Arroyo Grande City Council
March 11, 2025

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the goals of the program/project:

How is the program or service beneficial to Arroyo Grande residents? Number of AG Residents Served by this Program This Year:

Estimated Number of AG Residents Served by this Program Next Year:

Explain How the Number of Residents Served by the Program is Determined:

Our program goal is to improve school attendance and participation by enabling students to attend school without feeling self-conscious or out of place due to a lack of proper clothing.

Operation School Bell was created with the belief that when children go to school feeling confident about their appearance, it results in a more successful academic and social experience.

To access learning students must have their basic needs met: food, clothing and shelter.

Operation School Bell provides a most basic need - clothing. Education is the primary tool for children to lift themselves from poverty, fulfill their potential, and become contributing members of society. The small investment of $150 or $200 can provide a life-long positive difference in the future of an impoverished student.
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The total number of students to be clothed is determined by our Operating Budget. We then calculate a percentage of disadvantaged students of the total that are in each school district and each school. We serve more students from the Lucia Mar Unified School District that any other district in the County by more than 200 students.
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COMMUNITY SERVICE GRANT APPLICATION 2024-25
How is the local need for this program or service determined? Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:

Describe your organization’s ability to successfully carry out the proposed activities Each fiscal year Assistance League accesses statistics on the number of students eligible for the Free and Reduced Lunch Program for San Luis Obispo County through the California Department of Education Website. We record the number of students from each school by grade in the County who are eligible for this program. Those figures determined that in the 2023-24 fiscal year 53% of all Kindergarten - 12th grade students were eligible for the Free and Reduced Lunch Program. That is an increase from 45% for the previous years. There is an overwhelming need.
zero zero
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During our 29-year history, we have met our Operating Budget goal of clothing the projected number of students with the exception of the pandemic. We have a strong Board of Directors and Membership dedicated to our mission. Over the years, we have willingly made changes necessary to our processes, program and goals to meet the needs of the students and the resources available to our chapter.

The many committees in our chapter have dedicated thousands of volunteer hours to clothe students, raise funds and maintain the business of our Thrift Store. These committee, with the guidance and support of our Board of Directors are the heart and soul of our chapter and work throughout the year raising revenue, clothing students and operating our Thrift Store.

Once again this year, we have maintained our Platinum Transparency rating on Candid formerly GuideStar.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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.

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
The goal for the 2024-25 school year is that 2,200 Kindergarten - 12th grade students in need, living and attending school in San Luis Obispo County will have been clothed through Operation School Bell.

1. Create annual Chapter Budget

2.Coordinate with Kohl's and Old Navy

3. The chapter liaisons communicate with all schools and provide them with the number of referrals.

4. Operation School Bell dates are determined

5. Clothing sessions are held 2-3 times a week.

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

2. Clothing dates have been scheduled with the stores.

3. The school personnel have been provided with the number of referrals.

4. Clothing referrals for students have been created with date, time and place of appointment.

5. Students have been clothed as scheduled.

1. January - April 2024, 2. August 2024 - May 2025, 3.August 2024 - May 2025, 4. August 2024-May 2025, 5.August 2024 -May 2025

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Program Service OUTPUTS:

Program Service OUTCOMES:
2,200 Kindergarten - 12th grade students in need, living and attending school in San Luis Obispo County will have received new school-appropriate clothing, a dental hygiene kit, a gradeappropriate book of their choosing, and a tote filled with grade-appropriate school supplies through Operation School Bell and its sub-programs. The cost of clothing each K - 5th grade student is $150. The cost of clothing each 6- 12th grade student is $200.

The number of students clothed with their grade, gender, school, school district, and city of residence will be recorded in our Assistance League program database which allows us to accurately monitor these statistics.

In March of 2024, our chapter conducted a Measured Outcomes Survey for the seventh year which was sent to school personnel in all ten school districts to determine the impact of Operation School Bell® on their students.

76.4% reported students’ participation in Operation School Bell had a positive effect on classroom behavior,

89.1% reported students’ participation in Operation School Bell had a positive effect on student confidence,
100 % reported that Operation School Bell serves a high priority need in their school.

Of the more than 5,800 students identified as living in poverty in the Lucia Mar Unified School District, Operation School Bell will clothe 12.5% of these students.

ARROYO GRANDE COMMUNITY SERVICE GRANT PROGRAM

GRANT APPLICATION
FISCAL YEAR 2024-25

PROGRAM DESCRIPTION
The 2024-25 Arroyo Grande 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 that benefiting Arroyo Grande citizens. Grants will be awarded in minimum amounts of not less than $250.

Funding for 2024-25 Community Service Grant Program is $75,000.

ELIGIBILITY STANDARDS
To be eligible to apply for grant monies under the City's 2024-25 Community Service Grant Program, a community organization must satisfy the following standards:
• Operate as a non-profit 501c3;
• Serve the Arroyo Grande community;
• Use funds to directly provide* a social service, educational, cultural, beautification, or recreation program or project to Arroyo Grande residents and/or businesses; • Not restrict participants based upon race, religion, gender, sexual orientation, marital status, national origin, ancestry, disability, medical condition, or age; and • Not use grant monies specifically for 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.

Please provide all required information. Incomplete applications will be disqualified.

APPLICATION PROCESS AND DEADLINE:

All interested non-profit organizations must complete an application form, including the following:

1. Section A: Cover Sheet
a. Organization/Agency Name (applicant is required to list the local branch if it represents a national or statewide organization)
b. Program or Service Title
c. Executive Director and Program Contact Person (if different) d. Physical Address and Mailing Address (if different)
e. Phone Number
f. Email Address(es)
g. Amount of funds being requested
h. If applicable, funds received in prior year (or most recent year when funds were received)
i. A description of the proposed program or service

COMMUNITY SERVICE GRANT APPLICATION 2024-25

2. Section 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. Section C: Scope of Work or Work Plan and Budget Worksheet

4. Section D: 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 12, 2024 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.

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.

Organizations that are awarded a grant will enter into an agreement with the City of Arroyo Grande establishing the terms and conditions of the grant. A sample agreement can be found on the City’s website.

For questions please contact:

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

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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: $ 5,000
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:

CASA of San Luis Obispo County
P.O. Box 1168
San Luis Obispo CA 93406
75 Higuera St., Ste. 180
San Luis Obispo CA 93401
2023-2024
$5,000
Marina Bernheimer
Katrina Cathcart
General CASA Program Support

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the program or service to be funded by the Community Service Grant, including how the program/service creates a unique, positive, and valuable impact on the community and outreach efforts to publicize this program:
(Attach up to one additional page total, if necessary)
CASA’s program is committed to providing a trained and competent CASA volunteer to serve as advocates for every abused and neglected child in the foster care system in San Luis Obispo County. CASA’s program staff recruit, train, and supervise caseloads of volunteers who directly support these vulnerable children and youth. CASA volunteers provide critical support and advocacy for child victims of abuse and neglect by attending court dates, meeting weekly with their assigned child and working with all the stakeholders in the child’s life, including teachers, social workers, foster parents and others to ensure all their needs are met while they are in foster care. CASA volunteers are often the only consistent adult in a child’s life while they navigate the court and foster care system.

SLO CASA programs have a unique, positive, and valuable impact on the community. By meeting the needs of youth in foster care, these vulnerable children 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 experience fewer foster placements. With a CASA volunteer, foster youth are more likely to attend college and less likely to become homeless when they age out of foster care. Adults in AG benefit from the opportunity to gain valuable training and take on a volunteer position that has a profound impact on the life of a vulnerable child and on their own lives as they take on a deeply fulfilling and impactful role in the community.

In Fiscal Year 2023-2024, our Program Team supported 167 volunteers assigned to 245 children in the foster care system in SLO County, approximately 10-11% of these children resided in Arroyo Grande. Our volunteers exclusively live and work in SLO county, and in Fiscal Year 2023-24, approximately 10% of them resided in Arroyo Grande.

Our outreach efforts include our staff participating in local radio and TV interviews, presenting to local Rotary Club groups and other membership clubs, and tabling at community events and churches. Our Training Manager also conducts over 20 Volunteer info sessions per year. These create awareness of our program and increased outreach, recruitment of volunteers, and engagement. Large over-the-street banners are hung in three locations throughout the County throughout each year.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the organization and the community service it provides:

Organization’s Mission Statement:

List Geographic Area(s) Served by the Organization:

CASA of San Luis Obispo County (SLO CASA) is a private nonprofit 501c(3) organization. Since 1993, SLO CASA has served the most vulnerable population: children who have been removed from their homes by a Judge due to severe abuse and neglect. We recruit adult volunteers, train them in the mental, technical, and compassionate skills of advocacy, then supervise their court-ordered relationship with the child. The dedicated CASA volunteer becomes an advocate, mentor, and a caring, consistent adult figure in the foster child's life to ensure their emotional, educational, and physical needs are met during a very tumultuous and frightening time. The CASA volunteer supports the child from the time they are removed from their home until they find a permanent home and exit foster care.

In Fiscal Year 2023-2024, all 167 volunteers received coaching and ongoing support from one of SLO CASA's Advocate Supervisors, overseen by our Program Director. A team of 6 Advocate Supervisors carry caseloads of up to 30 CASA volunteers each, providing training, support, guidance, and expertise to ensure the volunteers have the skills and knowledge needed to best support their assigned children.

Other key activities for Fiscal Year 2023-24 included recruiting, screening, training, and swearing-in 51 new CASA volunteers, continuing to expand our Infant and Toddler program and Mentor program, delivering 10 "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.

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 Fiscal Year 2023-2024, approximately 10% of them resided in Arroyo Grande.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the goals of the program/project:

How is the program or service beneficial to Arroyo Grande residents? Number of AG Residents Served by this Program This Year: ___________________ Estimated Number of AG Residents Served by this Program Next Year:

Explain How the Number of Residents Served by the Program is Determined:

All of SLO CASA's child advocates are volunteers; they are the foundation of our program to serve marginalized victims of child abuse and neglect. All volunteers are screened via an extensive background check before admittance into a 40-hour training class. A critical component of this training is learning how to use a strengths-based, trauma-informed, and culturally competent approach when working with children and families in crisis. When trainees complete training, they are sworn in as officers of the SLO County dependency court and assigned to a child or sibling group in foster care. The volunteers receive support and supervision from CASA's staff Advocate Supervisors while they provide one-onone support for children and youth throughout the life of their child welfare case. Each volunteer also receives coaching to ensure that their advocacy is trauma-informed and culturally sensitive.

The most important component of the CASA program is the weekly volunteer/child visit. The goal of these visits is to cultivate a relationship, build trust, and gather information that will help CASA volunteers identify and advocate for outcomes that are in the youth’s best interests. These weekly visits with youth are also meant to ensure that all educational, emotional, and medical needs are met while they are in foster care. CASA volunteers make referrals to providers as needed and attend court hearings with/on behalf of the assigned child's case.

The CASA volunteer is often the only person in the system whose care is dedicated to just one child. While many agencies interact with foster children (social workers, teachers, judges, foster parents), no other person maintains a one-to-one connection with each child-except the CASA volunteer. The CASA is often the most stable and consistent adult in an abused child's life after they are removed from their homes, ensuring they do not "fall through the cracks" of the system. CASAs help ensure that vulnerable youth in foster care can reach and maintain optimal health, stability, and independence.

The goals and objectives of CASA’s program are as follows:
• Provide training and support to CASA volunteers.
• Conduct ongoing training for CASA volunteers to ensure best practices by identifying service providers and delivering/enrolling in in-service training opportunities. • Recruit, train, and assign a minimum of 60 new CASA volunteers annually. • Increase diversity of CASA volunteer pool (male and/or Latinx) • Assign a CASA volunteer to a minimum of 75% of children in foster care in SLO County. 26 We use our database, Optima, to track addresses of the children we serve and of our volunteers. 26 (Continued on next page)

Describe the goals of the program/project: (cont.)
Statistics for youth exiting foster care are pretty grim. But, according to research from the National CASA Association and the University of Houston, outcomes for foster youth with a CASA are far better:
• A child with a CASA volunteer has significantly fewer placements than a child without a CASA volunteer.
• Judges report the impact of CASA volunteers is most pronounced in “promoting long-term wellbeing” (92.2%), followed by “appropriate services to child and family” (83%) and “psychological wellbeing” (79.9%)
• CASA volunteers are highly effective in getting their recommendations accepted in court. In four out of five cases, all or almost all CASA volunteer recommendations are accepted by the judge. • Children with a CASA volunteer are more likely to find a safe, permanent home, and are more likely to be adopted.
• Children with a CASA volunteer receive more help while in the system:
40% more services are ordered for children in order to ensure all their needs are met. More services are ordered for the child because the CASA volunteer is observing the situation and sees what is needed for a positive outcome for the child.

Children with CASA volunteers do better in school:
o More likely to pass all courses
o Less likely to have poor conduct in school
o Less likely to be expelled
Children with CASA volunteers report significantly higher levels of hope:

A child's hope has been linked to numerous positive outcomes such as academic success, overall wellbeing, increases in self-control, positive social relationships and optimism. • Children are half as likely to re-enter foster care if they have a CASA volunteer. Again, the CASA volunteer is assisting the judges with facts that will help him/her make the best decision for this child when it comes to their home.
• A child with a CASA volunteer is less likely to spend time in long-term foster care. Children without CASA involvement spend an average of over eight months longer in care than those who have a CASA volunteer present.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
How is the local need for this program or service determined? Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:

Describe your organization’s ability to successfully carry out the proposed activities 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, changes in state and federal law, as well as societal trends – such as the rise in opioid addiction and overdoses – have led to an increase in the number of high-risk children.
10 4
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SLO CASA was founded in 1993 and has 31 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.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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.

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
Recruit, train, and support 60 New CASA Volunteers in
FY24-25 in order to serve an increased number of children in foster care.

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. Supervise and
provide support to volunteers
throughout the duration of their
assignment.
7/1/2024-6/30/2025
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. Survey all volunteers after their initial training and after in-service trainings/continued education, as well as after support groups for specific volunteer groups, to ensure volunteers feel supported and are knowledgeable about access to services/resources for their assigned youth.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Program Service OUTPUTS:

Program Service OUTCOMES:

In 2023-24, we held 21 Volunteer Information Sessions attended by 143 community members.

We trained and swore-in 51 new CASA volunteers.

Our Program Team supported 167 volunteers assigned to 245 children in the foster care system in SLO County.

For 2024-2025, we have scheduled bi-weekly information sessions and 4 initial training sessions for 2024-2025, with the goal of swearing in and supporting 60 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 to cover the needs of the whole child, including physical and mental health, education, permanency, and wellbeing.
245 children in the foster care system in SLO County received advocacy and support from our volunteers in Fiscal Year 2024-2025. Approximately 10% were AG residents.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Budget Worksheet
Complete this Worksheet for the specified program or service by indicating anticipated costs of the program or service and identifying which costs would be covered by the Community Service Grant

PROGRAM/SERVICE PROPOSED EXPENSES
Line Item Proposed Cost Proposed Grant Funding
Amount
Administrative Salaries & Fees / Fiscal Agent Fees
Artistic Salaries & Fees
Other Salaries & Fees

1. 2.

Equipment
Supplies / Materials
Travel / Transportation
Promotion / Publicity
Other Expenses:

1. 2.

TOTALS:

PROGRAM/SERVICE PROPOSED INCOME
Explain How the Program/Service Could Be Modified If the Grant Request Is Partially Funded:

Cash Amount
Arroyo Grande Community Service Grant Amount Requested
Other Funding Sources:

Other Public Grants
Private Foundations
Corporation Contributions
Concessions / Ticket Sales
Promotion Sales / Advertisements (Other Cash)
Other Funding Subtotal:

TOTALS:
$102,263.34 $5,000
(Approx 5% of Program Director Salary)
$102,263.34 $5,000
$5,000
60% of total agency budget

2.8% of total agency budget

4.3% of total agency budget

7.7% of total agency budget
$97,26334
$102,263.34
Grant funds are directly tied to the number of children served and number of volunteers recruited and trained. If funds are reduced, then this directly impacts our ability to recruit, train and support the targeted number of volunteers, which in turn limits the number of children we are able to serve.

We will continue to seek additional funding sources to sustain our program.

Describe the program or service to be funded by the Community Service Grant:

The Center for Child and Adolescent Mental Health (CCAMH) respectfully requests $15,000 in grant funding to provide access to affordable, evidence-based care for youth in Arroyo Grande.

To accomplish this, we propose a strategy with two key components:
1) Youth outreach and advocacy - CCAMH provides youth in Arroyo Grande with a unique opportunity to join our Youth Advisory Board, an educational and prevention program designed to empower youth in the community to share their perspectives and advocate for real-world youth mental health issues and solutions. We also offer the TAG Research Program, where in the past more than half of the teens involved have been students from Arroyo Grande High School. As a part of this group, high school students participate in Youth Participatory Action Research (YPAR), which is youth-led research where they focus on researching the state of youth mental health in their community. In addition, CCAMH is now offering a Teen Support Group, where teens can come to the Treatment Center biweekly to participate in a clinician-led group to learn new mental health skills, as well as receive and provide peer support. 2) Direct services at the Treatment Center - At the Treatment Center, CCAMH provides affordable, evidence-based mental health treatment to children, teens, young adults, and their families.

Describe the organization and the community service it provides:

CCAMH was founded with a timely mission: to expand access to quality, evidence-based youth mental health care as quickly as possible. Over the past year, our team has met with other youth and mental health agencies. Without exception, agencies are eager to work with us to address the growing needs of our children. Our growing list of community partners have all confirmed that CCAMH is filling an urgent, unmet need in SLO County. In the past two years, community and business leaders like Lan George, former Arroyo Grande City Council member, local pediatrician, Dr. Rene Bravo, local attorney and SLO school board member, Erica Baltonado, and other clinicians and community leaders have joined forces to expand access to quality, evidence-based youth mental health care in San Luis Obispo County as quickly as possible.

CCAMH has built an evidence-based, comprehensive program design which includes three "Centers" of Care which include:

The Treatment Center: The CCAMH Treatment Center relocated this past June to a larger space. Since then, we have significantly expanded youth mental health support in the community. In the past month alone, we provided 145 hours of youth mental health services. In the fall of 2024, we added two new trainee clinicians to our team, bringing the total number of clinicians to six. With the addition of these trainee clinicians, we can provide more mental health support to youth in need. As they progress, the trainees are able to provide essential mental health support to more and more youth. Each is actively training and building their clinical skills.

With this trainee system put into place, we will continue expanding youth mental health support in our community.

The Teen Center: The CCAMH Teen Center includes a diverse Youth Advisory Board, providing middle and high school students with a platform to influence strategies addressing the youth mental health crisis. 75% of the Youth Advisory Board is from Arroyo Grande High School. The Teen Center also hosts the TAG Research Program, which gives youth the opportunity to conduct youth-led mental health research. Students from Arroyo Grande collaborate with peers from other high schools to conduct peer-to-peer surveys, gathering the perspectives of hundreds of teens in the community. This involvement empowers youth to play an active role in promoting mental health while supporting their peers, and making a meaningful impact on their community. Additionally, the Teen Center has started to offer a Teen Group service, where teens in the community can meet twice a month to learn new mental health skills and both receive and provide peer support. The Teen Group sessions are clinician-led and utilize evidence-based principles from Cognitive Behavioral Therapy (CBT), Acceptance and Commitment Therapy (ACT), and other scientifically grounded interventions.

The Parent Center: The CCAMH Parent Center provides evidence-based parenting information, training, and support, through monthly Parent Drop-In Sessions, where parents can ask questions to a youth mental health experts, and family-based therapy.

Mission Statement:

As the youth mental health crisis grows, so does CCAMH’s commitment to addressing the complex emotional challenges faced by youth in our community. We’ve discovered that youth need our commitment to mental health now more than ever. That is why we are unwaveringly dedicated to expanding access to quality, evidence-based youth mental health care as quickly as possible.

Geographic Area(s) Served by the Organization:

CCAMH serves youth and their families throughout San Luis Obispo County, with a large number of young clients coming from the Arroyo Grande area. While CCAMH does serve all of SLO County, funding from this grant will directly serve youth and their families from Arroyo Grande.

Goals of the program/project:

CCAMH respectfully requests $15,000 of grant funding to support the cost of the following services and programs. Services and programs are designed with a shared objective: to increase access and to improve the overall state of youth mental health within the community.

Bi-monthy Teen Group
Bi-weekly Sessions Cost per Session Cost to Family Proposed Grant Funding Amount

1.5 hour session 1 session @ $200 $0 $200
24 sessions $4,800
Youth Outreach and Advocacy
Duration Cost to Family Proposed Grant
Funding Amount

School year (August to
May)
$0 $2,700
Affordable Mental Health Support
Session Duration Cost per Session Cost to Family Proposed Grant Funding Amount
1-55 minute session 1 session @ $125 $50 per session $75 per session 100 sessions $7,500
How is the program or service beneficial to Arroyo Grande residents? In the past year and a half, we have opened two clinics and are currently providing services to 232 residents specifically from Arroyo Grande.

Caring for a child or teen struggling with their mental health is a terrifying and isolating experience. Finding treatment is frustrating, waitlists are long, and accessing treatment that addresses your child’s condition can feel impossible. However, CCAMH provides hope. We provide training and resources to help parents support their child before, during, and after treatment. Parents can talk with a youth mental health expert in monthly Parent Drop-In Sessions, attend in-person or virtual support groups, and build listening and support skills by getting trained and certified in Youth Mental Health First Aid. Youth and adolescents can benefit from the many quality, evidence-based services CCAMH offers, as well as participating in our Youth Advisory Board or TAG Research Program.

The majority of our Youth Advisory Board and TAG Research Program is made up of diverse students from Arroyo Grande High School and Pauling Middle School. These youth from the Arroyo Grande community support the idea of youth being the true experts when it comes to addressing the current youth mental health crisis. They are dedicated to making a meaningful impact in their community by volunteering countless hours of their time, collecting data on youth mental health from their peers, and making a meaningful change in not only their schools, but their overall community.

Number of AG Residents Served by this Program This Year:

CCAMH is actively serving 232 Arroyo Grande residents. This includes 93 youth and 139 parents, other family members, and guardians.

Estimated Number of AG Residents Served by this Program Next Year:

Based on our current growth trajectory and the expansion of our internal capacities, we anticipate at least a 15% increase in the number of AG youth and families served by CCAMH.

This means that by the end of the grant period, CCAMH more than 267 AG residents, including 100 youth, will receive quality, evidence-based mental health care to which they would otherwise not have access. The impact is exponential. When one youth receives mental health care and support, the positive ripple effects can extend far beyond the individual.

Explain How the Number of Residents Served by the Program is Determined:

This year CCAMH served 223 Arroyo Grande residents with youth mental health struggles. This includes 93 youth and 139 parents, other family members, and guardians.. As CCAMH grows, we have been able to expand our services. With the addition of two clinicians this fall, we are able to offer more hours of mental health support to more Arroyo Grande residents. The more clinicians we bring to our team, the more services we can provide, ensuring greater access to mental health support for youth in the Arroyo Grande community.

How is the local need for this program or service determined? Unfortunately, Arroyo Grande is no exception to the struggle of poor youth mental health. Our recent loss of an adolescent who was an Arroyo Grande High School graduate just a few weeks ago is yet another tragedy that has devastated our community. This makes it clear how desperately our youth need mental health services and support. Our children need the timely solutions proposed by CCAMH.

To protect the health of the youth in our community, we must focus on their mental health. Many youth mental health access barriers exist, but more so with first-generation and low-income families. CCAMH uniquely focuses on filling this gap. The CCAMH 2024 TAG Research Program team found that a concerning 85% of youth in SLO County reported having mental health challenges with anxiety, 75% reported challenges with depression, and 71% reported challenges with loneliness. To help ease these mental health challenges, CCAMH offers evidence-based treatment to youth and their families in SLO County, both in-person and online.

Additionally, CCAMH offers a sliding scale for treatment to increase accessibility to families who otherwise may not be able to afford mental health care.

While it is difficult to quantify the direct outcome of psychotherapeutic treatment, participants on CCAMH’s Youth Advisory Board and subsequent YPAR research groups in schools have reported positive effects on their mental health and leadership skills following their involvement in CCAMH, 50% of whom are from Arroyo Grande. For instance, in the YPAR team’s 2024 State of Youth Mental Health presentation given to SLO County educators, policymakers, and community members, presenters shared insights such as feeling “heard and supported” and “gaining important speaking skills'' during their work within the teen groups.

Number of Full Time Staff: 0 Number of Part Time Staff: 7 Number of Volunteers: 30 Describe your organization’s ability to successfully carry out the proposed activities:

Dr. Ramona Friedman, a clinical psychologist and advocate for evidence-based youth mental health care, has more than a decade of experience providing quality, evidence-based therapy for youth in San Luis Obispo County. She holds a PhD from Chicago Medical School/Rosalind Franklin University and specializes in treating anxiety, mood disorders, ADHD, trauma, and behavioral challenges in children and adolescents. Joining her in addressing youth mental health access is Dr. Lori Butterworth, a celebrated child advocate and former CEO of AIM Youth Mental Health. Dr. Butterworth has raised over $20 million and spearheaded legislation to increase access to care for marginalized children through her award-winning organizations, Jacob’s Heart Children’s Cancer Support and the Children’s Hospice and Palliative Care Coalition of California.

In 2022, Dr. Friedman, responding to a growing demand for mental health services from desperate families, partnered with Dr. Butterworth to tackle the youth mental health crisis in San Luis Obispo County. Both recognized the urgent need for more qualified clinicians, particularly for underserved and marginalized populations. Motivated to provide immediate solutions, they founded the Center of Child and Adolescent Mental Health (CCAMH), combining their expertise to expand access to high-quality mental health care for children in the region.

Since its founding, CCAMH has become a cornerstone of youth mental health care in San Luis Obispo County, particularly in Arroyo Grande. The center stands out for its commitment to evidence-based treatments, ensuring that all interventions are scientifically validated. Backed by a diverse board with expertise in nonprofit management, community engagement, and child advocacy, CCAMH has delivered hundreds of hours of mental health support to local youth. The organization’s dedication to accessible, high-impact care underscores its mission to support the well-being of children and adolescents in the community.

SCOPE/WORK PLAN AND BUDGET WORKSHEET
Objective #1
To expand access to affordable, high-quality, evidence-based mental health care to a minimum of 40 youth in Arroyo Grande who do not currently have access to the care they need. Under the supervision of clinical psychologist and Arroyo Grande resident, Dr. Friedman the CCAMH Treatment Center will provide the following:

1. Quality, evidence-based clinical training and supervision for a minimum of 7 early career therapists/interns (including bilingual/bicultural)

2. 400+ hours of quality, evidence-based treatment to youth who would otherwise lack access to mental health treatment.

3. Four six-week thematic teen support groups: anxiety, depression, eating disorders, and mental health challenges.

Major Tasks to Complete to Achieve Associated Goal

1. CCAMH will have a minimum of 7 clinicians and trainees offering evidence-based, quality care to youth at reduced rates and sliding scale.

2. CCAMH will have a minimum of at least 2 bilingual clinicians and trainees in SLO County offering evidence-based, quality mental health care.

3. CCAMH has access to 4 in-person treatment spaces in San Luis Obispo (SLO) County, and offers services online.

4. CCAMH has a large group room that can accommodate all thematic teen support groups.

5. CCAMH has the ability to offer services seven days a week.

Timeline
This service is ongoing. The objectives are reported for a 12-month period.

Evaluation Methodology
While maintaining confidentiality:

1. As CCAMH trains new clinicians, the increase in numbers of youth served will be tracked.

2. CCAMH clinicians will be trained to keep accurate records of each child’s progress using pre- and post- treatment evaluations.

3. Feedback from parents regarding quality of and access to care will be tracked and recorded.

Objective #2
To support and empower a minimum of 20 youth from Arroyo Grande by providing them the opportunity to connect with both mental health professionals and fellow peers through services and programs offered through our Teen Center: Teen Group, the TAG Research Program, and/or the Youth Advisory Board.

Major Tasks to Complete to Achieve Associated Goal

1. CCAMH will have a large group room that can accommodate teens meeting at our SLO center.

2. CCAMH has licensed clinicians that will lead the Teen Groups and utilize evidence-based mental health practices.

3. CCAMH has program support staff that will help coordinate and facilitate the TAG Research Program and Youth Advisory Board.

Timeline
The timeline for Teen Group will be ongoing beginning in January 2025. The timeline for both the TAG Research Program and Youth Advisory Board is from January to March.

Program/Service Outputs:

Treatment Center:

1. Evidence-based information will be available for residents to utilize regarding when and how to access treatment and support for youth struggling with their mental health.

2. Thematic, accessible support groups, both online and in-person will be available to youth and families in Arroyo Grande.

Teen Center:

1. Teen Group: ~ 60 youth in SLO with approx 25 from Arroyo Grande will learn new mental health skills, utilizing evidence-based principles from Cognitive Behavioral Therapy (CBT) and Acceptance and Commitment Therapy (ACT).

2. TAG Research and Youth Advisory Board: ~ 20 diverse youth leaders from Arroyo Grande will be trained in scientific survey methodologies, data analysis, policy, and public speaking.

3. TAG Panel: ~ 5 outstanding youth from Arroyo Grande will be selected to present at the 3rd Annual State of Youth Mental Health presentation in the community, to share the mental health challenges faced by themselves and their peers, as per data collected by our TAG Research Program.

