clubs, school events, and events at local venues.

Ongoing as youth and young adults meet with mentors and get guidance in areas of need.

Feedback from the Mentors and Mentees
(interviews and surveys completed upon the completion of each session) The results are evident in the lives of the young people we have served and what the adults are telling us about the positive impact of the program.

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Hire a professional video company to make 5 videos.

Video 1: Founder sharing what TalentDreams is about
Video 2: Mentor sharing their experience being a mentor for TalentDreams Video 3: Young person sharing their experience being a mentee with TalentDreams Video 4: Parent sharing the positive impact TalentDreams has had on their child Video 5: Educator sharing the positive impact TalentDreams has on students Immediately following their completion, allowing the public to see the powerful impact TalentDreams has on young people.

The results will come from the input we get from people about how the videos helped them understand TalentDreams and what we are doing to make a positive impact in the community.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
Program Service OUTPUTS:

Program Service OUTCOMES:

We will continue to expand our public outreach through various events and presentations at local schools including Arroyo Grande High School, Nipomo High School, Central Coast New Tech, Cuesta College, and Cal Poly with the goal of bringing more youth and young adults into the program.

We will be participating at the Boys & Girls Club South San Luis Obispo Resource Fair April 14, 2024. This is a huge event that we have been invited to participate in. We will have a booth with the goal of sharing with young people and their parents what TalentDreams is about.

We’ll be having our annual Jamboree at Camp Arroyo Grande in 2024. We expect this event to be even more successful than last year with the same goal of bringing public awareness through program participants sharing their experience working with TalentDreams and the goal of fundraising to help run and build our organization.

The benefits of TalentDreams are far-reaching! Mentees have told us what a powerful impact TalentDreams has had on them and the direction their lives have taken. Parents echo these words. Educators have told us that what we are doing is deeply needed; not just for the student but for the parents and educators, as well. Because youth everywhere need all the help they can get. TalentDreams becomes the third leg of a stool. You have Family and Educators to help young people, and TalentDreams can work hand in hand with both of those in supporting our youth.

The percentage of residents who benefit from TalentDreams are the approximately 4,000 high school students in our Five Cities area, as well as college students. Of course the parents and educators benefit, too. Just knowing TalentDreams is here to assist, helps parents feel they have the extra support they need. Local educators are thrilled to have TalentDreams as a resource they can share with their students.

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COMMUNITY SERVICE GRANT APPLICATION 2023-24
ATTACHMENT E: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:

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

II. CERTIFICATION:

Date: _______________ Signature: ______________________________ Executive Director or Designee
______________________________
Board of Director or Officer
TalentDreams
12/12/2023 Lili Sinclaire
Andrew Elliott
✔

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Arroyo Grande City CouncilFebruary 13, 2024

Arroyo Grande City Council
February 13, 2024