CITY COUNCIL MEETING
AGENDA SUMMARY
Tuesday, March 24, 2026, 5:00 p.m.
In person at:
Arroyo Grande City Council Chamber
215 E. Branch Street, Arroyo Grande, CA 93420
AND via Zoom at:
https://arroyogrande-org.zoom.us/webinar/register/WN_NRsyFrUIQ_6179_iBTyDVA Please click the link above to register to join the Zoom Meeting This City Council meeting is being conducted in a hybrid in-person/virtual format. Please be advised that while the City will endeavor to ensure these remote participation methods are available, the City does not guarantee that they will be technically feasible or work all the time. Further, the City reserves the right to terminate these remote participation methods (subject to Brown Act restrictions) at any time and for any reason. Members of the public may participate and provide public comment on agenda items during the meeting in person at the location identified above, by joining the Zoom meeting, or by submitting written public comments to the Clerk of the Council at [email protected]. Meetings will be broadcast live on Channel 20 and streamed on the City’s Website.
CLOSED SESSION: 5:00 P.M.:
1. CALL TO ORDER
2. ROLL CALL
3. FLAG SALUTE
4. PUBLIC COMMENT ON CLOSED SESSION ITEMS
5. CLOSED SESSION
The City Council will recess to a closed session for the following and will report any reportable action at the City Council Regular meeting at 6:00 p.m.:
a) PUBLIC EMPLOYEE PERFORMANCE EVALUATION:
Pursuant to Government Code Section 54957 (b)(1)
Title: City Manager
b) CONFERENCE WITH LABOR NEGOTIATORS:
Pursuant to Government Code Section 54957.6
Agency Negotiator: City Attorney Isaac Rosen
Title: City Manager
6. ADJOURNMENT
REGULAR MEETING 6:00 P.M.
1. CALL TO ORDER
2. ROLL CALL
3. MOMENT OF REFLECTION
4. FLAG SALUTE
5. AGENDA REVIEW
5.a Closed Session Announcements
City Attorney Rosen will announce any reportable action from the following meetings:
March 10, 2026 and March 24, 2026
a) PUBLIC EMPLOYEE PERFORMANCE EVALUATION:
Pursuant to Government Code Section 54957 (b)(1)
Title: City Manager
b) CONFERENCE WITH LABOR NEGOTIATORS:
Pursuant to Government Code Section 54957.6
Agency Negotiator: City Attorney Isaac Rosen
Title: City Manager
5.b Ordinances read in title only
Recommended Action:
Move that all ordinances presented at the meeting shall be read by title only and all further readings be waived.
6. SPECIAL PRESENTATIONS
6.a Honorary Proclamation Declaring April 2026 as "Month of the Child" and "Child Abuse Prevention Month"
6.b City Manager Communications
(DOWNING)
Recommended Action:
Receive correspondence/comments as presented by the City Manager and Provide direction, as necessary.
7. CITY COUNCIL REPORTS
7.a MAYOR RAY RUSSOM:
1. Audit Committee
2. California Joint Powers Insurance Authority (CJPIA)
3. Five Cities Fire Authority JPA Board
4. San Luis Obispo County Mayor's Meeting
5. South San Luis Obispo County Sanitation District (SSLOCSD)
6. Other
7.b MAYOR PRO TEM MARAVIGLIA:
1. Five Cities Fire Authority JPA Board
2. Visit SLO CAL Advisory Board
3. Other
7.c COUNCIL MEMBER GUTHRIE:
1. Central Coast Community Energy (CCCE) Policy Board
2. Integrated Waste Management Authority Board (IWMA)
3. REACH Economic Development Roundtable
4. Other
7.d COUNCIL MEMBER SECREST:
1. Air Pollution Control District (APCD)
2. Homeless Services Oversight Council (HSOC)
3. South County Chambers of Commerce Governmental Affairs Committee
4. Other
7.e COUNCIL MEMBER LOE:
1. Council of Governments/Regional Transit Authority (SLOCOG/SLORTA)
2. County Water Resources Advisory Committee (WRAC)
3. Zone 3 Water Advisory Board
4. Other
8. COMMUNITY COMMENTS AND SUGGESTIONS
This public comment period is an invitation to members of the community to present issues, thoughts, or suggestions on matters not scheduled on this agenda. Comments should be limited to those matters that are within the jurisdiction of the City Council. Members of the public may provide public comment in-person or remotely by registering and joining the Zoom meeting utilizing the link provided below. Once in the meeting, please use the “raise hand” feature to indicate your desire to provide public comment.
Click the link below to register to join the webinar: https://arroyograndeorg.zoom.us/webinar/register/WN_NRsyFrUIQ_6179_iBTyDVA •
After registering, you will receive a confirmation email containing information about joining the webinar.
•
Please be advised that while the City will endeavor to ensure these remote participation methods are available, the City does not guarantee that they will be technically feasible or work all the time.
Further, the City reserves the right to terminate these remote participation methods (subject to Brown Act restrictions) at any time and for any reason. Please attend in person or submit your comment via email to the City Clerk by 2:00 p.m. the day of the meeting to have it included as part of the record.
The Brown Act restricts the Council from taking formal action on matters not published on the agenda. In response to your comments, the Mayor or presiding Council Member may:
• Direct City staff to assist or coordinate with you.
• A Council Member may state a desire to meet with you.
It may be the desire of the Council to place your issue or matter on a future Council agenda.
•
Please adhere to the following procedures when addressing the Council:
• Comments should be limited to 1 minute or less.
Your comments should be directed to the Council as a whole and not directed to individual Council members.
•
Slanderous, profane or personal remarks against any Council Member or member of the audience shall not be permitted.
•
9. CONSENT AGENDA
The following routine items listed below are scheduled for consideration as a group. The recommendations for each item are noted. Any member of the public who wishes to comment on any Consent Agenda item may do so at this time. Any Council Member may request that any item be withdrawn from the Consent Agenda to permit discussion or change the recommended course of action. The City Council may approve the remainder of the Consent Agenda on one motion.
9.a Approval of Minutes
(MATSON)
Recommended Action:
Approve the minutes of the Regular City Council Meeting of March 10, 2026, as submitted.
9.b Cash Disbursement Ratification
(VALENTINE)
Recommended Action:
Review and ratify the attached listing of cash disbursements for the period of February 16 through February 28, 2026.
9.c 2026 Omnibus Municipal Code Cleanup Ordinance
(MATSON)
Recommended Action:
1) Adopt an Ordinance amending Section 1.01.010 of Title 1 (General Provisions), and various Sections of Chapter 13.26 of Title 13 (Encroachment Permits) of the Arroyo Grande Municipal Code (AGMC); and
2) Find that the Ordinance is not subject to the California Environmental Quality Act (“CEQA”) because these efforts have no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060 (c)(2) and (3), 15378).). Alternatively, the organizational changes made by the amendments to Title 1, and Title 13 of the AGMC by this Ordinance are not a project under CEQA because such changes constitute organizational or administrative activities of a government that will not result in direct or indirect physical changes in the environment. (State CEQA Guidelines § 15378(b)(5).)
9.d Monthly Water Supply and Demand Update
(ROBESON)
Recommended Action:
Receive and file the Monthly Water Supply and Demand Update.
9.e 2025 General Plan Annual Progress Report
(ROBESON)
Recommended Action:
1) Review and accept the 2025 General Plan Annual Report (the “Annual Report” or “Report”) and direct staff to forward the Report to the Governor’s Office of Land Use and Climate Innovation and the Department of Housing and Community Development; and 2) Find that the request is not a project as defined by the California Environmental Quality Act pursuant to State CEQA Guidelines section 15378(b)(5).
9.f Community Service Grant Program Allocations for Fiscal Year 2025-26 (ROBESON)
Recommended Action:
1) Adopt a Resolution approving the Arroyo Grande Community Service Grant Program (CSGP) projects for Fiscal Year 2025-26; and
2) Find that adopting the Resolution is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.) Further, adoption of the Resolution is not a project pursuant to State CEQA Guidelines, § 15378(b)(5) as an organizational or administrative activity of government that has no anticipated direct or indirect physical environmental impacts.
9.g General Plan Update Progress Report – March 2026
(ROBESON)
Recommended Action:
Receive and file a progress report on the Comprehensive General Plan Update.
10. PUBLIC HEARINGS
10.a Appeal Case 26-002; Appeal of Planning Commission Approval of Conditional Use Permit 25-001; Location – 1271 & 1281 James Way; Appellants – Pismo Medical Properties LLC, Arroyo Grande Partners LLC and Ray B Bunnell Revocable Trust (ROBESON)
Recommended Action:
Adopt a Resolution denying Appeal Case No. 26-001 and approving Conditional Use Permit 25-001; Construction of Ninety-Two (92) Multi-Family Dwelling Units; Location – 1271 and 1281 James Way; Appellants – Pismo Medical Properties LLC, Arroyo Grande Partners LLC and Ray B. Burnell, Revocable Trust, and Finding the Project Statutorily Exempt from the California Environmental Quality Act Pursuant to Public Resources Code section 21080.66(a).
10.b Amendments to Title 16 of the Arroyo Grande Municipal Code to Implement Housing Element Programs
(ROBESON)
Recommended Action:
1) Introduce an ordinance implementing Housing Element Programs A. 1-2 and A. 10-2 by amending Chapter 16.36 relating to allowed residential uses and residential density in Mixed-Use zones; and
2) Find that the Ordinance is exempt from review under the California Environmental Quality Act (CEQA) pursuant to Public Resources Code Section 21080.085.
11. BUSINESS ITEMS
11.a Police Department 2025 Annual Activity Report
(CULVER)
Recommended Action:
Receive and file the Police Department 2025 Annual Activity Report.
12. COUNCIL COMMUNICATIONS
Any Council Member may ask a question for clarification, make an announcement, or report briefly on his or her activities. In addition, subject to Council policies and procedures, Council Members may request staff to report back to the Council at a subsequent meeting concerning any matter or request that staff place a matter of business on a future agenda. Any request to place a matter of business for original consideration on a future agenda requires the concurrence of at least two other Council Members.
13. ADJOURNMENT
All staff reports or other written documentation, including any supplemental material distributed to a majority of the City Council within 72 hours of a regular meeting, relating to each item of business on the agenda are available for public inspection during regular business hours in the City Clerk’s office, 300 E. Branch Street, Arroyo Grande. If requested, the agenda shall be made available in appropriate alternative formats to persons with a disability, as required by the Americans with Disabilities Act. To make a request for disability-related modification or accommodation, contact the Legislative and Information Services Department at 805-473-5400 as soon as possible and at least 48 hours prior to the meeting date.
This agenda was prepared and posted pursuant to Government Code Section 54954.2 Agenda reports can be accessed and downloaded from the City’s website at www.arroyogrande.org If you would like to subscribe to receive email or text message notifications when agendas are posted, you can sign up online through the “Notify Me” feature.
City Council Meetings are streamed live on the City’s Website and recorded for replay on Arroyo Grande’s Government Access Channel 20.
Item 6.a.
1 Item 9.a.
ACTION MINUTES
REGULAR MEETING OF THE CITY COUNCIL
March 10, 2026, 5:00 p.m.
Hybrid City Council Chamber/Virtual Zoom Meeting
215 East Branch Street, Arroyo Grande
Council Members Present: Mayor Caren Ray Russom, Mayor Pro Tem Jamie Maraviglia, Council Member Jim
Guthrie, Council Member Kate Secrest,
Council Member Aileen Loe
Staff Present: City Clerk Jessica Matson, City Attorney Isaac Rosen, City Manager Matthew Downing,
Assistant City Manager/Public Works Director
Bill Robeson, Administrative Services Director
Nicole Valentine, Utilities Manager Shane
Taylor, Human Resources Officer Ashley
Garcia
This meeting was conducted in a hybrid in-person/virtual format. ________________________________________________________________________________ CLOSED SESSION: 5:00 P.M.:
1. CALL TO ORDER
Mayor Ray Russom called the meeting to order at 5:00 p.m.
2. ROLL CALL
City Clerk Matson took roll call.
3. FLAG SALUTE
Mayor Ray Russom led the flag salute.
4. PUBLIC COMMENT ON CLOSED SESSION ITEMS
Mayor Ray Russom opened public comment. No comments were received.
5. CLOSED SESSION
City Attorney Rosen announced the City Council will recess to a closed session for the following and will report any reportable action at the City Council Regular meeting at 6:00 p.m.:
a) PUBLIC EMPLOYEE PERFORMANCE EVALUATION:
Pursuant to Government Code Section 54957 (b)(1)
Title: City Manager
CITY COUNCIL REGULAR MEETING MINUTES
MARCH 10, 2026
PAGE 2
2 Item 9.a.
b) CONFERENCE WITH LABOR NEGOTIATORS:
Pursuant to Government Code Section 54957.6
Agency Negotiator: City Attorney Isaac Rosen
Title: City Manager
6. ADJOURNMENT
City Council adjourned to Closed Session at 5:02 p.m.
City Council adjourned Closed Session at 5:56 p.m.
REGULAR MEETING 6:00 P.M.
_____________________________________________________________________
1. CALL TO ORDER
Mayor Ray Russom called the Regular City Council Meeting to order at 6:00 p.m.
2. ROLL CALL
City Clerk Matson took roll call.
3. MOMENT OF REFLECTION
4. FLAG SALUTE
Mayor Ray Russom led the flag salute.
5. AGENDA REVIEW
5.a Closed Session Announcements
City Attorney Rosen announced that Council readjourned to open session and will continue discussion after the open agenda has concluded.
March 10, 2026
a) PUBLIC EMPLOYEE PERFORMANCE EVALUATION:
Pursuant to Government Code Section 54957 (b)(1)
Title: City Manager
b) CONFERENCE WITH LABOR NEGOTIATORS:
Pursuant to Government Code Section 54957.6
Agency Negotiator: City Attorney Isaac Rosen
CITY COUNCIL REGULAR MEETING MINUTES
MARCH 10, 2026
PAGE 3
3 Item 9.a.
Title: City Manager
5.b Ordinances read in title only
Moved by Mayor Ray Russom
Seconded by Council Member Guthrie
Move that all ordinances presented at the meeting shall be read by title only and all further readings be waived.
AYES (5): Mayor Ray Russom, Mayor Pro Tem Maraviglia, Council Member Guthrie, Council Member Secrest, and Council Member Loe
Passed (5 to 0)
6. SPECIAL PRESENTATIONS
6.a Honorary Proclamation Recognizing March 23-27, 2026 as "Government Finance Professionals Week"
Mayor Ray Russom presented the Proclamation recognizing March 23-27, 2026 as "Government Finance Professionals Week." Administrative Services Director Valentine, accepted the Proclamation.
Mayor Ray Russom presented a Mayor's Commendation to the City's Administrative Services Department and Director Valentine for receiving the 2025 Operating Budget Excellence Award.
No action was taken on this Item.
6.b City Manager Communications
City Manager Downing provided updates on the City’s Recreation Services awards for Best Summer Camp and Best Place to Work in The Tribune’s Best of the Central Coast Contest; the Police Department’s completion of the annual P.O.S.T. training audit with no discrepancies; FCFA finalizing the specifications for a new tiller truck and application for funding; and announced that the Arroyo Grande Winter Edition is now available.
No action was taken on this item.
7. CITY COUNCIL REPORTS
None.
Reports are made during the Second Council Meeting each month.
8. COMMUNITY COMMENTS AND SUGGESTIONS
Mayor Ray Russom invited public comment. Speaking from the public was Cesar Lomeli, Scott Miller, Sean McDonald, Lisa McDonald, Marcy Betita, Rick Betita, Brian Goodell. No further public comments were received.
CITY COUNCIL REGULAR MEETING MINUTES
MARCH 10, 2026
PAGE 4
4 Item 9.a.
Assistant City Manager/Public Works Director Robeson and City Manager Downing responded to questions from the public. City Attorney Rosen responded to questions from Council.
Mayor Ray Russom addressed the public.
9. CONSENT AGENDA
Mayor Ray Russom asked the Council if there were any questions or any items to be pulled from the consent agenda for further discussion.
Mayor Ray Russom invited public comment. No public comments were received.
Moved by Council Member Secrest
Seconded by Council Member Loe
Approve Consent Agenda Items 9.a. through 9.d., with the recommended courses of action.
AYES (5): Council Member Secrest, Council Member Loe, Council Member Guthrie, Mayor Pro Tem Maraviglia, and Mayor Ray Russom
Passed (5 to 0)
9.a Approval of Minutes
Approved the minutes of the Regular City Council Meeting of February 24, 2026, as submitted.
9.b Cash Disbursement Ratification
Reviewed and ratified the listing of cash disbursements for the period of February 1 through February 15, 2026.
9.c Statement of Investment Deposits for January 2026
Received and filed the report listing investment deposits of the City of Arroyo Grande as of January 31, 2026, as required by Government Code Section 53646(b).
9.d Northern Cities Management Agency (NCMA) Technical Group Strategic Plan Received and filed the 2025 NCMA Technical Group Strategic Plan (Plan).
10. PUBLIC HEARINGS
None.
11. BUSINESS ITEMS
11.a Discussion of the Purchase of State Water
Assistant City Manager/Public Works Director Robeson presented the Item and responded to questions from Council. City Attorney Rosen, City Manager Downing, and Utilities Manager Taylor responded to questions from Council.
CITY COUNCIL REGULAR MEETING MINUTES
MARCH 10, 2026
PAGE 5
5 Item 9.a.
Mayor Ray Russom invited public comment. No public comments were received.
Moved by Mayor Ray Russom
Seconded by Council Member Guthrie
1) Direct staff to proceed with the preparation of a ballot measure (and draft language) to repeal Measure A, as approved in the November 6, 1990 General Municipal Election, and authorize the City of Arroyo Grande to participate in the California State Water Project, to be placed on a future municipal ballot, for consideration at a future City Council meeting; and 2) Find that providing direction to staff to proceed with preparing a ballot measure for the purchase of State Water is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (c)(2)- (3), 15378).
AYES (5): Mayor Ray Russom, Council Member Guthrie, Council Member Secrest, Council Member Loe, and Mayor Pro Tem Maraviglia
Passed (5 to 0)
11.b Risk Management Annual Report
Human Resources Officer Garcia introduced the Item and California Joint Powers Insurance Authority (CJPIA) Risk Manager Tim Karcz. Human Resources Officer Garcia and Mr. Karcz presented the Annual Report. Mr. Karcz responded to questions from Council.
Mayor Ray Russom invited public comment. No public comments were received.
No action was taken. The report was received and filed.
Receive and file the Risk Management Annual Report.
11.c 2026 Omnibus Municipal Code Cleanup Ordinance
City Clerk Matson presented the Item.
Mayor Ray Russom invited public comment. No public comments were received.
Moved by Mayor Pro Tem Maraviglia
Seconded by Council Member Loe
1) Introduce an Ordinance entitled: "AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE AMENDING SECTION 1.01.010 OF TITLE 1 (GENERAL PROVISIONS), AND VARIOUS SECTIONS OF CHAPTER 13.26 OF TITLE 13 (ENCROACHMENT PERMITS) OF THE ARROYO GRANDE MUNICIPAL CODE"; and 2) Find that the Ordinance is not subject to the California Environmental Quality Act (“CEQA”) because these efforts have no potential to result in either a direct, or reasonably foreseeable
CITY COUNCIL REGULAR MEETING MINUTES
MARCH 10, 2026
PAGE 6
6 Item 9.a.
indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060 (c)(2) and (3), 15378).). Alternatively, the organizational changes made by the amendments to Title 1, and Title 13 of the AGMC by this Ordinance are not a project under CEQA because such changes constitute organizational or administrative activities of a government that will not result in direct or indirect physical changes in the environment. (State CEQA Guidelines § 15378(b)(5).) AYES (5): Mayor Pro Tem Maraviglia, Council Member Loe, Council Member Guthrie, Council Member Secrest, and Mayor Ray Russom
Passed (5 to 0)
12. COUNCIL COMMUNICATIONS
Mayor Pro Tem Maraviglia commented that she attended the Celebration of Life for Clifford Clark at the Clark Center and expressed gratitude for their contribution to the community.