4. TAG Research: A scientific journal style report on the “State of Youth Mental Health in SLO County” developed and presented by the youth themselves. This report can be used by City and County officials, schools, parents, agencies, and health care professionals to develop programs and strategies to address the youth mental health crisis.

Program/Service Outcomes:

Treatment Center:

1. Youth in Arroyo Grande will experience improvements in their general wellbeing, school attendance, peer and family relationship, and ability to cope with life’s challenges.

2. Parents in Arroyo Grande will be able to make more informed decisions about how to support and access care for their children.

Teen Center:

1. Coping skills, mental health knowledge, social-emotional tools, and self-help strategies.

2. Knowing when, where, and how to access mental health support.

3. A reduction in the stigma and discrimination associated with mental health struggles for teens.

4. A sense of empowerment knowing that they have a voice in determining youth mental health research priorities and available treatments.

5. Heightened awareness of the role of scientific research in solving complex problems.

COMMUNITY SERVICE GRANT APPLICATION 2024-25

2. Section 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. Section C: Scope of Work or Work Plan and Budget Worksheet

4. Section D: 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 19, 2024 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.

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.

Organizations that are awarded a grant will enter into an agreement with the City of Arroyo Grande establishing the terms and conditions of the grant. A sample agreement can be found on the City’s website.

For questions please contact:

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

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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:

Clark Center for the Performing Arts 487 Fair Oaks Ave Arroyo Grande CA 93420 2022 $10,000 Dave Pier Bronwyn Keith Arts in Education and Support of Community and Schools Events 10,000

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the program or service to be funded by the Community Service Grant, including how the program/service creates a unique, positive, and valuable impact on the community and outreach efforts to publicize this program:
(Attach up to one additional page total, if necessary)
The Clark Center was built primarily to inspire all in our community, especially youth, to experience the magic of live performance. Some enjoy experiencing professional touring shows of world-class acts from around the world. Others prefer to watch friends and loved ones perform in local talent shows, recitals, or community theater productions. And for many local artists and performing arts students, the Clark Center offers the awesome experience of performing before a live audience on a professional stage.

Arts in Education: Introducing our youth to the arts, inspiring new generations of performing arts admirers, advocates, and performers.

Each school year the Clark Center offers special performances free of charge for students of the Lucia Mar School District, and at a subsidized rate for others. These performances vary from professional dance, orchestra, and theatrical plays, to educational productions with a focus on science, history, and creativity. For many of the children who attend, this becomes their first experience in a professional theater setting. The experience can be life-changing, opening their imaginations in ways they never knew could exist. Lucia Mar teachers appreciate our program as it provides a unique field trip experience with no expense to them, to their schools or the district, or to their students. We also cover the cost of transporting the students from their schools to the theater and back.

For schools outside of the Lucia Mar District, such as private or charter schools, and schools in Santa Maria and surrounding communities, our subsidized pricing offers them the opportunity to participate for a very low cost, making our program a valuable asset to their curriculums each year as well. Statistics reveal that students with access to arts eduction are five times less likely to drop out of school. Arts education experiences reduce the proportion of students in school receiving disciplinary infractions by nearly 4% as arts learning increases students' emotional and cognitive empathy. As arts education funding in public schools has greatly subsided over the past decade, our program offers a unique experience many children might not otherwise be able to enjoy.

Our Arts in Eduction Program includes a scholarship program for graduating seniors residing in the Lucia Mar School district who plan to focus on continuing performing arts education or careers post graduation. We have scholarships specific to dance, music, technical theater, and a general category that covers all genres. In Spring 2024 our scholarship committee, which includes former educators, arts enthusiasts, and Clark Center supporters, awarded $22,500 to ten deserving seniors.

In addition to scholarships, our program offers grants to Lucia Mar teachers who want to enhance their classrooms or curriculums with performing arts opportunities and to students wanting to expand their education through workshops, materials, or classes. Teachers have applied for funding for student performances, for instruments for their classrooms, to assist with offsetting costs for their students to attend outside theater and dance festivals, classes, or workshops. Students have received funding to offset their costs of attending theater or dance workshops, intensives, or to purchase instruments they otherwise can't afford.

In addition to what we offer through our Arts in Education Program, the Clark Center offers extremely reduced rates for the Lucia Mar School District for school recitals, talents, shows, and productions as well as reduced rates for local community theater groups and nonprofits. For public schools each year we host approximately 40 productions (100 performances) by local elementary schools (primarily talent shows), high school theater companies (AGHS primarily with at least 7 shows per school year; also San Luis Obispo's St. Joseph's High School, and Pioneer Valley High School last year when their own theater flooded!), high school choir and orchestra performances, and we also host awards ceremonies like AGHS Senior Awards.

The Clark Center is the primary theater of choice for local dance studios (Dello's Performing Arts Center, Flex Performing Arts, Studio of Performing Arts, and Everybody Can Dance), and local theater groups like Coastal Performing Arts Foundation (home to Coastal Youth Theater) and Central Coast Theater Company who use local actors. Each year hundreds of children are awestruck and inspired when given the opportunity to perform on our stages. Their families and friends are able to enjoy the performances in a comfortably elegant setting. Page 287 of 459 COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the organization and the community service it provides:

Organization’s Mission Statement:

List Geographic Area(s) Served by the Organization:

With the initial concept stemming from the idea of creating a space that would allow public schools and community performing arts groups the opportunity to perform in a professional theatrical setting to include a high-class, comfortable experience for the audience members, the Clark Center for the Performing Arts has become the premier venue for world-class, professional performing arts experiences in South San Luis Obispo County. Located on the Arroyo Grande High School campus, the Clark Center is a state-of-the-art hub for cultural events serving all the people of our community, providing a diverse and varied world of creative arts to be enjoyed by all ages and demographics.

The facility operates with the help of about 75 volunteers that contribute over 8,000 hours each year. They greet patrons, help with special events, serve on committees and boards, and generally support the facility and programs. Our volunteer roster includes many retirees who enjoy the opportunity to remain connected to our community, seeing friends and loved ones attending out shows, and making new and lasting relationships with those they've never met. We also have a volunteer program for students assisting them with acquiring community services hours required for high school graduation.

Upwards of 50,000 patrons attend more than 100 events each year. Events range from school talent shows to a local dance studio’s annual recital to professional touring artists from all over the world. Patrons range in age from infants to over 100 years young. Music, dance, theater, comedy – the performing arts bring communities together.

As a 501(c)3 non-profit, we strive to operate with methods that allow us to retain fiscal responsibility and obtain growth while keeping our show, program, and theater rental pricing at levels that allow everyone in our community the opportunity to experience live theater in the Clark Center. We offer senior and student discounts, offer low and non-profit rates to community renters and public schools, and our ticket prices are extremely reasonable compared to other venues. Our Arts in Education Program (outlined in more detail below) is instrumental in bringing the theater experience to many children who might not otherwise be exposed to the magic of live performing arts.

The Clark Center was created to inspire, entertain, and educate our community through the power of cultural and performing arts. Bring your ideas and your imagination and let us show you the world!
All of San Luis Obispo County and Northern Santa Barbara County

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the goals of the program/project:

How is the program or service beneficial to Arroyo Grande residents? Number of AG Residents Served by this Program This Year:

Estimated Number of AG Residents Served by this Program Next Year:

Explain How the Number of Residents Served by the Program is Determined:

Each year we strive to bring performing arts experiences to as many local youth and families as possible with strong consideration of affordability for all. As a nonprofit organization, one of our greatest challenges is to maintain our state of the art theater by ensuring high quality equipment (including repairs, replacements, upgrades), maintenance of the building including aesthetics, and maintaining a professional staff of administrators and technicians necessary to ensure smooth and successful business practices.

Our goals for Arts in Education and for our 2024-25 season include:

We will provide 4 productions specifically for elementary school children through our Arts in Education program. These will be free of charge to Lucia Mar students and teachers (including transportation) and heavily discounted for schools and students outside of the district. We offered two such experiences this past Fall where over 1500 students enjoyed performances of Coco-Live to Music and Peter and the Wolf.

We will plan and execute our annual scholarship program to provide 10-15 students with higher education scholarships and 5-10 teachers with grants to bring performing arts to their students.

We will continue to support local community organization renters by planning and executing support of approximately 100 performances.

Approximately 11,250
We determine the number of Arroyo Grande residents served based on Arroyo Grande residents active in our ticketing system, and by the approximate number of local performers and theater volunteers, technicians, who participate in school and community performances. Each patron, performer, volunteer, and employee enjoys their own unique experiences while in our theater which offer invaluable lessons, pleasurable interactions, and promote overall joy and community well being. We also include total number of students who attend our special performances provided for free to LMUSD students and their teachers.

Approximately 11,000

COMMUNITY SERVICE GRANT APPLICATION 2024-25
How is the local need for this program or service determined? Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:

Describe your organization’s ability to successfully carry out the proposed activities There are a total of 19 schools in LMUSD, serving 9,600 students of which 60% are of minority status and 40.3% are economically disadvantaged. LMUSD has 11 elementary schools, 3 middle schools, 3 comprehensive high schools, 1 continuation high school, 1 independent student study school, and 1 adult education program.

As arts education funding in public schools has greatly subsided over the past decade, our program offers unique experiences many children might not otherwise be able to enjoy. Studies have shown that children who are exposed to performing arts tend to perform better academically and have a much lower dropout rate than those who are not exposed to such experiences. We know cost is always a factor and recognize the need to make our programs affordable or free of charge in order to maximize exposure within the Lucia Mar School District and throughout our community. We work closely with community renters to ensure we are offering very fair, below-market rental rates in order to support their own financial challenges of operating performing arts businesses or theatrical companies. Many of them operate as nonprofits as well. 8 20 75
The Clark Center opened its doors in 2002 and over the past twenty two years has become a highly professional, world-class venue, hosting hundreds of shows annually and welcoming tens of thousands of patrons. We have a strong staff of seasoned employees, each tasked with specialized skills that allow them to work through all situations including technical aspects, volunteer and patron services, fundraising to support our organization and programs, ticket sales, contract management and facilitation, show bookings, and more. We have vast experience with all aspects of this program as it was first implemented in 2007. Each year we are proud to outdo ourselves with regard to programming and to providing assistance as needed.

We have recently made significant upgrades to our lighting and sound systems, ensuring that we are keeping up with top-of-the-line equipment necessary to host professional touring groups.

Our community renters experiences are enhanced by these elements that they would not be able to enjoy if our theater weren't available to them for such reasonable costs.

In addition to our strong staff we have an outstanding team of volunteers, including board and committee members, who provide exemplary support through their own, outside perspectives, hard work and dedication.

While the Clark Center operates on tight margins we are financially secure through managing our day to day operations including ticket sales, and through outside rentals. We secure funding for our Arts in Education programs by securing donations and sponsorships specific to the needs of this program.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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.

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
To provide 4 productions specifically for elementary school children through our Arts in Education program. These will be free of charge to Lucia Mar students and teachers (including transportation) and heavily discounted for schools and students outside of the district. We offered two such experiences this past Fall where over 1500 students enjoyed performances of Coco-Live to Music and Peter and the Wolf.

While we have already provided 2 performances
this past Fall, we will be booking 2 more to be
enjoyed between February and May. We work
with the Lucia Mar School District to contact
teachers and students, and reach out to other
schools and teachers who request information.

Once we confirm schools participating we assist
with coordinating transportation. January - June 2025
We will gauge results based on the number of schools and overall students participating. We also follow up with teachers to review the experiences, to receive feedback on the overall experience in order to reference for future. Page 291 of 459
COMMUNITY SERVICE GRANT APPLICATION 2024-25
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
We will plan and execute our annual scholarship program to provide 10-15 students with higher education scholarships.

We work with Lucia Mar school District to provide
updated scholarship and grant applications to
students and teachers who wish to apply. We also
conduct informational meetings in classrooms of
theater, dance, and music students to ensure they
understand and are excited about the process of
applying. Our committee review applications and
we hold auditions for student scholarships. January-June 2025 We gauge success based on the number of students who
participate in the application and audition process. We will continue to support local community organization renters by planning and executing support of approximately 100 performances.

We will continue to work to provide professional
theatrical experiences to our community renters, for
reduced rates. Our services include defining and
finalizing rental contracts, reserving performance dates, providing technical support including sound, lighting,
equipment, etc., handling ticket sales and/or allocations, providing volunteers to assist with audience
experiences, and maintaining our facility at all time to create memorable, positive experiences for all. January-June 2025 We will gauge overall success based on the number of community performances we secure and oversee and will conduct
preproduction and post-production meetings with renters to receive feedback on their overall experiences. Page 292 of 459 COMMUNITY SERVICE GRANT APPLICATION 2024-25
Program Service OUTPUTS:

Program Service OUTCOMES:

1. We will provide 2 more school performances at no charge to Lucia Mar students/teachers and at a discounted rate for those outside our district. This will provide another 1000 students with the incredible experience of live theater.

2. We will hold annual scholarship applications and will conduct auditions where applicable.

Scholarships will be awarded in early Spring.

3. We will host a large number of school and community performances, providing these groups with the ability to perform in a highly professional setting. We will do this while keeping costs as low as possible to assist with their operating expenses.

1. Students and teachers who experience the free or low-cost experiences walk away with memories to last a lifetime. The children are inspired, energized, and for some it may even create the start of a new passion to pursue performing arts training themselves. Teachers appreciate seeing the effects of these positive experiences for their students and are grateful to have opportunities that are affordable and/or free.

2. The students who receive our scholarships feel recognized and inspired and appreciate our committee's belief in them as artists and future industry professionals. Our scholarships range from $250 to $5000 or more, depending on the amount of funds we receive, the aspirations of the students, their future plans, school tuition requirements, and more.

3. Community renters such as dance studios and local theater companies thrive in our professional setting. The young performers feel encouraged and special and are inspired to continue their training, looking forward to the next "big show". We have heard from many local teachers, studio owners, parents, and students/performers how much they appreciate the experience and again, they are creating memories to last a lifetime.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:

City: State: Zip:

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

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

Amount Received:

Tax ID Number:

Executive Director:

Email Address:

Phone Number:

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

Phone Number:

Program or Service Title:

Coastal Christian School
1005 N. Oak Park Blvd.

Pismo Beach CA 93449
Tom Olmstead
CCS Community Sports Field Development Project
10,000

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the program or service to be funded by the Community Service Grant, including how the program/service creates a unique, positive, and valuable impact on the community and outreach efforts to publicize this program:
(Attach up to one additional page total, if necessary)
Coastal Christian School (CCS), a 501(c)(3) nonprofit K-12 educational institution in Pismo Beach, seeks funding for the CCS Community Sports Field Development Project. This initiative focuses on constructing a multi-purpose sports field that will serve as a venue for CCS-hosted sports tournaments and select organized activities, supporting both athletic development and community engagement.

Arroyo Grande faces a high demand for sports facilities, as existing venues like the Soto Sports Complex are often at capacity (https://www.arroyogrande.org/830/Soto-Sports-Complex). The new CCS Community Sports Field will help address this demand by providing a location for athletic competitions hosted by CCS. These events will serve local teams, attract visiting teams from surrounding areas, and create opportunities for youth development through organized sports while offering a well-maintained and purposeful venue.

Additionally, CCS-hosted sports tournaments will generate significant economic benefits for the Arroyo Grande community. Families and spectators traveling to these events are likely to stay in local hotels, dine at local restaurants, and shop at nearby businesses, boosting the local economy. By focusing on school-hosted tournaments, CCS aims to offer a high-quality facility that complements existing community resources without placing undue strain on operational capacity.

CCS remains committed to collaboration with local organizations, such as the Five Cities Basketball League, which currently utilizes its facilities. The school also looks forward to exploring similar partnerships where feasible to expand the positive impact of the field. With 173 Arroyo Grande residents comprising approximately 43% of its total student body of 400 students, CCS recognizes the dual benefit of this project as both a resource for its students and an opportunity to support the broader Arroyo Grande community. Through careful planning and a phased approach, the CCS Community Sports Field Development Project will enhance athletic opportunities while fostering economic and community engagement.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the organization and the community service it provides:

Organization’s Mission Statement:

List Geographic Area(s) Served by the Organization:

Coastal Christian School (CCS) is a 501(c)(3) nonprofit K-12 educational institution in Pismo Beach, California. Since 1971, CCS has served families across San Luis Obispo County with a mission to provide excellence in education while emphasizing spiritual, academic, social, and physical development.

The CCS Community Sports Field Development Project reflects the school’s vision to provide athletic development opportunities through CCS-hosted sports tournaments. These events will bring together teams from the local area and beyond, offering meaningful opportunities for youth engagement and athletic competition.

While CCS’s primary focus is on its students and school-sponsored events, the broader Arroyo Grande community will benefit indirectly from these tournaments through increased visitor activity. Families attending events may patronize local hotels, restaurants, and shops, contributing to the local economy. CCS recognizes this potential and is committed to ensuring its tournaments are well-organized and impactful.

To partner with parents in preparing students to serve God in all of life by providing excellence in the spiritual, academic, social, and physical aspects of education.

San Luis Obispo County, including Arroyo Grande, Pismo Beach, Grover Beach, Nipomo, and surrounding areas.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the goals of the program/project:

How is the program or service beneficial to Arroyo Grande residents? Number of AG Residents Served by this Program This Year:

Estimated Number of AG Residents Served by this Program Next Year:

Explain How the Number of Residents Served by the Program is Determined:

Goal 1: Complete the foundational phases of a multi-purpose sports field to provide a venue for CCS-hosted youth sports tournaments by June 2025. Focus on critical tasks such as site grading, drainage, and utility installation to create a safe and functional space for tournaments. This foundational work will enable phased development and long-term success.

Goal 2: Develop a schedule of CCS-hosted sports tournaments and events that align with the school’s mission while providing opportunities for youth athletic engagement. Organize school-hosted tournaments that promote teamwork, discipline, and leadership. Events will be carefully planned to balance resource availability with meaningful athletic participation for CCS students and visiting teams.

Goal 3: Foster collaboration with local sports organizations to explore opportunities for select field use in alignment with CCS’s capacity and goals. Build on partnerships, such as with the Five Cities Basketball League, to identify opportunities for shared use. Collaborations will be designed to align with CCS’s capacity and priorities, ensuring efficient and sustainable field utilization.

Goal 4: Contribute to the local economy by attracting visiting teams and families to Arroyo Grande for CCS-hosted sports tournaments. Promote CCS-hosted tournaments to draw visitors who will support local hotels, restaurants, and businesses. This economic boost will benefit Arroyo Grande while enhancing the community’s connection to CCS events.
1000+
The projected number of Arroyo Grande residents served by the CCS Community Sports Field Development Project is based on the current enrollment of 173 Arroyo Grande students at CCS, as well as the anticipated participation of athletes, families, and spectators in CCS-hosted tournaments.

High utilization rates at facilities like the Soto Sports Complex highlight the need for spaces suitable for organized athletic events (https://www.arroyogrande.org/830/Soto-Sports-Complex). For example, the Five Cities Youth Football League reports 200 players and cheerleaders annually
(https://www.causeiq.com/organizations/five-cities-youth-football-league,770636950/), and national data shows 54% of youth aged 6-17 participate in organized sports, suggesting CCS-hosted events could positively impact the community (https://projectplay.org/youth-sports/facts/participation-rates).

Based on these factors, CCS estimates the new sports field will serve the following groups annually:
- Athletes: Approximately 100 - 200 participants, including local athletes and visiting teams in CCS-hosted tournaments. - Spectators: An estimated 300 - 500 individuals, including family members, supporters, and community attendees. - Local Residents Benefiting Economically: An additional 500 - 800 residents, such as local business owners, employees, and their families, will benefit from the increased economic activity generated by visitors supporting local hotels, restaurants, and shops.

In total, the CCS Community Sports Field is projected to positively impact 1,000+ Arroyo Grande residents annually, supporting athletic engagement and boosting the local economy. 173

COMMUNITY SERVICE GRANT APPLICATION 2024-25
How is the local need for this program or service determined? Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:

Describe your organization’s ability to successfully carry out the proposed activities CCS recognizes the importance of providing additional athletic facilities to support its athletics program and create opportunities for CCS-hosted events. These events will serve as a platform for youth athletic development and foster community engagement by bringing families, athletes, and spectators together.

Additionally, CCS-hosted tournaments have the potential to drive economic activity in Arroyo Grande by attracting visitors who contribute to local businesses such as hotels, restaurants, and shops.

To address these goals, CCS has engaged in detailed discussions with stakeholders, gathering valuable insights to inform the planning process. The school’s board members and Edwards Construction have collaborated with local authorities and educational institutions to guide the development of the sports field.

Through open board meetings and partnerships with nonprofits, businesses, and community groups, CCS has encouraged community feedback and collaboration to better understand local priorities.

Discussions with stakeholders, including parents and community members, have provided valuable perspectives on the development of a new athletic field. The creation of this space will allow CCS to host school-sponsored events, such as youth tournaments, offering opportunities for athletic engagement while also fostering community interaction and economic benefits for the City of Arroyo Grande. 42 17
30 CCS possesses the organizational capacity to successfully carry out the proposed construction of a new sports field, thanks to its strong track record and well-established existing infrastructure. CCS has a proven track record of executing successful capital improvement projects, including previous facility expansions and infrastructure upgrades.

The school’s experienced leadership team works closely with project managers, contractors, and community stakeholders to ensure projects are completed on time and within budget.

Our leadership team includes seasoned professionals with extensive experience in project management, educational administration, and community engagement. This expertise ensures that projects are meticulously planned and executed, supported by a foundation of strong community backing. Previous projects have garnered significant support and involvement from parents, local businesses, and community organizations, demonstrating our ability to mobilize resources effectively and foster community engagement.

Our dedicated team includes experienced project managers, facility coordinators, and volunteers, all focused on the successful completion of the sports field. They are prepared to manage every aspect of the project, from planning and design to construction and maintenance.

CCS is known for its prudent financial management. We have a proven track record of efficiently utilizing funds and securing additional resources through grants, donations, and fundraising events. This ensures that we can adequately finance the construction of the sports field. Our approach to this project includes detailed planning and risk management, with a comprehensive project plan outlining timelines, milestones, and contingencies to ensure smooth execution.

With a proven track record, experienced leadership, community support, skilled personnel, financial stewardship, strategic partnerships, and comprehensive planning, CCS is well-positioned to successfully carry out the construction of the new sports field, benefiting both our students and the wider community. This grant will help bring this vision to life, enhancing our campus and enriching the educational experience for all our students. We deeply appreciate the support of the Arroyo Grande community and eagerly anticipate the positive impact this field will have on our students and neighbors alike.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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.

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
Complete Foundational Development of the Sports Field
Complete initial site preparation and infrastructure
development.

Conduct site grading, prepare for
construction, and install drainage
and utilities.

January 2025 – June 2025
Completion of site grading, infrastructure setup, and readiness for subsequent construction phases.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
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
Launch CCS-Hosted Tournaments and Events
Host initial CCS-sponsored tournaments and events.

Develop a schedule of
tournaments, partner with local
organizations, and hold inaugural
events
Fall 2025 – Ongoing
Number of events hosted, attendance figures, and feedback from participants and visitors.

Secure Resources for Project Completion
Continue fundraising and planning for full project completion.

Host fundraising campaigns,
secure additional funding, and
finalize project plans.

January 2025 – December 2025
Funds raised, partnerships formed, and readiness for final construction phases.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Program Service OUTPUTS:

Program Service OUTCOMES:

The CCS Community Sports Field Development project will produce tangible outputs that directly benefit Arroyo Grande residents and the surrounding community. Key outputs include:
- Field Preparation and Initial Construction: Completion of site grading, drainage installation, and foundational infrastructure by June 2025, ensuring the site is ready for subsequent phases of construction. - Purpose-Built Venue for CCS-Hosted Tournaments: Establishment of a high-quality sports field to serve as a venue for CCS-hosted youth tournaments, offering opportunities for local teams and visiting competitors.
- Community and Economic Engagement Opportunities: Initial CCS-hosted sports tournaments, expected to bring athletes, families, and spectators to Arroyo Grande, with the potential to support local businesses through increased visitation.
- Partnerships with Local Organizations: Collaboration with at least three local organizations, including nonprofits, sports leagues, and businesses, to promote the effective use of the field and align programming with community needs when feasible.
- Progress Toward Full Project Completion: Completion of early-phase tasks (site preparation, infrastructure installation) that lay the groundwork for future development and expanded programming.

The CCS Community Sports Field will generate meaningful outcomes that contribute to the health, wellness, and economic vitality of the Arroyo Grande community. Key outcomes include:
- Expanded Recreational Opportunities: The field will offer Arroyo Grande residents new opportunities to participate in CCS-hosted youth sports tournaments and other organized athletic events annually. - Increased Physical Activity and Wellness: A purpose-built space for sports and fitness will encourage healthier lifestyles, promote youth development, and reduce barriers to participation in physical activities. - Economic Boost to Arroyo Grande: Hosting CCS-sponsored tournaments has the potential to bring visitors to the area, contributing to the local economy through increased patronage of hotels, restaurants, and shops. - Strengthened Community Connections: Tournaments and organized events will foster a sense of community and provide residents with opportunities to connect in a shared, family-friendly environment. - Youth Development and Leadership: Participation in organized sports promotes teamwork, discipline, and leadership skills, contributing to the personal growth of children and teens (https://odphp.health.gov/sites/default/files/2020-09/YSS_Report_OnePager_2020-08-31_web.pdf). - Long-Term Community Resource: The creation of this facility will leave a lasting impact on Arroyo Grande, providing a versatile resource for athletic and recreational activities for generations to come.

COMMUNITY SERVICE GRANT APPLICATION 2024-25

2. Section 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. Section C: Scope of Work or Work Plan and Budget Worksheet

4. Section D: 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 1
, 2024 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.

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.

Organizations that are awarded a grant will enter into an agreement with the City of Arroyo Grande establishing the terms and conditions of the grant. A sample agreement can be found on the City’s website.

For questions please contact:

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

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:

City: State: Zip:

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

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

Amount Received:

Tax ID Number:

Executive Director:

Email Address:

Phone Number:

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

Phone Number:

Program or Service Title:

Coastal Performing Arts Foundation
P.O. Box 2425
Pismo Beach CA 93448
652 Charles St., Grover Beach
Grover Beach CA 93433
Wendy Purviance
Gavin Hannegan
Coastal Youth Theater
1000

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the program or service to be funded by the Community Service Grant, including how the program/service creates a unique, positive, and valuable impact on the community and outreach efforts to publicize this program:
(Attach up to one additional page total, if necessary)
Coastal Youth Theater (CYT) is one of three core programs that we offer as part of Coastal Performing Arts Foundation. CYT provides a comprehensive education in acting, singing, and dance that culminates in biannual professional-level productions. In November 2024, CYT presented Mary Poppins Jr. at the Clark Center for the Performing Arts. Upcoming in May-June 2025, CYT will be presenting Mean Girls: High School Version.

We pride ourselves on our educational emphasis within CYT. Auditions are open to all children 18 and under, regardless of their level of performing experience. Whether it's a child's first show or their 10th, we not only hope to develop their artistry but also inspire them to become empathetic, respectful, and community-driven individuals. Our creative team is dedicated to the well-being of our performers. Many of our team members offer additional rehearsals and lessons to those who need more support, whether for voice, acting, or choreography. In addition to on-stage experience, the performers of CYT also have the the opportunity to learn about the technical side of theater by participating in set transitions, wearing microphones, and assisting in set construction. This year, many of our CYT performers joined us for the Arroyo Grande Harvest Parade and the Arroyo Grande Holiday Parade, helping to increase the accessibility of our mission and the performing arts to the broader community.

With over 10+ years of productions, Coastal Youth Theater has supported the professional development of hundreds of aspiring artists. Many of our alumni have gone on to pursue acting as a career through the Pacific Conservatory of the Performing Arts (PCPA) or The Great American Melodrama. We are especially grateful for the alumni who have returned to support this program. Two of our alumni are now part of our Board of Directors as our Technical Director and our Marketing and Publicity Lead. The creative team behind Mean Girls: High School Version also consists of previous alumni, who will be sharing their professional acting experience to support the next generation of performers.

Through our productions, we hope to make quality entertainment and artistry more accessible to the community of Arroyo Grande. Our most recent show, Mary Poppins Jr., sold over 800 tickets.

Some of those audience members have approached us asking for additional theater classes and have signed up to audition for Mean Girls: High School Version. For future shows, we are excited to implement a "Pay What You Can Night," which will allow low- and middle-income families to overcome the financial burdens that often come with live theater opportunities.

In addition to the Arroyo Grande parades, CYT productions are publicized through the Arroyo Grande Activity Guide, posters, and social media. Coastal Performing Arts Foundation has accounts on Instagram, Facebook, and TikTok, where we share frequent rehearsal previews, provide behind-the-scenes videos, and highlight certain performers and members of our creative team. We are grateful for these opportunities to interact with our community.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the organization and the community service it provides:

Organization’s Mission Statement:

List Geographic Area(s) Served by the Organization:

Our purpose is to inspire, entertain, and enrich the lives of children and adults through the gift of theater. In addition to Coastal Youth Theater described above, Coastal Performing Arts Foundation is proud to offer two more core programs. Beyond Boundaries brings specialized dance and movement classes to children with disabilities within our local school systems. These classes are held year-round in local school districts. Beyond Boundaries also connects instructors with an extensive training program where they learn how to teach dance classes for children of all ability levels. Players West, our newest branch, extends our on-stage and backstage opportunities to Central Coast residents of all ages, geared mainly toward the adults in our community. Similar to Coastal Youth Theater, Players West produces two shows a year, with audition opportunities open to anyone interested in experiencing the magic of the performing arts. We are committed to serving our community through each of our branches.