Mayor Ray Russom commented that she threw the first pitch at Arroyo Grande Little League Opening Day.
Council Member Secrest commented that she hosted the UCLA Triathlon Team competing at Lopez Lake.
13. ADJOURNMENT
Mayor Ray Russom adjourned the Regular meeting to the continued Closed Session at 7:29 pm. Any reportable action will be reported at the next regular City Council meeting.
Closed Session adjourned at 8:35 pm.
There being no further business to come before the City Council, Mayor Ray Russom adjourned the meeting at 8:36 pm.
_________________________
Caren Ray Russom, Mayor
ATTEST:
_________________________
Jessica Matson, City Clerk
Item 9.b.
MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Director of Administrative Services BY: Megan Schotborgh, Finance Manager
SUBJECT: Cash Disbursement Ratification
DATE: March 24, 2026
RECOMMENDATION:
Review and ratify the attached listing of cash disbursements for the period of February 16 through February 28, 2026.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There is a $647,716.47 fiscal impact for the period of February 16 through February 28, 2026, that includes the following items:
Accounts Payable Checks $143,007.48
Payroll & Benefit Checks $504,708.99
BACKGROUND:
Cash disbursements are made weekly based on the submission of all required documents supporting the invoices submitted for payment. Prior to payment, Administrative Services staff review all disbursement documents to ensure that they meet the approval requirements adopted in the Municipal Code and the City’s Purchasing Policies and Procedures Manual.
ANALYSIS OF ISSUES:
The attached listing represents the cash disbursements required for normal and usual operations during the period. The disbursements are accounted for in the FY 2025-26 budget.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Approve staff’s recommendation;
2. Do not approve staff’s recommendation; or
3. Provide other direction to staff.
Item 9.b.
City Council
Cash Disbursement Ratification
March 24, 2026
ADVANTAGES:
The Administrative Services Department monitors payments of invoices for accountability, accuracy, and completeness using standards approved by the City Council.
Invoices are paid in a timely manner to establish goodwill with merchants. Discounts are taken where applicable.
DISADVANTAGES:
There are no disadvantages identified in this recommendation.
ENVIRONMENTAL REVIEW:
Ratifying the cash disbursements is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.)
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.
ATTACHMENTS:
1. February 16 through February 28, 2026 – Accounts Payable Check Register
2. February 20, 2026 – Payroll & Benefit Check Registers
City of Arroyo Grande
INV GROUP PUBLICATION LIST
Report generated: 03/13/2026 10:53
User: mschotborgh
Program ID: appdwarr
INV GROUP RANGE:021626 TO 022826 DATES: 07/01/25 TO 06/30/26
ACCOUNT
VENDOR NAME AMOUNT
100 1111 ACCOUNTS RECEIVABLE - FCFA
HEALTH AND HUMAN RESOURCE CTR 49.41
10004000 4510 MISC.PLAN FEES
ONE TIME PAY 806.00
10004000 4521 GENERAL PLAN UPDATE FEE
ONE TIME PAY 24.18
10004000 4522 TECHNOLOGY FEE
ONE TIME PAY 16.12
10014002 5301 ADVERTISING
NEW TIMES 435.00
10014002 5501 TRAVEL/CONFERENCE/TRAINING
HAWKINS, JULIE 401.36
10014002 5503 MEMBERSHIPS & SUBSCRIPTIONS
GLADWELL GOVERNMENTAL SVCS INC 600.00
10014003 5327 SERVICES-LITIGATION NON-INSUR.
ADAMSKI MOROSKI MADDEN 55.50
10014099 5132 DENTAL INSURANCE
DELTA DENTAL 2,597.43
10014099 5133 VISION INSURANCE
VISION SERVICE PLAN 604.54
10014102 5201 SUPPLIES-OFFICE
ODP BUSINESS SOLUTIONS LLC 215.28
10014102 5602 MAINTENANCE-OFFICE EQUIPMENT
FLEXTG LLC 131.89
10014140 5303 CONTRACTUAL SERVICES
CHARTER COMMUNICATIONS 1,025.00
SAN LUIS POWERHOUSE 345.00
TOTAL COMMUNICATIONS SOLUTIONS 17.51
10014140 5602 MAINTENANCE-OFFICE EQUIPMENT
AMAZON CAPITAL SERVICES 1,267.91
10014140 5702 DATA PROCESSING EQUIPMENT
AMAZON CAPITAL SERVICES 3,163.83
10014145 5147 EMPLOYEE ASSISTANCE PROGRAM
HEALTH AND HUMAN RESOURCE CTR 197.64
10014145 5208 POSTAGE/MAILING
PITNEY BOWES 288.82
10014145 5401 UTILITIES
CHARTER COMMUNICATIONS 3,300.68
10014145 5403 TELECOMMUNICATIONS
AT & T 185.43
VERIZON WIRELESS 631.45
10014145 5553 RENT-BUILDINGS & LAND
BLAIR AND DEANNE MANKINS, RT U 6,515.58
MANKINS, MARK H 6,515.58
10014145 5578 LIABILITY INS-U/GROUND TANKS
ALLIANT INSURANCE SERVICES INC 1,464.00
10034201 5403 TELECOMMUNICATIONS
VERIZON WIRELESS 758.74
10034201 5501 TRAVEL/CONFERENCE/TRAINING
CULVER, DAVID 675.00
10034201 5604 MAINTENANCE-BUILDINGS
INTERSTATE BATTERIES OF CENTRA 188.55
Attachment 1
City of Arroyo Grande
INV GROUP PUBLICATION LIST
Report generated: 03/13/2026 10:53
User: mschotborgh
Program ID: appdwarr
INV GROUP RANGE:021626 TO 022826 DATES: 07/01/25 TO 06/30/26
ACCOUNT
VENDOR NAME AMOUNT
10034203 5272 PROTECTIVE/SAFETY CLOTHING
SKAGGS PUBLIC SAFETY UNIFORMS 570.43
10034203 5601 MAINTENANCE-VEHICLES
MULLAHEY FORD 1,388.96
10034204 5303 CONTRACTUAL SERVICES
OFFICE1 877.08
10034204 5324 FORENSIC MANDATE SERVICES
SLO COUNTY SHERIFF-CORONER 142.00
10044420 5143 UNIFORM ALLOWANCE
PRUDENTIAL OVERALL SUPPLY 67.59
10044420 5303 CONTRACTUAL SERVICES
ADVENTURE PLAYGROUND SYSTEMS 1,092.80
BUNYON BROS TREE SERVICE 1,500.00
UNITED STAFFING ASSOC. 2,269.94
10044420 5603 MAINTENANCE-MACH & EQUIP
CONTRACTORS MAINT.SERVICE 144.56
FIGUEROA'S TIRES 50.00
10044420 5605 MAINTENANCE-GROUNDS
FASTENAL COMPANY 1,737.54
MINER'S ACE HARDWARE, INC 106.17
10044421 5602 MAINTENANCE-OFFICE EQUIPMENT
VERIZON WIRELESS 38.01
10054301 5303 CONTRACTUAL SERVICES
MNS ENGINEERS INC 4,630.42
NORTH COAST ENGINEERING INC 3,047.50
10054305 5143 UNIFORM ALLOWANCE
PRUDENTIAL OVERALL SUPPLY 42.61
10054307 5201 SUPPLIES-OFFICE
BRAND CREATIVE 26.10
10054307 5601 MAINTENANCE-VEHICLES
BACK ON THE ROAD AUTOMOBILE 174.33
10054308 5143 UNIFORM ALLOWANCE
PRUDENTIAL OVERALL SUPPLY 26.62
10054308 5303 CONTRACTUAL SERVICES
ALPINE REFRIGERATION 200.00
BREZDEN PEST CONTROL, INC 153.00
PRUDENTIAL OVERALL SUPPLY 148.38
10054308 5604 MAINTENANCE-BUILDINGS
MINER'S ACE HARDWARE, INC 30.44
STREATOR PIPE & SUPPLY 102.91
10054330 5143 UNIFORM ALLOWANCE
PRUDENTIAL OVERALL SUPPLY 20.85
10054330 5303 CONTRACTUAL SERVICES
JD ELECTRIC 200.00
10054330 5605 MAINTENANCE-GROUNDS
MINER'S ACE HARDWARE, INC 86.42
110 2110 DENTAL INSURANCE
DELTA DENTAL 7,871.00
110 2113 LIFE INSURANCE
STANDARD INSURANCE CO 3,011.05
110 2114 GARNISHMENTS
SLO COUNTY SHERIFF'S DEPT 392.99
Attachment 1
City of Arroyo Grande
INV GROUP PUBLICATION LIST
Report generated: 03/13/2026 10:53
User: mschotborgh
Program ID: appdwarr
INV GROUP RANGE:021626 TO 022826 DATES: 07/01/25 TO 06/30/26
ACCOUNT
VENDOR NAME AMOUNT
110 2115 FIRE EMPLOYEE DUES
FIVE CITIES PROF. FIREFIGHTERS 4,180.00
110 2116 POLICE ASSOCIATION DUES
ARROYO GRANDE POLICE ASSN 2,630.70
110 2117 DEFERRED COMPENSATION
ICMA RETIREMENT CORP PLAN ID 1 2,062.48
ICMA RETIREMENT CORP, PLAN ID 26,272.04
110 2118 S.E.I.U. EMPLOYEE DUES
S.E.I.U. LOCAL 620 1,656.14
110 2119 VISION INSURANCE
VISION SERVICE PLAN 2,092.52
110 2125 PREPAID LEGAL SERVICE
LEGALSHIELD 43.90
110 2126 SUPPLEMENTAL INSURANCE
AFLAC INSURANCE 535.46
21114101 5330 CABLE CASTING EXPENSE
CHARTER COMMUNICATIONS 1,349.00
22064303 5143 UNIFORM ALLOWANCE
PRUDENTIAL OVERALL SUPPLY 32.69
22064303 5273 SMALL TOOLS
MINER'S ACE HARDWARE, INC 392.54
22064303 5613 MAINTENANCE-STREETS & BRIDGES
FASTENAL COMPANY 528.54
MINER'S ACE HARDWARE, INC 75.00
TRAFFIC MANAGEMENT PRODUCTS IN 1,607.98
35055556 7001 CONSTRUCTION
HARVEY'S HONEY HUTS 965.39
35055638 7001 CONSTRUCTION
PAVEMENT ENGINEERING INC 15,302.50
35505080 7501 DESIGN & SURVEY
FIDELITY NATIONAL TITLE COMPAN 400.00
61254610 5143 UNIFORM ALLOWANCE
PRUDENTIAL OVERALL SUPPLY 25.82
64054710 5575 INSURANCE CLAIMS/SETTLEMENTS
WHITE BRENNER LLP 4,099.96
64054710 5578 LIABILITY INS-U/GROUND TANKS
ALLIANT INSURANCE SERVICES INC 1,464.00
64054712 5143 UNIFORM ALLOWANCE
PRUDENTIAL OVERALL SUPPLY 52.27
64054712 5610 MAINTENANCE-LINES & PUMPS
FAMCON PIPE AND SUPPLY INC 5,970.38
MELLO & SON'S PUMPS & MOTORS 5,370.53
64054712 6201 MACHINERY & EQUIPMENT
GRAINGER, INC 3,270.51
TOTAL 143,007.48
** END OF REPORT - Generated by Megan Schotborgh **
Attachment 1
.
General Fund 443,604.92 5101 Salaries Full time 308,739.29 Streets Fund 20,173.87 5101 Volunteer Employee Retirement - Sewer Fund 17,272.88 5102 Salaries Part-Time - PPT 2,992.38 Water Fund 23,657.32 5103 Salaries Part-Time - TPT 7,874.40 504,708.99 5105 Salaries OverTime 19,218.79
5106 Salaries Strike Team OT -
5107 Salaries Standby 2,167.72
5108 Holiday Pay 1,003.16
5109 Sick Pay 6,264.89
Administrative Services - 5110 Annual Leave Buyback -
Information Services - 5111 Vacation Buyback -
Community Development - 5112 Sick Leave Buyback -
Police 18,167.62 5113 Vacation Pay 5,721.19
Public Works - Maintenance 303.80 5114 Comp Pay 2,826.99 Public Works - Enterprise 747.37 5115 Annual Leave Pay 8,053.83 Recreation - Administration - 5116 Salaries - Police FTO 206.79 Recreation - Special Events - 5121 PERS Retirement 40,899.09 19,218.79 5122 Social Security 27,734.86
5123 PARS Retirement 162.50
5126 State Disability Ins. 4,717.56
5127 Deferred Compensation 2,062.48
5131 Health Insurance 56,940.79
5132 Dental Insurance 2,873.28
5133 Vision Insurance 737.04
5134 Life Insurance 373.29
5135 Long Term Disability 493.84
5137 Leave Payouts -
5142 Unemployment Insurance -
5143 Uniform Allowance 134.56
5144 Car Allowance 1,055.50
5146 Council Expense -
5147 Employee Assistance -
5148 Boot Allowance -
5149 Motor Pay 14.77
5150 Bi-Lingual Pay 175.00
5151 Cell Phone Allowance 1,265.00
504,708.99
OVERTIME BY DEPARTMENT:
CITY OF ARROYO GRANDE
DEPARTMENTAL LABOR DISTRIBUTION
PAY PERIOD
01/30/2026-02/12/2026
2/20/2026
BY FUND BY ACCOUNT
Attachment 2
Item 9.c.
MEMORANDUM
TO: City Council
FROM: Jessica Matson, Director of Legislative & Information Services/ City Clerk
SUBJECT: 2026 Omnibus Municipal Code Cleanup Ordinance
DATE: March 24, 2026
RECOMMENDATION:
1) Adopt an Ordinance amending Section 1.01.010 of Title 1 (General Provisions), and various Sections of Chapter 13.26 of Title 13 (Encroachment Permits) of the Arroyo Grande Municipal Code (AGMC); and
2) Find that the Ordinance is not subject to the California Environmental Quality Act (“CEQA”) because these efforts have no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060 (c)(2) and (3), 15378).). Alternatively, the organizational changes made by the amendments to Title 1, and Title 13 of the AGMC by this Ordinance are not a project under CEQA because such changes constitute organizational or administrative activities of a government that will not result in direct or indirect physical changes in the environment. (State CEQA Guidelines § 15378(b)(5).)
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There is no impact on financial and personnel resources as this is an administrative “cleanup” of certain sections of the AGMC.
BACKGROUND AND ANALYSIS:
Pursuant to Government Code sections 36934 and 36937, ordinances are “introduced” by first reading at a City Council meeting, “passed” (i.e., approved) at a later City Council meeting by conducting a second reading, and then take effect 30 days after passage.
On March 10, 20261, the City Council introduced the Ordinance as proposed. The Ordinance amendments are now ready for adoption. The Ordinance amendments will become effective thirty (30) days after adoption.
1https://pub-arroyogrande.escribemeetings.com/Meeting.aspx?Id=6e7c7c76-fee2-401c-8aa3- 090ededae737&lang=English&Agenda=Agenda&Item=41&Tab=attachments
Item 9.c.
City Council
2026 Omnibus Municipal Code Cleanup Ordinance
March 24, 2026
ALTERNATIVES:
1. Adopt the Ordinance as proposed;
2. Modify the Ordinance with amendments and direct staff to return at a future public hearing to introduce the modified amendments; or
3. Provide other direction to staff.
ADVANTAGES:
The advantage of adopting the Ordinance ensures Code consistency with current City organizational structure and practices.
DISADVANTAGES:
No disadvantages are identified.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item. An Ordinance making administrative updates to Title 1 and Title 13 of the AGMC is not subject to the California Environmental Quality Act (“CEQA”) because these efforts have no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060 (c)(2) and (3), 15378).
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.
ATTACHMENTS:
1. Ordinance
ATTACHMENT 1
ORDINANCE NO.
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ARROYO
GRANDE AMENDING SECTION 1.01.010 OF TITLE 1 (GENERAL
PROVISIONS), AND VARIOUS SECTIONS OF CHAPTER 13.26 OF
TITLE 13 (ENCROACHMENT PERMITS) OF THE ARROYO GRANDE
MUNICIPAL CODE
WHEREAS, in June 2009, the City Council adopted the Fiscal Year 2009-10 Budget which affected organizational changes that occurred as a result of a major restructuring of City departments; and
WHEREAS, staff have reviewed various sections of the Municipal Code for consistency with current operations; and
WHEREAS, the City Council now desires to amend Sections 1.01.010, 13.26.010,
13.26.020, 13.26.030, 13.26.040, 13.26.050, and 13.26.060 of the Arroyo Grande Municipal Code as described below.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DOES ORDAIN AS FOLLOWS:
SECTION 1. Recitals. The recitals above are true and correct and are incorporated herein by reference and adopted as findings by the City Council.
SECTION 2. CEQA Compliance. The City Council finds that the recommended actions to make administrative amendments in Title 1, and Title 13 of the Arroyo Grande Municipal Code (“AGMC”) are not subject to the California Environmental Quality Act (“CEQA”) because these efforts have no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060 (c)(2) and (3), 15378). Alternatively, the organizational changes made by the amendments to Title 1, and Title 13 of the AGMC by this Ordinance are not a project under CEQA because such changes constitute organizational or administrative activities of a government that will not result in direct or indirect physical changes in the environment. (State CEQA Guidelines § 15378(b)(5).)
SECTION 3. Amendment. Section 1.01.010, Adoption, of the Arroyo Grande Municipal Code is hereby amended to read in its entirety as follows:
1.01.010 - Adoption.
There is hereby adopted the "Arroyo Grande Municipal Code", as compiled, edited and published by Matthew Bender & Co, Inc., Charlottesville, Virginia, a copy of which is on file in the office of the City Clerk and incorporated herein by this reference.
SECTION 4. Amendment. Section 13.26.010, Application, of the Arroyo Grande Municipal Code is hereby amended to read in its entirety as follows:
ORDINANCE NO.
PAGE 2
Section. 13.26.010 Application.
Any person desiring to encroach upon, or to cause, allow or make any encroachment into the public right-of-way must first obtain a permit to do so. Applicants shall file an application with the director of public works or authorized agent to obtain a permit. The application shall be in the form prescribed by the city, and shall have the following information (as applicable):
A. Location of the encroachment;
B. The reason or necessity for encroachment;
C. Estimated time to begin and complete the work or placement of an encroachment; D. Plans and specifications covering the encroachment as may be required by the city; E. Length of time encroachment will be kept in place;
F. Each permit shall expressly state, and the permittee shall agree, that in all cases a minimum sidewalk width of five feet shall be kept clear of any obstruction at all times; G. Name, address and phone number of the person responsible for maintaining the encroachment during the term of the encroachment;
H. Other information as may be required by the director of public works or authorized agent.
All terms and conditions of this chapter shall be incorporated by reference into any permit issued by the city.
SECTION 5. Amendment. Section 13.26.020, Approval/conditional approval, of the Arroyo Grande Municipal Code is hereby amended to read in its entirety as follows:
Section 13.26.020 Approval/conditional approval.
Upon receiving an application to encroach upon the public right-of-way, the director of public works or authorized agent shall issue, conditionally issue or deny it. If the application is approved, or conditionally approved, the public works director or authorized agent shall cause the deposit, if any, to be paid into the city treasury and/or such surety bond, if any, to be deposited with the administrative services director, and shall issue a written permit authorizing the encroachment. The permit shall include all of the conditions required by this code and any conditions set by the public works director or authorized agent. In the event that application is denied, any deposit made or bond submitted in connection therewith shall be forthwith returned to the applicant. An applicant, if dissatisfied with the denial or with any condition attached to an approval, may appeal the decision pursuant to Section 1.12.010 of this code.
SECTION 6. Amendment. Section 13.26.030, Fee, of the Arroyo Grande Municipal Code is hereby amended to read in its entirety as follows:
13.26.030 - Fee.