Coastal Youth Theater has held assemblies at local elementary schools such as Ocean View and Harloe to promote the program and its upcoming productions. Some of our Coastal Youth Theater performers have developed their own community service project in the form of Christmas Grams, where they have volunteered to visit local homes and sing Christmas carols.

Community members are excited by the programs we offer and our performers, often returning for multiple shows, are enriched by their experience.

Our mission is to provide high quality theatrical experiences and outreach programs in performing arts for the youth of the California Central Coast. We passionately believe that when young people have opportunities to grow and flourish by participating in exceptional training and professional quality theatrical productions, they are becoming not only the next generation of artists and art appreciators, but the next generation of engaged citizens: empowered to commit, focus, communicate, and energetically participate in a collaborative process.

Five Cities (Arroyo Grande, Oceano, Shell Beach, Pismo Beach, Grover Beach), San Luis Obispo, Nipomo, Santa Maria

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the goals of the program/project:

How is the program or service beneficial to Arroyo Grande residents? Number of AG Residents Served by this Program This Year:

Estimated Number of AG Residents Served by this Program Next Year:

Explain How the Number of Residents Served by the Program is Determined:

In addition to our mission statement and purpose described above, Coastal Youth Theater plans to perform in the Forbes Hall main stage of the Clark Center for the Performing Arts for each of our productions. Currently, we utilize the smaller Studio Theatre. As we expand our program, the Studio Theatre theater will become less likely to serve all of our patrons and performers due to its limited size. For reference, Forbes Hall seats over 600 people, while the Studio Theatre seats a maximum of 120. This change in theater space will not only provide us with more creative freedom with the set design, but it will also allow more community members to attend our shows.

Additionally, we hope to provide educational workshops and classes for the youth in our communities. Prior to the COVID-19 pandemic, Coastal Youth Theater offered weekly classes for performers to work on monologues, solos, and acting techniques. These performers also had opportunities to work with local guest directors. We are still recovering financially from the pandemic, yet we strive to promote the educational side of CYT by reintroducing these classes in the future.

One of our biggest goals is to have our own rehearsal space. This will give our performers a safe space to develop their artistry and overall increase the organization and stability of our non-profit. We are lucky to be able to rent a rehearsal space through Flex Performing Arts, but our own space would give us more freedom and flexibility for services such as classes. 2000
The number of residents served is determined using the average number of tickets sold yearly (1600, 800 per show) and adding an estimated number of volunteers and performers that support our productions in any capacity (100). With increased community exposure through Arroyo Grande parades and the Activity Guide, along with a steady increase in social media attention, we expect the number of AG residents served to increase in the following year. 1700

COMMUNITY SERVICE GRANT APPLICATION 2024-25
How is the local need for this program or service determined? Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:

Describe your organization’s ability to successfully carry out the proposed activities The local need for Coastal Youth Theater is determined by the number of performers who participate in our productions, the number of volunteers we have per show, and the number of tickets sold. Each of these groups illustrate the community's interest in the performing arts, either as actors or as patrons of the arts. We value the feedback from each of these sources, and we strive to improve our programs based on what would best serve our community. 00 100+
Since its founding in 2011, each program within Coastal Performing Arts Foundation has successfully expanded upon its mission to educate the Five Cities community through the performing arts. Coastal Youth Theater has produced over 20 shows, Players West has produced 2 shows, and Beyond Boundaries has been implemented in LMUSD schools for over 5 years. Players West was specifically developed in response to the community's need for adult acting programs, as most community theater programs in the area are dedicated specifically to children and teens. When the COVID-19 pandemic struck, we were not able to hold our productions live. However, we quickly adapted by producing "Hope: A Virtual Cabaret", which was a collection of scenes and songs filmed at home by our Coastal Performing Arts Foundation alumni and current performers. Following the pandemic, Coastal Performing Arts Foundation has fostered more educational opportunities in the arts by hiring guest directors for our productions, allowing us to build a local theater hub while exposing our performers to new ideas and techniques.

In a well-documented national study using a federal database of over 25,000 middle and high school students, researchers from UCLA found students with high performing arts involvement scored better on standardized achievement tests than students with low arts involvement.

Moreover, the high arts-involved students also watched fewer hours of television, participated in more community service, and reported less boredom in school. We see this with the students who participate in our programs. Many of our alumni are working towards their college degrees or have already obtained them, with many of them continuing to engage with the performing arts.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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.

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
: Mean Girls: High School Version
: Perform a production of "Mean Girls: High School Version" that is supports the artistic development of our actors and encourages audience members to support our program either as future performers or as donors.
: Create costumes, props, and
sets; advertise our production
through posters, community
events, and social media
engagement; maintain an ethical
code of conduct in rehearsals.

Present - June 1st, 2025
: Our results will be quantified through ticket sales and the number of children who audition for our next show. Specfically, as most of our funding comes from ticket sales, a show is "successful" when the ticket sales and sponsors positively outweigh the show costs (costumes, props, sets, etc).

COMMUNITY SERVICE GRANT APPLICATION 2024-25
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
: Fall Show 2025
: Select the next show for Coastal Youth Theater, scheduled to be performed at the Clark Center for the Performing Arts in the Fall of 2025.
: Acquire the rights to the show,
hire a creative team, select dates
to rent the Clark Center, promote
the next show on social media,
and announce audition details
within the community.

Present - May 2025
Our results will be observed once we complete each of the above tasks, as these steps are required for us to produce the Fall show in a manner consistent with previous Coastal Youth Theater performances. Depending on the show, we must have the budget necessary to reasonably afford the rights.
:CYT Fundraisers
: Generate community-based financial support for CYT's
upcoming production so that we can comfortably continue offering performing arts opportunities to the children of the Five Cities.
: Organize the "Dance-A-Thon"
fundraiser that is held for each
Coastal Youth Theater show,
complete local grant applications,
organize our annual GALA
fundraiser.

Present - June 2025
Our results will be quantified using the net income of Mean Girls:

High School Version, and the number of community members who attend our shows program or volunteer with us. Currently, we are projected for a net loss, so our organization has an immense need for increased community support.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Program Service OUTPUTS:

Program Service OUTCOMES:

Rehearsals for Mean Girls: High School Version will begin in early February and will continue until the performance dates of May 30-June 1, 2025 at the Clark Center for the Performing Arts.

These rehearsals will be approximately 10 hours a week across 3 days a week. Each rehearsal will help our performers with their acting, choreography, or singing as part of Mean Girls, which is a 2 hour and 30 minute long musical. Additionally, in the week prior to performances (known as "Tech Week"), Coastal Youth Theater actors and parent volunteers will be rehearsing at the Clark Center for at least 4 hours each day. Throughout the rehearsal process, parent volunteers and some performers will spend additional days designing costumes, collecting props, painting and building sets, creating show programs and posters, and advertising the production within the community and through social media. In total, we will have 4 performances that are open to the public, including 2 performances on Saturday May 31. After our final performance on June 1, the cast, crew, and additional parent volunteers will collaborate to clean up the dressing rooms and move our sets and props out of the theater and back into our storage units.

The above process is consistent with most previous Coastal Youth Theater shows, except Mean Girls: High School Version will only have one weekend of shows compared to two. This is due to the increased costs of utilizing the Forbes Hall main stage space at the Clark Center compared to the Studio Theatre space, which is what we typically use for our shows.

While we are still waiting for the final numbers for our previous production of Mary Poppins Jr., our projected net income is approximately $7,600. For reference, our show in Spring 2024, The Little Mermaid Jr., was only projected to earn us $580, but the support of community members and local businesses helped us reach over $11,531. These financial numbers illustrate that our productions and our mission as an educational theater-based non-profit resonate with the community of Arroyo Gande. With more financial support, we will be able to offer additional educational and performing opportunities to the community while making these opportunities more accessible in the form of reduced ticket costs and increased seating. As mentioned previously, Coastal Youth Theater has helped launch the careers of our performers, many of whom are now working as professional actors or are seeking college degrees. Coastal Youth Theater has also inspired our students to volunteer in their local communities, utilizing their teamwork and communication skills that they have developed through our program.

Based on the number of ticket sales, performers, and volunteers, Coastal Youth Theater benefits at least 10% of the Arroyo Grande community.

COMMUNITY SERVICE GRANT APPLICATION 2024-25

2. Section 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. Section C: Scope of Work or Work Plan and Budget Worksheet

4. Section D: 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 19, 2024 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.

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.

Organizations that are awarded a grant will enter into an agreement with the City of Arroyo Grande establishing the terms and conditions of the grant. A sample agreement can be found on the City’s website.

For questions please contact:

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

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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:

Environmental Center of San Luis Obispo (ECOSLO)
P.O. Box 1014
San Luis Obispo CA 93406
1012 Pacific Street B-1
San Luis Obispo CA 93401
2006
$2,575
Kendra Paulding
Tree Planting & Creeks to Coast Cleanup
7,500

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the program or service to be funded by the Community Service Grant, including how the program/service creates a unique, positive, and valuable impact on the community and outreach efforts to publicize this program:
(Attach up to one additional page total, if necessary)
ECOSLO operates two impactful programs – the Tree Planting Program and the Creeks to Coast Cleanup Program – which are already benefiting other areas of the county and are set to expand in Arroyo Grande in the near future.
1) Tree Planting Program - This program focuses on enhancing local green spaces by planting trees throughout SLO County. We plan to bring the program to Arroyo Grande, offering benefits such as:
• Urban Greening: Trees improve air quality, provide shade, reduce heat islands, and beautify. • Climate Action: Trees absorb carbon dioxide, contributing to the fight against climate change. • Community Engagement: Volunteers will have the opportunity to participate in tree planting, raising awareness about sustainability and fostering community pride. 2) Creeks to Coast Cleanup Program - This annual event, which already brings volunteers together to clean up local spaces in Arroyo Grande, is expected to grow in the future. It:
• Protects Ecosystems: Removing trash prevents pollution from reaching marine environments, safeguarding local wildlife.
• Raises Awareness: Volunteers will learn about pollution’s impact on local ecosystems. • Strengthens Community: The cleanup will unite residents in a shared effort to care for their environment, promoting civic responsibility.

Impact on Arroyo Grande:

Once these programs expand in Arroyo Grande, they will create lasting benefits by improving local green spaces, protecting water quality, and engaging residents in hands-on environmental efforts. These initiatives will foster community involvement, raise awareness about sustainability, and inspire long-term stewardship, making Arroyo Grande a cleaner, greener place to live.

ECOSLO will focus on the following key outreach efforts to engage the community:
1) Social Media Campaigns: Through platforms like Facebook and Instagram, ECOSLO will share program updates, success stories, and engaging content to raise awareness and encourage participation in Arroyo Grande.
2) Local Media Outreach: By partnering with local newspapers and TV outlets (e.g., The Tribune, KSBY), we will spread the word through press releases, interviews, and event listings, reaching a wide audience in Arroyo Grande.
3) Flyers and Posters: We will distribute flyers and posters at community hubs such as libraries, schools, and local businesses to share essential program information and encourage sign-ups for upcoming events.
4) Email Newsletters: Regular email newsletters will keep residents, local non-profits, and service clubs informed about our upcoming programs and events.

These strategies will help generate excitement, raise awareness, and mobilize the Arroyo Grande community to actively participate in our programs.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the organization and the community service it provides:

Organization’s Mission Statement:

List Geographic Area(s) Served by the Organization:

ECOSLO is dedicated to promoting environmental sustainability and community engagement throughout SLO County. It offers educational resources and hands-on programs that empower individuals to take action for the environment.

Key Community Services:
1) Environmental Education - ECOSLO raises awareness about local environmental issues and sustainable practices through workshops, events, and resources, helping individuals make informed choices to protect the environment.
2) Volunteer and Community Engagement - ECOSLO connects volunteers with impactful programs, such as:
◦Creeks to Coast Cleanup: An annual event to clean up local creeks, rivers, beaches, and coastal areas, protecting wildlife and reducing pollution. ◦Tree Planting Program: Organizing tree planting efforts to restore green spaces, improve air quality, and combat climate change.

Through these initiatives, ECOSLO fosters a more sustainable, engaged community in SLO County. We believe when nature thrives, our community grows stronger.

Our Mission:

ECOSLO organizes our community to protect San Luis Obispo County’s environment.

Our Vision is that nature and community thrive in San Luis Obispo County.

ECOSLO serves all seven cities and the unincorporated areas of SLO County.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the goals of the program/project:

How is the program or service beneficial to Arroyo Grande residents? Number of AG Residents Served by this Program This Year:

Estimated Number of AG Residents Served by this Program Next Year:

Explain How the Number of Residents Served by the Program is Determined:

ECOSLO has clear goals focused on environmental improvement and community engagement.

Tree Planting Program Goals:
1) Enhance Green Spaces: Restore and beautify areas by planting trees that improve air quality and provide shade.
2) Combat Climate Change: Sequester carbon dioxide to help mitigate climate change. 3) Support Biodiversity: Plant native species to support local wildlife. 4) Engage the Community: Involve volunteers in hands-on environmental action.

Creeks to Coast Cleanup Program Goals:
1) Reduce Pollution: Clean up trash and debris from creeks and beaches to protect marine environments.
2) Protect Marine Life: Safeguard aquatic ecosystems and wildlife from harmful waste. 3) Raise Awareness: Educate the public about pollution and inspire sustainable practices. 4) Strengthen Community: Unite volunteers to take collective action for a cleaner environment.

Both programs aim to foster a healthier, more sustainable community by promoting environmental stewardship in Arroyo Grande and throughout SLO County.

All AG residents who use Strother Park
Our tree planting program is growing, and although we haven’t yet had the chance to serve Arroyo Grande residents directly, we are committed to planting trees in public spaces throughout the city, one park at a time. With a population of over 18,000, we are confident that all residents will benefit from the beauty, environmental health, and shade that additional trees will bring to our community.

Last year, ECOSLO successfully organized two cleanup sites for the Creeks to Coast Cleanup Day in Arroyo Grande, in partnership with Arroyo Grande in Bloom and Arroyo Grande High School. Thanks to the dedication of 62 volunteers, we were able to clean up both Arroyo Grande Creek and the grounds of Arroyo Grande High School. For Creeks to Coast Cleanup Day 2025, we plan to expand these efforts, aiming to double or triple our impact. We believe that a clean and healthy environment benefits every resident of Arroyo Grande.

Additionally, cleanup efforts ensure that there is a safe place provided for residents and visitors alike, to enjoy the natural beauty of Arroyo Grande. By focusing recruitment efforts on community members, Creeks to Coast Cleanup and other cleanups we hold throughout the year help to maintain the small town character we enjoy in SLO county. Our cleanups work to enhance a vibrant tourist-based economy as the City is clean and well-cared for by its community.

Tree Planting Program - 0

COMMUNITY SERVICE GRANT APPLICATION 2024-25
How is the local need for this program or service determined? Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:

Describe your organization’s ability to successfully carry out the proposed activities Arroyo Grande’s need for ECOSLO's programs is determined through environmental assessments, community feedback, and collaboration with local agencies. 1) Environmental Assessments: ECOSLO evaluates areas needing tree planting based on factors like air quality and tree canopy coverage. For cleanups, pollution levels in local waterways and high traffic areas that tend to attract a lot of litter are monitored to identify high-priority sites. 2) Community Input: ECOSLO gathers feedback from residents, schools, and businesses to understand environmental concerns and identify areas in need of improvement, such as spaces lacking trees or littered creeks.
3) Collaboration with Local Agencies: ECOSLO will work closely with AG Public Works and Parks and Rec to align efforts with the City and identify areas that need attention, ensuring the programs address the most pressing environmental challenges.

This approach ensures that ECOSLO's programs are focused where they can have the most meaningful environmental impact.
2 1
811- Last year
ECOSLO has the experience, community support, and resources necessary to successfully carry out the Tree Planting Program and Creeks to Coast Cleanup Program.

Key Strengths:
1) Experience and Expertise: With over 50 years of environmental initiatives, ECOSLO has successfully organized large events like the Creeks to Coast Cleanup, engaging hundreds of volunteers annually. For Creeks to Coast Cleanup 2024, ECOSLO recruited 811 volunteers and picked up 7,891 lbs of litter countywide.
2) Community Connections: ECOSLO has strong partnerships with local governments, schools, and businesses, facilitating smooth event logistics and broad volunteer engagement. 3) Proven Logistics: ECOSLO has the infrastructure to manage large volunteer events, including handling supplies, safety protocols, and coordination for both tree planting and cleanups.
4) Volunteer Support: The organization has an active and committed volunteer base that consistently supports its programs, ensuring high participation and successful outcomes. 5) Sustainability Focus: ECOSLO’s programs are designed for long-term impact, combining hands-on action with education to create lasting environmental change.

With these strengths, ECOSLO is well-equipped to implement and expand its programs, making a meaningful impact on the environment and the community.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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.

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
Tree Planting at Strother Park
Identify the locations and
appropriate species for new trees,
replacing felled/dead trees,
complete 811, identify irrigation
plan, plan & execute tree planting
event, and maintenance plan.

We will work with AG Public Works for timelines and coordination, completion likely May 2025 (fall/spring are ideal planting times).

Tree Planting:
•# of trees planted (to be determinted with AG Public Works) •# of volunteers educated about tree planting process and benefits
•# volunteer hours - planting events and ongoing tree care

COMMUNITY SERVICE GRANT APPLICATION 2024-25
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
Creeks to Coast Cleanup Day - September 20, 2025
Planning & Coordination, Volunteer
Recruitment & Registration, Site
Preparation, Volunteer Training &
Safety, Event Day Operations, Post
Event Waste Disposal & Recycling,
Followup & Impact Reporting
• March - June 2025 - P ann ng, s te se ect on, coord nat on w th appropr ate author t es; • Ju y - August 2025 - Procur ng mater a s, advert s ng event, vo unteer s te eader recru tment and coord nat on; D str but ng mater a s (g oves/p ckers/buckets) to p ckup s tes; • September 20, 2025 - Event hosted, tter p ckup, categor zat on us ng C ean Swe app, co ect on and d sposa (recyc ng as much as poss b e) of bagged tter; • October - November 2025 - Comp ng resu ts, thank ng part c pants, report ng resu ts.

Cleanups:
•lbs of trash & type
•# of volunteers & hours
•# of Arroyo Grande locations (to be determined in
coordination with AG Public Works and Parks and Rec)

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Program Service OUTPUTS:

Program Service OUTCOMES:

Strother Park Tree Planting Outputs:
1) Number of Trees Planted: 8–12 trees (number subject to coordination with AG Public Works). 2) Volunteer Participation: Approximately 20 volunteers will assist with the tree planting event. 3) Community Benefits (Environmental and Aesthetic): The newly planted trees will improve air quality, mitigate the urban heat island effect, enhance the park's visual appeal, and provide additional shade in the parking lot.

Creeks to Coast Cleanup Day Outputs:
1) Amount of Trash Collected: Total weight of trash and recycle removed from the Arroyo Grande Creek, local streets, parks, and public areas (measured in pounds). 2) Number of Volunteers: Total number of volunteers participating in the cleanup event. 3) Types of Materials Collected: Breakdown of materials collected, such as plastics, metal, glass, organic waste, and hazardous items.
4) Improvement in Waterway Health: Reduction of pollutants in the Arroyo Grande Creek and surrounding water sources, contributing to healthier aquatic ecosystems.

Both events contribute to Arroyo Grande's efforts toward achieving the “Clean Cities Designation” from CalTrans as part of the Arroyo Grande in Bloom initiative, supported by City staff.

All Arroyo Grande residents will directly benefit from the Strother Park Tree Planting and the Creeks to Coast Cleanup. Planting trees provides a wide range of environmental, aesthetic, and health benefits. Trees play a crucial role in improving air quality by absorbing carbon dioxide and releasing oxygen, making the air cleaner and safer to breathe. They also help mitigate the urban heat island effect, cooling the environment and providing shaded spaces for recreation and relaxation. Trees enhance Strother Park's natural landscape, making it a more inviting place for the community to gather and enjoy. Following the storms that caused tree loss, the restoration of these trees at Strother Park will not only enhance the park's beauty but also restore vital ecological functions.

Creeks to Coast Cleanup Day offers numerous advantages to the residents of Arroyo Grande, contributing both to the community’s well-being and to the health of local ecosystems. By removing litter and debris from public spaces, streets, and waterways, we help maintain a cleaner, more pleasant environment for everyone. It also ensures that the Arroyo Grande Creek and surrounding natural areas remain free from pollutants that can harm local wildlife. Clean and healthy creeks are vital for maintaining biodiversity and supporting aquatic life, providing a thriving habitat for native species. Additionally, keeping our community’s spaces trash-free instills a sense of pride and environmental stewardship among residents, fostering a shared commitment to preserving the beauty and health of Arroyo Grande for future generations.

PROGRAM/SERVICE PROPOSED EXPENSES:

Budget for Creeks to Coast Cleanup Countywide (2025)
Line Item Proposed Cost
Proposed Grant
Funding Amount

1. Personnel Expenses
Executive Director
Program Coordinator
Volunteer Coordinator
$15,000
$3,500
$2,200
$9,300
$1,071.43
$250.00
$157.14
$664.29

2. Operating Expenses
Equipment - Truck Rentals
Travel - Staff Mileage
Supplies
Promotional Materials
Insurance/Permitting/Fees
$6,000
$450
$300
$2,250
$2,000
$1,000
$428.57
$32.14
$21.43
$160.71
$142.86
$71.43

3. Overhead $14,000 $1,000
Total $35,000 $2,500
PROGRAM/SERVICE PROPOSED INCOME:

Creeks to Coast Cleanup Countywide 2025
Revenue Source Cash Amount
Arroyo Grande Community Service Grant Amount Requested: $2,500 Other funding sources:

Other Public Grants (anticipated for 2025):

City of SLO, City of Pismo Beach, City of Morro Bay, SLO County, CBO/PH, SLO County Public Works, Tobacco Free SLO
$22,500
Private Foundations: $0
Corporate Contributions (anticipated for 2025): $10,000 Concessions/Ticket Sales: $0
Promotion Sales/Advertisements (Other Cash) $0
Other Funding Subtotal: $32,500
Total $35,000

PROGRAM/SERVICE PROPOSED EXPENSES:

Budget for Strother Park Tree Planting - Approximately 10 Trees Planted & Maintained Line Item Proposed Cost Proposed Grant
Funding Amount

1. Personnel Expenses
Executive Director
Program Coordinator
Volunteer Coordinator
$2,700
$500
$1,200
$1,000
$2,700
$500
$1,200
$1,000

2. Operating Expenses
Equipment - Truck Rental
Travel - Staff Mileage
Tree Planting Supplies (stakes, ties, gopher
baskets) $30/tree
Tree Tags and Signage $10/tree
Tree Care $20/tree
15 gallon trees - $100/tree (Most likely donated
through PG&E’s “Right Tree, Right Place”)
$1,800
$150
$50
$300
$100
$200
$1,000
$800
$150
$50
$300
$100
$200

3. Overhead $1,500 $1,500
Total $6,000 $5,000
PROGRAM/SERVICE PROPOSED INCOME:

Strother Park Tree Planting
Revenue Source Cash Amount
Arroyo Grande Community Service Grant Amount Requested: $5,000 Other funding sources:

Other Public Grants: $0
Private Foundations: $0
Corporate Contributions (Trees donated through PG&E’s “Right Tree, Right Place” Program):
$1,000
Concessions/Ticket Sales: $0
Promotion Sales/Advertisements (Other Cash) $0
Other Funding Subtotal: $1,000
Total $6,000




  

 


 

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OMG Youth Sports
(HQ) 819 N. Crescent Heights Bl.

Los Angeles CA 90046
■
Jonathan Owens
Jonathan Owens
Paths of Heritage: Exploring Arroyo Grande's Story
10000




  

 


 
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Grant Purpose: To launch an educational, family-friendly history and cultural exploration program for youth and community members of all ages in Arroyo Grande, California.

Program/Service Information
Program Overview:Paths of Heritage: Exploring Arroyo Grande’s Story is a 12-week educational program, offered 3 times per year, that immerses youth, families, and community members in the rich historical and cultural legacy of Arroyo Grande. Each Saturday, participants embark on a guided walking tour to explore historical landmarks, cultural heritage sites, and unique local stories. The program is designed to inspire learning, physical activity, and community engagement. Through hands-on activities like architectural sketching, storytelling, and cultural crafts, participants will gain a deeper appreciation for their community’s history and cultural roots.

Target Population:This program is designed for youth ages 8-17 but welcomes participation from family members, friends, and individuals of all ages. The goal is to foster intergenerational learning, where children, parents, and community members can share in the experience of exploring Arroyo Grande’s story together.

Need for the Program:While Arroyo Grande has a wealth of historical landmarks and a strong local history, there are currently limited opportunities for guided, educational exploration of this heritage. Self-guided tours exist, but they do not offer the interactive, community-driven experience that Paths of Heritage provides. This program fills a critical gap by offering facilitated tours, hands-on workshops, and intergenerational learning, making history accessible and engaging for all community members, especially underserved youth.

Unique, Positive, and Valuable Impact on the Community:Paths of Heritage: Exploring Arroyo Grande’s Story offers a transformative experience that unites education, physical activity, and community connection. By providing guided, interactive tours of historical landmarks and cultural sites, participants of all ages develop a deeper appreciation for the city's history and heritage. The program's hands-on activities, such as architectural sketching and storytelling, offer youth a chance to engage in creative learning, while adults and seniors participate alongside them, promoting intergenerational learning. This community-centered approach strengthens family bonds and fosters a sense of shared pride and belonging among participants. (Continued on attached sheet)




  

 


 



  



 
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About OMG Youth SportsOMG Youth Sports is a nonprofit organization dedicated to inspiring and empowering children, youth, and seniors by providing inclusive, accessible opportunities for physical activity, educational enrichment, and personal development. Since its inception in 2017, OMG Youth Sports has served as a vital resource for underserved and at-risk communities, ensuring equitable access to transformative experiences regardless of financial, physical, or cognitive barriers. Through sports programs, adventure-based learning, and tailored activities for children with disabilities, OMG Youth Sports fosters teamwork, leadership, and confidence among participants of all ages.

Sports ProgrammingOMG Youth Sports offers a wide range of youth sports programs that include basketball, soccer, volleyball, lacrosse, track and field, flag football, and private training. These programs are designed to promote physical health, self-discipline, and social interaction. With experienced coaches and mentors, participants not only develop athletic skills but also learn essential life skills like teamwork, goal-setting, and perseverance. Programs are accessible to children from underserved communities through scholarships, financial aid, and payment installment plans. (Continued on attached sheet))
To inspire and empower children, youth, and seniors by providing inclusive, accessible opportunities for physical activity, educational enrichment, and personal development. We are dedicated to serving underserved and at-risk communities, including children with disabilities and senior citizens with neurodivergence or special needs, by fostering teamwork, leadership, and confidence through sports, wellness, and adventure-based programs. Our goal is to create a safe, supportive environment where every participant has the opportunity to thrive, learn, and achieve their full potential, regardless of financial, physical, or cognitive barriers." The organization's motto is:
"Inspire. Achieve. Explore."
We serve the state of California and will be expanding to Nevada, Oregon and Washington over the next 3 years.




  

 


 
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Goals of the Program:

Foster Historical Awareness and Cultural Pride: Inspire participants to explore the unique history and cultural legacy of Arroyo Grande, fostering a greater sense of community pride and awareness. Promote Intergenerational Learning: Encourage youth, parents, and seniors to learn together, fostering deeper connections between family members and community residents of all ages. Enhance Educational Enrichment: Provide interactive, hands-on learning experiences such as architectural sketching, storytelling, and creative crafts that allow participants to engage with historical concepts in tangible ways.

Support Physical Activity and Outdoor Exploration: Encourage physical wellness and outdoor engagement through guided walking tours of historical and cultural sites, promoting a healthy and active lifestyle. Strengthen Community Connections: Build community relationships by encouraging participation from diverse groups, including families, schools, and community organizations. Increase Accessibility and Inclusion: Ensure that program activities are accessible to individuals of all ages and abilities, with accommodations available for those with special needs. Preserve and Beautify Local Landmarks: Inspire appreciation for Arroyo Grande’s historic sites, fostering a community-wide interest in the preservation and beautification of these important locations (continued on separate page)
250
The target numbers for participants in the Paths of Heritage: Exploring Arroyo Grande’s Story program were determined using a combination of factors, including population size, program capacity, community needs, and program structure. Here’s a breakdown of how these numbers were calculated:

City Population Analysis:

Arroyo Grande Population: The population of Arroyo Grande is approximately 18,000-19,000 Target Participation Rate: To have a meaningful community impact, a target of 1-2% of the city's population was selected as a reasonable goal for participation. This would equal around 180-380 residents. However, since the program is 12 weeks long, the program focuses on a smaller, engaged group.

Program Structure & Weekly Capacity
Total Sessions: The program runs for 12 weeks with sessions held once a week on Saturdays.

Average Capacity Per Session: Each session can comfortably accommodate 15-25 participants to ensure a quality learning experience with guided tours, hands-on activities, and personalized support.
(continued on separate page)
N/A




  

 


 
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-;+:1*- A7=: 7:/)61B)<176C; )*141<A <7 ;=++-;;.=44A +)::A 7=< <0- 8:787;-, )+<1>1<1-; The local need for Paths of Heritage: Exploring Arroyo Grande’s Story is determined through a comprehensive assessment of community demographics, current offerings, and gaps in educational and cultural services. Here’s a detailed explanation of how the need for this program was identified:

1. Lack of Accessible Guided Historical Experiences
Current Gaps: While self-guided walking tours and historical landmarks exist in Arroyo Grande, there are no structured, interactive, or educational guided walking tours that offer a comprehensive learning experience. Most available experiences are limited to self-guided tours, which lack the personalized education, storytelling, and hands-on activities that engage youth and families.

How This Need Was Identified: A review of local historical organizations, such as the South County Historical Society, revealed a focus on museum-based learning and archival resources rather than community-engaged historical walking tours. Feedback from local schools and community organizations indicated a desire for interactive, educational, and community-driven programs that would allow families to explore their city together. (continued on separate page)
24 10
Organization's Ability to Successfully Carry Out the Activities:OMG Youth Sports has a proven track record of delivering impactful, community-based programs for youth, families, and individuals with disabilities. With over 7 years of experience running educational, sports, and adventure-based initiatives, OMG Youth Sports has the expertise, staffing, and resources needed to execute this program successfully. Key strengths include:

Experienced Leadership: Led by Jonathan Owens, a seasoned Program Director with over 10 years of experience in community programming, the organization is equipped to design, implement, and manage high-impact educational initiatives.

Inclusive Programming Expertise: With successful programs like Power of Movement and Health Matters, OMG Youth Sports has extensive experience providing adaptive learning environments for individuals with disabilities, ensuring all participants can fully engage in activities.

Proven Outreach and Recruitment: Through partnerships with schools, community organizations, and local nonprofits, OMG Youth Sports has consistently met or exceeded participant enrollment goals for its sports and immersion camp programs.

Community Partnerships: Existing partnerships with local schools, libraries, and recreation centers ensure community buy-in, high visibility, and strong recruitment support for new initiatives like Paths of Heritage.

Track Record of Financial Accountability: OMG Youth Sports has successfully managed and reported on grants from major foundations, ensuring transparency, fiscal responsibility, and efficient use of resources.These strengths position OMG Youth Sports to successfully launch and sustain the Paths of Heritage: Exploring Arroyo Grande’s Story program, fostering greater community engagement, education, and pride in local history.




  

 


 



 


   







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Increase Awareness and Knowledge of Local History
Inspire participants to explore and understand the cultural legacy and history of Arroyo Grande.

Major Tasks: Develop guided
walking tour routes, create
educational materials, recruit local
historians and community leaders
as tour guides, conduct pre- and
post-program knowledge
assessments
Full 12-week program, with preparation beginning 3 months before summer launch.

Pre- and post-program surveys, weekly reflection journals, participant testimonials, and satisfaction surveys. Success will be measured by an 80% increase in participant knowledge of local history.




  

 


 
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Promote Intergenerational Learning and Community Engagement Create opportunities for youth, parents, and community
members of all ages to learn and explore together.

Design family-focused activities and crafts, schedule
multi-generational participation days, recruit families through partnerships with schools and community
organizations, track participant demographics and family engagement.

Full 12-week program, with planning beginning 3 months prior to launch.

Attendance tracking, family feedback forms, and participant testimonials. Success will be measured by a 90% satisfaction rate from participating families and a 50% return rate for future sessions.

Enhance Community Connection and Preservation of Cultural Landmarks Foster a sense of community pride and engagement in the preservation of local landmarks.

Coordinate a community showcase
event, develop reflection activities
for participants, encourage
community input on preservation
efforts, gather feedback from local
community stakeholders.

Full 12-week program, with a community showcase event in the final week.

Showcase event attendance, participant reflection journals, and feedback from community stakeholders. Success will be measured by 85% of participants reporting a stronger sense of pride and connection to the local community.




  

 


 
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The program service outputs for Paths of Heritage: Exploring Arroyo Grande’s Story are tangible, quantifiable measures of the program’s activities, participation, and services provided. These outputs demonstrate the amount of work performed and the services delivered to the community.

Below is a breakdown of the key outputs for this program:

1. Total Participants Engaged
Description: The number of unique participants (youth, families, and community members) actively engaged in the 12-week program.

Output Target: 150-200 total participants
How It’s Measured: Attendance sheets, participant sign-in logs, and registration records.

2. Number of Walking Tours Conducted
Description: The total number of guided historical walking tours conducted during the 12-week program.

Output Target: 12 guided walking tours (one per week)
How It’s Measured: Weekly schedule tracking and completion logs. (continued on separate page)
The program service outcomes for Paths of Heritage: Exploring Arroyo Grande’s Story are the measurable, long-term changes or benefits that participants and the community experience as a result of the program. Unlike outputs, which measure activities, outcomes will measure the impact and effectiveness of the program on participants and the broader community.

1. Increased Awareness and Knowledge of Local History
Outcome Statement: 80% of youth participants demonstrate an increased understanding of Arroyo Grande's local history and cultural legacy.

How It’s Measured: Pre- and post-program surveys, participant reflection journals, facilitator assessments, and observation checklists.

Why It Matters: Participants will have a stronger appreciation for the historical, social, and cultural contributions of their community, fostering a deeper sense of pride and identity. By the end of the program, youth and their families will be more knowledgeable about local history and better connected to the community’s roots.

Timeframe for Achievement: By the end of the 12-week program. (continued on separate page)

Description of Program/Service to be Funded by Grant (cont.) aĺŘôĺŽôŘϠ ťēô ŕŘĺČŘÍı èĺIJťŘĖæŪťôŜ ťĺ ťēô æôÍŪťĖƱèÍťĖĺIJ ĺċ ťēô èĺııŪIJĖťƅ æƅ ĖIJèŘôÍŜĖIJČ ÍſÍŘôIJôŜŜ and appreciation for historic landmarks, promoting their preservation and upkeep. The inclusion of īĺèÍī ēĖŜťĺŘĖÍIJŜϠ ÍŘťĖŜťŜϠ ÍIJî èĺııŪIJĖťƅ īôÍîôŘŜ ċŪŘťēôŘ ÍıŕīĖƱôŜ ĖťŜ ĖıŕÍèťϠ èŘôÍťĖIJČ Í ŘĖŕŕīô ôƯôèť of cultural pride and civic engagement.
iŪťŘôÍèē (ƯĺŘťŜ ťĺ „ŪæīĖèĖƏô ťēô „ŘĺČŘÍıϡia@ ´ĺŪťē ‹ŕĺŘťŜ ſĖīī ĖıŕīôıôIJť Í ıŪīťĖ-faceted ĺŪťŘôÍèē ŜťŘÍťôČƅ ťĺ ôIJŜŪŘô ēĖČē īôŽôīŜ ĺċ ŕÍŘťĖèĖŕÍťĖĺIJ ÍIJî èĺııŪIJĖťƅ ÍſÍŘôIJôŜŜϟ “ēĖŜ ŜťŘÍťôČƅ ĖIJèīŪîôŜϡ
„ÍŘťIJôŘŜēĖŕŜ ſĖťē [ĺèÍī ‹èēĺĺīŜϡ "ĖŜťŘĖæŪťô ƲƅôŘŜ ÍIJî ŘôČĖŜťŘÍťĖĺIJ ĖIJċĺŘıÍťĖĺIJ ťēŘĺŪČē īĺèÍī ŜèēĺĺīŜ ÍIJî ƅĺŪťē ĺŘČÍIJĖƏÍťĖĺIJŜϟ
"ĖČĖťÍī aÍŘħôťĖIJČ
ÍıŕÍĖČIJŜϡ „Řĺıĺťô ťēô ŕŘĺČŘÍı ĺIJ ŜĺèĖÍī ıôîĖÍ ŕīÍťċĺŘıŜϠ ôıÍĖī IJôſŜīôťťôŘŜϠ ÍIJî ťēô ia@ ´ĺŪťē ‹ŕĺŘťŜ ſôæŜĖťôϟ

ĺııŪIJĖťƅ „ŘôŜôIJťÍťĖĺIJŜϡ
ťťôIJî èĺııŪIJĖťƅ ôŽôIJťŜϠ īĺèÍī ċÍĖŘŜϠ ÍIJî ŕŪæīĖè ıôôťĖIJČŜ ťĺ ĖIJťŘĺîŪèô ťēô ŕŘĺČŘÍı ÍIJî ÍIJŜſôŘ ŗŪôŜťĖĺIJŜ ċŘĺı ŘôŜĖîôIJťŜϟ
aôîĖÍ iŪťŘôÍèēϡ IŜŜŪô ŕŘôŜŜ ŘôīôÍŜôŜ ťĺ īĺèÍī IJôſŜŕÍŕôŘŜϠ ŘÍîĖĺ ŜťÍťĖĺIJŜϠ ÍIJî ĺIJīĖIJô èĺııŪIJĖťƅ ċĺŘŪıŜ ťĺ ČôIJôŘÍťô ÍſÍŘôIJôŜŜϟ
On-‹Ėťô „ŘĺıĺťĖĺIJÍī ‹ĖČIJÍČôϡ ˜Ŝô æÍIJIJôŘŜ ÍIJî ŕĺŜťôŘŜ Íť ŕĺŕŪīÍŘ èĺııŪIJĖťƅ ēŪæŜ ŜŪèē ÍŜ libraries, recreation centers, and senior centers.
“ēôŜô ôƯĺŘťŜ ſĖīī ıÍƄĖıĖƏô èĺııŪIJĖťƅ ŕÍŘťĖèĖŕÍťĖĺIJ ÍIJî ôIJŜŪŘô ťēÍť ťēô ŕŘĺČŘÍıЍŜ æôIJôƱťŜ ÍŘô ſĖîôīƅ ħIJĺſIJϠ ôIJèĺŪŘÍČĖIJČ ıĺŘô ċÍıĖīĖôŜ ÍIJî ŘôŜĖîôIJťŜ ťĺ Čôť ĖIJŽĺīŽôîϟ iŘČÍIJĖƏÍťĖĺIJ "ôŜèŘĖŕťĖĺIJ ϼèĺIJťϟϽ
„ŘĺČŘÍııĖIJČ ċĺŘ ´ĺŪťēŜ ſĖťē "ĖŜÍæĖīĖťĖôŜia@ ´ĺŪťē ‹ŕĺŘťŜ ĖŜ èĺııĖťťôî ťĺ ŜôŘŽĖIJČ èēĖīîŘôIJ ſĖťē îĖŜÍæĖīĖťĖôŜ ťēŘĺŪČē ŜŕôèĖÍīīƅ îôŜĖČIJôî ŕŘĺČŘÍıŜ īĖħô FôÍīťē aÍťťôŘŜ ÍIJî „ĺſôŘ ĺċ aĺŽôıôIJťϟ “ēô Health Matters program is a 12-ſôôħ ĖIJĖťĖÍťĖŽô ÍĖıôî Íť ŜŪŕŕĺŘťĖIJČ èēĖīîŘôIJ ſĖťē ĖIJťôīīôèťŪÍī ÍIJî îôŽôīĺŕıôIJťÍī îĖŜÍæĖīĖťĖôŜ ϼI""ϽϠ
ŪťĖŜıϠ ÍIJî
"F"ϟ Iť ċĺèŪŜôŜ ĺIJ ŕŘĺıĺťĖIJČ ŕēƅŜĖèÍī ſôīīIJôŜŜϠ ôıĺťĖĺIJÍī ſôīī-æôĖIJČϠ ÍIJî ôŜŜôIJťĖÍī īĖċô ŜħĖīīŜ ťēŘĺŪČē ÍîÍŕťĖŽô ƱťIJôŜŜ ŜôŜŜĖĺIJŜϠ ſôīīIJôŜŜ education, and social-emotional learning activities.
“ēô „ĺſôŘ ĺċ aĺŽôıôIJť ŕŘĺČŘÍı ŕŘĺŽĖîôŜ èēĖīîŘôIJ ſĖťē
ŪťĖŜıϠ
"F"Ϡ ÍIJî ĺťēôŘ èĺČIJĖťĖŽô îĖŜÍæĖīĖťĖôŜ ſĖťē Í ŜÍċôϠ ŜťŘŪèťŪŘôî ôIJŽĖŘĺIJıôIJť ťĺ ôIJČÍČô ĖIJ ŕēƅŜĖèÍī ÍèťĖŽĖťƅϠ ıôIJťĺŘŜēĖŕϠ ÍIJî ŜħĖīīŜ ťŘÍĖIJĖIJČϟ “ēô ŕŘĺČŘÍıЍŜ ČĺÍī ĖŜ ťĺ ċĺŜťôŘ ĖIJîôŕôIJîôIJèôϠ ôIJèĺŪŘÍČô social interaction, and prepare participants for future employment opportunities by teaching transferable life skills. ia@
îŽôIJťŪŘô
īŪæ ôƄťôIJîŜ ĖťŜ ĖıŕÍèť æôƅĺIJî ŜŕĺŘťŜ ťēŘĺŪČē ťēô ia@
îŽôIJťŪŘô īŪæϠ Í ŪIJĖŗŪô
ĖIJĖťĖÍťĖŽô ťēÍť ŕŘĺŽĖîôŜ èēĖīîŘôIJ ÍIJî ƅĺŪťē ſĖťē ēÍIJîŜ-ĺIJ ôƄŕôŘĖôIJťĖÍī īôÍŘIJĖIJČ ĺŕŕĺŘťŪIJĖťĖôŜϟ “ēô
îŽôIJťŪŘô
īŪæ ĖIJèīŪîôŜ IııôŘŜĖĺIJ
ÍıŕŜϠ ſēôŘô èēĖīîŘôIJ ôƄŕīĺŘô topics such as art, science, ÍIJî èŪīťŪŘÍī ēôŘĖťÍČôϟ “ēô èÍıŕŜ ÍŘô îôŜĖČIJôî ťĺ ŜŕÍŘħ èŪŘĖĺŜĖťƅ ÍIJî ĺƯôŘ ôîŪèÍťĖĺIJÍī Ʊôīî ťŘĖŕŜ ťĺ ŕīÍèôŜ īĖħô ıŪŜôŪıŜϠ ŜèĖôIJèô èôIJťôŘŜϠ ÍIJî èŪīťŪŘÍī īÍIJîıÍŘħŜϟ “ĺ ôIJŜŪŘô ĖIJèīŪŜĖĺIJϠ ia@ ´ĺŪťē

‹ŕĺŘťŜ ťÍĖīĺŘŜ ťēôŜô ĖııôŘŜĖĺIJ èÍıŕŜ ťĺ ÍèèĺııĺîÍťô èēĖīîŘôIJ ſĖťē îĖŜÍæĖīĖťĖôŜϠ ĺƯôŘĖIJČ ĺIJô-onone trained camp guides and adaptive activities as needed. “ēôŜô ŕŘĺČŘÍıŜ ÍŘô îôŜĖČIJôî ťĺ æô ÍèèôŜŜĖæīôϠ ĖIJèīŪŜĖŽôϠ ÍIJî ôŗŪĖťÍæīôϠ ıÍħĖIJČ Ėť ŕĺŜŜĖæīô ċĺŘ èēĖīîŘôIJ ſĖťē îĖŜÍæĖīĖťĖôŜ ťĺ ôIJČÍČô ċŪīīƅ ĖIJ Íīī ÍèťĖŽĖťĖôŜϟ “ēŘĺŪČē ĖııôŘŜĖŽô ôƄŕôŘĖôIJèôŜ ÍIJî ĖIJťôŘÍèťĖŽô īôÍŘIJĖIJČϠ ŕÍŘťĖèĖŕÍIJťŜ ÍŘô ôIJèĺŪŘÍČôî ťĺ ôƄŕīĺŘô ťēôĖŘ ĖIJťôŘôŜťŜϠ æŪĖīî èĺIJƱîôIJèôϠ ÍIJî develop a lifelong love of learning.

Project Goals
˜IJĖŗŪôϠ „ĺŜĖťĖŽôϠ ÍIJî «ÍīŪÍæīô IıŕÍèť ĺIJ ťēô
ĺııŪIJĖťƅϡ„ÍťēŜ ĺċ FôŘĖťÍČôϡ (ƄŕīĺŘĖIJČ
ŘŘĺƅĺ
@ŘÍIJîôЍŜ ‹ťĺŘƅ ĺƯôŘŜ Í ťŘÍIJŜċĺŘıÍťĖŽô ôƄŕôŘĖôIJèô ťēÍť ŪIJĖťôŜ ôîŪèÍťĖĺIJϠ ŕēƅŜĖèÍī ÍèťĖŽĖťƅϠ ÍIJî community connection. By providing guided, interactive tours of historical landmarks and cultural sites, participants of all ages develop a deeper appreciation for the city's history and heritage. The program's hands-ĺIJ ÍèťĖŽĖťĖôŜϠ ŜŪèē ÍŜ ÍŘèēĖťôèťŪŘÍī ŜħôťèēĖIJČ ÍIJî ŜťĺŘƅťôīīĖIJČϠ ĺƯôŘ ƅĺŪťē Í chance to engage in creative īôÍŘIJĖIJČϠ ſēĖīô ÍîŪīťŜ ÍIJî ŜôIJĖĺŘŜ ŕÍŘťĖèĖŕÍťô ÍīĺIJČŜĖîô ťēôıϠ promoting intergenerational learning. This community-centered approach strengthens family bonds and fosters a sense of shared pride and belonging among participants. aĺŘôĺŽôŘϠ ťēô ŕŘĺČŘÍı èĺIJťŘĖæŪťôŜ ťĺ ťēô æôÍŪťĖƱèÍťĖĺIJ ĺċ ťēô èĺııŪIJĖťƅ æƅ ĖIJèŘôÍŜĖIJČ ÍſÍŘôIJôŜŜ and appreciation for historic landmarks, promoting their preservation and upkeep. The inclusion of local historians, artists, and community leaders further ampīĖƱôŜ ĖťŜ ĖıŕÍèťϠ èŘôÍťĖIJČ Í ŘĖŕŕīô ôƯôèť of cultural pride and civic engagement.
(ƄŕīÍĖIJ Fĺſ ťēô bŪıæôŘ ĺċ ‡ôŜĖîôIJťŜ ‹ôŘŽôî æƅ ťēô „ŘĺČŘÍı ĖŜ "ôťôŘıĖIJôîϡ

ŪıŪīÍťĖŽô
ÍŕÍèĖťƅϡ iŽôŘ ͐͑ ſôôħŜϠ ŜôŘŽĖIJČ ͔͐-͔͑ ŕÍŘťĖèĖŕÍIJťŜ ŕôŘ ŜôŜŜĖĺIJ ŘôŜŪīťŜ ĖIJ Í ŘÍIJČô ĺċ ͐͗͏ ťĺ ͒͏͏ ťĺťÍī ŕÍŘťĖèĖŕÍIJť ôIJČÍČôıôIJťŜϟ FĺſôŽôŘϠ ŜĖIJèô Ŝĺıô ŕÍŘťĖèĖŕÍIJťŜ ıÍƅ ÍťťôIJî ıŪīťĖŕīô ŜôŜŜĖĺIJŜϠ ťēô ťĺťÍī IJŪıæôŘ ĺċ ŪIJĖŗŪô ŕÍŘťĖèĖŕÍIJťŜ ĖŜ ôŜťĖıÍťôî Íť ͖͔-100 youth participants. >ÍıĖīƅ Э
ĺııŪIJĖťƅ IIJŽĺīŽôıôIJť
>ÍıĖīƅ (IJČÍČôıôIJťϡ @ĖŽôIJ ťēÍť ċÍıĖīƅ ıôıæôŘŜϠ ŜĖæīĖIJČŜϠ ÍIJî ċŘĖôIJîŜ ÍŘô ôIJèĺŪŘÍČôî ťĺ ĤĺĖIJ ƅĺŪťē participants, it is assumed that for every youth participant, at least 1-2 additional family members ĺŘ ċŘĖôIJîŜ ſĖīī ÍťťôIJî Íť Ŝĺıô ŕĺĖIJťϟ
(ŜťĖıÍťô ċĺŘ >ÍıĖīƅϯ
ĺııŪIJĖťƅ aôıæôŘŜϡ Iċ ͖͔-100 youth participants are engaged and each youth brings 1-͑ ċÍıĖīƅ ıôıæôŘŜ ĺŘ ċŘĖôIJîŜϠ ťēĖŜ ÍîîŜ ÍIJ ÍîîĖťĖĺIJÍī ͔͏-͖͔ ŕÍŘťĖèĖŕÍIJťŜ ĺŽôŘ ťēô èĺŪŘŜô ĺċ the program.
>ĺèŪŜ ĺIJ ˜IJîôŘŜôŘŽôî
ĺııŪIJĖťĖôŜ
>ĺèŪŜ ĺIJ (ŗŪĖťƅϡ ia@ ´ĺŪťē ‹ŕĺŘťŜ ŕŘĖĺŘĖťĖƏôŜ ĖIJèīŪŜĖŽĖťƅ ÍIJî ÍèèôŜŜĖæĖīĖťƅϟ “ēôŘôċĺŘôϠ ťēô ČĺÍī ĖŜ ťĺ ensure that at least 30% of total participants are from underserved or at-risk communities. This

ôIJŜŪŘôŜ ťēÍť ŪIJîôŘŜôŘŽôî ċÍıĖīĖôŜ ÍŘô ôIJČÍČôî ťēŘĺŪČē ŕÍŘťIJôŘŜēĖŕŜ ſĖťē ŜèēĺĺīŜϠ èĺııŪIJĖťƅ ĺŘČÍIJĖƏÍťĖĺIJŜϠ ÍIJî īĺèÍī ĺŪťŘôÍèē ôƯĺŘťŜϟ
Fĺſ “ēĖŜ bŪıæôŘ ®ÍŜ
ÍīèŪīÍťôîϡ Iċ ͖͔ ƅĺŪťē ŕÍŘťĖèĖŕÍIJťŜ ÍŘô ôƄŕôèťôîϠ ͒͏҇ ĺċ ťēÍť ťĺťÍī ôŗŪÍīŜ 22-͔͑ ŕÍŘťĖèĖŕÍIJťŜ ċŘĺı ŪIJîôŘŜôŘŽôî èĺııŪIJĖťĖôŜϟ “ēĖŜ ÍīĖČIJŜ ſĖťē ia@ ´ĺŪťē ‹ŕĺŘťŜД ıĖŜŜĖĺIJ ťĺ ŕŘĖĺŘĖťĖƏô īĺſ-income and at-risk participants.
‹ŪŜťÍĖIJÍæĖīĖťƅ Э [ĺIJČ-“ôŘı IıŕÍèť

ĺııŪIJĖťƅ (IJČÍČôıôIJťϡ “ēô ŕŘĺČŘÍı ÍĖıŜ ťĺ ēÍŽô Í īÍŜťĖIJČ ĖıŕÍèť æôƅĺIJî ťēô ͐͑-ſôôħ ŕôŘĖĺîϟ ƅ èŘôÍťĖIJČ ıôıĺŘÍæīô ôƄŕôŘĖôIJèôŜϠ æŪĖīîĖIJČ ŘôīÍťĖĺIJŜēĖŕŜϠ ÍIJî ŕŘĺıĺťĖIJČ īĺèÍī ēĖŜťĺŘƅϠ ťēô ŕŘĺČŘÍı ôƄŕôèťŜ ťĺ ĖIJŜŕĖŘô æŘĺÍîôŘ community engagement. @ĺÍī ċĺŘ
ĺııŪIJĖťƅ
ſÍŘôIJôŜŜϡ Iť ĖŜ ÍIJťĖèĖŕÍťôî ťēÍť ÍſÍŘôIJôŜŜ ĺċ īĺèÍī ēĖŜťĺŘƅ ÍIJî ŕÍŘťĖèĖŕÍťĖĺIJ ĖIJ ĺťēôŘ èŪīťŪŘÍī ÍIJî ēĖŜťĺŘĖèÍī ŕŘĺČŘÍıŜ ſĖīī ĖIJèŘôÍŜô æƅ Íť īôÍŜť ͐͏҇ ÍIJIJŪÍīīƅ ÍŜ Í ŘôŜŪīť ĺċ community pride and interest sparked by this program.

These numbers are realistic, data-îŘĖŽôIJϠ ÍIJî ÍèēĖôŽÍæīô æÍŜôî ĺIJ ŕĺŕŪīÍťĖĺIJ ŜĖƏôϠ ŕŘĺČŘÍı îôŜĖČIJϠ ÍIJî ia@ ´ĺŪťē ‹ŕĺŘťŜЍ ôƄŕôŘĖôIJèô ſĖťē ŕÍŘťĖèĖŕÍIJť ŘôèŘŪĖťıôIJť ÍIJî ŘôťôIJťĖĺIJϟ “ēĖŜ ÍŕŕŘĺÍèē ôIJŜŪŘôŜ ťēÍť ťēô ŕŘĺČŘÍı ſĖīī ēÍŽô Í īÍŜťĖIJČ ĖıŕÍèť ĺIJ ťēô èĺııŪIJĖty, creating educational opportunities and fostering cultural pride.

Fĺſ ĖŜ ťēô īĺèÍī IJôôî ċĺŘ ťēĖŜ ŕŘĺČŘÍı ĺŘ ŜôŘŽĖèô îôťôŘıĖIJôîϦ

ĺııŪIJĖťƅ bôôîϡ >ÍıĖīĖôŜ ÍIJî ƅĺŪťē ĖIJ
ŘŘĺƅĺ @ŘÍIJîô IJôôî ıĺŘô ÍèèôŜŜĖæīôϠ ôîŪèÍťĖĺIJÍī ĺŕŕĺŘťŪIJĖťĖôŜ ťēÍť ôIJČÍČô ıŪīťĖŕīô ČôIJôŘÍťĖĺIJŜ ÍIJî ĺƯôŘ ĖIJťôŘÍèťĖŽô īôÍŘIJĖIJČ ôƄŕôŘĖôIJèôŜϟ ͑ϟ "ôıÍIJî ċĺŘ IIJťôŘČôIJôŘÍťĖĺIJÍī [ôÍŘIJĖIJČ Э >ÍıĖīƅ->ŘĖôIJîīƅ
èťĖŽĖťĖôŜ

ŪŘŘôIJť @ÍŕŜϡ >ÍıĖīƅ-ĺŘĖôIJťôî ôîŪèÍťĖĺIJÍī ŕŘĺČŘÍıŜ ÍŘô īĖıĖťôî ĖIJ
ŘŘĺƅĺ @ŘÍIJîôϠ ŕÍŘťĖèŪīÍŘīƅ ťēĺŜô ťēÍť Íīīĺſ ŕÍŘôIJťŜϠ ČŪÍŘîĖÍIJŜϠ ŜĖæīĖIJČŜϠ ÍIJî ŜôIJĖĺŘŜ ťĺ īôÍŘIJ ÍIJî ôƄŕôŘĖôIJèô ÍèťĖŽĖťĖôŜ ťĺČôťēôŘϟ ®ēĖīô ıŪŜôŪıŜ ôƄĖŜťϠ ċôſ ÍèťĖŽĖťĖôŜ ôIJèĺŪŘÍČô ĖIJťôŘČôIJôŘÍťional participation.

Fĺſ “ēĖŜ bôôî ®ÍŜ IîôIJťĖƱôîϡ ‹ŪŘŽôƅŜ ÍIJî ĖIJċĺŘıÍī ċôôîæÍèħ ċŘĺı ŕÍŘôIJťŜ ĖIJŽĺīŽôî ĖIJ ia@ ´ĺŪťē ‹ŕĺŘťŜ ŕŘĺČŘÍıŜ Ŝēĺſ Í ČŘĺſĖIJČ ĖIJťôŘôŜť ĖIJ ĺŕŕĺŘťŪIJĖťĖôŜ ċĺŘ ċÍıĖīƅ ŕÍŘťĖèĖŕÍťĖĺIJϟ „ÍŘôIJťŜ ēÍŽô ôƄŕŘôŜŜôî ťēô îôŜĖŘô ċĺŘ ŕŘĺČŘÍıŜ ťēÍť æŘĖIJČ ťēô ċÍıĖīƅ ťĺČôťēôŘ ĖIJ īôÍŘIJĖIJČϠ ôƄŕīĺŘÍťĖĺIJϠ ÍIJî bonding.

ĺııŪIJĖťƅ bôôîϡ >ÍıĖīĖôŜ ÍŘô īĺĺħĖIJČ ċĺŘ ŕŘĺČŘÍıŜ ťēÍť ċĺŜťôŘ ĖIJťôŘČôIJôŘÍťĖĺIJÍī īôÍŘIJĖIJČ ÍIJî ŗŪÍīĖťƅ ċÍıĖīƅ ťĖıôϟ ƅ ĺƯôŘĖIJČ Í ŜŕÍèô ſēôŘô èēĖīîŘôIJϠ ŕÍŘôIJťŜϠ ÍIJî ôŽôIJ ŜôIJĖĺŘŜ èÍIJ ŕÍŘťĖèĖŕÍťô together, the program builds social bonds and strengthens family connections. ͒ϟ [ĖıĖťôî (îŪèÍťĖĺIJÍī (IJŘĖèēıôIJť ċĺŘ ˜IJîôŘŜôŘŽôî ´ĺŪťē

ŪŘŘôIJť @ÍŕŜϡ ®ēĖīô
ŘŘĺƅĺ @ŘÍIJîô ēÍŜ ŜťŘĺIJČ ŕŪæīĖè ŜèēĺĺīŜϠ ťēôŘô ÍŘô ċôſ ĺŕŕĺŘťŪIJĖťĖôŜ ċĺŘ ĺŪťof-Ŝèēĺĺī ôîŪèÍťĖĺIJÍī ôIJŘĖèēıôIJťϟ ˜IJîôŘŜôŘŽôî ÍIJî īĺſ-ĖIJèĺıô ċÍıĖīĖôŜ ĺċťôIJ ċÍèô ƱIJÍIJèĖÍī æÍŘŘĖôŘŜ ťĺ ôƄťŘÍèŪŘŘĖèŪīÍŘ īôÍŘIJĖIJČ ŕŘĺČŘÍıŜϟ
Fĺſ “ēĖŜ bôôî ®ÍŜ IîôIJťĖƱôîϡ [ĺèÍī ŜèēĺĺīŜ ÍIJî èĺııŪIJĖťƅ èôIJťôŘŜ IJĺťôî Í îôıÍIJî ċĺŘ ĺŪť-ofŜèēĺĺī ŕŘĺČŘÍıŜϠ ŕÍŘťĖèŪīÍŘīƅ ċĺŘ ƅĺŪťē ĖIJ īĺſ-income or at-risk environments. Teachers, parents,

and community members have advocated for programs that address cultural education, history, and the arts.