A fee for encroachment permits shall be established by resolution of the city council and shall be paid to the city at the time of issuance or renewal of any encroachment permit.
Public utility companies operating under franchise agreement with the city may pay annually for permit fees or provide a deposit in advance of the estimated amount of permit applications subject to an agreement approved by the director of public works or authorized agent.
ORDINANCE NO.
PAGE 3
SECTION 7. Amendment. Section 13.26.040, Length of time valid, of the Arroyo Grande Municipal Code is hereby amended to read in its entirety as follows:
13.26.040 - Length of time valid.
Encroachment permits shall be issued for a specific length of time, which shall not exceed a reasonable time necessary as determined by the director of public works or authorized agent. In the absence of any prior agreement to the contrary, no cause shall be necessary to be shown or proven for the city council to modify, revise or revoke any encroachment permit or deny an original or renewal request. Utility companies will not be required to have a current permit to conduct any maintenance that does not require any cutting of concrete or asphalt and/or excavation.
SECTION 8. Amendment. Section 13.26.050, Cleaning/sweeping, of the Arroyo Grande Municipal Code is hereby amended to read in its entirety as follows:
13.26.050 - Cleaning/sweeping.
Permittees shall be required to clean/sweep that portion of the right-of-way encroached upon. Unless authorized by the director of public works or authorized agent, no material or debris shall be allowed to remain in the right-of-way.
SECTION 9. Amendment. Section 13.26.060, Security deposit, of the Arroyo Grande Municipal Code is hereby amended to read in its entirety as follows:
13.26.060 - Security deposit.
Unless waived by the director of public works or authorized agent, a deposit shall be required prior to the issuance of an encroachment permit involving construction in the street right-of-way. The deposit shall be either cash, cashier's check, certified check, certificate of deposit, surety bond issued by a company authorized to do business in the state, or other form acceptable to the public works director. The director of public works or authorized agent shall set the amount of the deposit based on potential damage to public property which may be caused by the project or which will result if the project is not completed. All deposits shall remain in force for a period of one year from the date of expiration of the encroachment permit, at which time the administrative services director shall be authorized and directed to return the cash deposit or bond or other security posted by the permittee to the permittee. The amount returned will not include any interest, unless required by prior agreement or law.
SECTION 10. Savings Clause. Neither the adoption of this Ordinance nor the repeal of any other ordinance of this City shall in any manner affect the prosecution for violations of ordinances, which violations were committed prior to the effective date hereof, nor be construed as a waiver of any penalty or the penal provisions applicable to any violation thereof.
SECTION 11. Severability. If any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance is, for any reason, held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof irrespective of the fact that any
ORDINANCE NO.
PAGE 4
one or more sections, subsections, subdivisions, sentences, clauses, phrases, or portions thereof be declared invalid or unconstitutional.
SECTION 12: Effective Date. This Ordinance shall take effect and be in full force and effect thirty (30) days after its passage.
SECTION 13: City Clerk’s Certification. The City Clerk shall certify to the adoption of this Ordinance and cause the same to be posted at the duly designated posting places within the City and published once within fifteen (15) days after passage and adoption as required by law; or, in the alternative, the City Clerk may cause to be published a summary of this Ordinance and post a certified copy of the text of this Ordinance in the Office of the City Clerk five (5) days prior to the date of adoption of this Ordinance, and, within fifteen (15) days after adoption, the City Clerk shall cause to be published the aforementioned summary and shall post a certified copy of this Ordinance, together with the vote for and against the same, in the Office of the City Clerk.
On motion of Council Member , seconded by Council Member , and on the following roll call vote to wit:
AYES:
NOES:
ABSENT:
the foregoing Ordinance was adopted this 24th day of March, 2026.
ORDINANCE NO.
PAGE 5
CAREN RAY RUSSOM, MAYOR
ATTEST:
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
MATTHEW DOWNING, CITY MANAGER
APPROVED AS TO FORM:
ISAAC ROSEN, CITY ATTORNEY
Item 9.d.
MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Public Works Director BY: Shane Taylor, Utilities Manager
SUBJECT: Monthly Water Supply and Demand Update
DATE: March 24, 2026
RECOMMENDATION:
Receive and file the Monthly Water Supply and Demand Update.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
Approximately two (2) hours of staff time are required to prepare the report.
BACKGROUND:
The City of Arroyo Grande’s water entitlements are calculated on a water year that began April 1, 2025. The current water supply 2025-26 includes:
2,290 Acre Feet (AF) from Lopez Lake Reservoir/Lopez contract entitlement. The current modeled safe yield is 357 AF of groundwater from the Santa Maria River Santa Maria River Groundwater Basin, with an entitlement of 1,323 AF. An additional 160 AF of groundwater is available from the Pismo formation from the existing City well system.
In addition to the annual Lopez Lake Reservoir contract entitlement, the City will have 689.69 AF of stored Lopez water, which is unused entitlement from water year 2024-25.
The City also previously accepted an offer to purchase 470.33 AF of surplus Lopez water.
The surplus water cost is $55,146.74 or $117.14 per AF.
The total supply from Lopez Lake Reservoir for this water year is 3,450 AF. The predicted water use for the 2025-26 water year is 2,100 AF.
In February 2026, the City’s water use was 149.8 AF. The overall per capita use was 97 gallons per day. The residential per capita use was 75 gallons per day. There has been a total of 15.6 inches of rain since July 2025 at the Corp Yard gauge.
Item 9.d.
City Council
Monthly Water Supply and Demand Update
March 24, 2026
ANALYSIS OF ISSUES:
As of March 12, 2026, the USDA Drought Monitor reports San Luis Obispo County as normal. Lopez Lake is at 87.5% (43,269.2). The deep well index for the First quarter of 2026 was completed on February 24, 2026. The index level was 12.28 feet above sea level, which is 4.78 feet above the threshold value. The current deep well index is 1.74 feet higher than October 2025, and 0.04 feet higher than January 2025.
In the current water year, the City took delivery of all stored and surplus water totaling 1,160 AF. The use of this water prevented it from possibly spilling and being lost. It is estimated that 1,600 AF of unused entitlement will be available for storage at the end of the current water year (March 31, 2026)
On January 15, 2025, in response to a preliminary injunction issued by the United States District Court to the County of San Luis Obispo, Lopez Lake downstream releases were increased from 2.0 million gallons per day to 5.1 million gallons per day. This release rate was in place until December 29, 2025.
The 9th District Court of Appeals overturned the preliminary injunction and returned the water releases to the interim downstream release schedule. The current release rate on January 14, 2026, was 4.8 cubic feet per second (cfs) or 3.1 million gallons per day. A gradual decrease in the release process to former rates is necessary to monitor creek conditions. The current rate as of March 12, 2026, is 3.6 cfs or 2.3 million gallons per day.
The City and all other Zone 3 contractors will continue to work with the County to assess and report on the impact on our water supply from Lopez Lake until the litigation is resolved. However, the significant costs of the ongoing litigation and future improvements will be shared by the ratepayers of the City and other Zone 3 member agencies.
To keep the community informed of the current status of the litigation and the City’s water system, staff have developed a webpage where updates will be published. The webpage can be accessed at www.arroyogrande.org/lopezlakelitigation.
Council Goals Workplan
In the current Council Goals workplan for Fiscal Year 2025-27, under the Council Goal of “Achieve Water Resilience”, the Council has directed staff to Pursue 2026 State Water Ballot Measure, with the specific subtask to Seek Council approval placing a November Ballot Measure. On March 10, 2026, the Council provided direction to bring back final ballot language for consideration to place the item on the ballot for the November 2026 General Election.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Receive and file the report, or
2. Provide other directions to staff.
Item 9.d.
City Council
Monthly Water Supply and Demand Update
March 24, 2026
ADVANTAGES:
The report provides the City Council and the public with the current and projected water supply and demand conditions.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.
ATTACHMENTS:
1. Monthly Operations Report for February 2026
2. Lopez Lake Reservoir Storage Projections
3. Previous Use Comparison
4. Deep Well Index Levels for 1st Quarter
HISTORICAL FIRST QUARTER DEEP WELL INDEX LEVELS
Northern Cities Management Area
San Luis Obispo County, California
\\GSICLOUD\Projects\672-Northern Cities Management Area\_Grapher Figures\Quarterly Rpt Figs Fig 6 NCMA_Q1_Deep_Well_Index_v2 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2025 2030 -5
0 5
10 15
20 Water Elevation, feet NAVD88 Deep Well Index
Threshold: 7.5 feet FIGURE 6
Deep Well Index is the synoptic average of groundwater elevations in the deep wells of Sentry Well clusters 24B, 30F, and 30N. "Approximate" Deep Well Index elevations are based on
non-synoptic measurments, made during the same quarter.
ATTACHMENT 4
Item 9.e.
MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Director of Public Works BY: Andrew Perez, Planning Manager
SUBJECT: 2025 General Plan Annual Progress Report
DATE: March 24, 2026
RECOMMENDATION:
1) Review and accept the 2025 General Plan Annual Report (the “Annual Report” or “Report”) and direct staff to forward the Report to the Governor’s Office of Land Use and Climate Innovation and the Department of Housing and Community Development; and 2) Find that the request is not a project as defined by the California Environmental Quality Act pursuant to State CEQA Guidelines section 15378(b)(5).
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
No financial impact is projected.
BACKGROUND:
California Government Code Section 65400 requires all cities to file a General Plan Annual Report to the Governor's Office of Land Use and Climate Innovation (LCI) and report housing data to the Department of Housing and Community Development (HCD).
The purpose of the Report is to monitor the City's implementation of the General Plan over time, to help identify statewide trends, document progress in meeting the City’s share of regional housing needs and inform local decision-makers. Prior to submittal to the state, the Government Code requires that the Annual Report be presented to the City Council for review and acceptance. The City has made it standard practice to present the Annual Report to the Planning Commission for receipt and acceptance prior to the Council, given the Council’s role as the primary decision maker for the majority of the City’s land use applications. Planning Commission reviewed and accepted the Annual Report at the March 17, 20261 meeting, as presented.
1https://pub-arroyogrande.escribemeetings.com/Meeting.aspx?Id=fc8d8416-9763-49d7-8db7- 1c08a1b3f799&lang=English&Agenda=Agenda&Item=15&Tab=attachments
Item 9.e.
City Council
2025 General Plan Annual Progress Report
March 24, 2026
ANALYSIS OF ISSUES:
The Annual Report provides an overview of the activities completed or currently being undertaken during 2025 to implement or update the General Plan. No updates to any individual elements of the General Plan were completed during the 2025 calendar year, significant progress was made on the comprehensive General Plan Update project that is currently underway.
Comprehensive General Plan Update
Substantial progress was made on the General Plan Update during 2024. A community workshop was held in February 2025 to inform the public about the purpose of the land use scenarios phase of the project, provide an overview of the various land use scenarios, and facilitate a discussion about future land use and development in Arroyo Grande. The input gathered at the workshop informed the Planning Commission and City Council in selecting the City’s “preferred” land use scenario, which occurred on April 8, 2025. The preferred land use scenario, along with input obtained from a Small Business Workshop, two Health and Equity outreach events, and the public workshops held in 2023 and 2024 were used to draft the Preliminary Public Draft General Plan. The Preliminary Public Draft General Plan was released for public review on November 19, 2025. A study session with the Planning Commission and a public workshop were held on December 2, and December 3, 2025, respectively, to obtain community feedback. An online survey was also published to offer the public an alternative way to provide feedback on the plan. The study session with the City Council on February 24, 2026, directed revisions to the Preliminary Public Draft that, once incorporated, will produce the Public Draft General Plan.
Additional Work Efforts
Development of the Active Transportation Plan began in 2024 and was adopted by City Council on January 28, 2025. Similarly, the Traffic Way Bridge Replacement Project planning and design occurred in prior years, and construction was completed during 2025. Both projects implement policies from the City’s Circulation Element. Other significant work efforts included the adoption of ordinances to implement Housing Element programs, such as establishing regulations for supportive and transitional housing, low-barrier navigation centers, and an update of the City’s ADU ordinance.
Housing Element Implementation
Housing data is reported to HCD and LCI via a spreadsheet. (Attachment 2) The City issued building permits for 16 new dwelling units in 2025. All but one of these units were ADUs. This is fewer than the previous year and brings the total number of ADUs permitted since 2020 to 87. During this housing cycle (2020-2028) the City has permitted 297 new residential units, which represents approximately 43% of its Regional Housing Needs Allocation. The City has already permitted its allocation of 107 low-income units for the planning period, as of the end of 2024, which are included in the 297 new units permitted.
City Council also adopted an Ordinance to establish regulations for supportive housing,
Item 9.e.
City Council
2025 General Plan Annual Progress Report
March 24, 2026
transitional housing, and low-barrier navigation centers, and amended Ordinances related to accessory dwelling units and SB 9 development, all of which implement Housing Element programs. Attachment 2 describes the implementation status of the City’s forty-three (43) Housing Element programs.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Accept the 2025 General Plan Annual Report and direct staff to forward the Report to LCI and HCD;
2. Do not accept the 2025 General Plan Annual Report at this time and provide direction to staff regarding modifications to the Report; or
3. Provide other direction to staff.
ADVANTAGES:
The City will be providing the State with data in compliance with California Government Code Section 65400 and the required April 1st deadline. The information contained in the report provides valuable insights about the effectiveness of housing policies and programs.
DISADVANTAGES:
There are no disadvantages identified with filing the Annual Progress Report as it is a requirement of state law.
ENVIRONMENTAL REVIEW:
The preparation and filing of the General Plan Annual Progress Report is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.
ATTACHMENTS:
1. 2025 General Plan Annual Progress Report
2. HCD Housing Spreadsheet
Arroyo Grande General Plan Annual Progress Report - 2025 Page 1 ATTACHMENT 1
General Plan Annual Progress Report
2025
Arroyo Grande General Plan Annual Progress Report - 2025 Page 2
CITY OF ARROYO GRANDE
City Council
Caren Ray Russom, Mayor
Jamie Maraviglia, Mayor Pro Tem
Jim Guthrie
Kate Secrest
Aileen Loe
Planning Commission
Glenn Martin
Kevin Buchanan
Cathy Sackrison
Virginia Roof
Jared Worthen
City Staff
Matt Downing, City Manager
Bill Robeson, Acting Community Development Director/Deputy City Manager/Public Works Director
Shannon Sweeney, City Engineer
Mark Sadowski, Contract Building Official
Andrew Perez, Planning Manager
Contact Information
City of Arroyo Grande
Community Development Department
300 E. Branch Street
Arroyo Grande, CA 93420
Phone: (805) 473-5420
Website
www.arroyogrande.org
Arroyo Grande General Plan Annual Progress Report - 2025 Page 3 Contents
Section 1 - Introduction .................................................................................................................. 4 A. Purpose of the Annual Report ................................................................................................ 4 B. Purpose of the General Plan ................................................................................................... 4 C. Status of the Adopted Elements of the City’s General Plan ................................................... 4 Land Use Element (Adopted October 2001)............................................................................... 7 Circulation Element (Adopted June 2021).................................................................................. 8 Housing Element (Adopted January 2021) ................................................................................. 8 Agriculture, Conservation, and Open Space Element (Adopted October 2001, Amended June 2007)............................................................................................................................................ 9 Safety Element (Adopted October 2001).................................................................................... 9 Noise Element (Adopted October 2001)..................................................................................... 9 Economic Development Element (Adopted October 2012)....................................................... 9 Parks and Recreation Element (Adopted October 2001)............................................................ 9 Section 2 – Summary of Activity – 2025 ....................................................................................... 10 Planning Commission ................................................................................................................ 10 Building and Life Safety Division ............................................................................................... 10 Planning Division ....................................................................................................................... 10 General Plan Policies and Programs.......................................................................................... 11 Appendix A – Housing Summary................................................................................................... 12
Arroyo Grande General Plan Annual Progress Report - 2025 Page 4 Section 1 - Introduction
A. Purpose of the Annual Report
This report reviews the activities that took place to implement the Arroyo Grande General Plan between January 1, 2025, and December 31, 2025. This report fulfills the requirements of Section 65400 of the California Government Code, which requires the City to file an annual report addressing the status of the General Plan and progress made toward goals and objectives. This annual report provides a means to monitor the success of implementing the General Plan and determine if changes need to be made in the plan or its implementation programs. The City is required to file the annual report with the Governor’s Office of Land Use and Climate Innovation (LCI), the Department of Housing and Community Development, as well as to their legislative bodies. The legislative body for Arroyo Grande is the City Council.
B. Purpose of the General Plan
The General Plan is the foundational development policy document of the City of Arroyo Grande.
It defines the framework by which the physical, economic and human resources of the City are to be managed and utilized over time. The General Plan is available for public review at City Hall and on the City’s website.
The General Plan acts to clarify and articulate the intentions of the City with respect to the rights and expectations of the public, property owners, and prospective investors and business interests.
C. Status of the Adopted Elements of the City’s General Plan State law requires that the General Plan include up eight elements. These mandatory elements must cover the following topics: Land Use, Circulation, Housing, Safety, Noise, Conservation, Open Space, and for some jurisdictions an Environmental Justice element is required. State law allows the City to adopt any additional general plan elements that the City deems necessary. The City has adopted the Parks and Recreation, Agriculture, and Economic Development Elements as optional elements, which have the same decision-making weight as the mandatory elements.
Additionally, the elements of the general plan may combine elements as it deems necessary. The City of Arroyo Grande General Plan combines Agriculture, Open Space, and Conservation elements into a single element. The Table 1 is a breakdown of the City’s General Plan:
Arroyo Grande General Plan Annual Progress Report - 2025 Page 5 Table 1: General Plan Summary
Arroyo Grande
GP Elements
Required GP
Elements Examples of Topics Covered
Agriculture, Conservation
and Open Space Element
Agriculture
(Optional)
Define policy for the protection of significant
natural resources, providing the setting or
context for urban land use development and
incorporated City areas.
Conservation
Open Space
Fringe and Urban Area
Land Use Element
Land Use Provides for the types, density or intensity,
design and distribution of existing and potential
City areas.
Circulation/Transportation
Element
Circulation Identifies the street pattern and other
circulation infrastructure and transportation
systems needed to support the uses identified
Land Use Element.
Housing Element Housing Identifies and provides an analysis of existing and projected housing needs, an evaluation of
housing constraints, a statement of goals,
policies, quantifiable objectives and financial
resources, and scheduled programs for the
preservation, improvement, and development
of housing.
Safety Element Safety Provides for the protection of lives and property from the adverse effects of natural and mancaused hazards.
Noise Element Noise Identifies the sources and outlines policy to protect land uses against adverse noise levels
associated with necessary circulation and
related activity.
Economic Development
Element
Economic
Development
(Optional)
Defines the objectives, policies and proposals
for improved employment, business retention
and expansion, and fiscal growth of the
community.
Park and Recreation
Element
Parks and
Recreation
(Optional)
Outlines these public facilities and services
desired to support the City and area residents,
businesses, and visitors’ leisure-time activities.
The City’s last comprehensive update of the General Plan was completed in October 2001.
Updates to the Housing Element and Circulation Element occurred in 2021. A comprehensive general plan update is currently underway and described in detail later in this report. Table 2 lists the updates to the General Plan elements that have occurred since the last comprehensive update was adopted.
Arroyo Grande General Plan Annual Progress Report - 2025 Page 6 Table 2: General Plan Updates Since 2001
Amendment No. Date Type Project
GPA 02-001 November 2003 Land Use Map Parkside Residences GPA 02-002 June 2003 Land Use Map Berry Gardens Subarea 2 GPA 03-001 April 2003 Land Use Map Village Core Extension GPA 03-002 September 2003 Land Use Map Agriculture Designations GPA 03-003 March 2004 AG/C/OS Conversion of Prime Ag
Land, Farmworker
Housing, and Ag
Conservation Easements
GPA 04-002 August 2004 Land Use Map Noyes Road Properties GPA 04-003 March 2005 Housing Element Housing Element Update GPA 06-001 August 2006 Land Use Map Castillo Del Mar
GPA 06-002 November 2006 Circ & Parks and
Rec Elements
Bike and Pedestrian Plan
GPA 06-003 November 2007 Land Use Map S. Elm Multi-Family Designation
GPA 06-004 February 2007 Land Use Map Sunset Drive
GPA 07-001 June 2007 AG/C/OS Creek Protection Policies
GPA 07-002 November 2007 Housing Element Affordable Housing Requirements
GPA 09-001 September 2009 Land Use Map 2009 Land Use Map Cleanup
GPA 09-001B October 2009 Land Use Map Pearwood Annexation GPA 11-002 October 2013 Housing Element 2007-15 Housing Element
GPA 12-002 July 2012 Circulation
Element
Bicycle and Trails Master
Plan
GPA 12-003 October 2012 Economic
Development
2012 Economic
Development Element
GPA 14-001 March 2014 Land Use Map Heights at Vista Del Mar Annexation
GPA 14-002 October 2015 Land Use Element Courtland/Grand GPA 14-003 March 2016 Housing Element 2014-19 Housing
Element
GPA 15-001 January 2017 AG/C/OS Creek
Map
Land Use Map
E. Cherry Avenue Specific
Plan
None of the City’s individual Elements were updated in 2025; however, the City continued the effort to comprehensively update the City’s General Plan. Since the General Plan has not been updated since 2001, all elements are in need of an update, with the exception of the Housing
Arroyo Grande General Plan Annual Progress Report - 2025 Page 7 Element, which was updated in 2021 accordance with State law. The update will consist of the following components:
1) Development and implementation of a well-defined, inclusive, and robust public outreach strategy, including policies that promote inclusive outreach to diverse communities contained in the City’s Diversity, Equity, Inclusion, and Justice Policy; 2) Comprehensive update of existing General Plan Elements (except Housing Element); 3) Creation of an Health and Equity Element to address environmental justice topics; 4) An update to the Climate Action Plan;
5) Development of objective design standards and an overlay district for the East Grand Avenue corridor; and
6) Development Code update
On March 28, 2023, the City entered into an agreement with Mintier Harnish, a land use and planning consultant, to assist City staff with the Update. Since the inception of the project, a number of deliverables have been published that help inform the draft General Plan. The following reports and documents have been published:
• Assets, Issues, and Opportunities Summary
• Existing Conditions and Trends Workbook
• Community Engagement Summary Report
• Vision Statement and Guiding Principles; and
• Preferred Land Use Scenarios
Building off work done in 2024, a community workshop was held in February 2025 to inform the public about the purpose of the land use scenarios phase of the project, provide an overview of the various land use scenarios for Arroyo Grande, and facilitate a discussion about future land use and development in the city. The input gathered at the workshop informed the Planning Commission and City Council in selecting the City’s “preferred” land use scenario, which occurred on April 8, 2025. The preferred land use scenario, along with input obtained from a Small Business Workshop, two Health and Equity outreach events, and the public workshops held in 2023 and 2024 were used to draft the Preliminary Public Draft General Plan. The Preliminary Public Draft General Plan was released for public review on November 19, 2025. A study session with the Planning Commission and a public workshop were held on December 2, and December 3, 2025, respectively, to obtain community feedback. A study session with the City Council was held on February 24, 2026 as well. An online survey was also published to provide an alternative option for the public to provide feedback on the plan.
Land Use Element (Adopted October 2001)
No text amendments to the Land Use Element occurred in 2025.
Arroyo Grande General Plan Annual Progress Report - 2025 Page 8 Circulation Element (Adopted June 2021)
No text amendments to the Circulation Element occurred in 2025.
Housing Element (Adopted January 2021)
No text amendments to the Housing Element occurred in 2025.
Table 3 reflects the number of units that were entitled, permitted, and/or finaled in 2025. This is compared to the number of units permitted in 2024. With changes in reporting requirements for the State, future Annual Reports will have comparable data between the current and previous years:
Table 3: Entitled, Permitted, & Finaled Units – 2024 vs. 2025 Income Level Entitled Permitted Finaled
2024 2025 2024 2025 2024 2025
Very Low 0 0 0 0 0 0
Low 0 4 75 7 7 5
Moderate 0 4 13 8 6 5
Above
Moderate 5 2 7 1 10 12
Total 5 10 95 16 23 22
The year 2025 was the sixth year of the 6th cycle for purposes of reporting progress towards the Regional Housing Needs Allocation (RHNA). The City’s adopted Housing Element projected the construction of 236 ADUs during the planning period to meet the RHNA. A total of 15 permits were issued for accessory dwelling units (ADUs) in 2025, which is only half of the annual target of 30, established by the Housing Element. Table 3 reflects the progress made towards meeting the city’s RHNA for each income category.
Area Intentionally Left Blank
Arroyo Grande General Plan Annual Progress Report - 2025 Page 9 Table 2: Regional Housing Needs Allocation Progress
RHNA Income
Category
2020-2028
RHNA
2020-2024
Progress
2025
Progress
2020-2025
Progress
Remaining
Allocation
Very Low
Deed
Restricted 170
0 0
0 170 Non-Deed
Restricted 0 0
Low
Deed
Restricted 107
82 0 82
0* Non-Deed
Restricted 28 7 35
Moderate
Deed
Restricted 124
0 0 0
88 Non-Deed
Restricted 28 8 36
Above
Moderate 291 143 1 144 147
Total 692 186 95 297 405
* 117 low-income units have been permitted during the planning period, which exceeds the allocation for the planning period.
**Progress is measured by units that were issued a building permit Agriculture, Conservation, and Open Space Element (Adopted October 2001, Amended June 2007)
No text amendments to the Agriculture, Conservation, and Open Space Element occurred in 2025.
Safety Element (Adopted October 2001)
No text amendments to the Safety Element occurred in 2025.
Noise Element (Adopted October 2001)
No text amendments to the Noise Element occurred in 2025.
Economic Development Element (Adopted October 2012)
No text amendments to the Economic Development Element occurred in 2025.
Parks and Recreation Element (Adopted October 2001)
No text or map amendments to the Parks and Recreation Element occurred in 2025.
Arroyo Grande General Plan Annual Progress Report - 2025 Page 10 Section 2 – Summary of Activity – 2025
The City of Arroyo Grande policies and programs identified in the General Plan include tools already in place and used on a day-to-day basis in the City. Some of the various tools available to further the City’s goals and objectives include the City Council’s annual goals and priorities, Budget/Capital Improvement Program, Specific Plans and Master Plans of Development, Zoning and Subdivision Regulations, CDBG Funds, etc.
Planning Commission
The City of Arroyo Grande Planning Commission is designated as the "Planning Agency", authorized by Section 65100 of the Government Code. The Commission has the discretionary and advisory responsibilities that are authorized by Chapters 2.18, 16.04, and 16.08 of the Arroyo Grande Municipal Code.
During 2025, the Planning Commission took action on the following applications:
• Three (3) Conditional Use Permits;
• One (1) Pre-application
• One (1) Administrative Sign Permit
• One (1) Minor Exception; and
• Four (4) Development Code Amendments.
Building and Life Safety Division
The City’s Building and Life Safety Division reviews project plans, issues permits, and provides inspection services for compliance with California's building, fire, mechanical, electrical, plumbing, energy, and disabled access codes, as well as City ordinances.
In 2025, the Building Division received 643 building permit applications and issued 330 building permits. During the past year, City building inspectors made 707 construction and safety-related inspections associated with building permit activity. The Building Division finaled and completed 186 building permits in the same period.
Engineering Division
The City’s Engineering Division ensures all construction in the public right-of-way related to land development entitlements comply with adopted codes and engineering standards. Additionally, the Engineering Division, a division in the Public Works Department, is responsible for coordinating the implementation of the City’s Stormwater Management Program.
In 2025, the Engineering Division received 215 applications for encroachment permits, 7 grading permit applications, and 53 stormwater permit applications for a total of 275 permit applications received. Major work efforts in the Engineering Division include the Traffic Way Bridge replacement project and progress on the design of the Halcyon Complete Streets project.
Arroyo Grande General Plan Annual Progress Report - 2025 Page 11 Planning Division
The Planning Division assists the community, the City Council, and the Planning Commission in preparing for the City's future growth and development, as well as reviews current development plans for consistency with local ordinances. The Planning Division administers the Development Code and deals with transportation, housing, community facilities, public safety, open space, design, and the use of land.
The Planning Division provides support staff to the Planning Commission, Architectural Review Committee, Community Service Grants Review Panel and Downtown Parking Advisory Board.
Administrative functions include the scheduling of meetings, preparation of agendas, posting of hearing notices, and preparation of minutes.
The Planning Division provides land use analysis, environmental review as required under the California Environmental Quality Act, and prepares staff reports for the aforementioned Commissions and Committees, including the City Council. In 2025, the Planning Division received 50 applications for various land use entitlements (permits), including, land divisions, Conditional Use Permits, Minor Use Permits, and Sign permits. In 2025, the Planning Division’s major work effort was related to the comprehensive General Plan Update project. Other work items include:
• Adoption of the Active Transportation Plan;
• Adoption of ordinances to implement Housing Element programs related to supportive and transitional housing and low-barrier navigation centers; • Update of the City’s Accessory Dwelling Unit and SB 9 ordinances; • Community Service Grant Program;
• Community Development Block Grant Program;
• Participation in the Regional Housing Action Team working group.
General Plan Policies and Programs
Community Development Department staff is currently working on a number of items specifically related to the General Plan, as referenced above. Prioritized work efforts for the General Plan include the continuation of the comprehensive General Plan Update.
Arroyo Grande General Plan Annual Progress Report - 2025 Page 12 Appendix A – Housing Summary
$77$&+0(17
Jurisdiction Arroyo Grande
Reporting Year 2025 (Jan. 1 - Dec. 31)
1 2 3456 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program Implementation Program Implementation Details Quantified Outcomes: Category Quantified Outcomes: Count Supporting Documents A.1-1: To comply with Assembly Bill (AB) 1397, the Development Code shall be amended to allow Assessor’s Parcel Numbers (APNs) 077-011-010, 077-204-028, 077-211-022, and 077-221-031 in the land inventory in this sixth-round Housing Element to be developed for residential use by-right, in accordance with California Government Code Section 65583.2(c).
Development Code amendment 12/31/2023 6th Cycle Completed On August 27, 2024 City Council adopted Ordinance No. 732 allowing by-right residential development in accordance with Government Code Section 65583.2(c). Furthermore, the City entitled a 63 unit multifamily residential project on APN 077-011-010 that is currently under construction.
Units 63
Codified development code update can be accessed here: https://library.municode.com/ca/arroyo_grande/codes/code_of_ordinances?nodeId=CD_ORD_TIT16DECO_CH16.52SPUSDEST_16.52.270GHHOPR A.1-2: The City shall amend the Development Code to revise the requirements for the Traffic Way Mixed-Use District to remove the limitation of only live-work residential uses. A mix of residential use types shall be allowed consistent with all the mixed-use zoning districts (except the Industrial Mixed-Use District). The Development Code shall also be amended to allow residential projects at densities up to 20 units per acre in the Traffic Way Mixed-Use District.
Development Code amendment 1/26/2024 6th Cycle In Progress On February 17, 2026 the Planning Commission recommended approval of the ordinance to implement this program. City Council introduced the Ordinance at its meeting on March 24, 2026 and will adopt the ordinance on April 14, 2026.
Units Ordinance to implement this program was introduced by City Council on March 24, 2026
ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
Table D
Program Implementation Status pursuant to GC Section 65583
1 2 3456 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program Implementation Program Implementation Details Quantified Outcomes: Category Quantified Outcomes: Count Supporting Documents Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
A.1-3:To mitigate the loss of affordable housing units, new housing developments shall be required to replace affordable housing units lost due to new development. In accordance with 65583.2 subdivision (g), the City also will require replacement housing units subject to the requirements of Government Code, section 65915, subdivision (c)(3) on sites identified in the sites inventory when any new development (residential, mixed-use or nonresidential) occurs on a site that has been occupied by or restricted for the use of lower-income households at any time during the previous five years.
Maintain affordable housing stock in accordance with Government Code. 1/26/2021 6th Cycle Continuous The City maintains an inventory of affordable units which is referenced when new applications propose to demolish existing units to ensure compliance with this program and State law.
Other
No projects during this 6th cycle have proposed to demolish affordable housing units. Staff continues to monitor development applications to implement this program.
1 2 3456 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program Implementation Program Implementation Details Quantified Outcomes: Category Quantified Outcomes: Count Supporting Documents Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
A.2-1: The City shall continue to encourage and publicize on the City’s website the accessory dwelling program to increase public awareness, including a flowchart to aid in the application process. The City will also amend the accessory dwelling unit regulations in the Development Code for consistency with updates to state law. In addition, as part of the ordinance update, the City will evaluate ADU requirements related to offstreet parking, lot coverage and open space, setbacks, maximum size and height and passageways, entrances and orientation; and adjust them as feasible to be more permissive than what is required by state law. The City will evaluate and adopt pre-approved accessory dwelling unit plans to streamline the approval process and lower development costs for applicants.
Expected outcome is continued consistent production of accessory dwelling units as an affordable housing alternative. 1/31/2021 6th Cycle Continuous
During the 6th cycle, the City has amended its ADU Ordinance on four occaisions. The most recent amendments were adopted by City Council on December 9, 2025 and submitted to HCD for review on December 30, 2025. The City's ordinance is more permissive than State law in that it allows detached ADUs up to 25 ft in height and does not trigger impact fees until 800 square feet. The City also offers pre-designed plans for ADUs, maintains a webpage with current guidance on ADUs, and offers a fee-waiver in exhange for reserving ADUs for lower income households. In 2024, the City partnered with SmartShare Housing Solutions, a local non-profit organization advocating for affordable housing to offer free workshops to educate residents about ADU development.
Units 91
The City's current ADU ordinance under review by HCD can be accessed here: https://pubarroyogrande.escribemeetings.com/filestream.ashx?DocumentId=16571. The City's ADU webpage can be accessed by this link: https://arroyogrande.org/665/AccessoryDwelling-Units-ADUs
1 2 3456 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program Implementation Program Implementation Details Quantified Outcomes: Category Quantified Outcomes: Count Supporting Documents Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
A.2-2: To further encourage ADU creation, the City shall establish an amnesty program in compliance with Senate Bill 13 to facilitate the process of bringing unpermitted ADUs into compliance with local regulations including the building code by owners of this type of unit. Senate Bill 13 requires under certain circumstances specified by state law, that enforcement of violations related to unpermitted ADUs be delayed for 5 years if correcting the violations are not necessary to protect health and safety. The City program would consider reductions in fees associated with necessary upgrades to bring the unit up to code along with providing information and staff assistance with the steps in the process to bring the unit up to code.
Expected outcome is adding accessory dwelling units to the City’s housing stock as unpermitted units become legal. 5/31/2022 6th Cycle Completed
The City established guidance and materials consistent with AB 2533 for legalizing unpermitted ADUs.
Units
The City's guidance to legalizing ADUs pursuant to AB 2533 can be accessed here: https://arroyogrande.org/899/Assembly-Bill2533 A.3-1: The City shall amend the Municipal Code to encourage the development of affordable housing projects, including expedited permitting, providing financial assistance through the City’s In-Lieu Affordable Housing Fund, requiring lot consolidation, and providing greater flexibility in development standards.
Additional affordable units 1/26/2026 6th Cycle In Progress City staff regularly informs applicants of available funding from the City's affordable housing trust fund to support the creation of affordable housing. Affordable Housing Trust funds were allocated to the affordable housing project approved at APN 077-011-010. Staff will pursue completion of this program during the comphrensive development code update scheduled for 2026.
Units 63
No code amendments have occurred by the affordable housing project at 700 Oak Park Blvd was supported by in-lieu funds.
1 2 3456 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program Implementation Program Implementation Details Quantified Outcomes: Category Quantified Outcomes: Count Supporting Documents Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
A.3-2:The City shall amend the Development Code to provide additional incentives specifically for extremely lowincome housing projects. Incentives may include flexible standards for onand off-site improvements, such as reduced parking requirements, reduced curb, gutter, and sidewalk requirements; reduced or deferred water and/or sewer connection fees; development review and permit streamlining procedures; or financial incentives and assistance.
Draft program or ordinance to incentivize and/or streamline permitting and procedures for extremely low-income housing developments 12/31/2021 6th Cycle Not Yet Started
Staff will pursue completion of this program during the comphrensive development code update scheduled for 2026.
Units None.
A.3-3: The City shall consider a program to waive, reduce or defer impact fees for ADUs and projects with deed-restricted affordable units.
Consider and potentially establish a fee waiver or reduction for ADUs and affordable units 12/31/2021 6th Cycle Completed
In 2022, City Council adopted a program that waives permit fees and utility connection fees in exchange for reserving ADUs for lower income households. This is done through the recordation of a deed restriction and requires affordability for a term of 7 years for units that are rented to very-low income households and 10 years for units rented to low income households.
Units
Link to CC Resolution establishing the fee waiver program: https://pubarroyogrande.escribemeetings.com/filestream.ashx?DocumentId=4153. Link to minutes showing it was adopted: https://pubarroyogrande.escribemeetings.com/FileStream.ashx?DocumentId=4380 (see Item 8.k)
1 2 3456 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program Implementation Program Implementation Details Quantified Outcomes: Category Quantified Outcomes: Count Supporting Documents Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
A.10-1: To facilitate affordable housing, the City shall comply with State Density Bonus Law. The City shall update Development Code Chapter 16.82 to comply with current state density bonus law. The City will continue to update Chapter 16.82 on an ongoing basis to comply with any future updates to State Density Bonus Law (Government Code Section 65915 et seq.), as well as evaluate proposed Development Code amendments to assess whether they pose any constraints to developer utilization of density bonuses.
City-initiated Development Code amendments 1/26/2022 6th Cycle Completed On August 27, 2024 City Council adopted Ordinance No. 732 which adopts State density bonus law in the City's development code by reference. On May 18, 2021, the Planning Commission adopted a Resolution approving a project utilizing a density bonus to develop 20 units above base density. On January 20, 2026, the Planning Commission adopted a Resolution approving another project utilizing a density bonus to develop 22 units above base density.
Units 42
https://library.municode.com/ca/arroyo_grande/ordinances/code_of_ordinances?nodeId=1311746 A.10-2: To encourage higher
densities and reduce constraints to multifamily housing production, the City shall amend the Development Code to allow densities up to 20 du/ac in the OMU District and up to 25 du/ac in the FOMU and GMU districts for 100% multifamily housing projects with a Minor-Use Permit (MUP) subject to design review through the Architectural Review Committee. Mixed-use projects will continue to have a maximum allowed density of 20 du/ac in OMU and 25 du/ac in FOMU and GMU.
Remove barrier to construct affordable housing 1/26/2023 6th Cycle In Progress On February 17, 2026 the Planning Commission recommended approval of the ordinance to implement this program. City Council introduced the Ordinance at its meeting on March 24, 2026 and will adopt the ordinance on April 14, 2026.
Other
The expected outcome is removal of a barrier to construct affordable housing. The adoption of this development code amendment will contribute to accomplishing that goal.
1 2 3456 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program Implementation Program Implementation Details Quantified Outcomes: Category Quantified Outcomes: Count Supporting Documents Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
A.12-1: The City shall continue to maintain its geographical information system (GIS) mapping and planning database inventory of vacant and underutilized “opportunity sites.” Maintain land availability inventory 1/26/2021 6th Cycle Continuous The timeframe identified in the Housing Element is ongoing, so the completion date listed in Field 3 is the date the Housing Element was adopted. A combination of staff and a consultant maintains the City's land inventory database.
Other None
A-14.1: The City shall establish a program to assist first-time home buyers.
Development of a first-time home buyers’ program 1/26/2023 6th Cycle Not Yet Started The first-time home buyers' program has not been established.