ĺııŪIJĖťƅ bôôîϡ ´ĺŪťē ċŘĺı ŪIJîôŘŜôŘŽôî èĺııŪIJĖťĖôŜ IJôôî ÍèèôŜŜĖæīôϠ ĺŪť-of-school learning ĺŕŕĺŘťŪIJĖťĖôŜ ťēÍť ÍŘô ċŘôô ĺŘ īĺſ-èĺŜťϟ iƯôŘĖIJČ ťēôŜô ƅĺŪťē Í èēÍIJèô ťĺ īôÍŘIJ ÍæĺŪť ťēôĖŘ èĖťƅЍŜ cultural heritage builds a stronger sense of community identity and pride. ͓ϟ iŕŕĺŘťŪIJĖťƅ ťĺ „Řĺıĺťô [ĺèÍī FôŘĖťÍČô Э
ĖŽĖè „ŘĖîô

ŪŘŘôIJť @ÍŕŜϡ "ôŜŕĖťô ťēô ŘĖèē ēĖŜťĺŘƅ ĺċ
ŘŘĺƅĺ @ŘÍIJîôϠ ťēôŘô ÍŘô īĖıĖťôî èĺııŪIJĖťƅ-led initiatives ÍĖıôî Íť ŕŘôŜôŘŽĖIJČϠ ŕŘĺıĺťĖIJČϠ ÍIJî ôIJČÍČĖIJČ ťēô ŕŪæīĖè ſĖťē īĺèÍī ēôŘĖťÍČôϟ Fĺſ “ēĖŜ bôôî ®ÍŜ IîôIJťĖƱôîϡ [ĺèÍī ŜťÍħôēĺīîôŘŜϠ ĖIJèīŪîĖIJČ ťēô ‹ĺŪťē ĺŪIJťƅ FĖŜťĺŘĖèÍī ‹ĺèĖôťƅϠ
ĖîôIJťĖƱôî ťēô IJôôî ċĺŘ ıĺŘô èĺııŪIJĖťƅ ĖIJŽĺīŽôıôIJť ĖIJ èŪīťŪŘÍī ŕŘôŜôŘŽÍťĖĺIJϟ IIJċĺŘıÍī îĖŜèŪŜŜĖĺIJŜ ſĖťē èĺııŪIJĖťƅ īôÍîôŘŜ ŘôŽôÍīôî ťēÍť ċôſ ŘôŜĖîôIJťŜ ÍèťĖŽôīƅ ôngage in preservation or æôÍŪťĖƱèÍťĖĺIJ ôƯĺŘťŜϟ

ĺııŪIJĖťƅ bôôîϡ “ēô èĺııŪIJĖťƅ IJôôîŜ ıĺŘô ĺŕŕĺŘťŪIJĖťĖôŜ ťĺ ôIJČÍČô ſĖťē ÍIJî īôÍŘIJ ÍæĺŪť ťēô èĖťƅДŜ ēĖŜťĺŘƅϟ ƅ ĖIJèŘôÍŜĖIJČ ŕŪæīĖè ÍſÍŘôIJôŜŜ ĺċ īĺèÍī ēĖŜťĺŘĖèÍī īÍIJîıÍŘħŜ ÍIJî ôIJèĺŪŘÍČĖIJČ appreciation for cultural preservation, residents are more likely to support local preservation ôƯĺŘťŜϟ “ēĖŜ ŕŘĺČŘÍı ıôôťŜ ťēÍť IJôôî æƅ ŕŘĺŽĖîĖIJČ ôƄŕĺŜŪŘôϠ ħIJĺſīôîČôϠ ÍIJî ÍŕŕŘôèĖÍťĖĺIJ ċĺŘ historic sites.
͔ϟ IIJèŘôÍŜĖIJČ >ĺèŪŜ ĺIJ iŪťîĺĺŘ „ēƅŜĖèÍī
èťĖŽĖťƅ Э ®ôīīIJôŜŜ

ŪŘŘôIJť @ÍŕŜϡ ®Ėťē ťēô
i«I"-͐͘ ŕÍIJîôıĖè ĖIJèŘôÍŜĖIJČ ÍſÍŘôIJôŜŜ ĺċ ťēô ĖıŕĺŘťÍIJèô ĺċ ĺŪťîĺĺŘ ÍèťĖŽĖťĖôŜϠ èĺııŪIJĖťĖôŜ ēÍŽô ŜēĖċťôî ťēôĖŘ ċĺèŪŜ ťĺ ĺŪťîĺĺŘ ſôīīIJôŜŜ ŕŘĺČŘÍıŜϟ ®ēĖīô
ŘŘĺƅĺ Grande has beautiful public parks and outdoor spaces, there are limited guided, outdoor, educational activities for families and youth.

Fĺſ “ēĖŜ bôôî ®ÍŜ IîôIJťĖƱôîϡ >ôôîæÍèħ ċŘĺı ŕÍŘôIJťŜ ĖIJŽĺīŽôî ĖIJ ia@ ´ĺŪťē ‹ŕĺŘťŜ ÍèťĖŽĖťĖôŜ Ŝēĺſôî Í ČŘĺſĖIJČ îôıÍIJî ċĺŘ ĺŪťîĺĺŘ īôÍŘIJĖIJČ ÍIJî ıĺŽôıôIJť-based activities. Many parents are īĺĺħĖIJČ ċĺŘ ĺŪťîĺĺŘϠ ŜĺèĖÍīīƅ ôIJČÍČĖIJČ ÍèťĖŽĖťĖôŜ ťēÍť ĺƯôŘ ıĺŘô ťēÍIJ standard playtime.

ĺııŪIJĖťƅ bôôîϡ >ÍıĖīĖôŜ ÍŘô ÍèťĖŽôīƅ ŜôôħĖIJČ ŕŘĺČŘÍıŜ ťēÍť Íīīĺſ ťēôı ťĺ īôÍŘIJϠ ôƄŕīĺŘôϠ ÍIJî ŜťÍƅ ÍèťĖŽô ĺŪťîĺĺŘŜϟ “ēĖŜ ŕŘĺČŘÍı ÍèēĖôŽôŜ ťēÍť æƅ ôIJèĺŪŘÍČĖIJČ ſÍīħĖIJČ ťĺŪŘŜϠ ŕēƅŜĖèÍī ıĺŽôıôIJťϠ ÍIJî ôƄŕīĺŘÍťĖĺIJ ĺċ ťēô èĖťƅДŜ IJÍťŪŘÍī ÍIJî èŪīťŪŘÍī ôIJŽĖŘĺIJıôIJťϟ ͕ϟ ‹ŪŕŕĺŘť ċĺŘ
ēĖīîŘôIJ ſĖťē "ĖŜÍæĖīĖťĖôŜ ÍIJî IIJèīŪŜĖŽô „ŘĺČŘÍııĖIJČ

ŪŘŘôIJť @ÍŕŜϡ ®ēĖīô ťŘÍîĖťĖĺIJÍī ſÍīħĖIJČ ťĺŪŘŜ ôƄĖŜťϠ ťēôƅ ÍŘô ĺċťôIJ IJĺť ÍèèôŜŜĖæīô ťĺ èēĖīîŘôIJ ſĖťē èĺČIJĖťĖŽôϠ ŕēƅŜĖèÍīϠ ĺŘ ŜôIJŜĺŘƅ îĖŜÍæĖīĖťĖôŜϟ
ēĖīîŘôIJ ſĖťē
ŪťĖŜıϠ
"F"Ϡ ĺŘ ŕēƅŜĖèÍī îĖŜÍæĖīĖťĖôŜ ċÍèô ŪIJĖŗŪô èēÍīīôIJČôŜ ĖIJ ŕÍŘťĖèĖŕÍťĖIJČ ĖIJ ŕŘĺČŘÍıŜ ťēÍť îĺ IJĺť ĺƯôŘ ŜôIJŜĺŘƅ-friendly or adaptive ôƄŕôŘĖôIJèôŜϟ
Fĺſ “ēĖŜ bôôî ®ÍŜ IîôIJťĖƱôîϡ ia@ ´ĺŪťē ‹ŕĺŘťŜ ēÍŜ îôôŕ ôƄŕôŘĖôIJèô ŜôŘŽĖIJČ èēĖīîŘôIJ ſĖťē îĖŜÍæĖīĖťĖôŜ ťēŘĺŪČē ŕŘĺČŘÍıŜ īĖħô „ĺſôŘ ĺċ aĺŽôıôIJť ÍIJî FôÍīťē aÍťťôŘŜϟ “ēô ċôôîæÍèħ ċŘĺı ŕÍŘôIJťŜ ĺċ èēĖīîŘôIJ ſĖťē îĖŜÍæĖīĖťĖôŜ ŘôŽôÍīôî Í îôŜĖŘô ċĺŘ ıĺŘô ĖIJèīŪŜĖŽôϠ community-based ÍèťĖŽĖťĖôŜ ťēÍť Íīīĺſ èēĖīîŘôIJ ťĺ ôƄŕīĺŘôϠ īôÍŘIJϠ ÍIJî ŕÍŘťĖèĖŕÍťô ſĖťē ťēôĖŘ ŕôôŘŜϟ

ĺııŪIJĖťƅ bôôîϡ “ēô èĺııŪIJĖťƅ IJôôîŜ ĖIJèīŪŜĖŽô ŕŘĺČŘÍııĖIJČ ťēÍť ŜôŘŽôŜ èēĖīîŘôIJ ĺċ Íīī ÍæĖīĖťĖôŜϟ „ÍťēŜ ĺċ FôŘĖťÍČô ôIJŜŪŘôŜ ÍèèĺııĺîÍťĖĺIJŜ ÍŘô ıÍîô ċĺŘ èēĖīîŘôIJ ſĖťē îĖŜÍæĖīĖťĖôŜϠ ĺƯôŘĖIJČ sensory-ċŘĖôIJîīƅ ıĺîĖƱèÍťĖĺIJŜ ÍIJî ťēô ĺŕťĖĺIJ ċĺŘ ͐ϡ͐ ČŪĖîôŜϠ ôIJŜŪŘĖng the program is accessible to all.
͖ϟ ‡ôŗŪôŜťŜ ċĺŘ
ĺŜť-(ƯôèťĖŽô
ĺııŪIJĖťƅ „ŘĺČŘÍııĖIJČ

ŪŘŘôIJť @ÍŕŜϡ „ÍŘťĖèĖŕÍťĖĺIJ ĖIJ èÍıŕŜϠ ôIJŘĖèēıôIJť ŕŘĺČŘÍıŜϠ ÍIJî ôƄťŘÍèŪŘŘĖèŪīÍŘ ÍèťĖŽĖťĖôŜ ĺċťôIJ ŘôŗŪĖŘôŜ ċôôŜ ťēÍť īĺſ-ĖIJèĺıô ċÍıĖīĖôŜ èÍIJIJĺť ÍƯĺŘîϟ ®Ėťē ôèĺIJĺıĖè ŪIJèôŘťÍĖIJťƅ ÍIJî ĖIJƲÍťĖĺIJϠ ċÍıĖīĖôŜ ÍŘô ŜôôħĖIJČ īĺſ-cost or free activities for their children.

Fĺſ “ēĖŜ bôôî ®ÍŜ IîôIJťĖƱôîϡ >ôôîæÍèħ ċŘĺı ŜèēĺĺīŜ ÍIJî èĺııŪIJĖťƅ ĺŘČÍIJĖƏÍťĖĺIJŜϠ ÍīĺIJČ ſĖťē ĖIJŜĖČēťŜ ċŘĺı ia@ ´ĺŪťē ‹ŕĺŘťŜ ŕÍŘťĖèĖŕÍIJťŜϠ ēĖČēīĖČēťôî Í îôıÍIJî ċĺŘ ċŘôô ĺŘ īĺſ-cost programming that parents could access year-round.

ĺııŪIJĖťƅ bôôîϡ >ÍıĖīĖôŜ ĖIJ īĺſ-ĖIJèĺıô èĺııŪIJĖťĖôŜ IJôôî ÍèèôŜŜ ťĺ ÍƯĺŘîÍæīô ôîŪèÍťĖĺIJÍī ôƄŕôŘĖôIJèôŜ ċĺŘ ťēôĖŘ èēĖīîŘôIJϟ “ēĖŜ ŕŘĺČŘÍı ſĖīī ŕŘĺŽĖîô ċŘôô ĺŘ ŜŪæŜĖîĖƏôî ÍèèôŜŜ ċĺŘ ŪIJîôŘŜôŘŽôî families through grant support, ensuring that cost is not a barrier to participation. „ŘĺČŘÍı ‹ôŘŽĖèô i˜“„˜“‹ϡ
͒ϟ bŪıæôŘ ĺċ FÍIJîŜ-iIJ [ôÍŘIJĖIJČ
èťĖŽĖťĖôŜϯ®ĺŘħŜēĺŕŜ
"ôŜèŘĖŕťĖĺIJϡ “ēô ťĺťÍī IJŪıæôŘ ĺċ interactive, hands-on learning activities (like architectural sketching, storytelling, and crafts) provided during the program. iŪťŕŪť “ÍŘČôťϡ ͐͑ ēÍIJîŜ-ĺIJ ÍèťĖŽĖťĖôŜ ϼĺIJô ŕôŘ ſôôħϽ
Fĺſ IťЍŜ aôÍŜŪŘôîϡ ®ôôħīƅ ŕŘĺČŘÍı ŜèēôîŪīôϠ ċÍèĖīĖťÍťĺŘ ŘôŕĺŘťŜϠ ÍIJî ŕÍŘťĖèĖŕÍIJť ÍèťĖŽĖťƅ īĺČŜϟ ͓ϟ bŪıæôŘ ĺċ >ÍıĖīƅ ÍIJî
ĺııŪIJĖťƅ „ÍŘťĖèĖŕÍIJťŜ
"ôŜèŘĖŕťĖĺIJϡ “ēô IJŪıæôŘ ĺċ ċÍıĖīƅ ıôıæôŘŜϠ ŕÍŘôIJťŜϠ ÍIJî èĺııŪIJĖťƅ ıôıæôŘŜ ſēĺ ŕÍŘťĖèĖŕÍťô ÍīĺIJČŜĖîô ƅĺŪťē ŕÍŘťĖèĖŕÍIJťŜ ĖIJ ťēô ſÍīħĖIJČ ťĺŪŘŜ ÍIJî ēÍIJîŜ-on activities. iŪťŕŪť “ÍŘČôťϡ ͔͏-͖͔ ċÍıĖīƅ ÍIJî èĺııŪIJĖťƅ ŕÍŘťĖèĖŕÍIJťŜ
Fĺſ IťЍŜ aôÍŜŪŘôîϡ >ÍıĖīƅ ŘôČĖŜťŘÍťĖĺIJ ċĺŘıŜϠ ŕÍŘťĖèĖŕÍIJť ŜĖČIJ-in logs, and family engagement reports.
͔ϟ bŪıæôŘ ĺċ (îŪèÍťĖĺIJÍī ‡ôŜĺŪŘèôŜ "ôŽôīĺŕôî
"ôŜèŘĖŕťĖĺIJϡ “ēô ťĺťÍī IJŪıæôŘ ĺċ ôîŪèÍťĖĺIJÍī ŘôŜĺŪŘèôŜ îôŽôīĺŕôî ťĺ ŜŪŕŕĺŘť ťēô īôÍŘIJĖIJČ ôƄŕôŘĖôIJèô ϼôϟČϟϠ ťĺŪŘ ČŪĖîôŜϠ ſĺŘħæĺĺħŜϠ ŘôƲôèťĖĺIJ ĤĺŪŘIJÍīŜϠ ÍIJî èŘÍċť ıÍťôŘĖÍīŜϽϟ iŪťŕŪť “ÍŘČôťϡ ͒-͔ ôîŪèÍťĖĺIJÍī ŘôŜĺŪŘèôŜ ϼôϟČϟϠ ŘôƲôèťĖĺIJ ĤĺŪŘIJÍīŜϠ ĖIJċĺŘıÍťĖĺIJÍī ČŪĖîôŜϠ ÍèťĖŽĖťƅ kits)
Fĺſ IťЍŜ aôÍŜŪŘôîϡ „ŘĺČŘÍı îôŽôīĺŕıôIJť īĺČŜϠ ŘôŜĺŪŘèô ĖIJŽôIJťĺŘĖôŜϠ ÍIJî ŕÍŘťĖèĖŕÍIJť ŪŜÍČô feedback.
͕ϟ bŪıæôŘ ĺċ
ĺııŪIJĖťƅ ‹ēĺſèÍŜô (ŽôIJťŜ Fôīî

"ôŜèŘĖŕťĖĺIJϡ “ēô IJŪıæôŘ ĺċ èĺııŪIJĖťƅ ŜēĺſèÍŜô ôŽôIJťŜ ēôīî ťĺ ēĖČēīĖČēť ťēô īôÍŘIJĖIJČ ĺŪťèĺıôŜ and participant projects.
iŪťŕŪť “ÍŘČôťϡ ͐ èĺııŪIJĖťƅ ŜēĺſèÍŜô ôŽôIJť ϼēôīî Íť ťēô ôIJî ĺċ ťēô ͐͑-ſôôħ ŕŘĺČŘÍıϽ Fĺſ IťЍŜ aôÍŜŪŘôîϡ (ŽôIJť ŜèēôîŪīôϠ ÍťťôIJîÍIJèô īĺČŜϠ ÍIJî ŕÍŘťĖèĖŕÍIJť ŕŘĺĤôèť îĖŜŕīÍƅŜϟ ͖ϟ bŪıæôŘ ĺċ ˜IJîôŘŜôŘŽôî „ÍŘťĖèĖŕÍIJťŜ ‡ôÍèēôî
"ôŜèŘĖŕťĖĺIJϡ “ēô IJŪıæôŘ ĺċ ƅĺŪťē ÍIJî ċÍıĖīĖôŜ ċŘĺı ŪIJîôŘŜôŘŽôîϠ īĺſ-income, or at-risk èĺııŪIJĖťĖôŜ ſēĺ ŕÍŘťĖèĖŕÍťô ĖIJ ťēô ŕŘĺČŘÍıϟ
iŪťŕŪť “ÍŘČôťϡ ͑͑-͔͑ ŪIJîôŘŜôŘŽôî ŕÍŘťĖèĖŕÍIJťŜ ϼæÍŜôî ĺIJ ͒͏҇ ĺċ ťĺťÍī ƅĺŪťē ŕÍŘťĖèĖŕÍIJťŜϽ Fĺſ IťЍŜ aôÍŜŪŘôîϡ (IJŘĺīīıôIJť ċĺŘıŜϠ ŕÍŘťĖèĖŕÍIJť îôıĺČŘÍŕēĖè îÍťÍϠ ÍIJî ƱIJÍIJèĖÍī ÍĖîϯŜèēĺīÍŘŜēĖŕ records.
͗ϟ bŪıæôŘ ĺċ
ĺııŪIJĖťƅ „ÍŘťIJôŘŜēĖŕŜ (ŜťÍæīĖŜēôî
"ôŜèŘĖŕťĖĺIJϡ “ēô IJŪıæôŘ ĺċ èĺııŪIJĖťƅ ĺŘČÍIJĖƏÍťĖĺIJŜϠ ŜèēĺĺīŜϠ ĺŘ īĺèÍī ŜťÍħôēĺīîôŘŜ ťēÍť ŜŪŕŕĺŘť participant recruitment, event promotion, and resource development. iŪťŕŪť “ÍŘČôťϡ ͒-͔ èĺııŪIJĖťƅ ŕÍŘťIJôŘŜēĖŕŜ ϼôϟČϟϠ ŜèēĺĺīŜϠ īĖæŘÍŘĖôŜϠ èĺııŪIJĖťƅ ĺŘČÍIJĖƏÍťĖĺIJŜϽ Fĺſ IťЍŜ aôÍŜŪŘôîϡ „ÍŘťIJôŘŜēĖŕ ÍČŘôôıôIJťŜϠ ôıÍĖīŜϠ ÍIJî èĺııŪIJĖťƅ ŕÍŘťIJôŘ èĺııĖťıôIJť īĺČŜϟ ͘ϟ bŪıæôŘ ĺċ ‡ôƲôèťĖĺIJ VĺŪŘIJÍīŜ ÍIJî ‹ŪŘŽôƅŜ
ĺīīôèťôî
"ôŜèŘĖŕťĖĺIJϡ “ēô IJŪıæôŘ ĺċ ŘôƲôèťĖĺIJ ĤĺŪŘIJÍīŜϠ ċôôîæÍèħ ŜŪŘŽôƅŜϠ ÍIJî ŕÍŘťĖèĖŕÍIJť ťôŜťĖıĺIJĖÍīŜ èĺīīôèťôî ťĺ ıôÍŜŪŘô ŕÍŘťĖèĖŕÍIJť ôƄŕôŘĖôIJèô ÍIJî ŜÍťĖŜċÍèťĖĺIJϟ iŪťŕŪť “ÍŘČôťϡ ͖͔-͐͏͏ ŘôƲôèťĖĺIJ ĤĺŪŘIJÍīŜ ÍIJî ŜŪŘŽôƅŜ
Fĺſ IťЍŜ aôÍŜŪŘôîϡ
ĺīīôèťĖĺIJ ĺċ èĺıŕīôťôî ŕÍŘťĖèĖŕÍIJť ŘôƲôèťĖĺIJ ĤĺŪŘIJÍīŜϠ ŜŪŘŽôƅŜϠ ÍIJî ŕĺŜťprogram evaluation forms.

10. Total Hours of Educational Programming Provided
"ôŜèŘĖŕťĖĺIJϡ “ēô ťĺťÍī IJŪıæôŘ ĺċ ēĺŪŘŜ ŜŕôIJť ĺIJ ôîŪèÍťĖĺIJÍī ÍèťĖŽĖťĖôŜϠ ſÍīħĖIJČ ťĺŪŘŜϠ ÍIJî ēÍIJîŜon learning sessions. iŪťŕŪť “ÍŘČôťϡ ͓͑ ēĺŪŘŜ ĺċ ôîŪèÍťĖĺIJÍī ŕŘĺČŘÍııĖIJČ ϼ͑ ēĺŪŘŜ ŕôŘ ſôôħ ċĺŘ ͐͑ ſôôħŜϽ Fĺſ IťЍŜ aôÍŜŪŘôîϡ ®ôôħīƅ ŜèēôîŪīô ťŘÍèħĖIJČϠ ċÍèĖīĖťÍťĺŘ ťĖıô īĺČŜϠ ÍIJî ŕÍŘťĖèĖŕÍIJť ÍèťĖŽĖťƅ ŘôèĺŘîŜϟ „ŘĺČŘÍı ‹ôŘŽĖèô i˜“
ia(‹ϡ
͑ϟ IIJťôŘČôIJôŘÍťĖĺIJÍī [ôÍŘIJĖIJČ ÍIJî >ÍıĖīƅ (IJČÍČôıôIJť
iŪťèĺıô ‹ťÍťôıôIJťϡ ͘͏҇ ĺċ ċÍıĖīƅ ŪIJĖťŜ ŘôŕĺŘť ĖIJèŘôÍŜôî ċÍıĖīƅ æĺIJîĖIJČ ÍIJî ŜēÍŘôî īôÍŘIJĖIJČ ôƄŕôŘĖôIJèôŜϟ
Fĺſ IťЍŜ aôÍŜŪŘôîϡ „ĺŜť-program family surveys, parent feedback forms, and participant testimonials.

®ēƅ Iť aÍťťôŘŜϡ ƅ ŕŘĺıĺťĖIJČ ĖIJťôŘČôIJôŘÍťĖĺIJÍī īôÍŘIJĖIJČϠ ċÍıĖīĖôŜ ôƄŕôŘĖôIJèô ŜťŘĺIJČôŘ èĺIJIJôèťĖĺIJŜ ÍIJî ŜēÍŘôî ôîŪèÍťĖĺIJÍī ıĺıôIJťŜϟ ´ĺŪťēϠ ŕÍŘôIJťŜϠ ÍIJî ŜôIJĖĺŘŜ ēÍŽô ťēô ĺŕŕĺŘťŪIJĖťƅ ťĺ īôÍŘIJ ÍIJî ČŘĺſ ťĺČôťēôŘϟ “ēĖŜ ĺŪťèĺıô ĖŜ èŘĖťĖèÍī ĖIJ ċĺŜťôŘĖIJČ ċÍıĖīƅ ôIJČÍgement and encouraging parents to ťÍħô ÍIJ ÍèťĖŽô Řĺīô ĖIJ ťēôĖŘ èēĖīîŘôIJЍŜ ôîŪèÍťĖĺIJϟ
“ĖıôċŘÍıô ċĺŘ
èēĖôŽôıôIJťϡ ƅ ťēô ôIJî ĺċ ťēô ͐͑-ſôôħ ŕŘĺČŘÍıϟ ͒ϟ IIJèŘôÍŜôî ‹ôIJŜô ĺċ
ĺııŪIJĖťƅ „ŘĖîô ÍIJî
ĺIJIJôèťĖĺIJ
iŪťèĺıô ‹ťÍťôıôIJťϡ ͔͗҇ ĺċ ŕÍŘťĖèĖŕÍIJťŜ ôƄŕŘôŜŜ Í ŜťŘĺIJČôŘ ŜôIJŜô ĺċ ŕŘĖîô ÍIJî èĺIJIJôèťĖĺIJ ťĺ
ŘŘĺƅĺ @ŘÍIJîô ÍIJî ĖťŜ èĺııŪIJĖťƅϟ
Fĺſ IťЍŜ aôÍŜŪŘôîϡ >ôôîæÍèħ ċŘĺı ŕĺŜť-program surveys, participant testimonials, and ŜťÍħôēĺīîôŘ ĖIJťôŘŽĖôſŜϟ
®ēƅ Iť aÍťťôŘŜϡ ƅ ĖIJèŘôÍŜĖIJČ īĺèÍī ŕŘĖîô ÍIJî èĺııŪIJĖťƅ ÍſÍŘôIJôŜŜϠ ťēĖŜ ĺŪťèĺıô ôIJèĺŪŘÍČôŜ ŕÍŘťĖèĖŕÍIJťŜ ťĺ æôèĺıô ıĺŘô ÍèťĖŽôϠ ôIJČÍČôî èĖťĖƏôIJŜϟ “ēôƅ ÍŘô ıĺŘô īĖħôīƅ ťĺ ÍîŽĺèÍťô ċĺŘ èŪīťŪŘÍī preservation and participate in community activities that sustain the city's historical landmarks. “ĖıôċŘÍıô ċĺŘ
èēĖôŽôıôIJťϡ ƅ ťēô ôIJî ĺċ ťēô ͐͑-ſôôħ ŕŘĺČŘÍı ÍIJî îŪŘĖIJČ ťēô ƱIJÍī èĺııŪIJĖťƅ ŜēĺſèÍŜô ôŽôIJťϟ
͓ϟ IIJèŘôÍŜôî
èèôŜŜ ťĺ (îŪèÍťĖĺIJÍī (ƄŕôŘĖôIJèôŜ ċĺŘ ˜IJîôŘŜôŘŽôî ĺııŪIJĖťĖôŜ
iŪťèĺıô ‹ťÍťôıôIJťϡ ͒͏҇ ĺċ ŕÍŘťĖèĖŕÍIJťŜ ÍŘô ċŘĺı ŪIJîôŘŜôŘŽôî ĺŘ īĺſ-ĖIJèĺıô èĺııŪIJĖťĖôŜϠ ſĖťē all participants reporting increased access to educational opportunities.