Other None
B.2-1: The City may contract with the Housing Authority of San Luis Obispo, local nonprofit organizations, or a regional monitoring agency for the monitoring of affordable units to ensure compliance with terms of development agreements and/or affordable housing agreements.
Expected outcome is consistent monitoring of affordable units. 1/26/2021 6th Cycle Continuous The timeframe identified in the Housing Element is ongoing, so the completion date listed in Field 3 is the date the Housing Element was adopted. City staff maintains an inventory of affordable units sends annual notices to ensure compliance with occupancy and resale agreements.
Other None.
B.5-1: The City shall monitor the loss of permanent housing from vacation rentals and consider modifying the Development Code to adjust for this loss.
Program to monitor vacation rentals 1/26/2021 6th Cycle Continuous The timeframe identified in the Housing Element is ongoing, so the completion date listed in Field 3 is the date the Housing Element was adopted. The City amended it short term rental ordinanace on October 11, 2022 to establish a cap on the number of permits for this use.
Other
https://library.municode.com/ca/arroyo_grande/ordinances/code_of_ordinances?nodeId=1178548
1 2 3456 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program Implementation Program Implementation Details Quantified Outcomes: Category Quantified Outcomes: Count Supporting Documents Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
C.1-1: The City shall continue to allocate financial resources to augment extremely low, very low, and low-income housing development based on the financial projection of the InLieu Affordable Housing Fund.
Funding to finance affordable housing 1/26/2021 6th Cycle Continuous The timeframe identified in the Housing Element is ongoing, so the completion date listed in Field 3 is the date the Housing Element was adopted. The City allocated $1,078,370 to the 63-unit affordable housing project at 700 Oak Park Blvd. The developer of the project is the Housing Authority of San Luis Obispo.
Units 62 None.
C.4-1: The City shall continue to meet with local non-profit and private developers semi-annually or more frequently if opportunities arise, to promote the extremely low, very low, and low-income housing programs and programs for special needs residents (including those who are homeless) outlined in the Housing Element. The City shall direct private housing developers to funding sources (such as federal and state housing grant fund programs and local housing trust funds) to promote affordable housing, as outlined in the policies of Goal C.
Increased awareness of the City’s desire to provide affordable housing and to accommodate affordable housing 1/26/2021 6th Cycle Continuous
Staff met with Habitat for Humanity, the Housing Authority of San Luis Obispo, and Habitat for Humanity during 2025 to discuss potential projects or programs to assist low income households. The expected outcome is to increase awareness of the City's desire to provide affordable housing for the community.
Other None.
C.4-2: The City shall continue to participate in financial incentive programs established by the San Luis Obispo County Housing Trust Fund, such as a revolving loan program.
Leverage of financial resources to augment development of affordable housing 1/26/2021 6th Cycle Continuous The Community Development Director represents the City at regular SLO County Housing Trust Fund meetings. The City remains an engaged and willing partner to further affordable housing goals.
Units None.
1 2 3456 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program Implementation Program Implementation Details Quantified Outcomes: Category Quantified Outcomes: Count Supporting Documents Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
D.1-1: The City shall encourage specific plans for land within its sphere of influence that include increased capacity for residential development.
Possible increased land inventory to support affordable housing 1/26/2021 6th Cycle In Progress The City is currently updating its General Plan, and the preliminary draft land use element identifies approximately 200 acres in two separate areas that are designated for future specific plans. The expected outcome is increasing land inventory to support affordable housing, which has been accomplished through the new specific plan designations.
Other
The City has a Specific Plan Overlay for undeveloped parcels where future development is anticipated.
D.1-2: The City shall review the parking standards for affordable and senior housing projects and reduce them to the greatest extent possible.
Remove constraints associated with parking requirements for affordable and senior housing projects 12/31/2023 6th Cycle In Progress
Parking standards are being reviewed during the General Plan update but no amendments to the development code have been initiated. The expected outcome is removing constraints that might hinder senior and affordable housing development.
Other None.
E.1-1: The City shall evaluate and consider amending the inclusionary affordable housing requirements in the Development Code (Chapter 16.80) based on experience using the requirements in producing affordable units. In addition, the City shall continue to amend the in-lieu fee as needed and as called for in Chapter 16.80.
Amendments to the inclusionary affordable housing requirements and inclusionary inlieu fee 1/26/2023 6th Cycle Continuous The City's existing affordable housing in-lieu fee of 5% of a project's construction valuation is similar to the other jurisdictions in the County. Affordable housing in-lieu fees were contributed to the affordable housing project at 700 Oak Park.
Units 63 None.
1 2 3456 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program Implementation Program Implementation Details Quantified Outcomes: Category Quantified Outcomes: Count Supporting Documents Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
F.1-1: The City shall work with non-profit organizations to maintain a list of persons interested in development projects containing affordable housing. Agendas for all City meetings related to these projects shall be sent to persons on the list. The City shall also continue to post the agendas on the City’s website.
Increased public awareness of affordable housing projects. 1/26/2021 6th Cycle Continuous A list of interested parties has been established that includes local affordable housing developers, such as the Housing Authority of San Luis Obsipo, People's Self Help Housing, and Habitat for Humanity. Agendas for public hearings are posted at City Hall and on the City website in accordance with Government Code requirements. The expected outcome is increasing public awareness of afforable housing projects.
Other None.
F.1-2: The City shall address and remove, replace or modify the use permit requirements for multifamily development in multifamily zones to promote certainty in the approval process, increase objectivity and address the CUP and MUP requirements as a constraint.
Remove barrier to construct affordable housing 1/26/2023 6th Cycle Not Yet Started No amendments have been initiated. The comprehensive General Plan Update currently underway includes a task to develop objective design standards and modify permit requirements that will increase the objectivity and certainty in the approval process.
Units None.
F.1-3: Establish a written policy or procedure and other guidance as appropriate to specify the SB 35 (2017) streamlining approval process and standards for eligible projects, as set forth under California Government Code, Section 65913.4.
Remove barriers to construct affordable housing 12/31/2021 6th Cycle In Progress Pre-application, eligibility and completeness checklists, and explanation of SB 35 is on the City's website. These actions accomplish the expected outcome of removing a barrier to construct affordable housing Other Materials are being developed and will be posted to the City's website when complete.
1 2 3456 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program Implementation Program Implementation Details Quantified Outcomes: Category Quantified Outcomes: Count Supporting Documents Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
F.1-4: Conduct a comprehensive review of the Development Code and the General Plan and replace any subjective standards that may apply to housing projects with objective design standards in compliance with applicable State law. This will include revising the findings for design review to be objective.
Streamline review process and remove barriers to construct affordable housing 12/31/2025 6th Cycle Not Yet Started No amendments have been initiated, however, objective design standards will be developed as part of the comprehensive General Plan Update currently underway. The objective design standards will streamline the review process for eligible housing projects.
Other None.
F.1-5: The City will establish a written process to comply with Senate Bill 1087 and identify ways to move forward with improvements to water and wastewater infrastructure as needed in order to maintain sufficient infrastructure and capacity to serve the City’s housing need. This will include working on planning, funding and construction of infrastructure.
Maintain sufficient water and wastewater infrastructure and capacity 12/31/2021 6th Cycle Continuous The City's Utilities Division of the Public Works Department uses an on-call consultant to perform modeling of the water and wastewater system to ensure sufficient capacity is available for affordable housing projects. This program is ongoing and ensures the City satisfies the expected outcome of maintaining sufficient water and wastewater capacity for housing projects.
Other None.
G.1-1: The City shall continue to coordinate with the San Luis Obispo Housing Authority to maintain and expand Section 8 rental housing assistance to qualified households.
Continued affordable housing 12/31/2021 6th Cycle Continuous The City issued permits for an affordable housing development proposed by the San Luis Obispo Housing Authority consistent with this program. Future opportunities for partnership will be evaluated as potential projects arise to satisfy the expected outcome of maintaining affordable units.
Other None.
1 2 3456 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program Implementation Program Implementation Details Quantified Outcomes: Category Quantified Outcomes: Count Supporting Documents Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
G.1-2: The City shall develop a program to offer housing developers an alternative to meet affordable housing requirements by contributing some “sweat equity” on projects where existing housing units will be rehabilitated or conserved as affordable, pursuant to the City’s Affordable Housing Program.
Conservation and rehabilitation of existing housing stock 1/21/2023 6th Cycle Not Yet Started This program has not been established, Units None.
G.2-1: The City shall continue to consider abatement of unsafe or unsanitary structures, including buildings or rooms inappropriately used for housing contrary to adopted health and safety codes. Where feasible, the City will encourage rehabilitation and allow reasonable notice and time to correct deficiencies.
Conservation of existing housing stock 1/21/2021 6th Cycle Continuous Code enforcement staff ensure housing units are maintained in accordance with applicable building codes. The City established a procedure to implement AB 2533 to legalize unpermitted ADUs in accordance with State law to conserve existing housing stock to satisfy the expected outcome.
Other None.
H.1-1: The City will monitor the list of all dwellings in Arroyo Grande that are subsidized by government funding or low-income housing developed through local regulations or incentives. The list will include, at least, the number of units, the type of government program, and the date on which the units are at risk to convert to market-rate dwellings. No units have been identified as at risk of converting to market rate within 10 years of the beginning of the sixthround Housing Element planning period.
Preservation of existing affordable units 1/21/2021 6th Cycle Continuous City staff maintains a list of affordable housing units, applicable deed restrictions, and monitors compliance with occupancy and resale agreements for the subject properties. It also provides assistance when refinancing or transfers of these properties is requested to satisfy the expected outcome of preserving existing affordable housing units.
Other None.
Item 9.f.
MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Director of Public Works BY: Andrew Perez, Planning Manager
SUBJECT: Community Service Grant Program Allocations for Fiscal Year 2025- 26 DATE: March 24, 2026
RECOMMENDATION:
1) Adopt a Resolution approving the Arroyo Grande Community Service Grant Program (CSGP) projects for Fiscal Year 2025-26; and
2) Find that adopting the Resolution is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.) Further, adoption of the Resolution is not a project pursuant to State CEQA Guidelines, § 15378(b)(5) as an organizational or administrative activity of government that has no anticipated direct or indirect physical environmental impacts.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
A total of $75,000 is budgeted for the FY 2025-26 CSGP. Staff time and resources are expended to process the applications and facilitate the CSGP Committee meeting.
BACKGROUND:
In response to federal Community Development Block Grant (CDBG) funding limitations and restrictions, the City established the CSGP in 2014 as a means of providing funding for community service projects separate and apart from the CDBG program. Nonprofit organizations that offer specialized social services, educational, cultural, beautification, and recreational programs and projects benefiting Arroyo Grande residents are eligible to receive funding through the program. The policy relating to the CSGP was adopted by City Council on September 13, 2014, and is provided as Attachment 2.
A press release was published to notify the public that the application period opened on October 27, 2025, and remained open until December 4, 2025. The City also publicized the program on its social media channels, mobile app, and on the City website. TwentyPage 78 of 765 Item 9.f.
City Council
Community Service Grant Program Allocations for Fiscal Year 2025-26 March 24, 2026
four (24) eligible applications were submitted, requesting a total of $177,125. For comparison, eighteen (18) applications requesting a total of $185,368 were submitted for Fiscal Year 2024-25. Applications are reviewed by the CSGP Committee (Committee), which is tasked with developing funding recommendations for the City Council’s consideration and approval. The Committee is comprised of an appointee from each Councilmember. This year, the Committee convened on February 27, 2026, to review the applications and make funding recommendations. The Committee meeting is a public meeting, noticed in accordance with the Brown Act, and provides an opportunity for applicants to address the Committee on behalf of their respective organizations.
ANALYSIS OF ISSUES:
The Committee voted unanimously to present the following funding recommendations for approval by City Council as listed in Table 1 below (recommendations are in the far-right column):
Table 1: CSGP Funding Recommendations
Name of Non-Profit Grant Amount
Requested
Grant Committee
Recommendation
American Legion $ 1,000 $ 500
Arroyo Grande Community Hospital $ 10,000 $ 7,200
Arroyo Grande In Bloom $ 3,000 $ 1,000
Arroyo Grande Valley Little League $ 10,000 $ 2,700
Assistance League $ 4,000 $ 3,500
Big Brothers Big Sisters of SLO $ 8,000 $ 2,000
Boys Girls Club of SLO County $ 5,000 $ 3,000
Center for Child and Adolescent Mental
Health (CCAMH) $ 15,000 $ 5,000
Central Coast Athletics Foundation $ 12,000 $ 4,500
Community Action Partnership of SLO $ 19,750 $ 3,500
Court Appointed Special Advocates of
SLO County (CASA) $ 5,000 $ 5,000
Five Cities Meals on Wheels $ 12,775 $ 6,000
Gen U SLO $ 2,100 $ 1,600
Hospice of SLO County $ 6,000 $ 3,500
LifeLine Pregnancy Center $ 7,000 $ -
People's Self Help Housing $ 15,000 $ 4,500
Positive Ride JAMS $ 10,000 $ 2,000
Scouting America – Los Padres Council $ 1,500 $ 500
Scouting America – Troop 414 $ 1,000 $ 250
Senior Nutrition Program/Meals that
Connect $ 10,000 $ 8,000
Shower the People $ 8,000 $ 6,000
SLO County YMCA $ 3,000 $ 1,750
South County Youth Coalition $ 6,000 $ 2,000
United Cerebral Palsy, SLO County $ 2,000 $ 1,000
FY 2025-26 CSGP Totals $ 177,125 $ 75,000
Item 9.f.
City Council
Community Service Grant Program Allocations for Fiscal Year 2025-26 March 24, 2026
To be eligible to receive funding, the non-profit organizations must directly provide social, educational, cultural, beautification, recreational services, or programs to city residents or businesses. Participation in these services and programs cannot be restricted based upon race, religion, gender, sexual orientation, marital status, national origin, ancestry, disability, medical condition, or age. Further, the grant monies cannot be used specifically in the furtherance of religious activities. The Committee was cognizant of these requirements, and the recommendations identified in Table 1 are consistent with those requirements.
The Committee expressed sincere appreciation for all of the organizations and the services they provide to the community. However, the Committee prioritized funding recommendations for organizations that provide essential, basic needs, such as food, hygiene, and shelter. Consistent with that direction, the largest grants were recommended for the Arroyo Grande Community Hospital ($7,200), Shower the People ($6,000), Five Cities Meals on Wheels ($6,000), and Senior Nutrition Program/Meals that Connect ($8,000). These organizations provide services that directly benefit the unhoused, infirm, and most vulnerable in the community.
The Committee was also supportive of organizations that provide essential support services. Examples of these organizations and programs were those that provide grief counseling (Hospice of SLO County), mental health counseling (Center for Child and Adolescent Mental Health), and programs supporting disadvantaged children (Court Appointed Special Advocates of SLO County and Assistance League). Other screening criteria included whether the funds go directly to products and services for clients (versus administration costs), how many local Arroyo Grande residents would be served by the program, and an organization’s existing funding base and potential revenue sources.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Adopt the proposed Resolution to approve CSGP funding for FY 2025-26, as recommended by the Committee;
2. Modify and approve CSGP funding for FY 2025-26; or
3. Provide other direction to staff.
ADVANTAGES:
The City’s CSGP is a unique funding opportunity for local public service organizations that address unmet needs in the community. Funding from the CSGP allows local nonprofit organizations to provide services that directly benefit residents of Arroyo Grande, with a priority placed on the combination of a demonstrated funding need, social/kids recreational services and the well-being of those in the community who do not have readily available food and shelter. All but one of the organizations that applied are recommended to receive at least partial funding of the requested amount.
Item 9.f.
City Council
Community Service Grant Program Allocations for Fiscal Year 2025-26 March 24, 2026
DISADVANTAGES:
The Committee’s recommendation would not provide funding to one of the applicants, LifeLine Pregnancy Center, because its application did not fully demonstrate the need for funding to carry out the proposed services. Therefore, the Committee preferred to distribute funding to organizations with greater financial constraints, and organizations that offer youth social/recreation services, and/or help those in the community who lack readily available food and shelter
ENVIRONMENTAL REVIEW:
No environmental review is required for this item. Adopting the Resolution approving the CSGP allocations for FY 2025-2026 is not a project subject to CEQA because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.) Further, approval of the Resolution is not a project pursuant to State CEQA Guidelines, § 15378(b)(5) as an organizational or administrative activity of government that has no anticipated direct or indirect physical environmental impacts.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.
ATTACHMENTS:
1. Resolution
2. CSGP Policy
3. FY 2025-26 CSGP Applications
ATTACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE APPROVING ARROYO GRANDE
COMMUNITY SERVICE GRANT PROGRAM PROJECTS FOR
FISCAL YEAR 2025-26
WHEREAS, on September 23, 2014, the City Council approved the Community Service Grant Program (CSGP) process and annually budgets funds to implement the program; and WHEREAS, on October 25, 2022, the City Council established the composition of the CSGP Grant Committee (the "Committee") consisting of one member appointed by each of the Councilmembers; and
WHEREAS, the total funding available for this program in FY 2025-26 is $75,000; and WHEREAS, the City received a total of twenty-four (24) eligible applications requesting a total of $177,125 from the FY 2025-26 CSGP; and
WHEREAS, the Committee convened on February 27, 2026, to develop funding recommendations for City Council’s consideration; and
WHEREAS, non-profit organizations that serve public purposes, offering specialized social services, educational, cultural, beautification, and recreational programs and that benefit Arroyo Grande residents are eligible to receive CSGP funds; and WHEREAS, the Committee recommended awarding funds based upon the CSGP Policy, presented to the City Council on March 24, 2026, and on file with the City Clerk’s Office; and WHEREAS, on March 24, 2026, the City Council considered the recommendations of the Committee and approved funding for certain proposed CSGP projects; and WHEREAS, all legal prerequisites to the adoption of this Resolution have occurred.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande as follows:
1. The recitals set forth herein are true, correct and incorporated herein by reference.
2. Adopting the Resolution is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.) Further, adoption of the Resolution is not a project pursuant to State CEQA Guidelines, § 15378(b)(5) as an organizational or administrative activity of government that has no anticipated
RESOLUTION NO.
PAGE 2
direct or indirect physical environmental impacts.
3. The City Council hereby approves funding for the 2025-26 CSGP as set forth in Exhibit “A" attached hereto and incorporated herein by this reference, subject to all of the rules, requirements, and regulations applicable to the CSGP and its grant recipients.
4. The City Manager or his designee is authorized to take any and all actions necessary or impliedly necessary to effectuate City Council’s approval of the grants for the 2025-26 CSGP projects.
5. If any section, subsection, clause or phrase in this Resolution is for any reason held invalid, the validity of the remainder of this Resolution shall not be affected thereby. The City hereby declares that it would have passed this Resolution and each section, subsection, sentence, clause, or phrase thereof, irrespective of the fact that one or more sections, subsections, sentences, clauses or phrases or the application thereof be held invalid.
6. This Resolution shall be effective upon the date of adoption.
On motion by Council Member_______, seconded by Council Member_______, and by the following roll call vote, to wit:
AYES:
NOES:
ABSENT:
the foregoing Resolution was adopted this 24th day of March, 2026.
RESOLUTION NO.
PAGE 3
____________________________________
CAREN RAY RUSSOM, MAYOR
ATTEST:
____________________________________
JESSICA MATSON, CITY CLERK
AS TO CONTENT:
____________________________________
MATTHEW DOWNING, CITY MANAGER
APPROVED AS TO FORM:
____________________________________
ISAAC ROSEN, CITY ATTORNEY
RESOLUTION NO.