Fĺſ IťЍŜ aôÍŜŪŘôîϡ (IJŘĺīīıôIJť ŘôèĺŘîŜϠ ŕÍŘťĖèĖŕÍIJť îôıĺČŘÍŕēĖè îÍťÍϠ ÍIJî ƱIJÍIJèĖÍī aid/scholarship tracking.
®ēƅ Iť aÍťťôŘŜϡ (IJŜŪŘĖIJČ ÍèèôŜŜ ťĺ ēĖČē-ŗŪÍīĖťƅ ôîŪèÍťĖĺIJÍī ôƄŕôŘĖôIJèôŜ ċĺŘ īĺſ-income and at-risk ċÍıĖīĖôŜ ĖŜ Í ħôƅ ČĺÍī ĺċ ťēô ŕŘĺČŘÍıϟ “ēĖŜ ĺŪťèĺıô ŕŘĺŽĖîôŜ ôŗŪĖťƅ ĖIJ īôÍŘIJĖIJČ ĺŕŕĺŘťŪIJĖťĖôŜ ċĺŘ èēĖīîŘôIJ ſēĺ ıĖČēť IJĺť ĺťēôŘſĖŜô ēÍŽô ÍèèôŜŜ ťĺ ŜŪèē ôƄŕôŘĖences. “ĖıôċŘÍıô ċĺŘ
èēĖôŽôıôIJťϡ (IJŘĺīīıôIJť ÍIJî ŕÍŘťĖèĖŕÍťĖĺIJ ÍŘô ťŘÍèħôî ċŘĺı ťēô ŜťÍŘť ĺċ ťēô ŕŘĺČŘÍıϠ ſĖťē îôıĺČŘÍŕēĖè ŘôŕĺŘťĖIJČ èĺıŕīôťôî Íť ťēô ôIJî ĺċ ťēô ͐͑-ſôôħ ŜôŜŜĖĺIJϟ ͔ϟ ‹ťŘôIJČťēôIJôî
ĺııŪIJĖťƅ „ŘôŜôŘŽÍťĖĺIJ ÍIJî
ĖŽĖè (IJČÍČôıôIJť
iŪťèĺıô ‹ťÍťôıôIJťϡ ͔͏҇ ĺċ ŕÍŘťĖèĖŕÍIJťŜ ôIJČÍČô ĖIJ èĺııŪIJĖťƅ ŕŘôŜôŘŽÍťĖĺIJ ôƯĺŘťŜ ĺŘ ÍîŽĺèÍèƅ ċĺŘ local landmarks.

Fĺſ IťЍŜ aôÍŜŪŘôîϡ „ÍŘťĖèĖŕÍIJť ŘôƲôèťĖĺIJŜϠ èĺııŪIJĖťƅ ŜťÍħôēĺīîôŘ ċôôîæÍèħϠ ÍIJî ôŽôIJť participation logs.
®ēƅ Iť aÍťťôŘŜϡ ƅ ôIJèĺŪŘÍČĖIJČ ŕÍŘťĖèĖŕÍIJťŜ ťĺ æôèĺıô ÍèťĖŽô èĺIJťŘĖæŪťĺŘŜ ťĺ èĺııŪIJĖťƅ preservation, the program inspires long-term civic engagement. This outcome positions youth and their families as community advocates, encouraging them to play an active role in protecting, preserving, and beautifying local landmarks.

“ĖıôċŘÍıô ċĺŘ
èēĖôŽôıôIJťϡ (IJČÍČôıôIJť ĖŜ ťŘÍèħôî ťēŘĺŪČēĺŪť ťēô ͐͑-ſôôħ ŕŘĺČŘÍıϠ èŪīıĖIJÍťĖIJČ ĖIJ Í ƱIJÍī èĺııŪIJĖťƅ ŜēĺſèÍŜô ôŽôIJť ſēôŘô ŕÍŘťĖèĖŕÍIJťŜ ŜēÍŘô ťēôĖŘ ŕôŘŜĺIJÍī ŘôƲôèťĖĺIJŜ ĺIJ preservation and community pride.
͕ϟ ‡ôîŪèťĖĺIJ ĖIJ ‹ĺèĖÍī IŜĺīÍťĖĺIJ ÍIJî IIJèŘôÍŜô ĖIJ ‹ĺèĖÍī ĺIJIJôèťôîIJôŜŜ
iŪťèĺıô ‹ťÍťôıôIJťϡ ͗͏҇ ĺċ ŕÍŘťĖèĖŕÍIJťŜ ŘôŕĺŘť ÍIJ ĖIJèŘôÍŜô ĖIJ ċôôīĖIJČŜ ĺċ ŜĺèĖÍī èĺIJIJôèťôîIJôŜŜ and participation in community activities.

Fĺſ IťЍŜ aôÍŜŪŘôîϡ „ÍŘťĖèĖŕÍIJť ťôŜťĖıĺIJĖÍīŜϠ ŜĺèĖÍī-ôıĺťĖĺIJÍī ſôīī-being surveys, and facilitator observation logs.
®ēƅ Iť aÍťťôŘŜϡ „ŘĺČŘÍıŜ īĖħô „ÍťēŜ ĺċ FôŘĖťÍČô èŘôÍťô ĺŕŕĺŘťŪIJĖťĖôŜ ċĺŘ ƅĺŪťēϠ ċÍıĖīĖôŜϠ ÍIJî community members to interact, build relationships, and feel more connected to their community.

This outcome reduces social isolation, especially for seniors and īĺſ-ĖIJèĺıô ċÍıĖīĖôŜ ſēĺ ıÍƅ have limited access to community-based activities.
“ĖıôċŘÍıô ċĺŘ
èēĖôŽôıôIJťϡ aôÍŜŪŘôî Íť ťēô ŜťÍŘťϠ ıĖî-point, and end of the 12-ſôôħ ŕŘĺČŘÍıϟ ͖ϟ (IJēÍIJèôî „ÍŘťĖèĖŕÍIJť [ôÍŘIJĖIJČ ÍIJî „ôŘŜĺIJÍī "ôŽôīĺŕıôIJť iŪťèĺıô ‹ťÍťôıôIJťϡ ͖͔҇ ĺċ ƅĺŪťē ŕÍŘťĖèĖŕÍIJťŜ ŘôŕĺŘť ÍIJ ĖIJèŘôÍŜô ĖIJ Ŝôīċ-èĺIJƱîôIJèô ÍIJî ŕôŘŜĺIJÍī ČŘĺſťēϟ
Fĺſ IťЍŜ aôÍŜŪŘôîϡ „Řô- and post-program self-assessment surveys, facilitator observations, and participant testimonials.
®ēƅ Iť aÍťťôŘŜϡ [ôÍŘIJĖIJČ ÍæĺŪť ēĖŜťĺŘƅϠ ôIJČÍČĖIJČ ĖIJ èŘôÍťĖŽô ſĺŘħŜēĺŕŜϠ ÍIJî ÍèťĖŽôīƅ ŕÍŘťĖèĖŕÍťĖIJČ ĖIJ community projects promote self-èĺIJƱîôIJèô ÍIJî ŕôŘŜĺIJÍī ČŘĺſťēϟ “ēĖŜ ĺŪťèĺıô ĖŜ ŕÍŘťĖèŪīÍŘīƅ important for underserved and at-risk youth, as it fosters leadership and self-ôıŕĺſôŘıôIJťϟ “ĖıôċŘÍıô ċĺŘ
èēĖôŽôıôIJťϡ ‹ôīċ-assessment is conducted at the start and end of the 12-ſôôħ ŕŘĺČŘÍıϠ ſĖťē ÍîîĖťĖĺIJÍī ŘôƲôèťĖĺIJ ĺŕŕĺŘťŪIJĖťĖôŜ ŕŘĺŽĖîôî Íť ťēô ƱIJÍī ŜēĺſèÍŜô ôŽôIJťϟ

8. Community-®Ėîô
ôīôæŘÍťĖĺIJ ĺċ
ŪīťŪŘÍī
ſÍŘôIJôŜŜ
iŪťèĺıô ‹ťÍťôıôIJťϡ ͐͏͏ èĺııŪIJĖťƅ ıôıæôŘŜ ÍťťôIJî ťēô ƱIJÍī ŜēĺſèÍŜô ôŽôIJť ťĺ èôīôæŘÍťô èŪīťŪŘÍī ÍſÍŘôIJôŜŜ ÍIJî ťēô ÍèèĺıŕīĖŜēıôIJťŜ ĺċ ŕŘĺČŘÍı ŕÍŘťĖèĖŕÍIJťŜϟ Fĺſ IťЍŜ aôÍŜŪŘôîϡ ‹ēĺſèÍŜô ÍťťôIJîÍIJèô ŘôèĺŘîŜϠ ôŽôIJť ŕÍŘťĖèĖŕÍťĖĺIJ īĺČŜϠ ÍIJî ÍťťôIJîôô testimonials.
®ēƅ Iť aÍťťôŘŜϡ “ēô ƱIJÍī èĺııŪIJĖťƅ ŜēĺſèÍŜô ôŽôIJť èôīôæŘÍťôŜ ťēô ÍèēĖôŽôıôIJťŜ ĺċ ťēô ŕŘĺČŘÍı ÍIJî ŜôŘŽôŜ ÍŜ Í ŕŪæīĖè îôıĺIJŜťŘÍťĖĺIJ ĺċ ťēô ŕÍŘťĖèĖŕÍIJťŜД ČŘĺſťēϠ ħIJĺſīôîČôϠ ÍIJî ĖıŕÍèťϟ “ēĖŜ event promotes community pride, encourages future program participation, and celebrates the èŪīťŪŘÍī ēĖŜťĺŘƅ ĺċ
ŘŘĺƅĺ @ŘÍIJîôϟ
“ĖıôċŘÍıô ċĺŘ
èēĖôŽôıôIJťϡ “ēô ŜēĺſèÍŜô ôŽôIJť ťÍħôŜ ŕīÍèô Íť ťēô èĺIJèīŪŜĖĺIJ ĺċ ťēô ͐͑-ſôôħ program.

(ƄŕīÍĖIJ Fĺſ ťēô „ŘĺČŘÍıϯ‹ôŘŽĖèô
ĺŪīî ô aĺîĖƱôî Iċ ťēô @ŘÍIJť ‡ôŗŪôŜť
IŜ „ÍŘťĖÍīīƅ >ŪIJîôîϡ
͐ϟ ‡ôîŪèô ťēô bŪıæôŘ ĺċ ®ôôħīƅ “ĺŪŘŜ ÍIJî
èťĖŽĖťĖôŜ
iŘĖČĖIJÍī „īÍIJϡ ͐͑ ſÍīħĖIJČ ťĺŪŘŜ ÍIJî ͐͑ ĖIJťôŘÍèťĖŽô ÍèťĖŽĖťĖôŜ ϼ͐ ŕôŘ ſôôħϽ aĺîĖƱôî „īÍIJϡ ‡ôîŪèô ťēô ŕŘĺČŘÍı ťĺ ͗-͐͏ ſÍīħĖIJČ ťĺŪŘŜ ÍIJî ÍèťĖŽĖťĖôŜ ſēĖīô ŜťĖīī ıÍĖIJťÍĖIJĖIJČ ŕŘĺČŘÍı ŗŪÍīĖťƅϟ
IıŕÍèťϡ “ēĖŜ ÍîĤŪŜťıôIJť ſĺŪīî ŜīĖČēťīƅ ŘôîŪèô ťēô ĺŽôŘÍīī ôƄŕĺŜŪŘô ťĺ ťēô èĺııŪIJĖťƅДŜ èŪīťŪŘÍī ēôŘĖťÍČôϠ æŪť ťēô ŕŘĺČŘÍıДŜ èĺŘô ĺæĤôèťĖŽô ĺċ ŕŘĺıĺťĖIJČ ēĖŜťĺŘĖèÍī ħIJĺſīôîČô ÍIJî ĖIJťôŘČôIJôŘÍťĖĺIJÍī īôÍŘIJĖIJČ ſĺŪīî ŜťĖīī æô ıôťϟ
‹ÍŽĖIJČŜϡ ‡ôîŪèťĖĺIJ ĖIJ ċÍèĖīĖťÍťĺŘ èĺŜťŜϠ ıÍťôŘĖÍīŜϠ ÍIJî ťŘÍIJŜŕĺ؝͝ĖĺIJ ôƄŕôIJŜôŜϟ ͑ϟ
îĤŪŜť ‹ťÍƯ “Ėıô ÍIJî ‡ĺīôŜ
iŘĖČĖIJÍī „īÍIJϡ FĖŘô Í ŕŘĺČŘÍı èĺĺŘîĖIJÍťĺŘϠ ťĺŪŘ ČŪĖîôŜϠ ÍIJî ŜŪŕŕĺŘť ŜťÍƯ ċĺŘ ͐͑ ſôôħŜϟ aĺîĖƱôî „īÍIJϡ ‡ôîŪèô ŜŪŕŕĺŘť ŜťÍƯ ēĺŪŘŜ ÍIJî ŪťĖīĖƏô ŽĺīŪIJťôôŘŜ ĺŘ èĺııŪIJĖťƅ ŕÍŘťIJôŘŜ ċĺŘ èôŘťÍĖIJ ŘĺīôŜ ϼôϟČϟϠ ťĺŪŘ ČŪĖîôŜ ÍIJî ÍŜŜĖŜťÍIJťŜϽϟ “ēô ŕŘĺČŘÍı èĺĺŘîĖIJÍťĺŘ ſĺŪīî ÍŜŜŪıô ÍîîĖťĖĺIJÍī ŘôŜŕĺIJŜĖæĖīĖťĖôŜ ťĺ ŘôîŪèô ŕÍƅŘĺīī ôƄŕôIJŜôŜϟ
IıŕÍèťϡ ®ēĖīô ťēô ſĺŘħīĺÍî ıÍƅ ĖIJèŘôÍŜô ċĺŘ Ŝĺıô ťôÍı ıôıæôŘŜϠ ťēĖŜ ÍŕŕŘĺÍèē ÍīīĺſŜ ťēô ŕŘĺČŘÍı ťĺ ıÍĖIJťÍĖIJ ĖťŜ ĺŕôŘÍťĖĺIJÍī èÍŕÍèĖťƅ ÍIJî ŜťĖīī ĺƯôŘ Í ċŪīī ôƄŕôŘĖôIJèô ċĺŘ ŕÍŘťĖèĖŕÍIJťŜϟ ‹ÍŽĖIJČŜϡ ‡ôîŪèťĖĺIJ ĖIJ ŜÍīÍŘƅ ôƄŕôIJŜôŜϠ æŘĖIJČĖIJČ ťēô ťĺťÍī ŕôŘŜĺIJIJôī èĺŜťŜ ſĖťēĖIJ æŪîČôť èĺIJŜťŘÍĖIJťŜϟ ͒ϟ ‡ôîŪèô aÍŘħôťĖIJČ ÍIJî iŪťŘôÍèē (ƯĺŘťŜ
iŘĖČĖIJÍī „īÍIJϡ ˜ťĖīĖƏô ŕÍĖî ıÍŘħôťĖIJČ èÍıŕÍĖČIJŜ ϼƲƅôŘŜϠ ŜĺèĖÍī ıôîĖÍ ÍîŜϠ ôıÍĖī èÍıŕÍĖČIJŜϠ ôťèϟϽϟ aĺîĖƱôî „īÍIJϡ ‹ēĖċť ťĺ Í èĺııŪIJĖťƅ-îŘĖŽôIJ ıÍŘħôťĖIJČ ÍŕŕŘĺÍèē æƅ īôŽôŘÍČĖIJČ ôƄĖŜťĖIJČ èĺııŪIJĖťƅ partnerships, local schools, and community centers to promote the program for free. Outreach can be done through email lists, local bulletin boards, and community social media pages rather than paid digital ads.

IıŕÍèťϡ aÍŘħôťĖIJČ ŘôÍèē ıĖČēť æô ŜīĖČēťīƅ ŘôîŪèôîϠ æŪť ŕÍŘťIJôŘŜēĖŕŜ ſĖťē ŜèēĺĺīŜ ÍIJî īĖæŘÍŘĖôŜ èÍIJ still ensure strong participation.
‹ÍŽĖIJČŜϡ ‡ôîŪèôî èĺŜťŜ ċĺŘ ČŘÍŕēĖè îôŜĖČIJϠ ŕŘĖIJťĖIJČϠ ÍIJî ŕÍĖî ŜĺèĖÍī ıôîĖÍ ÍîŜϟ ͓ϟ [ĖıĖť ťēô ‹èĺŕô ĺċ (îŪèÍťĖĺIJÍī aÍťôŘĖÍīŜ ÍIJî ‹ŪŕŕīĖôŜ iŘĖČĖIJÍī „īÍIJϡ "ôŽôīĺŕ ŘôƲôèťĖĺIJ ĤĺŪŘIJÍīŜϠ ÍèťĖŽĖťƅ ħĖťŜϠ ÍIJî èŪŜťĺı ôîŪèÍťĖĺIJÍī ŘôŜĺŪŘèôŜ ċĺŘ participants.
aĺîĖƱôî „īÍIJϡ ‹ēĖċť ťĺ îĖČĖťÍī ŽôŘŜĖĺIJŜ ĺċ ôîŪèÍťĖĺIJÍī ŘôŜĺŪŘèôŜ ťĺ ŘôîŪèô ŕŘĖIJťĖIJČ ÍIJî ıÍťôŘĖÍī èĺŜťŜϟ
ŘÍċť ŜŪŕŕīĖôŜ ÍIJî ÍŘť ıÍťôŘĖÍīŜ èÍIJ æô ŜĖıŕīĖƱôî ĺŘ ŘôŪŜôî ċĺŘ ıŪīťĖŕīô ÍèťĖŽĖťĖôŜϟ

IıŕÍèťϡ ®ēĖīô ŕēƅŜĖèÍī īôÍŘIJĖIJČ ıÍťôŘĖÍīŜ ĺƯôŘ Í ēÍIJîŜ-ĺIJ ôƄŕôŘĖôIJèôϠ îĖČĖťÍī ŘôŜĺŪŘèôŜ èÍIJ ŜťĖīī achieve the same educational goals. This shift also promotes sustainable, eco-friendly practices. ‹ÍŽĖIJČŜϡ ‡ôîŪèťĖĺIJ ĖIJ ŕŘĖIJťĖIJČϠ ŜŪŕŕīƅ èĺŜťŜϠ ÍIJî ŕŘĺîŪèťĖĺIJ ĺċ ŕēƅŜĖèÍī ſĺŘħæĺĺħŜ ÍIJî ÍèťĖŽĖťƅ kits.
͔ϟ ‡ôîŪèô ĺŘ (īĖıĖIJÍťô “ŘÍIJŜŕĺ؝͝ĖĺIJ ÍIJî iŪťĖIJČŜ
iŘĖČĖIJÍī „īÍIJϡ „ŘĺŽĖîô ČŘĺŪŕ ťŘÍIJŜŕĺ؝͝ĖĺIJ ϼôϟČϟϠ æŪŜôŜ ĺŘ ŽÍIJŜϽ ċĺŘ èĺııŪIJĖťƅ ĺŪťĖIJČŜ ÍIJî èôŘťÍĖIJ ſÍīħĖIJČ ťĺŪŘŜϟ
aĺîĖƱôî „īÍIJϡ (IJèĺŪŘÍČô Ŝôīċ-ťŘÍIJŜŕĺ؝͝ĖĺIJ ċĺŘ ċÍıĖīĖôŜ ĺŘ Ŝôīôèť ÍèťĖŽĖťƅ īĺèÍťĖĺIJŜ ſĖťēĖIJ ſÍīħĖIJČ distance of community hubs like libraries, parks, and schools.

IıŕÍèťϡ ‡ôîŪèĖIJČ ťŘÍIJŜŕĺ؝͝ĖĺIJ ŜôŘŽĖèôŜ ıÍƅ ÍƯôèť ÍèèôŜŜĖæĖīĖťƅ ċĺŘ īĺſ-income participants, but Ėť èÍIJ æô ıĖťĖČÍťôî æƅ ŜôīôèťĖIJČ ıĺŘô ÍèèôŜŜĖæīôϠ ſÍīħÍæīô ŜĖťôŜ ċĺŘ ÍèťĖŽĖťĖôŜϟ ‹ÍŽĖIJČŜϡ ‹ĖČIJĖƱèÍIJť ŘôîŪèťĖĺIJ ĖIJ ťŘÍIJŜŕĺ؝͝ĖĺIJ èĺŜťŜϠ ĖIJèīŪîĖIJČ ŘôIJťÍī ċôôŜϠ îŘĖŽôŘ èĺŜťŜϠ ÍIJî insurance.
͕ϟ [ĖıĖť ťēô bŪıæôŘ ĺċ „ÍŘťĖèĖŕÍIJťŜ „ôŘ ‹ôŜŜĖĺIJ
iŘĖČĖIJÍī „īÍIJϡ ‹ôŘŽô ͔͐͏-͑͏͏ ŕÍŘťĖèĖŕÍIJťŜ ĺŽôŘ ͐͑ ſôôħŜϟ aĺîĖƱôî „īÍIJϡ
Íŕ ŕÍŘťĖèĖŕÍIJť èÍŕÍèĖťƅ Íť ͐͏͏-͔͐͏ ŕÍŘťĖèĖŕÍIJťŜ ťĺ ŘôîŪèô ťēô IJŪıæôŘ ĺċ ŕÍŘťĖèĖŕÍIJťŜ ŜôŘŽôîϟ “ēĖŜ ÍīīĺſŜ ťēô ŕŘĺČŘÍı ťĺ ŘŪIJ ſĖťē ċôſôŘ ŘôŜĺŪŘèôŜ ϼŜťÍƯϠ ıÍťôŘĖÍīŜϠ ÍIJî supplies).

IıŕÍèťϡ ®ēĖīô ċôſôŘ ŕÍŘťĖèĖŕÍIJťŜ ſĺŪīî æô ŜôŘŽôîϠ ťēô ŗŪÍīĖťƅ ĺċ ťēô ôƄŕôŘĖôIJèô ſĺŪīî ŘôıÍĖIJ ēĖČēϠ ÍIJî ŕÍŘťĖèĖŕÍIJťŜ ſĺŪīî ŜťĖīī ÍèēĖôŽô èĺŘô īôÍŘIJĖIJČ ĺŪťèĺıôŜϟ ‹ÍŽĖIJČŜϡ ‡ôîŪèťĖĺIJ ĖIJ ŜŪŕŕīƅ èĺŜťŜ ÍIJî ċÍèĖīĖťÍťĺŘ ťĖıô ċĺŘ īÍŘČô ČŘĺŪŕŜϟ ͖ϟ ‡ôîŪèô ťēô >ĖIJÍī
ĺııŪIJĖťƅ ‹ēĺſèÍŜô (ŽôIJť
iŘĖČĖIJÍī „īÍIJϡ Fĺīî Í īÍŘČô èĺııŪIJĖťƅ ŜēĺſèÍŜô ôŽôIJť Íť ťēô ôIJî ĺċ ťēô ŕŘĺČŘÍı ťĺ îĖŜŕīÍƅ participant projects, share testimonials, and celebrate community pride. aĺîĖƱôî „īÍIJϡ “ŘÍIJŜĖťĖĺIJ ťĺ Í ŽĖŘťŪÍī ŜēĺſèÍŜô ĺŘ ēĺīî Í ŜıÍīīôŘϠ èĺııŪIJĖťƅ-led celebration at an ôƄĖŜťĖIJČ èĺııŪIJĖťƅ èôIJťôŘϠ ŕÍŘħϠ ĺŘ Ŝèēĺĺīϟ
IıŕÍèťϡ ®ēĖīô Í ŽĖŘťŪÍī ĺŘ ŜıÍīīôŘ ôŽôIJť ıÍƅ ŘôîŪèô ťēô ŜèÍīô ĺċ ťēô èôīôæŘÍťĖĺIJϠ ťēô ĖıŕÍèť ĺċ ŜēÍŘĖIJČ ŕÍŘťĖèĖŕÍIJť ÍèēĖôŽôıôIJťŜ ŘôıÍĖIJŜϟ “ēô ŕŘĺČŘÍı ŜťĖīī ôIJîŜ ſĖťē Í èôīôæŘÍťĖĺIJ ĺċ ŜŪèèôŜŜ ÍIJî ŘôƲôèťĖĺIJ ĺIJ ťēô īôÍŘIJĖIJČ ĤĺŪŘIJôƅϟ
‹ÍŽĖIJČŜϡ ‡ôîŪèťĖĺIJ ĖIJ ôŽôIJť ŜŕÍèô ŘôIJťÍīϠ ôŗŪĖŕıôIJť ŘôIJťÍīϠ ÍIJî īÍŘČô ôŽôIJť ŜŪŕŕīĖôŜϟ Conclusion
Iċ ťēô ČŘÍIJť ŘôŗŪôŜť ċĺŘ „ÍťēŜ ĺċ FôŘĖťÍČôϡ (ƄŕīĺŘĖIJČ
ŘŘĺƅĺ @ŘÍIJîôЍŜ ‹ťĺŘƅ ĖŜ ĺIJīƅ ŕÍŘťĖÍīīƅ ċŪIJîôîϠ ťēô ŕŘĺČŘÍı èÍIJ æô ŜŪèèôŜŜċŪīīƅ ıĺîĖƱôî ĖIJ ŜôŽôŘÍī ħôƅ ſÍƅŜϟ ƅ ŘôîŪèĖIJČ ťĺŪŘŜϠ ŜťÍƯ ťĖıôϠ ŕÍŘťĖèĖŕÍIJť èÍŕÍèĖťƅϠ ÍIJî ŜŪŕŕīƅ èĺŜťŜϠ ia@ ´ĺŪťē ‹ŕĺŘťŜ ſĖīī still deliver a high-impact,

ıôÍIJĖIJČċŪī ôƄŕôŘĖôIJèô ċĺŘ ƅĺŪťēϠ ċÍıĖīĖôŜϠ ÍIJî èĺııŪIJĖťƅ ıôıæôŘŜϟ “ēô ŕŘĺČŘÍıЍŜ èĺŘô ıĖŜŜĖĺIJϠ learning goals, and participant outcomes remain intact. Through strategic adjustments in ťŘÍIJŜŕĺ؝͝ĖĺIJϠ ıÍŘħôťĖIJČϠ ÍIJî ôŽôIJť ŕīÍIJIJĖIJČϠ ťēô ŕŘĺČŘÍı ſĖīī ŘôıÍĖIJ Íècessible, inclusive, and ĖıŕÍèťċŪī ċĺŘ ťēô
ŘŘĺƅĺ @ŘÍIJîô èĺııŪIJĖťƅϟ

COMMUNITY SERVICE GRANT APPLICATION 2024-25

2. Section 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. Section C: Scope of Work or Work Plan and Budget Worksheet

4. Section D: 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 1
, 2024 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.

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.

Organizations that are awarded a grant will enter into an agreement with the City of Arroyo Grande establishing the terms and conditions of the grant. A sample agreement can be found on the City’s website.

For questions please contact:

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

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:

City: State: Zip:

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

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

Amount Received:

Tax ID Number:

Executive Director:

Email Address:

Phone Number:

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

Phone Number:

Program or Service Title:

People's Self-Help Housing
1060 Kendall Road
San Luis Obispo CA 93401
2022
2,000
Kenneth Trigueiro
June Eastham
Supportive Housing Program, Arroyo Grande
10,000

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the program or service to be funded by the Community Service Grant, including how the program/service creates a unique, positive, and valuable impact on the community and outreach efforts to publicize this program:
(Attach up to one additional page total, if necessary)
The Supportive Housing Program (SHP) at People's Self-Help Housing (PSHH) provides comprehensive clinical case management services to residents at our four affordable housing properties in Arroyo Grande. These properties include Cawelti Court (28 units for seniors aged 62+ and individuals living with disabilities), Courtland Street Apartments (36 units for individuals and families), Juniper Street Apartments (14 units for individuals and families), and Oak Forest Apartments (20 units for individuals and families). Together, these properties provide affordable homes to nearly 100 households in Arroyo Grande.

Through SHP, licensed and associate clinical social workers (LCSWs, ACSWs) and licensed and associate marriage and family therapists (LMFTs, AMFTs) provide free supportive services to help residents establish and maintain housing stability while building household resiliency.

Services are provided immediately upon request - residents are never placed on a waiting list.

These clinical professionals have advanced degrees and specialized training in therapeutic interventions, allowing them to provide trauma-informed care and address complex challenges that could threaten housing stability.

Last fiscal year, SHP served 48 households across these Arroyo Grande properties, delivering over 900 hours of direct services. Our clinical social workers provide support at no cost to residents, offering:
o Clinical case management and service coordination
o Housing stability support and eviction prevention
o Healthcare advocacy and access assistance
o Benefits counseling and enrollment
o Mental health support and referrals
o Emergency financial assistance when other resources are unavailable o Budgeting and financial management support
o Crisis intervention
o Transportation assistance
For senior residents and those living with disabilities, SHP provides specialized support to help them age in place and live independently. This includes assistance accessing healthcare, coordinating with caregivers, securing adaptive equipment, and arranging transportation to medical appointments. When residents face financial emergencies and no other community resources are available, PSHH maintains an Emergency Assistance Fund that can help with critical needs like medical equipment, transportation, or utility bills. (continued)

(continued from previous page)
SHP creates unique community impact through its proven model of providing clinical case management on-site where residents live, allowing social workers to build trust and respond quickly to emerging challenges. The program maintains a 99% housing retention rate by helping residents address issues that could threaten housing stability before they escalate into crises.

Services are publicized to all new residents during move-in, and property managers provide ongoing outreach, particularly when residents face challenges that could aƯect their housing stability. Social workers are also available to assist with coordinating reasonable accommodations when needed. This proactive approach, combined with word-of-mouth referrals among residents, ensures high program utilization by those who need support.

The immediate availability of services - with no waiting lists - means residents can receive help as soon as needs arise, preventing small challenges from growing into crises that could threaten housing stability.

The requested funding will help ensure continued delivery of these vital services that help Arroyo Grande residents maintain stable housing and build resilience. By supporting seniors aging in place, assisting those living with disabilities to live independently, and helping families establish long-term stability, SHP contributes to a stronger, more inclusive community.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the organization and the community service it provides:

Organization’s Mission Statement:

List Geographic Area(s) Served by the Organization:

People's Self-Help Housing (PSHH) has served California's Central Coast for nearly 55 years as the longest-serving nonprofit affordable housing provider in the region. PSHH builds, owns, and operates permanent, supportive affordable rental housing while providing comprehensive on-site services that help residents establish stability and build resiliency.

PSHH owns and operates nearly 2,000 affordable rental units across the Central Coast, including four properties in Arroyo Grande that serve nearly 100 households. These properties - Cawelti Court, Courtland Street Apartments, Juniper Street Apartments, and Oak Forest Apartments - provide safe, stable homes for seniors, individuals living with disabilities, and low-income families.

Through our Supportive Housing Program (SHP), PSHH provides free clinical case management services to residents, delivered by licensed and associate clinical social workers. SHP has operated for over 20 years, helping residents maintain stable housing through comprehensive support services that are available immediately upon request, with no waiting lists. Last fiscal year, SHP served 48 households in Arroyo Grande alone, providing over 900 hours of direct services.

SHP's clinical social workers help connect residents to critical resources including healthcare, mental health services, benefits programs, and emergency financial assistance. The program maintains a 99% housing retention rate by addressing challenges before they threaten housing stability. This proven model of providing services where residents live allows social workers to build trust and respond quickly to emerging needs, helping create stronger, more resilient communities.

We build permanent, supportive housing with site-based services that offer opportunities to change lives and strengthen communities on the central coast of California.

San Luis Obispo County: Arroyo Grande, Atascadero, Avila Beach, Cambria, Los Osos, Morro Bay, Oceano, Paso Robles, Pismo Beach, San Luis Obispo, Templeton Santa Barbara County: Carpinteria, Goleta, Isla Vista, Guadalupe, Lompoc, Orcutt, Santa Barbara, Santa Maria
Ventura County: Ventura

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the goals of the program/project:

How is the program or service beneficial to Arroyo Grande residents? Number of AG Residents Served by this Program This Year:

Estimated Number of AG Residents Served by this Program Next Year:

Explain How the Number of Residents Served by the Program is Determined:

SHP prevents homelessness and returnsto homelessness by helping residents maintain stable housing through comprehensive clinical case management services. Because housing stability consists of the sum of all other forms of household stability, SHP provides whole-household services that enhance health outcomes, finances, and household management skills.

Key Measurable Outcomes:
o Over 99% of SHP clients maintain stable housing for at least 6 months after initiating services o Organization wide, over 60% of PSHH households utilize SHP services annually, with an annual utilization rate of 46% in Arroyo Grande
o Documented enhanced access to medical services, emergency financial assistance, increased income, utility discount programs, nutritional security and much more
Success is measured through improvements across multiple areas of household stability. In terms of financial stability, social workers help residents secure cost savings through benefits enrollment like MediCal and housing choice vouchers, while also providing support for enhanced financial management and increased household income through job assistance and benefits access. Housing stability is strengthened through early resolution of rental issues and lease violations, help securing rental subsidies when eligible, and finding solutions to housing challenges before they threaten stability. Health outcomes are improved by helping residents secure health insurance coverage, access food and nutrition resources, coordinate medical care and transportation, access mental health interventions when needed, secure reasonable accommodations, and arrange caregiver services. Family stability is supported through crisis intervention, access to counseling services, and connection to educational resources.

Progress is tracked through a HIPAA-compliant client database that monitors service provision and outcomes, with regular evaluation to ensure the program continues meeting residents' needs effectively. 102
We keep track of specific households served and household members in our Supportive Housing Program and tenant databases.
102

COMMUNITY SERVICE GRANT APPLICATION 2024-25
How is the local need for this program or service determined? Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:

Describe your organization’s ability to successfully carry out the proposed activities The need for SHP is demonstrated by national data showing high rates of return to homelessness among those who transition into housing without supportive services. According to the Homeless Information Project, among the top 30 largest Continuum of Care networks in the nation, the homeless recidivism rate in 2016 averaged 24%. Only two of these CoCs had a recidivism rate below 10%, and none had a recidivism rate below 6%.

In contrast, PSHH achieves over 99% housing retention among residents who receive SHP services. This dramatically lower recidivism rate demonstrates both the need for and effectiveness of SHP's comprehensive supportive services model.

The methodology used by SHP is based on best practices in the field of permanent supportive housing and has been refined over more than 20 years of service delivery to best serve low-income residents. Program design addresses the many factors that can lead to housing instability, recognizing that challenges in areas like health, employment, transportation, or finances can threaten housing security if left unaddressed. 202 20
50 Staffing and volunteer figures above are for the organization as a whole. SHP departmental staffing is: 18 full time staff, 0 part time staff, 0 volunteers.

People's Self-Help Housing brings over 50 years of experience as the Central Coast's longest-serving nonprofit affordable housing provider, with a proven track record in developing and operating permanent supportive housing with comprehensive resident services. Our Supportive Housing Program (SHP) has operated successfully for over 20 years, consistently helping residents achieve and maintain housing stability.

Our organizational qualifications demonstrate extensive capacity, including development and management of 53 affordable rental properties serving over 5,200 residents annually. We maintain an agency-wide housing retention rate exceeding 99% for SHP participants after 6 months, while successfully managing over $750,000 in federal funding annually. Our fiscal oversight is evidenced by consistent achievement of unmodified opinions without findings in annual Single Audits, supported by strong fiscal management systems ensuring grant compliance and reporting.

SHP services are delivered by highly qualified staff, including licensed and associate clinical social workers with extensive experience. Our team maintains clinical excellence through regular professional development, demonstrating strong understanding of local service systems and resources. Staff receive ongoing training in trauma-informed care and evidence-based practices to ensure high-quality service delivery.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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.

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
Over 99% of SHP clients maintain stable housing for at least 6 months after initiating services or until the end of the grant period
Provision of clinical social services
and case management
Completed at end of grant period
Reviewing SHP client and PSHH tenant records

COMMUNITY SERVICE GRANT APPLICATION 2024-25
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
Clients enhance family, financial, and health security
Clinical case management
enhances access to public and
private services for which clients
are eligible
End of grant period
SHP client database records, which record enhanced security through access to specific services and benefits
47% of PSHH Arroyo Grande households receive SHP
services
Continuation of service provision
End of grant period
Review of SHP client database

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Program Service OUTPUTS:

Program Service OUTCOMES:
20 hours a week in services by clinical Social Worker
2 hours a week supervision by Social Worker Supervisor
1) Over 99% of SHP clients maintain stable housing for at least 6 months after initiating services or until the end of the grant period
2) Clients enhance family, financial, and health security 3) 47% of PSHH Arroyo Grande households receive SHP services

COMMUNITY SERVICE GRANT APPLICATION 2024-25

2. Section 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. Section C: Scope of Work or Work Plan and Budget Worksheet

4. Section D: 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 1
, 2024 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.

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.

Organizations that are awarded a grant will enter into an agreement with the City of Arroyo Grande establishing the terms and conditions of the grant. A sample agreement can be found on the City’s website.

For questions please contact:

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

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:

City: State: Zip:

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

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

Amount Received:

Tax ID Number:

Executive Director:

Email Address:

Phone Number:

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

Phone Number:

Program or Service Title:

Positive Ride JAMS, Inc
1390 Fairway Drive
San Luis Obispo CA 93405
2023
$7,000
Travis Jecker
Creating Adaptive Recreational Experiences (CARE)
7000

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the program or service to be funded by the Community Service Grant, including how the program/service creates a unique, positive, and valuable impact on the community and outreach efforts to publicize this program:
(Attach up to one additional page total, if necessary)
Positive Ride aims to build a community of inclusivity with educational programs, adaptive recreational programs, such as Freedom Trax with our adaptive hiking program, and be able to create even more adaptive recreational programs for all ages and abilities. We hope to be able to create workshops for people who are new to the lifestyle so they can have an easier transition.

We also plan to bring back our vacation program. This program would help people create adaptive vacations within the San Luis Obispo County area by vetting local hotels, restaurants and recreational areas while offering our Freedom Trax as an option of transportation and/or recreation. These programs and services would create a positive and valuable impact on the community by opening up opportunities for people with disabilities. We aim to have a positive impact on not only our local community but also on the people who come to visit our beautiful area. Our vision is for everyone to feel included in almost if not all activities and events within the San Luis Obispo County area. While many people of varying abilities currently vacation here and live here, we have found that many are unable to enjoy our beautiful sceneries because they are unable to access the beach, hiking trails, or even event venues easily. We have created a solution that would allow these people access to all types of terrain and venues. With our Freedom Trax they are able to maneuver any terrain without needing someone to push them around, this gives them their freedom back. With our Vacation Vetting program, we will eliminate the hassle of trying to find a hotel, restaurants or other venues/activities that accommodate a person's abilities. We will be able to have this information for them so they can have a fun, safe, and positive experience.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the organization and the community service it provides:

Organization’s Mission Statement:

List Geographic Area(s) Served by the Organization:

Positive Ride was founded on the basis of inclusivity. Because we live in a recreation driven area we noticed that many of the outdoor recreation was/is not very adaptive friendly. Our goal is to change this by providing adaptive equipment and other alternative recreation to those with varying abilities.

To bring our primary program to life we have partnered with Freedom Trax, an innovative company that has developed a product to transform standard wheelchairs into motorized all-terrain vehicles.

The Freedom Trax system consists of an all-terrain track that attaches to a wheelchair enabling users to navigate a variety of surfaces. Our Freedom Trax program empowers wheelchair users to venture into environments that were previously inaccessible. Our clients contact us through social media, phone, email or our website contact forms. We then determine where the excursion will occur and the mobility level of the client. Each excursion consists of a short training session on how to use the Trax followed by the excursion itself. We provide snacks and water for the client and their family upon request. The excursion ends with sharing our favorite parts of the trip as well as any feedback the clients may have on their experience that could help us improve in the future. The Freedom Trax are then taken back to our headquarters for maintenance. We have already put smiles on hundreds of community members faces just with our Freedom Trax Program alone. We hope to be able to provide other adaptive programs in the future that will meet the needs of more people within our community and who come to visit.

Our mission is to create memorable and adaptive outdoor recreational experiences for individuals who use wheelchairs. We are committed to breaking down barriers and ensuring that everyone has the opportunity to enjoy the great outdoors, irrespective of mobility challenges.

All of San Luis Obispo County including, but not limited to: Arroyo Grande, Arroyo Grande Parks, Lopez Lake Recreation Area, local wineries, Pismo Beach, Grover Beach, Oceano Dunes, Madonna Expo Center, Avila Beach Golf Resort, just to name a few.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the goals of the program/project:

How is the program or service beneficial to Arroyo Grande residents? Number of AG Residents Served by this Program This Year:

Estimated Number of AG Residents Served by this Program Next Year:

Explain How the Number of Residents Served by the Program is Determined:

Positive Ride's goal is to provide outdoor adventures that are accessible and enjoyable for all. By focusing on inclusivity, we aim to foster a community where people of varying abilities can come together, share experiences and create lasting memories. We believe that everyone deserves the chance to explore nature and enjoy recreational activities without limitations. 1000s
The number of residents served is determined by the average number of people living with a disability. Per the Center for Disease Control, 1 in 4 adults live with a disability that prevents them from living a normal life. Not only is our program determined by statistical numbers, but also by how many people we encounter on a daily basis who knows someone who has a physical limitation. One out of every three people we talk to knows someone who has a physical limitation due to aging, a life changing event, a temp health issue, genetics, hereditary disposition or other health limitation.
1000s

COMMUNITY SERVICE GRANT APPLICATION 2024-25
How is the local need for this program or service determined? Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:

Describe your organization’s ability to successfully carry out the proposed activities We have noticed and also experienced firsthand that this sub population of our community is left in isolation or left out of outdoor activities and community events because they are viewed as being incapable of participating. When in reality the only thing holding them back from being able to participate is the lack of adaptable equipment and/or modifications, and lack of programs available.
33 10
Currently we have a limited number of volunteers who team up to take individuals on excursions on the Freedom Trax. We make appointments with individuals interested in participating and either accompany them to their requested destination within San Luis Obispo County or lend one to someone who has a special request. For example, we currently have an appointment in January to accompany an older gentleman on the Freedom Trax so he can walk his daughter down the aisle at her beach wedding. These are the type of activities and requests we strive for.

While our main focus is the Freedom Trax and helping people explore adaptive hiking and the beach, our long-term plan is to be able to educate people, provide adaptive equipment, such as adding an adaptive bicycle, and help families find the proper ADA hotels and activities for their vacation to the Central Coast.In order for us to accomplish these goals we need to secure funds for equipment, educational brochures, promotional materials, and travel expenses. Our next step would be to secure fund for staff to ensure they can dedicate their time to our organization and not have to worry about not having a secure income. We want to be able to have an established dedicated staff who can continue to work together to make Positive Ride better and a place our community and visitors can turn to for adaptive recreation and vacations.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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.

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
Puchase 1 Freedom Trax
Receive the grant
February 2025
Grant approval

COMMUNITY SERVICE GRANT APPLICATION 2024-25
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
Complete 12 Education Excursions
Receive Trax
December 2025
Complete intake form for each person who participates.

Complete 36 Non-Educational Excursions
Receive Trax
December 2025
Complete intake form for each person who participates.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Program Service OUTPUTS:

Program Service OUTCOMES:

With the loaner Freedom Trax and the one purchased with our last grant, we have achieved our previous goal of 12 educational excursions and 36 non-educational excursions and have been able to help twice as many people as before. We have established a social media presence, have partnered with R.E.I., the Land Conservancy of San Luis Obispo County, and the Central Coast Concerned Mountain Bikers to be able to provide more adaptive hiking opportunities for our community and visitors. We have added an administrative position to help streamline our paperwork and procedures and to allow for more in-person excursions.

The new grant will ensure that we can continue to support the community and expand our current project by providing another Freedom Trax, providing more outreach and increasing the number of participants at each Wheelchair Wednesday Excursion. Adding another Freedom Trax to our fleet will increase access opportunities for wheelchair users and people with disabilities so they can attend San Luis Obispo County educational events, including, but not limited to Arroyo Grande James Way Oak Habitat, Inclusive Park, Pismo Preserve, Among the Oaks events, school field trips, Lopez Lake, and more. It will also increase access to recreational activities such as concerts, weddings, sporting events, and the like.

COMMUNITY SERVICE GRANT APPLICATION 2024-25

2. Section 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. Section C: Scope of Work or Work Plan and Budget Worksheet

4. Section D: 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 1
, 2024 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.

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.

Organizations that are awarded a grant will enter into an agreement with the City of Arroyo Grande establishing the terms and conditions of the grant. A sample agreement can be found on the City’s website.

For questions please contact:

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

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:

City: State: Zip:

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

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

Amount Received:

Tax ID Number:

Executive Director:

Email Address:

Phone Number:

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

Phone Number:

Program or Service Title:

Shower the People
1133 Vard Loomis Ln
Arroyo Grande CA 93420
2023
10,000
Gwen Watkins
Emma Goudy
Shower the People
10,000

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the program or service to be funded by the Community Service Grant, including how the program/service creates a unique, positive, and valuable impact on the community and outreach efforts to publicize this program:
(Attach up to one additional page total, if necessary)
Shower the People (STP) is an all-volunteer nonprofit 501© organization devoted to providing the houseless members of the greater San Luis Obispo community with access to critical hygiene infrastructure and personal care services through the deployment of mobile shower units. STP began its operations in 2018 with the purchase of three mobile shower units using grant funding. Since then, STP has been able to operate its shower program continuously, outside of a brief two-month pause during the COVID-19 pandemic and has provided over 20,000 showers to houseless members of South County and San Luis Obispo communities. STP provides shower access five days of the week at locations from Grover Beach to San Luis Obispo. By operating continuously throughout the week in different areas, STP can best serve the needs of local houseless populations which are widely dispersed throughout the county.

Unhoused populations in Arroyo Grande and across San Luis Obispo County face significant barriers to environmental health and hygiene in the realm of water, sanitation, waste management, and personal hygiene. People without housing often lack access to clean showers and regular public handwashing facilities. STP is currently the only organization in South San Luis Obispo County offering mobile hygiene solutions to this vulnerable population. The relevance of access to hygiene and personal care services to improving immediate quality of life and the potential to break cycles of houselessness cannot be understated. Improved hygiene can advance the likelihood of employment or housing placement for people suffering from a lack of housing. STP offers testimonials from former clients to this effect on its website. STP has made great efforts to publicize these important service offerings through the organization’s online presence (website, Instagram, YouTube), participation in community health resource and volunteer fairs, and partnerships with other local nonprofit organizations dedicated to community health. The Arroyo Grande Community Service Grant funding will be directed toward shower operations to ensure STP can continue to operate its five-day shower program.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the organization and the community service it provides:

Organization’s Mission Statement:

List Geographic Area(s) Served by the Organization:

Shower the People is a mobile shower program that provides houseless individuals with free hot shower access five days of the week, for 3-4 hours each day. STP operates mobile shower units at People’s Kitchen in Grover 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 includes three fully contained private shower units, each complete with a toilet, mirror, and shower. Every guest is offered a 15-minute shower after which our volunteers ensure the unit is thoroughly cleaned, disinfected, and prepared for the next guest. Every shower guest receives a new T-shirt, new boxers/undergarments, new socks, a toothbrush/toothpaste, comb, razor, and a 2oz bottle of hand sanitizer. The shower program uses biodegradable soap/shampoo to minimize environmental waste and provide guests with the best quality hygiene products. Towels and washcloths are provided to the shower program weekly by the Arroyo Grande Community Hospital.

STP is an all-volunteer based program with no paid employees. Volunteers range in age and background from Cal Poly students in their 20s to retirees a in their 80s. Most STP volunteers do "hands-on" work at one of STP’s five shower sites, however some volunteers assist with administrative tasks as well. STP volunteers are friendly, kind, well-trained, and committed to bringing needed hygiene services to vulnerable populations.

STP shower sites are welcoming, safe, clean and reliable places for both volunteers and shower guests. As an organization Shower the People primarily provides showers, but STP sites have attracted other homeless service providers, and community members that provide food, free haircuts, and clothing to guests. The County Nurse Navigator attends two of STP sites, in Grover and SLO, and helps guests obtain insurance and critical health services. Once a month Vituity organizes a pop-up medical clinic at STP’s Library site, offering free medical care and follow up with on-site physicians and nurses. Dignity Health Street Outreach visits STP’s Grover site once a month providing both medical and social services to the guests on site. Public Health has visited to each STP site to offer free COVID vaccines to guests.

The mission of Shower the People is to provide houseless members of the South County and San Luis Obispo community with access to hot showers and personal care services.

South San Luis Obispo County and San Luis Obispo proper are served through Shower the People’s five shower sites.

Shower the People (STP) has the advantage of being a mobile shower program that can relocate wherever services are most needed. South County Peoples Kitchen in Grover Beach has been STPs main shower site since the organization first began operations in 2018. The Kitchen serves a hot meal to houseless individuals every day at noon. STP stations itself at the site every Wednesday from 10:00 - 1:00pm. This is STPs 7th year providing showers at this crucial site. Shower the People operates 4 additional sites in San Luis Obispo on Saturday, Sunday, Tuesday and Thursday. The houseless population in the city of SLO has grown significantly in the last 4 years and the four shower sites operating there are highly active.

STP will have provided over 6,000 showers this year at its 5 operational sites. The need for access to hygiene infrastructure and personal care services, such as mobile shower units, has grown considerably and is visible throughout all STP sites. STP is always on the lookout for new locations and partners. The organization has formed strong, positive relationships with local churches, the cities, and law enforcement agencies across the County.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the goals of the program/project:

How is the program or service beneficial to Arroyo Grande residents? Number of AG Residents Served by this Program This Year:

Estimated Number of AG Residents Served by this Program Next Year:

Explain How the Number of Residents Served by the Program is Determined:

Shower the People's mobile shower program aims to offer one of San Luis Obispo County's most vulnerable populations the opportunity to regularly access valuable hygiene infrastructure, such as shower facilities, with privacy and dignity. The 2024-2025 goal of STP is to continue its successful shower program across the five existing sites. STP always strives to provide showers to anyone who wants one.
1700
Shower the People (STP) keeps detailed daily data at all shower sites including the number of showers given and the gender, age, and veteran status of those accessing shower sites. The program additionally tracks the number of supplies used by guests to accurately estimate the amount of supplies the program requires. The program shares collected data with local cities and the County as well as churches and donors who support STP's program. In 2024 STP served 1250 individuals at The People's Kitchen location in Grover Beach. 1250

COMMUNITY SERVICE GRANT APPLICATION 2024-25
How is the local need for this program or service determined? Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:

Describe your organization’s ability to successfully carry out the proposed activities According to the County of San Luis Obispo 2024 Point-in-Time (PIT) Count, on a single night in January in San Luis Obispo County there were some 1,175 individuals identified experiencing homelessness. 68 percent of those 1,175 individuals were actively experiencing unsheltered homelessness. All 81 individuals identified as experiencing homelessness in Arroyo Grande and Pismo Beach were unsheltered. Of the 111 individuals unhoused in Grover Beach, 73 were also unsheltered. In San Luis Obispo 310 individuals were unsheltered at the time of the 2024 PIT count. While this data represents a decline in the number of visibly houseless individuals in the county, services for the unhoused population are far from unnecessary.

Shower the People keeps detailed data on the number of individuals served at each site daily and has found that the amount of unhoused individuals accessing the shower program has increased steadily since the onset of the COVID pandemic in 2020. There are a critically limited number of public showers and bathrooms available to the unsheltered in the South County and broader San Luis Obispo community. In 2024 alone, STP provided 1250 individuals with showers or other critical services at it's Grover Beach location, its highest year to date at the site since 2019. In STP's 7 years of operations at the Grover Beach site the mobile shower program has served 6522 individuals. Hence the need for the program is apparent by the sustained increase in individuals seeking services. Offering a warm shower is a small but nonetheless crucial first step in mitigating cycles of houselessness, as STP's volunteers and former guests can attest.

Regular access to hygiene facilities like STP's mobile showers can help improve mood, outlook, and access to other critical services like housing placement and employment opportunities. 00 45
Shower the People already possesses the necessary infrastructure (mobile shower trailer and van) to conduct activities. Shower the People (STP) is an all-volunteer program with no paid staff, the organization currently has 45 dedicated volunteers. Most volunteers work at STP's shower sites, but other key members help in numerous ways; by ordering and storing the products STP offers guests, maintaining STP's trailer and van, working on communications and social media, and by collecting and formatting data. Each shower site has a Driver, Supervisor, Intake coordinator, as well as 3 Cleaners. All STP volunteers are required to access and read the STP Volunteer Handbook and Operations Manual. New volunteers are buddied with an experienced volunteer. STP additionally provides a crucial de-escalation training for all volunteers annually. Shower the People is governed by a Board of Directors made up of nine members of the community. STP's existing infrastructure, tight knit volunteer community, and board of directors have successfully conducted operations for 7 years running and are more than capable of continuing to pursue its mission.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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.

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
Continue to Provide Needed Shower Services to Community In the 2024-2025 year Shower the People (STP) will continue to provide needed shower services to the unhoused
population in South County and San Luis Obispo.

Consistently assessing if there is a need
for an additional site. If STP starts
turning a consistent number of
individuals away because of the
program's time constraints STP will
promptly address adding an additional
site.

FY 2024-2025
STP will provide half-yearly data updates informing the city of the number of showers given per site, and the gender, veterans' status and age of our shower guests.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
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
Continue Partnerships with Other Community Public Health Services In the 2024-2025 year Shower the People will continue to strengthen partnerships with other local community public health services.

Continue ongoing activities with
County Nurse Navigator, Vituity,
and Dignity Health Street
Outreach. Seek additional
community public health
partnerships if necessary.

FY 2024-2025
STP will provide half-yearly updates on information regarding ongoing activities with community public health partners, pertaining to the frequency of visits by partner programs.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Program Service OUTPUTS:

Program Service OUTCOMES:

In 2024 alone Shower the People has served 7,280 individuals and provided 6,149 showers. STP served 267 "first-timers" (individuals who had never received services from STP before) and 362 veterans across its five sites. The program has distributed 5,581 t-shirts, 6,146 socks, and 5,211 boxers to guests at the shower site. Additionally, STP shower sites have served as a location for other community health programs to base operations and provide care from at least once every month in 2024. STP expects to give 8,000 showers in 2025.

South County and San Luis Obispos vulnerable houseless population is meaningfully impacted by Shower the Peoples (STP) ability to provide mobile hygiene infrastructure, supplies, and the presence of local health entities. Shower units regularly offer houseless indivduals without access to public restrooms or showers the opportunity to bathe in privacy and dignity. Moreover, access to showering holds postive implications for the health of individuals and the community.

Indivduals who regularly access showers are less likely to suffer from easily preventable or treatable hygiene related conditions. Guests are able to look and feel clean and comfortable, after showering which bodes well for their ability to access other important services like housing and employment opportunities. Former guests at STP sites are often able to transition out of houseless living in part through STP services. Those who are remain houseless are always able to access facilities to sustain healthy hygiene practices.

SHOWER THE PEOPLE
Anticipated Funding for 2025
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 - $300
Nipomo Community Church - $250
St. Steven’s Church - $200
Congregation Beth David - $200
Individual Donations – unknown
San Luis Obispo County Human Relation’s Grant - $30,000

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 ƒ Nurse Administrator for Stanford (Packard) Children’s Clinics ƒ 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

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

COMMUNITY SERVICE GRANT APPLICATION 2024-25

2. Section 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. Section C: Scope of Work or Work Plan and Budget Worksheet

4. Section D: 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 19, 2024 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.

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.

Organizations that are awarded a grant will enter into an agreement with the City of Arroyo Grande establishing the terms and conditions of the grant. A sample agreement can be found on the City’s website.

For questions please contact:

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

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the program or service to be funded by the Community Service Grant, including how the program/service creates a unique, positive, and valuable impact on the community and outreach efforts to publicize this program:
(Attach up to one additional page total, if necessary)
San Luis Obispo County YMCA before & afterschool youth programs operate year-round and when school is out to ensure kids have academic enrichment and recreational opportunities when they need them most. During the summer months, our before & afterschool youth programs transition to Summer Day Camp where kids will learn, explore, and grow in a safe and fun environment.

Our Summer Day Camp creates a unique, positive, and valuable impact on the Arroyo Grande community. Summer Day Camp provides an enriched environment for youth ages 4 – 12 to continue learning during the summer months when school is out. And working/busy parents are assured their children have a safe place to go. Summer Day Camp is offered Monday – Friday 7:30am – 5:30pm at Ocean View Elementary . At Summer Day Camp, we offer our SCALED learning curriculum (STEM, Career Connected Learning, hands-on Arts, Literacy, Education, Diversity and Global Learning) to help kids grow in the classroom and out in the world. STEM projects engage kids in science, technology, engineering, and/or math to practice academic skills, to encourage critical thinking, and to stimulate investigation, inquiry, and discovery. We also include our Social-Emotional program to help kids develop emotional intelligence skills like self-awareness, self-management, empathy, and cooperation. And we apply our Healthy Eating and Physical Activity (HEPA) program to build a healthier future for the children in the community by creating an environment rich in opportunities for healthy eating and physical activity. And youth develop strong bonds with their peers and staff. These social experiences increase their self-efficacy, boost their confidence, support problem solving, and are critical to overall emotional and physical health.

Our Summer Day Camp benefits Arroyo Grande by enriching the achievement gap, social emotional wellbeing, and healthy well-being of the youth in the community. And it provides a safe and thriving environment for youth to explore personal interests, build self-esteem, and develop interpersonal skills. Financial assistance is offered to families most in need to ensure nobody is turned away from our programs due to an inability to pay.

As outreach efforts to publicize the Summer Day Camp program, San Luis Obispo County YMCA distributes publications to the school district, sends direct email to past and current members/participants, and advertises with physical fliers and banners.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the organization and the community service it provides:

Organization’s Mission Statement:

List Geographic Area(s) Served by the Organization: Formed in 1956, the San Luis Obispo County YMCA has been serving the San Luis Obispo County by offering membership and programs that inspire positive life changes. Our focus is to develop the total person, spirit, mind, and body through values-based programs that build strong kids, strong families, and strong communities. It is our goal to ensure no one is turned away from participating in our programs due to an inability to pay.

Yearly we impact over 5,600 community members countywide through our popular and nationally recognized programs in adult/family health and fitness, childcare, after-school enrichment, adaptive programs, youth day camps, vacation camps, youth sports and wellness, and teen programs. We are the county’s largest provider of before- and after- school care and summer camps, with programs in 10 locations across the cities of Arroyo Grande, Los Osos, Paso Robles, and San Luis Obispo. We take pride in our diversity and are committed to inclusive practices and to creating a nurturing, supportive environment for our members, participants, and staff.