PAGE 4
EXHIBIT ‘A’
Name of Non-Profit Grant Amount
Requested
Grant Committee
Recommendation
American Legion $ 1,000 $ 500
Arroyo Grande Community Hospital $ 10,000 $ 7,200
Arroyo Grande In Bloom $ 3,000 $ 1,000
Arroyo Grande Valley Little League $ 10,000 $ 2,700
Assistance League $ 4,000 $ 3,500
Big Brothers Big Sisters of SLO $ 8,000 $ 2,000
Boys Girls Club of SLO County $ 5,000 $ 3,000
Center for Child and Adolescent Mental
Health (CCAMH) $ 15,000 $ 5,000
Central Coast Athletics Foundation $ 12,000 $ 4,500
Community Action Partnership of SLO $ 19,750 $ 3,500
Court Appointed Special Advocates of
SLO County (CASA) $ 5,000 $ 5,000
Five Cities Meals on Wheels $ 12,775 $ 6,000
Gen U SLO $ 2,100 $ 1,600
Hospice of SLO County $ 6,000 $ 3,500
LifeLine Pregnancy Center $ 7,000 $ -
People's Self Help Housing $ 15,000 $ 4,500
Positive Ride JAMS $ 10,000 $ 2,000
Scouting America – Los Padres Council $ 1,500 $ 500
Scouting America – Troop 414 $ 1,000 $ 250
Senior Nutrition Program/Meals that
Connect $ 10,000 $ 8,000
Shower the People $ 8,000 $ 6,000
SLO County YMCA $ 3,000 $ 1,750
South County Youth Coalition $ 6,000 $ 2,000
United Cerebral Palsy, SLO County $ 2,000 $ 1,000
FY 2025-26 CSGP Totals $ 177,125 $ 75,000
CITY OF ARROYO GRANDE
2015 COMMUNITY SERVICE
GRANT PROGRAM
DESCRIPTION OF PROGRAM:
The City's 2015 Community Service Grant Program is intended to provide monetary grants to eligible community non-profit organizations. The City recognizes the value of such groups, which provide specialized social service, educational, cultural, beautification and recreation programs and projects benefitting its citizens. Grants awarded will be in minimum amounts of not less than $250. Funding is limited for Grant Year 2015.
ELIGIBILITY STANDARDS:
To be eligible to apply for grant monies under the City's 2015 Community Service Grant Program, a community organization must satisfy the following standards: 1) operate as a non-profit 501 c3; 2) serve the Arroyo Grande community; 3) use funds provided to directly provide a social service, educational, cultural, beautification or recreation program or project to Arroyo Grande residents and/or businesses; 4) not restrict participants based upon race, religion, gender, sexual orientation, marital status, national origin, ancestry, disability, medical condition, or age; and 5) not use grant monies for specifically religious activities.
"Directly provide" means that the community non-profit organization conducts the social service(s) or cultural program(s) itself rather than through a separate entity to which it sub-awards grant monies.
APPLICATION PROCESS:
I. Completion of Application Form
All interested non-profit organizations must complete the attached application form, including:
ATTACHMENT 2
Item 8.d. - Page 4
• Name and address of the non-profit organization (applicant is required to list the local branch if it represents a national or statewide organization).
• Description of community services provided.
• Relationship of non-profit organization to the community. • Current membership figures and approximate number of City of Arroyo Grande residents served by the non-profit organization. • Amount offunds requested.
• Proposed project and budget plan for the use of the grant funds. • Proof of 501 (c)(3) status with a copy of the letter from the IRS. • Past two years financial statements including the current year with balance sheets, profiUloss statements and indicating the percentage of revenue that is used for administration, salaries and program costs. (Please denote what salaries are directly related to administration and/or program costs.)
• Applicants are requested to provide information on their annual sources of revenue received.
• Any applicant who received grant funds from the City in the past is to indicate when the funds were received, the amount of funds received and document how the funds were utilized.
• In addition to the original application, please submit 11 additional copies:
double-sided, 3-hole punched and paper clipped.
11. Application Deadline
I
Completed application forms along with supplemental documents must be submitted by 5:00pm, Friday, November 14. 2014 addressed to:
City of Arroyo Grande
Attention: Community Service Grant Committee
300 E. Branch Street
Arroyo Grande, California 93420
Ill. Evaluation of Applications and Selection Process
Following the application deadline, the City Council's appointed Community Service Grant Committee will review and consider proposals from community groups. Applications received from public education institutions will be reviewed by the City's Cultural Recreation Committee. Applicants may be asked to attend a public meeting to address the Committee, answer questions, clarify their use of funds, etc. All proposals will be evaluated to ascertain which non-profit organizations best meet the needs that the City seeks to satisfy. Factors to be considered include, but are not limited to, the following:
Item 8.d. - Page 5
A. The non-profit organization's responsiveness in clearly stating the benefits to be derived by the residents of the City of Arroyo Grande, if grant funds are awarded;
B. The number of City of Arroyo Grande residents by age group served by the non-profit organization; geographic area(s) and total number of clients served by the non-profit organization;
C. The non-profit organization's history of providing community services to the residents of the City of Arroyo Grande; and
D. The non-profit organization's financial need for grant funds to service the City of Arroyo Grande residents.
IV. Award of Funds
Following the Community Service Grant Committee's screening process, the Committee will present its recommendations to the City Council. The City Council will review the Committee's report and consider award of funds to selected non-profit organizations. In all cases, the City Council retains sole and absolute discretion in administering this program, including which applicants will be awarded funds and the total level of funding in each instance.
V. Execution of Agreement
Non-profit organizations selected to receive funds will be required to sign and execute an agreement with the City of Arroyo Grande (see attached sample agreement). NOTE: If award of funds is made, a recipient non-profit organization will be required to expend grant monies prior to the close of the 2015 calendar year.
VI. For more information, contact City Hall at 473-5400.
Item 8.d. - Page 6
ATTACHMENT 3
Arroyo Grande in Bloom (AGIB) Contact Information
P.O. Box 231
Arroyo Grande, CA 93421
(805) 710-4049
Email: @ .org
Website: http://www.arroyograndeinbloom.org/index.shtml Facebook: https://www.facebook.com/groups/aginbloom/
Direct contact:
Bob Lund ( - @ .
Historical Background
AGIB is a non-profit volunteer organization dedicated to the beautification of Arroyo Grande.
The organization was founded by Bob Lund in 2006 after he attended a Central Coast Green House Growers Association event. This event inspired Lund to gather community, City official and monetary support for the eventual founding of Arroyo Grande in Bloom.
The organization plants flowers and trees, performs litter and brush removal, maintains the City’s natural resources and much more. AGIB projects are tailored towards all ages, abilities and talents and the organization encourages all members of the community to get involved. As part of the foundation of the organization AGIB vows to maintain any project that they initiate.
Vision Statement
Arroyo Grande in Bloom envisions the City of Arroyo Grande as having a pedestrian friendly environment for its residents and visitors where horticulture, heritage, art and a clean environment will promote a tangible sense of pride and an enduring community spirit.
Mission Statement
The mission of Arroyo Grande in Bloom is to promote volunteerism in the community to enhance the beautification and cleanliness of the City and to develop and maintain supporting relationships with businesses, civic organizations, municipal government and residents.
Administration
AGIB is comprised of individual residents, city employees, business organizations and civic groups. The following individuals are program coordinators of specific community efforts.
Kendra Paulding is the floral displays program coordinator; Kristen Barneich—urban forestry; Judy and David Hirsch— tidiness; and Bob Lund—overall impression.
Bob Lund provides all administrative coordination. Program coordinators are citizens of Arroyo Grande who volunteer their time working with other organizations on various activities including fund raising and donations for AGIB.
Programs and Services
Projects AGIB is responsible for seek to beautify and improve the appearance the City. In addition to improving the aesthetics of the community, completed projects are entered into an annual national competition called America in Bloom. AGIB competes against similar sized cities for national recognition based upon six categories.
Community programs include planning and maintaining floral displays throughout the city, landscaping and landscape design in public areas, urban forestry programs for city streets, parks and schools, turf and groundcover maintenance, tidiness and trash collections efforts, environmental resources management, local heritage recognition and development, promotion of art in the community and community involvement. Weekly efforts include trash pick up, planting flowers and trees, and weed removal. Weekly projects occur on Saturday mornings and usually run for two to three hours.
The clients of this organization are the members of the Arroyo Grande community. The City’s General Plan features a Parks and Recreation Element. A category in this element requires certain actions on the City’s part for funding and maintenance of parks and recreation facilities.
One implementation measure calls for the establishment of a volunteer program that reduces the cost of maintenance and operation of park facilities. AGIB satisfies this measure and goes much beyond it as well.
This organization has a positive impact on the economy by increasing property values, increasing economic development with a positive impact on local businesses, and increasing tourism with a positive impact on the hospitality industry. Additional impacts include increased levels of civic pride, community involvement, cooperation among residents, organizations, businesses and city government, positive aesthetic impacts, decreased vandalism, and increased cultural exchanges for members of the community and visitors.
The following is a list and description of completed AGIB projects from their website:
City Entry Signs—Entry signs to the City of Arroyo Grande were nondescript prior to the advent of Arroyo Grande in Bloom. The volunteers of Arroyo Grande in Bloom now maintain and beautify three major entry signs to the City.
Fire Resistive Garden – In October of 2009 Arroyo Grande in Bloom received a grant from the San Luis Obispo Fire Safety Council for about $5,000.00 to create a garden that would represent fire resistive plantings as an education for the general public. Work on the project started in October, 2009 and the project was completed in April, 2010.
Regular maintenance of the garden is performed by Arroyo Grande in Bloom volunteers.
All of the landscaping planning was done by Mary Hertel. The slate benches, information sign and garden entry sign were done by Boy Scout volunteers. Many Arroyo Grande service organizations and church members joined in the volunteer effort to complete this project.
Strother Park—Student volunteers from a local college turn out to help Arroyo Grande in Bloom volunteers remove old plantings and install new at a local park entry sign. This
area has been designated as a Certified Monarch Way Station as AGIB planted Milkweed and flowers for the Monarch Butterflies. The entry sign area is replanted as necessary by the AGIB volunteers.
Rancho Grande Park – The entry sign area was designed and planted and is maintained by Arroyo Grande in Bloom volunteers.
Firemen’s Park – The three large planters in Firemen’s Park are maintained by AGIB volunteers. Replanting is done on a regular basis
Car Corral – The Car Corral renovation project was undertaken in October of 2007.
With the assistance of Mormon volunteers, all old fences, dead plants and debris were removed. New plantings were done by AGIB and the whole area is maintained by AGIB.
Heritage Walkway - This area, also known as the Walk of History, was vastly overgrown and in September of 2010 AGIB commenced the removal of the overgrowth.
The removal was completed in late 2010 and the whole area replanted by AGIB.
Brisco Corner Lot – This area clean up commenced in October of 2007. Replanting took place in 2008. A new retaining wall was installed in February of 2011. This beautiful little park is maintained by AGIB.
St. Patrick’s Cemetery – The area surrounding the cemetery is city property. In April of 2010 a contractor volunteered to remove large Cedar stumps that were hauled away by the City staff. In 2013, this area was planted with Olive trees and succulents. Much bark was spread on the grounds to limit the growth of weeds.
Ash Street Retention Basin—Volunteers do a semi-annual clean up of the plantings along the Ash Street Retention Basin. This area was planted by Arroyo Grande in Bloom in October of 2010. Prior to that, the old fence was located at the sidewalk. The city was able to procure grant money to buy and install a new fence back from the sidewalk and Arroyo Grande in Bloom volunteers created a landscape plan of low maintenance, drought tolerant plants which they maintain on a regular basis.
City corner of Grand Ave. and Courtland St.—This long neglected strip of property had the old plants removed, a new watering system installed, new plants planted and bark spread by eight volunteers in four hours. What was blight is now a section of beauty.
Community Gardens—The Arroyo Grande community gardens are located at the Elm Street Park off of Ash Street. In March of 2014 AGIB removed all of the old debris from the gardens. In April Mormon volunteers created the wooden delineation of the plots in the gardens. In May AGIB completed the delineation and spread several truck loads of bark over the walkways in the area. The gardens were open to tenants by June, 2014 and there is now a waiting list for the plots. Arroyo Grande in Bloom continues to work with the city on maintaining the gardens.
Hoosegow Park—In November of 2012 Arroyo Grande in Bloom and staff from the City of Arroyo Grande met to discuss the possibility of the redo of Hoosegow Park in order to make the park more attractive. AGIB contacted a local university department of landscaping design and they agreed to have some of their students create design ideas.
These designs were reviewed by the city and AGIB and the best components were selected to create a new overall design. The Pismo Beach Five Cities Rotary Club members and Arroyo Grande in Bloom volunteers commenced brush and tree removal in January of 2014. The park was completed in April, 2015.
Creek restoration—The Arroyo Grande Creek is a prized natural resource that flows through the city. Arroyo Grande in Bloom takes great pride in keeping it free of trash and in its natural state. Non-native invasive plants are also removed from the creek.
Budget Structure
The Arroyo Grande Village Improvement Association and the City of Arroyo Grande have taken major sponsorship positions in Arroyo Grande in Bloom; however, additional sponsors were needed for the purchase of plants, materials and tools for our projects. The City of Arroyo Grande provides reimbursement for plants and materials AGIB plants on public property.
Additional funds and materials have been donated by the following agencies: Ball Floraplant, Ball Tagawa Growers, BJ Isbell, Burdine Printing, Central Coast Greenhouse Growers Association, Clearwater Color, Greenheart Farms, Heacock Trailers, Howard Mankins, John Deere Landscapes, Men's Club of AG/FiveCities, Michael Zimmerman, Native Sons, Premier Color, Rabobank, Rotary Club of Grover Beach/Five Cities, South County Historical Society and West Covina Wholesale Nurseries.
The organization’s accounting is handled by Bob Lund. The majority of this revenue is donated by local organizations or raised during community events.
Meeting AGIB Goals
The Vision for the City that AGIB works to provide is a future where pedestrians have a comfortable environment to spend time. Part of this vision includes the ability for residents and visitors of the City to see and feel the pride of the City based on the surrounding horticulture, heritage, art and clean environment.
.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Describe the organization and the community service it provides:
Organization’s Mission Statement:
List Geographic Area(s) Served by the Organization:
Arroyo Grande in Bloom (AGIB) is a California 501 c 3 corporation. AGIB has been providing volunteer services to the City of Arroyo Grande since April of 1997.
Our volunteers get together every Saturday morning from 8 to 10 am to beautify over 20 different sites within the City of Arroyo Grande. Our website is arroyograndeinbloom.org.
Vision Statement
Arroyo Grande in Bloom envisions the City of Arroyo Grande as having a pedestrian friendly environment for its residents and visitors where horticulture, heritage, art and a clean environment will promote a tangible sense of pride and an enduring community spirit.
Mission Statement
The mission of Arroyo Grande in Bloom is to promote volunteerism in the community to enhance the beautification and cleanliness of the City and to develop and maintain supporting relationships with businesses, civic organizations, municipal government and residents.
Branch Street:
17 flower pots (floral plantings changed four times each year) 30 tree wells (these are pruned and cleaned as needed)
6 Bulb outs (Flowers and grasses trimmed and cleaned as needed) Bridge Street:
12 Hanging baskets on the bridge (changed out four times each year) 17 concrete flower pots (changed out and replanted four times each year) 3 raised planter beds in Firemen’s Park
Trash pickup, pruning and weeding is done on a regular basis for:
Car Corral Parking Lot, Brisco Parking Lot, Le Point Parking Lot, Branch St. bulbouts and tree wells, Planters on Branch and Bridge Streets (four plantings a year), Centennial Par, Fireman’s Park,South side of Swinging Bridge
Rotary Bandstand (Includes regular plantings), Hoosegow Park (Includes regular plantings), Fire Resistive Garden (Includes regular plantings), Sinclair Gas Station entry sign area (Includes regular plantings)
Mini Park at El Camino Real and Brisco Road, West side of El Camino Real from Halcyon to Brisco, North side of Halcyon from Bennett Ave. to Halcyon Road, Ash Street from Elm St. to entrance to tennis courts, Strother Park entry sign and medians, Park & Ride on El Camino Real between Halcyon and Bennett, Corner lot by Oak Park Blvd. and West Branch
COMMUNITY SERVICE GRANT APPLICATION 2025-26
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the program or service to be funded by the Community Service Grant and 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)
In 2025 AGIB has spent $1,440.03 on supplies and $1,133.77 on plant materials in maintaining the sites that it beautifies in the City of Arroyo Grande.
Arroyo Gande in Bloom is responsible for the watering of all of the 39 planters and hanging baskets in the Village of Arroyo Grande. This year it was necessary to replace our watereing cart and the cost was $1,294.84. The watering cart is only used for this purpose. The flowers and soil in the pots and planters are replaced four times each year and are a beautiful part of the ambience of the Village. Additional equipment costs were $359.37.
Additionally, the estimated cost of installation of the temporary irrigation system for the new native plants to be planted at the corner of Oak Park Blvd. and West Branch will be about $,1000.00 At the end of the first year when it is determined that the watering system is no longer needed, the irrigation system will be donated to the city.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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:
Meeting AGIB Goals
The Vision for the City that AGIB works to provide is a future where pedestrians have a comfortable environment to spend time. Part of this vision includes the ability for residents and visitors of the City to see and feel the pride of the City based on the surrounding horticulture, heritage, art and clean environment.
All sitiznes of the community
The sites that are maintained by AGIB are prominent throughout the community and available to all residents. Please see attached for more detail.
All citizens of the community
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 Without Arroyo Grande in Bloom there would be little beautification efforts for all of the sites that are maintained since the Arroyo Grande Public Works Department is understaffed and limited by their current budget.
None None
50 We are entering our 20th year of service to the City of Arroyo Grande. We continue to have new volunteers signing up with us on a regular basis. This has continued to ensure that we have a solid base of volunteers to carry out our mission. We have sufficient equipment to satisfy our needs for maintaining the areas that we assume responsibility for in the city. We have a great working relationship with the Arroyo Grande Public Works staff that compliments our beautification efforts.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 the program or service seeks to accomplish? B. In what timeframe will those goals be completed? Demonstrate how the goals will be completed prior to June 30, 2026, the conclusion of program year.
C. What is the evaluation methodology for measuring results? How will results be quantified and observed to demonstrate successful implementation of the program/service? 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.
D. Output should indicate the amount of work that would be performed or services rendered if awarded a grant.
E. 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 beautify and maintain as many public sites in the City of Arroyo Grande as our volunteers and time allow. We currently maintain over 20 sites in the city.
We will need to maintain an adequate number of volunteers and an adequate amount of equipment to meet our objectives. This has not been a problem to date.
Ongoing
The sites are inspected on a weekly basis to determine their need for maintenance or improvement.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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
To maintain an adequate source of funds to ensure our successful operation.
Public grants and fundraisers are our main source of funds for our operations.
Ongoing
Having adequate cash necessary to provide for operations without interruption.
The creation of a California native plant preserve at the corner of Oak Park Blvd. and West Branch Street.
Arroyo Grande in Bloom (AGIB) is working with the City of Arroyo Grande Public Works Department, local members of the California Native Plant Society and members of the California Rare Fruit Growers Association to remove excess tree growth, plant over 150 native plants in the area and graft on six new apple varietals on an existing apple tree in the area.
AGIB volunteers have dug up extensive amounts of river rock deeply imbedded in the area and has removed most all of the excess tree and bush growth in the area. The rock has been removed by Public Works. What remains is to plant the native plants and provide irrigation for them for the first year. Public Works plans to install a "Welcome to Arroyo Glkrande:
sign at the corner of Oak Park Blvd. and West Branch. Additinal brush and tree overgrowth will be removed as necessary by AGIB and Public Works.
April, 2026
The completion of the project will result in a greatly beautified area and will add to the ambience and character of the City of Arroyo Grande. City staff will determine final approval.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Program Service OUTPUTS:
Program Service OUTCOMES:
AGIB will be able to continue to maintain its water program in the Village and the maintenance of the more than 20 areas that are maintained by AGIB The funds provided will allow AGIB to continue its program of beautification of the City of Arroyo Grande.
The quality of our work is reviewed by the Arroyo Grande Public Works Department and must meet their standards of approval, which we always have done.
Without the work voluntarily provide by AGIB the areas we maintain would not be very presentable at all. The residents of Arroyo Grande and the tourists that visit our city are all most impressed with the result of our efforts.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
SECTION D: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:
Proof of 501(c)(3) status with a copy of the letter from the IRS.