We offer a variety of safe and fun youth sports camps and leagues, including Flag Football and Basketball. Youth sports programs not only focus on skills, but also character development, and instill the values of respect, trustworthiness, responsibility, fairness, and caring. Youth sports programs promote healthy development, encourage self-esteem and positive peer interaction, l ith i t hi d t k
We offer a variety of safe and fun youth sports camps and leagues, including Flag Football and Basketball. Youth sports programs not only focus on skills, but also character development, and instill the values of respect, trustworthiness, responsibility, fairness, and caring. Youth sports programs promote healthy development, encourage self-esteem and positive peer interaction San Luis Obispo County YMCA provides programs and services across the greater San Luis Obispo County area in California. Our main building is located within the city of San Luis Obispo, and we have 10 site locations in the cities of Arroyo Grande, Los Osos, Paso Robles, and San Luis Obispo.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the goals of the program/project:

How is the program or service beneficial to Arroyo Grande residents? Number of AG Residents Served by this Program This Year:

Estimated Number of AG Residents Served by this Program Next Year:

Explain How the Number of Residents Served by the Program is Determined:

The goals of Summer Camp are 1) to provide an enriched environment during the summer months to promote academic achievement, social-emotional health, physical activity, and fun and safe recreation for the youth in the community, 2) to provide a safe place for kids to be when working parents are away from home, and 3) to ensure no one denied participation due to the inability to pay.
60+
The number of residents served by the program is determined by the number of youth participating in Summer Day Camp located in the city of Arroyo Grande. 61

COMMUNITY SERVICE GRANT APPLICATION 2024-25
How is the local need for this program or service determined? Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:

Describe your organization’s ability to successfully carry out the proposed activities The local need is determined by past participation in the program, by parent enquiry of the program, and by communication of need with school district officials and teachers. 14 60 150
The YMCA is one of the nation's leading nonprofits. Across the U.S., the YMCA engages over 20 million men, women, and children to nurture their potential and improve their health and well-being. For the past 170 years, the YMCA has had a strong presence and is anchored in more than 10,000 communities. The YMCA has built long-standing relationships and a physical presence, not just to promise, but also to deliver lasting personal and social change. Locally in San Luis Obispo County, the YMCA has been a welcoming and community focused organization since 1956. We have more than 60 years of experience in providing a safe, thriving environment for young people to explore personal interests, build self-esteem, develop interpersonal skills, discover the creativity and health benefits of the outdoors, and make lasting friendships and memories.

Our Summer Day Camp program is accredited by the American Camping Association which collaborates with experts from the American Academy of Pediatrics, the American Red Cross, and other youth serving agencies. Our Summer Day Camp goes through a review of its operation by the American Camping Association, from staff qualification and training to emergency management.

We receive organizational and program guidance from the YMCA of the USA and from our umbrella organization, Channel Islands YMCA, which got its start in 1887. We also work closely with school districts throughout the county to evaluate student progress in our programs in order to help us continuously improve our programs.

The Channel Islands YMCA CEO, Margo Byrne, is a seasoned veteran of the YMCA with over 20 years of professional service. The San Luis Obispo County YMCA Branch is run by Executive Director Douglas Trawick, who has worked in many different programs throughout his tenure at the YMCA since 2013. Page 428 of 459
COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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.

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
Ensure no one is denied participation due to the inability to pay.

Our objective is to ensure no one is denied participation to Summer Day Camp due to the inability to pay.
1) Provide financial aid
scholarships based on a sliding fee
scale. 2) Subsidize the costs
incurred through fund raising
efforts. 3) Keep our Summer Day
Camp program fees reasonable
and accessible to the entire
community
Ongoing year long and upon registration
We evaluate our progress by the number of scholarships awarded and by the amount of funds raised to help subsidize cost of the program.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
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
Improve achievement gap disparity
Our objective is to help improve any achievement gap disparity that may occur during the summer months when youth are out of school.

Incorporate our SCALED learning
curriculum (STEM, Career
Connected Learning, hands-on
Arts, Literacy, Education, Diversity
and Global Learning) into our
Summer Day Camp program
Timeline During the summer
months of 2025
During the summer months of 2025
We work closely with the school district to evaluate student progress in our programs in order to help us continuously improve our programs and design curriculum that is most beneficial to our students. We also use parent surveys to help set benchmarks, quantify the effectiveness of our learning curriculum, and find ways to improve our organization. Improve youth health and wellness Our objective is to improve the health and wellness of youth through physical activity, through social emotional support and awareness, and through supervised recreation during the summer months.
1) to provide physical activity such
as active games and sports; 2) to
provide social emotional support
through staff trained in guidance
and redirection, and through peer
interaction; and 3) to provide
supervised recreational activities
by trained staff members
During the summer months of 2025
We use parent surveys and youth participant feedback to help set benchmarks, to quantify the effectiveness of our health and wellness activities, and to find ways to improve our organization.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Program Service OUTPUTS:

Program Service OUTCOMES:

The OUTPUTS are:
1) Make outreach efforts to publicize the Summer Day Camp program by distributing publications to the school district, by sending direct email to current and past members/participants, and by advertising with physical fliers and banners.
2) Provide financial aid scholarships based on a sliding fee scale.. 3) Subsidize the costs incurred for providing Summer Day Camp through fund raising efforts. 4) Incorporate our SCALED learning curriculum (STEM, Career Connected Learning, hands-on Arts, Literacy, Education, Diversity and Global Learning) into our Summer Day Camp program. 5) Provide physical activity such as active games and sports. 6) Provide social emotional support through staff trained in guidance and redirection, and through peer interaction.
7) Provide supervised recreational activities by trained staff members.

The OUTCOMES are:
1) Youth are not denied participation to the Summer Day Camp program due to the inability to pay.
2) Youth are provided with a safe and supervised environment while working and/or busy parents are away during the daytime hours in the summer.
3) Youth continue to learn during the summer months when school is out for better academic achievement.
4) Youth are provided with supervised recreation activities to stimulate their brain and body during the summer months when school is out.
5) Youth engage in physical activity during the summer months for better health outcomes like lower body fat, stronger muscles and bones, and cardiovascular fitness. 6) Youth socialize with peers and staff when school is out to support social emotional maturity.

COMMUNITY SERVICE GRANT APPLICATION 2024-25

2. Section 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. Section C: Scope of Work or Work Plan and Budget Worksheet

4. Section D: 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 12, 2024 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.

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.

Organizations that are awarded a grant will enter into an agreement with the City of Arroyo Grande establishing the terms and conditions of the grant. A sample agreement can be found on the City’s website.

For questions please contact:

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

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION A: COVER SHEET
Organization/Agency Name:
(local branch)
Mailing Address:

City: State: Zip:

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

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

Amount Received:

Tax ID Number:

Executive Director:

Email Address:

Phone Number:

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

Phone Number:

Program or Service Title:

Softec
462 Noel Street
Arroyo Grande CA 93420
462 Noel Street
Arroyo Grande CA 93420
Bob Dumouchel
Bob Dumouchel
Softec

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the program or service to be funded by the Community Service Grant, including how the program/service creates a unique, positive, and valuable impact on the community and outreach efforts to publicize this program:
(Attach up to one additional page total, if necessary)
Your donation directly provides education and community to the least-served majority. This group are adults from 25-65+, after school and before retirement, years of age with entrepreneurial visions.

A recent study by Warton Business School shows that the most successful entrepreneurs are forty-something, not twenty. This group struggles with connection and specialized education. Our Special Interest Groups directly serve this community teaching Cybersecurity, Biotechnology, Python Coding, Computer Vision, Fiction Authors, Non-Fiction Authors, and more.

Our programs are designed for adults but we also serve students at the high school and college levels. For example we have supported the Eagle Robotics team at AGHS since 2004. That team is celebrating its 20th year and we have been there since the beginning.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the organization and the community service it provides:

Organization’s Mission Statement:

List Geographic Area(s) Served by the Organization:

We create Softec Moments that ignite conversations that create connections in our community.

Softec is the “Society Of Friendly Technologists, Entrepreneurs, and Creatives.” Hwy 101 corridor from Santa Ynez to Paso Robles. Our primary service area is Southern San Luis Obispo County and Northern Santa Barbara County.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
Describe the goals of the program/project:

How is the program or service beneficial to Arroyo Grande residents? Number of AG Residents Served by this Program This Year:

Estimated Number of AG Residents Served by this Program Next Year:

Explain How the Number of Residents Served by the Program is Determined:

Community education through use of special interest groups. Example are https://www.meetup.com/softec-sig/
https://www.meetup.com/softec/
Our “Return on Community” is documented and measurable. Softec has 2,200+ members in the region with an estimated 350 being citizens or businesses in Arroyo Grande. Our LinkedIn presence is 8,600 connections (as of 11/11/24), with an estimated 1,462 (17%) in Arroyo Grande.

In the last 12 months, Softec has sent 103,811 emails to people in the local business region. We have a voice that we use to serve the local TEC community.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
How is the local need for this program or service determined? Number of Full Time Staff: Number of Part Time Staff:

Number of Volunteers:

Describe your organization’s ability to successfully carry out the proposed activities Demands from the regional business community.
00 7
Softec has been of service to the TEC community since 1996. We have a volunteer Board of Directors of seven business leaders and 2,200 members that we communicate with every week with our Networking Weekly.

Here is an example: https://conta.cc/3YPwKj8

COMMUNITY SERVICE GRANT APPLICATION 2024-25
SECTION 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.

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
Business Community Education and Networking
Keep doing what we have been
doing since 1996.

One year
Annual report to the community and our sponsors called the Summit by the Sea held at Ventana Grill in Shell Beach.

COMMUNITY SERVICE GRANT APPLICATION 2024-25
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 SERVICE GRANT APPLICATION 2024-25
Program Service OUTPUTS:

Program Service OUTCOMES:

We have tracking on our events and community communications.

Improved business formation and development of an entrepreneurial culture.

Item 10.a.

MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Director of Community Development BY: Patrick Holub, Associate Planner
SUBJECT: Amendments to Title 13 of the Arroyo Grande Municipal Code Regarding the Regulation of Water Wells
DATE: March 11, 2024
RECOMMENDATION:
1) Introduce by title only and waive further reading of an Ordinance amending Chapter

13.08 of the Arroyo Grande Municipal Code regarding regulations for the installation, maintenance, and destruction of wells titled “AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE AMENDING CHAPTER 13.08 OF THE ARROYO GRANDE MUNICIPAL CODE REGARDING WATER WELLS”; and
2) Find that the Ordinance is exempt from the California Environmental Quality Act (CEQA) because it will not result in a direct, or reasonably foreseeable indirect, physical change in the environment (State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15061, subd. (b)(3); 15307; 15308; and 15378, subd. (b)(5)).

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

No financial impact is projected.

BACKGROUND:

The Arroyo Grande City Council adopted Ordinance 576 on November 22, 2005, which is codified in Chapter 13.08 of the Arroyo Grande Municipal Code. This Chapter regulates the creation of new wells in the City, as well as the destruction of existing or abandoned wells. This proposed ordinance updates and clarifies the City’s regulation of water wells within the City, including the responsibilities of the City and San Luis Obispo County Environmental Health Services Department (County). Currently, the City Council considers approval of new or replacement wells. This proposed ordinance before City Council would modify that process to place initial review of new well applications with the Planning Commission.

During hearings associated with the consideration of a domestic well application in 2024, the City Council and staff noted that the existing ordinance would benefit from an update

Item 10.a.

City Council
Amendments to Title 13 of the Arroyo Grande Municipal Code Regarding the Regulation of Water Wells
March 11, 2025

and clarification of the well permit process, definitions, and other modifications to provide a more simplified and clear framework for the community and decision makers.

Therefore, staff has returned with proposed amendments for this purpose. Staff is recommending the ordinance remain under Title 13, recognizing the unique role of well applications that touch both the Public Works and Community Development Departments.

By remaining under Title 13, the health and safety regulations associated with well permits are proximate to other local laws on water service and water conservation efforts.

ANALYSIS OF ISSUES:

Proposed Revisions
The proposed revisions aim to simplify the permit process and responsibilities, clarify the justification for well approvals, and align with current environmental and public health priorities. Below are the key changes:

1. Title Simplification:

The chapter title was shortened from "Water Wells" to "Wells," reflecting a broader scope that encompasses various well types beyond just water wells.

2. Purpose and Intent Expansion:

Section 13.08.010’s purpose was expanded to emphasize the intent of the City Council to prevent depletion or other adverse impacts to the City’s water supply, and reflect the intent that any construction, repair, modification, or destruction of wells should not adversely impact the health, safety, or welfare of City residents or visitors.

3. Administrative Authority Established:

A new Section 13.08.011 was added, designating the Director of Community Development (or designee) as the administrative authority, clarifying responsibility for the initial review of submitted well applications, as well as the enforcement and execution of the Chapter.

4. Refined Definitions:

Several definitions in Section 13.08.020 were updated to provide additional clarity to applicants. As above, the administrative authority is defined and placed with the Director of Community Development. A new definition of “agricultural well” clarifies that this well references commercial production of crops or livestock. Additional clarity was added to the definitions of “private domestic well” and “irrigation well,” also. The definition of what constitutes a “well” also includes more descriptive

Item 10.a.

City Council
Amendments to Title 13 of the Arroyo Grande Municipal Code Regarding the Regulation of Water Wells
March 11, 2025

language of various activities. Finally, separate definitions were created between the County permit and the City permit, to aid the public in understanding the requirements associated with building a well within the City.

5. Permitting Process Enhancements:

Staff coordinated with County staff to ensure the permit process in the ordinance reflects the permitting process and the County’s distinct role. Section 13.08.030 notes that approvals are required from both the County, which issues a construction permit, and the City, which issues a discretionary well permit that, under these revisions, would be approved by the Planning Commission. The Planning Commission’s decision may be appealed to the City Council.

6. Detailed Permit Submittal Requirements:

Section 13.08.040 was expanded with specific submittal requirements, including a completed application, plot plan, hydrogeologist report, and well capacity estimates, ensuring thorough evaluation of well impacts. The approval of the City’s well permit is contingent on the well being constructed and used in a manner consistent with those plans.

This section also clarifies the duration that the permit is valid before construction is complete. The applicant has two years to complete construction, with two optional one-year extensions when justified by exceptional circumstances.

7. Clarification of Connection Restrictions:
conditions were added that are applicable to private irrigation, agricultural, and domestic wells. For private irrigation and agricultural wells, applicants are required to demonstrate the proposed well will not contaminate the City’s water supply nor impact the volume and distribution and that proposed wells will be used as described in the application. Meanwhile, private domestic well applicants must demonstrate that City water service cannot reasonably be provided to the project site, and that the well is only for the use described in the application.

Private domestic wells and private irrigation or agricultural wells in adjudicated areas of the Northern Cities Management Area (NCMA) of the Santa Maria River Groundwater Basin (SMGB) shall not be considered, unless considering such well is otherwise required by law, protecting managed groundwater resources.

Item 10.a.

City Council
Amendments to Title 13 of the Arroyo Grande Municipal Code Regarding the Regulation of Water Wells
March 11, 2025

8. Inspection and Enforcement Updates:

Section 13.08.050 now references revocation procedures per Chapter 16.16.220 if violations occur, strengthening enforcement mechanisms.

Section 13.08.060 expands examples of public nuisances (e.g., excessive pumping, improper abandonment), providing clearer abatement criteria.

9. Well Destruction Procedures:

A new Section 13.08.071 formalizes the process for well destruction, requiring a County permit, City inspection, and submission of a Certificate of Destruction within 30 days, ensuring proper closure of unused wells.

Overall Impact:

The revisions reflect a more robust and clear regulatory framework, emphasizing protection of the City’s water supply, including groundwater protection, public health, and integration with the City water systems, while aligning with state laws and local environmental concerns. The proposed amendments will avoid environmental impacts through preservation of the City water supplies and water quality and the prevention of trenching and grading. Private domestic, irrigation and agricultural wells are associated with higher levels of water use and potential for contamination. These code amendments will help limit the impacts to City groundwater supplies.

ALTERNATIVES:

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

1. Introduce and conduct the first reading of the proposed Ordinance by title only and waive further reading;

2. Modify as necessary and introduce the Ordinance; or

3. Provide other direction to staff.

ADVANTAGES:

Revisions to the Ordinance governing City wells will help to improve clarity of the application process for both applicants and City, including a clearer procedure, necessary findings and applicable conditions of approval associated with that use. Generally, most potential water users will now be required to connect to the City’s water supply, unless actual practical inability to connect to such supply can be demonstrated.

DISADVANTAGES:

New requirements are applicable to well applications moving forward, and this ordinance will modify the procedure for well applications to place initial review with the Planning Commission rather than the City Council, creating new matters for the Planning Commission’s consideration.

Item 10.a.

City Council
Amendments to Title 13 of the Arroyo Grande Municipal Code Regarding the Regulation of Water Wells
March 11, 2025

ENVIRONMENTAL REVIEW:

It has been determined that this Ordinance is exempt from CEQA under State CEQA Guidelines section 15061(b)(3), which exempts projects from CEQA “[w]here it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” In the alternative, the Ordinance does not qualify as a “project” under CEQA because it 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. Adopting the Ordinance relates to organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment, and therefore is not a project within the meaning of the California Environmental Quality Act (“CEQA”) and the State CEQA Guidelines, section 15378(b)(5). 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 Ordinance therefore does not qualify as a project subject to CEQA. Finally, the Ordinance is adopted with the intent to protect natural resources and the environment, specifically the City’s water resources. This Ordinance will regulate and restrict the installation of private, domestic, irrigation and agricultural wells for nonresidential, residential, and mixed uses. Accordingly, this Ordinance is also categorically exempt under either State CEQA Guidelines section 15307 or 15308.

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. A public hearing notice was published in the New Times on Friday, February 27, 2025.

ATTACHMENTS:

1. Proposed Ordinance

ATTACHMENT 1
ORDINANCE NO.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE AMENDING CHAPTER 13.08 OF THE

ARROYO GRANDE MUNICIPAL CODE REGARDING

WATER WELLS
WHEREAS, on February 27, 2001, the City of Arroyo Grande City Council (“City Council”) adopted Ordinance 524 to define a community supply well; and WHEREAS, on November 22, 2005, the City Council adopted Ordinance 576 to further regulate the installation of private, domestic, irrigation and agricultural wells; and WHEREAS, the foregoing Ordinance was incorporated into the Arroyo Grande Municipal Code as Chapter 13.08; and
WHEREAS, this Ordinance amends Chapter 13.08 to add restrictions on the installation and maintenance on private, domestic, irrigation and agricultural wells to prevent contamination or depletion of the City’s groundwater supplies, as well as modifying the discretionary review authority and creating a new administrative authority; and
WHEREAS, the City Council of the City of Arroyo Grande, at its regularly scheduled public meeting on March 11, 2025 introduced this Ordinance to amend Chapter 13.08 of Title 13 of the Arroyo Grande Municipal Code; and WHEREAS, the regulation of wells within the City is necessary to protect the City’s water supply from contamination or pollution; and
WHEREAS, the regulation of wells within the City is necessary to protect the City’s water supply from depletion or degradation or loss of volume, which would impact delivery to customers; and
WHEREAS, the regulation of wells within the City is essential more generally to other potential impacts to the public health and safety; 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:

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

ORDINANCE NO.

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SECTION 2. Environmental.

The City Council finds this Ordinance is exempt from CEQA under State CEQA Guidelines section 15061(b)(3), which exempts projects from CEQA “[w]here it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.”
In the alternative, the City Council finds that the Ordinance does not qualify as a “project” under CEQA 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.

Adopting the Ordinance relates to organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment, and therefore is not a project within the meaning of the California Environmental Quality Act (“CEQA”) and the State CEQA Guidelines, section 15378(b)(5).

Finally, the Ordinance is adopted with the intent to protect natural resources and the environment, specifically the City’s water resources. This Ordinance will regulate and restrict the installation of private, domestic, irrigation and agricultural wells for nonresidential, residential, and mixed uses. Accordingly, this Ordinance is categorically exempt under either State CEQA Guidelines section 15307 or 15308.

SECTION 3. General Plan Consistency. The Ordinance’s amendments to the AGMC are consistent with the General Plan and necessary and desirable to implement the provisions thereof. Specifically, agricultural element objective AG2-3 requires the City to ensure that urban land use and development projects result in no net decrease in groundwater recharge and on adverse impact on agricultural water supplies. For this reason, the Ordinance’s amendments to the AGMC are consistent with the general plan and necessary and desirable to implement the provisions thereof.

SECTION 4. Code Amendment. Chapter 13.08 of the Arroyo Grande Municipal Code is hereby amended and restated to read in its entirety as provided in Exhibit “A-1,” attached hereto and incorporated herein by reference.

SECTION 5. 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

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

SECTION 7. 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 8. 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:
the foregoing Ordinance was adopted this _____ day of _____, 2025.

ORDINANCE NO.

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___________________________________

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

ORDINANCE NO.

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EXHIBIT A-1
Chapter 13.08 WELLS

13.08.010 Purpose and Intent.

It is the purpose of this chapter to provide for the construction, repair, modification and destruction of wells in such a manner that the City’s water supply will not be contaminated, polluted, or depleted and will not otherwise jeopardize the health, safety or welfare of the people living or visiting the City.

13.08.011 Administrative Authority.

The Director of Community Development, or the Director’s designee, is charged with the responsibility of administering this chapter and executing the authority conferred thereby.

13.08.020 Definitions.

For the purposes of this chapter, unless otherwise apparent from the context, certain words and phrases used in this chapter are defined as follows:
"Abandoned" or "abandonment" shall apply to a well which has not been used for a period of one year, unless the owner declares in writing to the Administrative Authority and Health Officer his or her intention to resume use of the well for supplying water or other related purposes, such as an observation well or injection well, and the Administrative Authority and Health Officer each approves such declaration in their reasonable discretion. All such declarations shall be renewed annually. Test holes and exploratory holes shall be considered abandoned twenty-four (24) hours after construction work has been completed, unless otherwise approved by the Administrative Authority and Health Officer.
“Administrative Authority” means the Director of Community Development of the City of Arroyo Grande, or the Director’s designee.
"Agricultural well" means a well located on a property with an approved or permitted land use that supplies water for the irrigation of commercial crops or a well that supplies water for the use of livestock bred for commercial purposes. "Cathodic protection well" means any artificial excavation more than fifty (50) feet deep for the purpose of installing equipment or facilities for the electrical protection of metallic equipment in contact with the ground, commonly referred to as cathodic protection.
“City Council” means the City Council of the City of Arroyo Grande. “City water supply” means the totality of potable or non-potable water resources owned, operated, managed, or contractually obtained by the City. "Completion" or "completion operation" means any work conducted after artificial excavation, including:

1. The replacement of the well casing;

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2. Gravel packing;

3. Sealing;

4. Casing perforation; or

5. Other operations deemed necessary by the Health Officer. "Contamination" means the introduction of any physical, chemical, biological or radiological substance or matter to water or soil that could harm people or property. “County” means the San Luis Obispo County Environmental Health Services Division, or as that division may be renamed by the County of San Luis Obispo. "Destruction" or "destroy" means the complete filling of a well in such a manner that it will not produce water or act as a conduit for the interchange of water. “Health Officer” means the health officer of the San Luis Obispo County Environmental Health Services Division.
“Planning Commission” means the Planning Commission of the City of Arroyo Grande.
“Private domestic well” means a well that supplies groundwater for the domestic needs of an individual residence, or a water system that is not a public water system because it has no more than four (4) service connections. This includes private domestic irrigation.
“Irrigation well" means a private well that supplies water for landscaping, including sports fields and common area residential or commercial landscaping, but not including commercial agriculture.
"Modification" or "repair" means the deepening of a well or the reperforation, sealing or replacement of a well casing or the increase in capacity of the well, or any other physical alteration of a well.
"Observation well" means a well that is used for monitoring or sampling the condition of a water-bearing aquifer, such as water pressure, depth, movement, or quality.
"Person" means and includes any person, firm, association, corporation, organization, partnership, business trust, company, or special district formed under the laws of the State.
"Pollution" means a contaminant that impairs the quality of water to a degree that it creates a hazard to public health and safety.
"Public nuisance," under this chapter, means any well that threatens to impair the quality of City’s water supply, cause contamination or pollution, or otherwise jeopardizes the health and safety of the public.
"Salt water (hydraulic) barrier well" means a well that is constructed to extract or introduce water into the ground as a means of preventing intrusion of salt water into a fresh water-bearing aquifer.

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"Test hole" or "exploratory hole" means an excavation used for determining the nature of underground geological or hydrological conditions, whether by seismic investigation, direct observation, or any other means.
"Well" means any bored, drilled, driven shaft, or dug hole that is deeper than its widest surface dimension. Wells shall include, but shall not be limited to, community water supply wells, private domestic wells, industrial wells, agricultural wells, irrigation wells, cathodic protection wells, electrical grounding wells, test and exploratory holes, observation wells and salt water (hydraulic) barrier wells, and other wells whose regulation is necessary to fulfill the purpose of this chapter. This definition does not include:

1. Oil and gas wells or geothermal wells constructed under the jurisdiction of the Department of Conservation of the State, except those wells converted to use as water wells;

2. Wells used for the purpose of:
a. Dewatering excavations during construction,
b. Stabilizing hillsides or earth embankments; or

3. The following artificial excavations:
a. Drill holes for soil testing purposes where such holes are less than twentyfive (25) feet in depth, b. Holes or excavations for soil percolation tests,
c. Drill holes for seismic exploration where such drill holes are less than twenty-five (25) feet in depth; and
d. Excavations for drainage percolation purposes.
"Well-drilling contractor" means a contractor licensed in accordance with the provisions of the Contractors State License Law, Chapter 9 (commencing with Section 7000) of Division 3 of the California Business and Professions Code, as may be amended from time to time.
“Well construction permit” means a permit issued by the San Luis Obispo County Environmental Health Department for construction of a well. “Well Use Permit” means a discretionary use permit (Minor Use Permit/Plot Plan Review) issued by the City of Arroyo Grande to allow a well as a use on a property.

13.08.030 Acts prohibited—Permits required.

A. No person shall dig, bore, drill, construct, repair, modify, deepen, or destroy any well in the City unless such person possesses a valid well construction permit issued by the County and receives approval of a City Well Use Permit, unless otherwise exempted by law. All uses of the well shall be consistent with those indicated on the application for the Well Use Permit.

B. No person shall dig, bore, drill, construct, repair, modify, deepen, or destroy any well unless conducted in conformance with the terms, conditions, and standards

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specified in this chapter, the Well Use Permit, and those terms, conditions, and standards in the written well construction permit issued by the County, unless otherwise exempted by law.

C. In the event a person violates this section, that person will be subject to penalties as stated in Chapter 1.16 (Penalty Provisions) of the Arroyo Grande Municipal Code.

13.08.040 Permits.

A. Submittal Requirements.

Prior to the issuance of any permit, applicants shall submit the following information to the City to be considered by the Administrative Authority for review and a determination that the application is complete:

1. A copy of the well construction permit application to the County regarding the proposed well(s) and proof of payment.

2. Completed application form and payment in full of applicable fees for processing the application.

3. A digital copy of a plot plan showing the following:
a. Location, exterior boundaries, and dimensions of the entire property that is the subject of the application.
b. The scale of the drawing and a north arrow.
c. An area location map showing the proposed project site and its distance from nearby cross streets and natural or man-made landmarks, as necessary to readily locate the site.
d. The location, dimensions, and use of all existing and proposed structures on the property, including accessory structures, trash enclosures, decks, balconies, fences, walls, exterior lighting structures, signs, and other structural elements that protrude into yard areas. When the use of a proposed structure is not certain at the time of application, the occupancy type, as defined in the California Building Code, may be submitted for use. e. The locations, dimensions, and types of existing and proposed utilities, including water supply, sewage disposal facilities, electricity, gas, or other utilities. Existing and proposed public and private easements shall be shown.

4. A statement from the applicant stating the type of well sought and why the request for a well should be supported, including any information regarding the infeasibility of connecting to the City’s water supply.

5. A report from a licensed hydrogeologist or similar licensed professional indicating that the proposed method, depth and material of the proposed well will not deplete or contaminate any City water supply.

ORDINANCE NO.

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6. A good faith estimate of the well capacity, intended uses of the well, and any available water quality data.

7. Any person who seeks to build or modify a well must possess a valid C57 Water Well Contractor’s License in accordance with Water Code Section 13750.5, as may be amended from time to time.

B. Reports. Upon the completion of the construction of each well, a copy of the well completion report required by the provisions of Section 13751 of the California Water Code, as may be amended from time to time, shall be submitted to the City’s Public Works Department and Community Development Department.

C. Time Limits. An approved Well Use permit expires two years from the date of issuance, unless the Administrative Authority has determined that well construction is complete and the well completion report required by Section 13751 of the Water Code (as may be amended) has been submitted to the California Department of Water Resources and the Administrative Authority. The Administrative Authority may, in its reasonable discretion, authorize up to two one-year extensions in cases of exceptional circumstances that prevented timely construction. Upon expiration of the permit, no further work shall be done unless and until the applicant receives an extension from the Administrative Authority or obtains a new permit if an extension is not granted.

13.08.041 Approval of New Wells
If the Administrative Authority determines the Well Use Permit application is complete, the Planning Commission may approve the application if the Planning Commission determines that approval of the Well Use Permit is in the public interest. In evaluating whether the Well Use Permit is in the public interest, the Planning Commission shall consider whether: (1) the proposed well will not cause an adverse impact to the public health or safety, (2) a refusal to grant the Well Use Permit would cause unnecessary hardship to the applicant, and (3) special circumstances apply to the property—due to its, size, shape, topography, location, or surroundings—which makes it impractical or infeasible to connect to the City’s water supply. The Planning Commission shall not grant the application if doing so would constitute a special privilege to the applicant not afforded to other similarly situated properties. When applicable, the Planning Commission shall also consider the additional standards in consideration of whether to approve the Well Use Permit as being within the public interest:

A. Adjudicated Areas and Basins. Private domestic wells (new or replacement) and private irrigation or agricultural wells (new or replacement) shall only be considered in locations outside of the adjudicated portion of the Northern Cities Management Area (NCMA) of the Santa Maria River Groundwater Basin (SMGB), unless otherwise required by law. No private domestic wells or private irrigation or agricultural wells shall be considered in locations within the adjudicated portion of the Northern Cities Management Area (NCMA) of the Santa Maria River Groundwater Basin (SMGB), unless otherwise required by law.