II. CERTIFICATION:
I certify on behalf of _________________________________ non-profit organization, that I have read, understand and agree that the aforesaid information is accurate, factual and current. I understand that an award of funds, if granted, will be for the sole use as reflected in this application form. I further certify that as a condition of receiving funds, an agreement with the City of Arroyo Grande, in a form and content provided by the City of Arroyo Grande, will be signed and executed by a duly authorized representative of said non-profit organization.
I am aware of and certify that our non-profit organization will adhere to all City regulations regarding the 2024-25 Community Service Grant Program including, but not limited to, maintaining non-discriminatory policies, practices and intent. I also, on behalf of our nonprofit organization, agree to indemnify, defend, and hold harmless the City of Arroyo Grande relative to any and all liability that may arise as a result of the use of the City of Arroyo Grande Community Service Grant Fund monies.
Date: _______________ Signature: ______________________________ Executive Director or Designee
______________________________
Board of Director or Officer
✔
Arroyo Grande in Bloom, Inc.
Bob Lund
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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:
Arroyo Grande Valley Little League
PO Box 355
Arroyo Grande CA 93420
✔ 2025
$3,000
-
Kevin Bates, President
@ .
- -
Layci Gragnani
@ .
- -
Arroyo Grande Valley Little League
10,000
Layci Gragnani
Arroyo Grande Valley Little League
PO Box 355, Arroyo Grande, CA 93421
(805) 801-4681
@ .
December 3, 2025
City of Arroyo Grande
Community Development Department
Attn: Andrew Perez
[email protected]
My name is Layci Gragnani and I am a board member of the Arroyo Grande Valley Little League Organization. For over 60 years, the Arroyo Grande Valley Little League has been a cornerstone of our community, believing in the transformative power of youth baseball to teach essential life skills. Our league fosters growth, teamwork, and leadership, helping build stronger individuals and communities.
We are deeply committed to serving the families of Arroyo Grande and the Five Cities area, with ongoing outreach efforts to ensure every child has the opportunity to participate, regardless of their financial situation. To help break down barriers, we offer scholarships to families in need, ensuring that no child is limited by financial hardship in their pursuit of growth, teamwork, and fun.
We are seeking $10,000 in funding for our upcoming season to ensure that we provide access to all community members through scholarships, support community volunteers that will serve as coaches and team parents and provide the children a safe environment to practice and play baseball.
Funding for these projects is essential because our organization is committed to providing a positive experience for our players and their families by promoting fair play, confidence, determination, camaraderie, and a lasting love for the game of baseball.
Arroyo Grande Valley Little League aims to create a safe, fun, and inspiring environment where children of all skill levels can learn, grow, and achieve their goals. I would like to thank you for your consideration and for providing organizations like ours, the opportunity to teach impactful life lessons to young members of our community.
Sincerely,
Layci Gragnani
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Describe the organization and the community service it provides:
Organization’s Mission Statement:
List Geographic Area(s) Served by the Organization:
Arroyo Grande Valley Little League (AGVLL) is dedicated to instilling values of good sportsmanship, honesty, loyalty, courage, and respect in our community's youth through instructional baseball. Participating in baseball with AGVLL benefits players in numerous ways. However, without the support of a Community Service Grant, our funding for field safety repairs & scholarships will be limited, which could negatively impact the success of our season.
Arroyo Grande Valley Little League believes in the power of youth baseball to teach youth to teach life lessons that build stronger individuals and communities.
Arroyo Grande and the surrounding five cities area.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the program or service to be funded by the Community Service Grant and 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)
Arroyo Grande Valley Little League (AGVLL) is dedicated to instilling values of good sportsmanship, honesty, loyalty, courage, and respect in our community's youth through instructional baseball. Participating in baseball with AGVLL benefits players in numerous ways.
However, without the support of a Community Service Grant, our funding for field safety repairs & scholarships will be limited, which could negatively impact the success of our season and Arroyo Grande community involvement.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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:
Arroyo Grande Valley Little League (AGVLL) aims to create a safe, fun, and inspiring environment where children of all skill levels can learn, grow, and achieve their goals. By developing these skills, we instill confidence and foster well-rounded community members among our youth, who will become the leaders of our community in the future. We supply our coaches with all the necessary equipment for the season to ensure they can confidently and effectively lead their teams during the baseball season. 280
Registration for the Arroyo Grande Valley Little League is open to all residents in the Arroyo Grande and five cities area.
275
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 Little League (AGVLL) is the only officially sanctioned Little League organization serving the Arroyo Grande Valley and the entire five cities area. While there are other baseball opportunities available locally, our affiliation with Local District 65 Little League and Little League International strengthens our organization. AGVLL is also 100% volunteer based.
Since 1961, AGVLL has been a vital part of the community, providing baseball opportunities for children of all ages. We equip our coaches with the necessary materials each season and collaborate with local facilities to ensure that practice and game venues are safe for everyone involved.
0 0
350
The board of the Arroyo Grande Valley Little League consists of 20 volunteer positions. During the 2025 season, we had over 40 coaches, 68 assistant coaches, and 40 team parents, along with many grandparents, former AGVLL players, and community members who generously volunteered to enhance the experience for the children.
Our dedicated volunteers have worked hard to build relationships with the Arroyo Grande Public Works Department, which maintains the Soto Sports Complex. Occasionally, major renovations are necessary to address safety concerns, repair weather-related damage, and fix issues resulting from other nonprofit and for-profit sports organizations using the same shared space.
We have a committed community of members that we can quickly reach out to for support in tasks such as cleaning up fields, painting, hanging sponsorship posters, or any other job that helps the season run smoothly. Our amazing volunteers bring a diverse range of skills, including technology, construction, and landscape maintenance.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 the program or service seeks to accomplish? B. In what timeframe will those goals be completed? Demonstrate how the goals will be completed prior to June 30, 2026, the conclusion of program year.
C. What is the evaluation methodology for measuring results? How will results be quantified and observed to demonstrate successful implementation of the program/service? 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.
D. Output should indicate the amount of work that would be performed or services rendered if awarded a grant.
E. 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
Baseball field safety enhancements to ensure a safe season Field drainage improvements to baseball fields for safety enhancements to ensure a safe season.
At the beginning of each season, we get a large amount of rain and the drainage of some fields are worse than others. To keep the fields operational throughout the season, we have to add Turface Quick Dry to the fields so the kids can play and practice games. Each season we use at least one pallet of field chalk to line the fields for games & scrimmages for safety.
Would be prior to opening day, February 28, 2026
Before and after evaluation of hazard areas. Soil analysis will be conducted to determine proper steps for more efficient drainage. This could lead to costly construction in order to ensure the facility remains a safe and long-term investment. This will increase safety for AGVLL players and volunteers.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Objective # 2
Program/Service Objectives
Major Tasks to Complete To Achieve Associated Goal
Timeline
Evaluation Methodology
Objective # 3
Program/Service Objectives
Major Tasks to Complete To Achieve Associated Goal
Timeline
Evaluation Methodology
Increase scholarship program to provide more access to AGVLL within the community Every year, we offer confidential scholarships to any family that requests one, ensuring that all children can participate regardless of financial circumstances. We do not require additional volunteer hours or any extra obligations to receive a scholarship. Our goal is to encourage outreach and support participation in the scholarship program for the children of 48 scholarships have been given out to date with a goal of 30 families each season benefiting from the scholarships. 26 scholarships were awarded in the 2025 season.
Scholarships are valued at $175 each.
Scholarships are awarded prior to the close of registration (January 2026) Request are reviewed and scholarships are awarded to families through registration data. It is not publicly announced who will be receiving a scholarship, so we are sensitive to the families privacy.
Cover cost of volunteer fingerprinting requirements
California State Law AB 506 requires all regular volunteers in California must have a onetime background check (Live Scan) through the California Department of Justice to exclude individuals with a history of child abuse.
We expect to have over 150 new volunteers this season, with the vast majority residing in Arroyo Grande. AGVLL does fingerprinting for all league volunteers to promote safety within the league for our youth and community members. Those that do not pass the fingerprinting process, are not allowed to volunteer in the interest of league safety.
The majority of Live Scan Fingerprinting to be completed prior to opening day, February 28, 2026 Receipts to be provided indicating number of volunteers that completed the live scan fingerprinting.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Program Service OUTPUTS:
Program Service OUTCOMES:
Our goal is to provide a safe and enjoyable field area for children in Arroyo Grande to practice, play, and develop a love for baseball. This initiative not only benefits players in Arroyo Grande Valley Little League (AGVLL) but also supports the various organizations that use the Soto Sports Complex for both non-profit and for-profit recreational sports, as well as family bonding opportunities during the off-season.
All families in Arroyo Grande and the surrounding five cities will benefit from having a safe environment to enjoy the fields. We anticipate an increase in volunteering among Arroyo Grande residents by reducing the new state-mandated financial barriers that often deter individuals from volunteering. This will ensure a supportive and secure season of baseball. Additionally, we aim to boost registrations for Arroyo Grande residents and nearby areas by offering financial assistance and scholarships to players from all economic backgrounds.
Volunteering is an amazing way to give back to the community, and by encouraging and making it easier for volunteers to get cleared, it ensures a safe and welcoming environment for kids to grow the love of the game of baseball. We are excited to see how many past Arroyo Grande Valley Little League (AGVLL) players will come to help volunteer throughout the season, as a way to give back to their communities.
By improving the field condition, not only does the current year of AGVLL players see a benefit, but all recreational sports teams will benefit from the improved safety and overall appearance of the area will be increased, encouraging more interactions with the entire Soto Sports Complex by other local organizations.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
SECTION D: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:
Proof of 501(c)(3) status with a copy of the letter from the IRS.
II. CERTIFICATION:
I certify on behalf of _________________________________ non-profit organization, that I have read, understand and agree that the aforesaid information is accurate, factual and current. I understand that an award of funds, if granted, will be for the sole use as reflected in this application form. I further certify that as a condition of receiving funds, an agreement with the City of Arroyo Grande, in a form and content provided by the City of Arroyo Grande, will be signed and executed by a duly authorized representative of said non-profit organization.
I am aware of and certify that our non-profit organization will adhere to all City regulations regarding the 2024-25 Community Service Grant Program including, but not limited to, maintaining non-discriminatory policies, practices and intent. I also, on behalf of our nonprofit organization, agree to indemnify, defend, and hold harmless the City of Arroyo Grande relative to any and all liability that may arise as a result of the use of the City of Arroyo Grande Community Service Grant Fund monies.
Date: _______________ Signature: ______________________________ Executive Director or Designee
______________________________
Board of Director or Officer
✔
Arroyo Grande Valley Little League
12-1-25
Layci Gragnani
Kevin Bates, Presiden
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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:
Big Brothers Big Sisters of San Luis Obispo County
PO Box 12644
San Luis Obispo CA 93406
142 Cross St, Suite 140
San Luis Obispo CA 93401
✔ 2023, 2024
$6,000; $5,000.
-
Stacy Salame
@ .
( -
N/A
@ .
( -
Bigs in Blue Leadership Academy
8,000
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Describe the organization and the community service it provides:
Organization’s Mission Statement:
List Geographic Area(s) Served by the Organization:
Big Brothers Big Sisters of San Luis Obispo County (BBBS SLO) has been supporting the children of SLO County with life-changing one-to-one-mentoring services for 30 years. Our mentoring programs match vulnerable youth (or “Littles”) with a trained & caring mentor (a “Big”) to build bonds that measurably benefit youth’s mental, emotional, & academic health & reduces their likelihood of engaging in harmful behaviors, both now & later in life. In our 30-year history, these programs have changed the lives of 7,500+ Littles, their 7,500+ Bigs, & 7,500+ family members who live & work in our county.
We serve our region’s most vulnerable youth. Our current Littles are children of farmworkers, youth of color, & youth in poverty. Over 90% have experienced Adverse Childhood Experiences (ACEs) including abuse, neglect, poverty, household violence, substance misuse, & poor mental health. 70% are BIPOC (Black, Indigenous, People of Color), although only 33% of people countywide are non-white. 79% live in low-income households, although the county poverty rate is just 14%. Nearly half (49%) are growing up without the benefits of a two-parent, two-income home.
Our mentoring programs create a safe environment for these impacted children to build resiliency, access resources to thrive, & grow beyond their circumstances.
The mission of Big Brothers Big Sisters of San Luis Obispo County (BBBS SLO) is to create & support one-to-one mentoring relationships that ignite the power & promise of youth. Our vision is that all youth achieve their full potential.
BBBS SLO welcomes enrollment from across San Luis Obispo County & are always innovating to reach more youth—for instance, we celebrated the seasonal launch of our school based programs across the county this fall! Our service regions will shift as we open new matches, but currently, our service areas include Central County, North County, North Coast, & South County.
Currently around 30 of our youth come from South County, which includes Arroyo Grande. We remain committed to increasing our reach across all regions of San Luis Obispo County & ensuring equitable access to our programs for every resident, regardless of location.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the program or service to be funded by the Community Service Grant and 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)
BBBS SLO is approaching the City of Arroyo Grande to request funding for a new partnership in our mentoring program that will diversify the community groups involved in protecting & supporting our youth. The “Bigs in Blue Leadership Academy” is a collaborative mentorship & education series between the Arroyo Grande Police Department (AGPD) & BBBS SLO.
Modeled after the Sheriff's Citizen Academy offered by the County, our initiative will offer older Littles (youth in grades 5-12) from Arroyo Grande the chance to explore public service, leadership, & community connection through interactive sessions led by AGPD law enforcement & community leaders. Participants will gain hands-on exposure to civic roles, build leadership skills, & strengthen their relationships with mentors & local agencies.
Participating officer “Bigs” will either be non-police AG community members pre-matched through BBBS SLO, or be active law enforcement officers selected by AGPD. AGPD has agreed to sign an attestation form confirming that each officer has been determined suitable to participate & will vouch for their background clearance. If any officer chooses to continue mentoring through our community-based program, they will be required to complete the full BBBS SLO vetting process, including background checks & extensive safety training.
Our schedule of proposed activities is developed in conjunction with the Police Department & will be timed to align with shift rotations to best accommodate our volunteers’ work schedules. We anticipate holding two project phases per year: a winter phase from January to April, & a spring/summer phase from May to August. We will not use funds from Arroyo Grande after June
30. Each phase will pair 10-12 Littles of middle & high school age with trained, screened, & professionally supported Bigs, emphasizing AGPD Bigs, for monthly group sessions on AGPD topics. These sessions will be overseen by BBBS SLO staff & will take place either as one extended Saturday seminar or split over two weekday evenings for the duration of each session.
Jointly designed & implemented by AGPD & BBBS SLO, session topics will include community policing, guided introductions to emergency gear & vehicles, forensic science projects, career fairs, & team-building games.
To advertise the Bigs in Blue Leadership Academy, BBBS staff have initiated outreach by sharing session information with existing Bigs, parents, & guardians via email. Program staff will further recruit Littles & their Bigs in Arroyo Grande during regularly scheduled match support calls. Additionally, this opportunity will be highlighted in our weekly Big Little Broadcast—a newsletter featuring events & resources for matches, including upcoming activities, ongoing engagement opportunities, & free community events across the county designed to help Bigs & Littles create meaningful memories together.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 goal of our program is to create a safe, empowering space where Littles can envision their future, explore career paths, & develop a deeper sense of belonging in their community. In the process, we will foster familiarity, trust, & safety between youth & local law enforcement, which will:
(1) Expose Littles to potential career paths in law enforcement & other community-serving agencies;
(2) Diversify our community partnerships to encourage more male mentors to become volunteers via this connection with AGPD; &
(3) Provide meaningful opportunities for civic engagement & leadership development for program participants.
In the process, our program will also further goals achieved in traditional BBBS SLO mentoring.
In past years, we have seen our youth show growth in emotional regulation (90%), goal-setting & pursuit of skills (90%), household trust & connectedness (93%), & positive decreases in truancy (77%) & depressive symptoms (77%) after a year in the program. We collect these statistics via surveys every year & anticipate similar growth among enrolled youth in 2026. 55+
We will serve 10-12 Arroyo Grande-based Littles & their 10-12 matched Bigs in each phase of the program: or 48 AG residents in total over the course of the year. Counting staff & AGPD leaders who will be involved in planning & implementing the initiative, that comes to approximately 55 AG residents reached total in its first year. We anticipate growing enrollment in the years after launch as our initiative builds in capacity & quality. 55
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 Our initiative was inspired by local need for male mentors, considering our high waitlist of male youth wishing to enroll with BBBS SLO as Littles; & a desire to preemptively build stronger positive relationships between vulnerable families & law enforcement agencies as a way to negate the systemic trends of harm & distrust that can hurt both parties. These needs were identified through staff observation of participants in our programming, which is our most reliable indicator of needs among the populations we serve.
BBBS SLO has been navigating a shortage of male volunteers for our life-changing work for some years. Whether due to stigma or lack of awareness, it is harder to engage men in our work:
a trend we see reflected by other BBBS affiliates across the U.S. The result is that we are unable to enroll young boys who critically need our help. This program will move us towards filling this need by formally enlisting the collaboration of AGPD, a group who is already a general supporter of BBBS SLO, & who has a strong reach & respect among the male populace of Arroyo Grande. 71 At least 28
BBBS SLO is highly qualified to carry out the proposed activities based on our track record of successfully carrying out mentoring programs. For 30 years we’ve been carrying out mentoring activities that measurably benefit the families of Arroyo Grande & beyond, reaching over 22,500 lives between youth, mentors, & family members alike. Although our Littles are typically in our program for just one to five years, our work leads to a lifetime of success. Professional surveys of youth in the program report improvements in emotional regulation (90%), goal-setting & pursuit of skills (90%), household trust & connectedness (93%), & positive decreases in truancy (77%) & depressive symptoms (77%) after just one year of mentoring. Separate national studies released in 2025 by Arnold Ventures & Harvard show that years after graduating mentoring, prior Littles are 42% less likely to misuse substances, 30% less likely to engage in violence, experience a 15% boost in earnings, are 20% more likely to attend college, & have better mental/emotional health than non-mentored peers. A gift from Arroyo Grande is a gift that lasts a lifetime; & the testament of a partnership like AGPD speaks to the strong positive track record BBBS SLO has in our community at large.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 the program or service seeks to accomplish? B. In what timeframe will those goals be completed? Demonstrate how the goals will be completed prior to June 30, 2026, the conclusion of program year.
C. What is the evaluation methodology for measuring results? How will results be quantified and observed to demonstrate successful implementation of the program/service? 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.
D. Output should indicate the amount of work that would be performed or services rendered if awarded a grant.
E. 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
Foster familiarity, trust, & safety between AG youth & local law enforcement.
We will foster familiarity, trust, & safety between AG youth & local law enforcement officers by enrolling AGPD officers as Bigs to AG Littles for seasonal mentoring activities at AGPD locations, guided & informed by BBBS SLO staff. Matched pairs will utilize BBBS SLO's mentoring curriculum to create safe, positive, & effective relationships while learning the basics of law enforcement.
To achieve this objective, we will:
(1) Enroll AG youth from vulnerable households in grades 5-12 as BBBS SLO Littles; (2) Match 10-15 AGPD officers as “Bigs” to those Littles; (3) Plan & host initial meetups between Bigs & Littles with the supervision & guidance of BBBS SLO staff; (4) Conduct monthly interactive sessions with AGPD, community leaders, & BBBS SLO staff that cover different law enforcement topics;
(5) Host ongoing check-ins with individual Bigs & Littles to offer individualized match support for each pair/meet needs as arise; & (6) Review feedback from each training session & make qualitative updates as needed. 2 phases: January-April, & May-August. All grant-funded work will conclude by 6/30. After participating here, yo Though this initiative is new to BBBS, we will use methods from our year-round mentoring programs to evaluate & improve the work described to AG. We will first measure our success by our ability to achieve quantitative outcomes: i.e. enrolling 10-12 youth per phase, holding 2 seasonal phases, & offering monthly interactive sessions during each phase. We also have tools to assess our impact on a deeper level. As part of a nation-wide federation, BBBS SLO can measure data at both local & national levels, which maximizes our resources, impact, & efficiency. To assess success beyond simple statistics, we will conduct local surveys of the AGPD Bigs & Littles enrolled in our program. Our surveys traditionally measure social-emotional & educational growth in youths’ lives after joining the program: but since this specific initiative is rooted in relationship with law enforcement, we will add an extra element that asks youth to describe how the program has changed their perceptions around law enforcement personnel & encounters.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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
Strengthen tools for AG youth to succeed in school, life, & community.
BBBS SLO staff will help influence training sessions so that each seminar moves youth towards our youth development goals. We use a nationally-developed curriculum to move each matched pair towards healthy growth. Our objectives here match the record of success upheld in our annual surveys: we expect to see over 80% of youth report measurable improvements in school, life, & social-emotional health; & a decrease in risky behavior after participating in AGPD mentoring.
To achieve this objective, we will:
(1) Enroll AG youth from vulnerable households in grades 5-12 as BBBS SLO Littles; (2) Match 10-15 AGPD officers as “Bigs” to those Littles; (3) Plan & host initial meetups between Bigs & Littles with the supervision & guidance of BBBS SLO staff; (4) Conduct monthly interactive sessions with AGPD, community leaders, & BBBS SLO staff that cover different law enforcement topics;
(5) Host ongoing check-ins with individual Bigs & Littles to offer individualized match support for each pair/meet needs as arise; & (6) Review feedback from each training session & make qualitative updates as needed. 2 phases: January-April, & May-August. All grant-funded work will conclude by 6/30 As mentioned above, we will offer surveys that unite traditional BBBS SLO program objectives with a law-enforcement focus of this program. Our traditional surveys measure the amount youth improve or maintain their (1) sense of connection with parents, peers, & community; (2) self-reported grades & school attendance; & (3) self-reported risky behaviors, after becoming involved in the program. These outcomes guide strategy, programming, training topics, & wraparound service needs for individuals in the program. Based on past results, after one year in the program we expect to see over 80% of youth report measurable improvements in school, life, & social-emotional health; & a decrease in risky behavior.
Increase the awareness & participation of AG men in BBBS SLO’s work.
BBBS SLO is facing a shortage of male mentors to pair with male youth Littles, & as such have many boys waiting for services who cannot yet be helped. This initiative will support our goal to increase our participation among men by collaborating with AGPD, a group which has a high number of male role models, to source our mentors.
In addition to our direct partnership with AGPD to support this goal, we will intentionally increase our outreach to male-oriented businesses & organizations in AG to appeal to men from other sectors of the community. Community Bigs are invited to participate, & police will be Bigs to youth on BBBS SLO’s waitlist who align with them on goals, personality, & background as possible.
2 phases: January-April, & May-August. All grant-funded work will conclude by 6/30.
We will use data compiled by our program team from enrollment demographics & monthly check-ins to calculate our success in reaching men as mentors in this initiative.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Program Service OUTPUTS:
Program Service OUTCOMES:
We will:
(1) Conduct intake for 10-12 Littles in Arroyo Grande;
(2) Conduct intake for 10-12 Bigs from AGPD; &
(3) Host 2 phases of monthly interactive AGPD sessions for 4 months per phase.
We will also expend countless more hours in match support services to ensure the health & wellbeing of each matched pair, & in evaluation & planning for each interactive session.
Our program will:
(1) Foster familiarity, trust, & safety between youth & local law enforcement; (2) Expose Littles to potential career paths in law enforcement & other community-serving agencies; (3) Diversify our community partnerships to encourage more male mentors to become volunteers via this connection with AGPD; &
(4) Provide meaningful opportunities for civic engagement & leadership development for program participants.
Achieving these outcomes will sustainably strengthen the Arroyo Grande community across many sectors. Since BBBS SLO intentionally enrolls our region’s most vulnerable children—those in low-income, high-need households—their participation in Bigs in Blue will connect them in a positive way with law enforcement while instilling tools for social-emotional & academic success. These assets will decrease the likelihood of them being incarcerated or having negative run-ins with the law as they grow. The initiative will also benefit police members who participate as Bigs by causing them to consider their work through the lens of the community, & act with added empathy & perception in their day to day tasks.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
SECTION D: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:
Proof of 501(c)(3) status with a copy of the letter from the IRS.
II. CERTIFICATION:
I certify on behalf of _________________________________ non-profit organization, that I have read, understand and agree that the aforesaid information is accurate, factual and current. I understand that an award of funds, if granted, will be for the sole use as reflected in this application form. I further certify that as a condition of receiving funds, an agreement with the City of Arroyo Grande, in a form and content provided by the City of Arroyo Grande, will be signed and executed by a duly authorized representative of said non-profit organization.
I am aware of and certify that our non-profit organization will adhere to all City regulations regarding the 2024-25 Community Service Grant Program including, but not limited to, maintaining non-discriminatory policies, practices and intent. I also, on behalf of our nonprofit organization, agree to indemnify, defend, and hold harmless the City of Arroyo Grande relative to any and all liability that may arise as a result of the use of the City of Arroyo Grande Community Service Grant Fund monies.
Date: _______________ Signature: ______________________________ Executive Director or Designee
______________________________
Board of Director or Officer
✔
Big Brothers Big Sisters of San Luis Obispo County
12/4/25
Amity Faes
Stacy Salame
'C82?:K2E:@?
86?4J &2>6
%2:=:?8 55C6DD
:EJ *E2E6 0:A
(9JD:42= 55C6DD
:EJ *E2E6 0:A
F?5 >@F?E )6BF6DE65
(C6G:@FD F?5D )646:G65 Ƒ /6D Ƒ &@ #7 /6D /62C )646:G65 >@F?E )646:G65
+2I #
&F>36C
I64FE:G6
:C64E@C
>2:= 55C6DD
(9@?6 &F>36C
!C2?E (C@8C2>
@?E24E
>2:= 55C6DD
(9@?6 &F>36C
(C@8C2> @C *6CG:46 +:E=6
Center for Child and Adolescent Mental Health (CCAMH)
3231 South Higuera Street
San Luis Obispo CA 93401
3231 South Higuera Street
San Luis Obispo CA 93401
✔ 2024/2025
8,000
-
Dr. Ramona Friedman
@ .
- -
Caroline Swanson
@ .
- -
Increased Access to Mental Health Care
15,000
.<,;2+. =1. 8;0*72C*=287 *7- =1. ,866>72=B <.;?2,. 2= 9;8?2-.< ;0*72C*=287D<
2<<287 #=*=.6.7=
2<= .80;*912, ;.*< #.;?.- +B =1. ;0*72C*=287
In 2022, after 13 years treating youth in San Luis Obispo County, clinical psychologist Dr. Ramona Friedman, like other child and adolescent therapists, was overwhelmed by the groundswell of desperate parents seeking treatment for suffering children. She reached out to Lori Butterworth, a national award-winning child advocate about the depth and breadth of the burgeoning youth mental health crisis, most especially for underserved, marginalized children.
They joined forces to do something direct and immediately impactful about the crisis in access to youth mental health care in San Luis Obispo County.
CCAMH have built an evidence-based, comprehensive program design which includes three "Centers" of Care which include:
The Treatment Center: The CCAMH Treatment Center opened in November 2023, and is now located next to Bravo Pediatrics in San Luis Obispo. Since November 2023, we have significantly expanded youth mental health support in the community. In the past month alone, we provided 181 hours of youth mental health services. As of the fall of 2025, we have 5 trainee clinicians on our team and one supervisor, 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, which offers middle and high school students a platform to influence strategies addressing the youth mental health crisis. Youth from Arroyo Grande collaborate with other high schools to conduct peer-to-peer surveys, aggregating the perspectives of hundreds of teens. This involvement of youth provides them with an active role in promoting mental health while supporting their peers, and making a meaningful impact on their community.
The Parent Center: The CCAMH Parent Center provides evidence-based parenting information, training, and support, monthly Parent Drop-In sessions where parents can ask questions to a youth mental health experts, and 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.
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.
.<,;2+. =1. 9;80;*6 8; <.;?2,. =8 +. />7-.- +B =1. 866>72=B #.;?2,. ;*7= *7- 18@ =1. 9;80;*6 <.;?2,. ,;.*=.< * >72:>. 98<2=2?. *7- ?*5>*+5. 269*,= 87 =1. ,866>72=B *7- 8>=;.*,1 .//8;=< =8 9>+52,2C. =12< 9;80;*6
==*,1 >9 =8 87. *--2=287*5 9*0. =8=*5 2/ 7.,.<<*;B
The Center for Child and Adolescent Mental Health (CCAMH) respectfully requests $15,000 in grant funding to bridge the gap between access to mental health care for children and teens in Arroyo Grande. Our proposed outcomes utilize a three-pronged strategy:
1) The Youth Advisory Board (YAB), an education and prevention program designed to raise the voices of youth and ignite their advocacy in discovering mental health solutions that impact the wellbeing of all children and youth;
2) The Treatment Center, providing affordable, evidence-based mental health treatment to children, teens, young adults, and their families; and
3) Free bi-monthly support groups for parents, adolescents, and dads.
.<,;2+. =1. 08*5< 8/ =1. 9;80;*6 9;83.,=
8@ 2< =1. 9;80;*6 8; <.;?2,. +.7./2,2*5 =8 ;;8B8 ;*7-. ;.<2-.7=< &F>36C @7 ! )6D:56?ED *6CG65 3J E9:D (C@8C2> +9:D /62C DE:>2E65 &F>36C @7 ! )6D:56?ED *6CG65 3J E9:D (C@8C2> &6IE /62C A95*27 8@ =1. >6+.; 8/ ".<2-.7=< #.;?.- +B =1. !;80;*6 2< .=.;627.- 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. 437
In the last two years, CCAMH served 364 Arroyo Grande residents with youth mental health struggles. This includes 143 youth and 221 parents, other family members, and guardians. As CCAMH grows, we have been able to expand our services. In turn means 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.
Based on our current growth trajectory and the expansion of our internal capacities, we anticipate at least a 20% increase in the number of AG youth and families served by CCAMH. This means that by the end of the grant period, CCAMH more AG residents 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.
364
8@ 2< =1. 58,*5 7..- /8; =12< 9;80;*6 8; <.;?2,. -.=.;627.- &F>36C @7 F== +:>6 *E277 &F>36C @7 (2CE +:>6 *E277
&F>36C @7 -@=F?E66CD
.<,;2+. B8>; 8;0*72C*=287D< *+252=B =8 <>,,.<</>55B ,*;;B 8>= =1. 9;898<.- *,=2?2=2.< Similar to other communities across the country, youth in Arroyo Grande are facing unprecedented challenges with their mental health. The heartbreaking truth is that we have yet to uncover the emotional and psychosocial impact that COVID-related fear and isolation have had on our children. In fact, in 2020, when COVID threatened the lives of older adults and those with complex medical conditions, children and teens sacrificed their own freedom to protect the COVID vulnerable. They paid a heavy price to protect others: missing school, their friends, and the essential elements of human connection necessary for their own healthy development. Today, this has presented itself as missed milestones for our youth.
The American Academy of Pediatrics, the American Academy of Child and Adolescent Psychiatry, and the Children’s Hospital Association have all declared a National State of Emergency in Children’s Mental Health. This declaration was followed by the US Surgeon General, Dr. Vivek Murthy’s report: Protecting Youth Mental Health, a call to action focused on the mental health crisis faced by our nation’s children, teens, and young adults. “The challenges today’s generation of young people face are unprecedented and uniquely hard to navigate,” Murthy wrote. “And the effect these challenges have had on their mental health is devastating." Sadly, suicide remains the second leading cause of death in teens; 30% of teen girls suffer from anxiety; 14% of teens have had a major depressive episode during the pandemic; and 60% of youth with depression did not receive any treatment. Alarmingly, the average wait time to access care for a youth mental health emergency is 50 days; 7 weeks wait time for a life-threatening crisis.
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 2025 TAG Research Program team found that 89.2% of youth in SLO County reported having mental health challenges with anxiety, and 68.7% reported challenges with depression. 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. Unfortunately, Arroyo Grande is no exception. Our children need the timely solutions proposed by CCAMH. 16 45
Not all youth mental health treatments are equal. Some are backed by scientific evidence, others are not. Therapists who use treatments based on science provide "evidence-based practice" (EBP). If the treatments have scientific evidence supporting the effectiveness, they are called evidence-based treatments (EBTs). EBTs are listed as best practice and preferred approaches for mental health symptom treatment by both the American Psychiatric Association and the American Psychological Association. CCAMH specializes in evidence-based care, led by Dr. Ramona Friedman, a 15-year veteran in delivery treatment that works for children, teens and young adults. Dr. Friedman is supported by a team of experts in non-profit organizational management, finance, and regulation, community engagement, family law, child advocacy, and population-based access expansion to mental health care for youth.
#,89. 8/ '8;4 8; '8;4 !5*7
.96? 4@>A=6E:?8 E9:D H@C<D966E C676C E@ E96 7@==@H:?8 BF6DE:@?D
.92E 2C6 E96 @3;64E:G6D E96 AC@8C2> @C D6CG:46 D66<D E@ 244@>A=:D9
#? H92E E:>67C2>6 H:== E9@D6 8@2=D 36 4@>A=6E65
6>@?DEC2E6 9@H E96 8@2=D H:== 36 4@>A=6E65
AC:@C E@ $F?6
E96 4@?4=FD:@? @7 AC@8C2> J62C
.92E :D E96 6G2=F2E:@? >6E9@5@=@8J 7@C >62DFC:?8 C6DF=ED "@H H:== C6DF=ED 36 BF2?E:7:65 2?5 @3D6CG65 E@ 56>@?DEC2E6 DF446DD7F= :>A=6>6?E2E:@? @7 E96 AC@8C2> D6CG:46 )6DF=ED D9@F=5 36
>62?:?87F= >62DFC23=6 2?5 56>@?DEC2E6 E96 5:776C6?46 E96 AC@A@D65 AC@;64E >2<6D @C :D :?E6?565 E@ >2<6 :? E96 =:G6D @7 E96 A6@A=6 H:E9:? E96 AC@8C2> @C C646:G:?8 E96 D6CG:46
'FEAFE D9@F=5 :?5:42E6 E96 2>@F?E @7 H@C< E92E H@F=5 36 A6C7@C>65 @C D6CG:46D C6?56C65 :7 2H2C565 2 8C2?E
'FE4@>6D D9@H E96 BF2=:EJ @7 E96 A6C7@C>2?46 2?5 2?DH6C E96 BF6DE:@?D H9@ :D 36EE6C @77 3J AC@G:5:?8 E9:D AC@8C2> @C D6CG:46 .92E A6C46?E286 @7 C6D:56?ED 2C6 2DD:DE65 @C 2C6 36?67:EE:?8 7C@> E9:D AC@8C2> @C D6CG:46
+3.,=2?.
!;80;*6 #.;?2,. +3.,=2?.<
*38; $*<4< =8 8695.=. $8 ,12.?. <<8,2*=.- 8*5
$26.527.
?*5>*=287
.=18-8580B
Youth Advisory Board (YAB)
To empower and train a team of 15 – 20 diverse youth from Arroyo Grande High School to advocate, share their insights, and attend outreach events for CCAMH.
Adult mentors facilitate a Youth Advisory Board of 10 – 12 AG teens from diverse backgrounds who meet bi-monthly both in person and via Zoom to: 1. Learn and discover solutions to youth mental health issues, both current and emerging.
2. Be trained in scientific research methodologies, equitable survey distribution, data, analysis, discovery, and how to use data to drive change in youth mental health.
3. Conduct their own surveys: qualitative (talk with your peers) and quantitative (survey your peers).
4. Compare, analyze, and synthesize collective and individual data sets by age, gender, race, etc.
5. Evaluate, reflect, and share the strengths and limitations of their findings.
6. Create a Final Report in the style and structure of a scientific journal including limitations and recommendations for future youth-led research and evaluation.
7. Developpublic speaking skills bypresenting their ideas, research, and recommendations via traditional and social media and at public The timeline for this program follows the school year, beginning in October and culm CCAMH adult mentors will keep accurate records of each member's experience being on the board and will use pre- and post- surveys to evaluate the board effectiveness along with the youths' experience.
+3.,=2?.
!;80;*6 #.;?2,. +3.,=2?.<
*38; $*<4< =8 8695.=. $8 ,12.?. <<8,2*=.- 8*5
$26.527.
?*5>*=287
.=18-8580B
+3.,=2?.
!;80;*6 #.;?2,. +3.,=2?.<
*38; $*<4< =8 8695.=. $8 ,12.?. <<8,2*=.- 8*5
$26.527.
?*5>*=287
.=18-8580B
Access to affordable care
To expand access to affordable, high-quality, evidence-based mental health care to a minimum of 75 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 service objectives.
1. Quality, evidence-based clinical training and supervision for a minimum of 5 early/advanced career therapists/interns (including bilingual/bicultural).
2. 200+ hours of quality, evidence-based treatment to 200+ 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.
This program is ongoing, and the objectives are reported for a 12-month period.
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.
Bi-monthly groups - parent group, teen group, and dad group Parent Group Objective: By the end of the reporting period, parents participating in the bi-monthly group will report an increase in confidence in managing their child's emotional and behavioral challenges.
Teen Group Objective: By the end of the reporting period, teens participating in the bi-monthly group will demonstrate a measurable reduction in problem behaviors and will report an improvement in coping skills.
Dad Group Objective: By the end of the reporting period, fathers participating in the bi-monthly group will report that the group material is relevant and helpful and will report an increase in confidence in managing their child's emotional and behavioral challenges.
1. Develop and finalize the curriculum for each of the groups.
2. Assign group facilitators and establish a definitive calendar schedule for all groups. 3.
Develop marketing/referral materials.
4. Administer a satisfaction and perceived helpfulness survey to group participants before group starts and immediately following group completion.
5. Maintain session attendance logs for all groups.
This program is ongoing, and the objectives are reported for a 12-month period.
While maintaining confidentiality:
1. CCAMH will track attendance to each group.
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 care will be tracked and recorded.
!;80;*6 #.;?2,. %$!%$#
!;80;*6 #.;?2,. %$
#
Youth Advisory Board:
1. More than 300 volunteer hours from youth participants.
2. 15 – 20 diverse youth leaders from Arroyo Grande High School will be trained in mental health advocacy and outreach.
3. 15 – 20 youth from throughout the City of Arroyo Grande will participate in addressing the youth mental health challenges faced by themselves and their peers.
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. We have hired two bi-lingual therapists to deliver quality, evidence-based treatment to youth in Arroyo Grande.
Support Groups:
1. Thematic, accessible support groups, both online and in-person will be available to youth and families in Arroyo Grande.
Outcomes Youth Advisory Board:
1. Sense of empowerment knowing they have a voice determining youth mental health research priorities & available treatments.
2. A reduction in the stigma and discrimination associated with mental health struggles for teens.
3. Coping skills, mental health knowledge, and self-help strategies.
4. Knowing when, where, and how to access mental health support.
5. Social-emotional tools to make healthy peer-related choices.
6. Pride in knowing they are the experts in finding solutions to issues that impact their lives.
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.
3. Two newly trained youth mental health therapists will be empowered to provide evidence-based treatments designed to address the specific mental health challenges youth in Arroyo Grande are facing.
Outcomes Support Groups:
1. Participants will gain and practice evidence-based coping skills and self-help strategies specifically tailored to manage their or their child's mental health challenges.
2. Parents will exp. a quantifiable increase in confidence in managing & responding to their child's emotional & behavioral needs.
3. A reduction in feelings of isolation, replaced by a sense of belonging and community through connection with peers/other parents facing similar challenges.
4. Parents/Fathers will gain practical knowledge to make more informed decisions about supporting and accessing appropriate care for their children.
5. Teens and parents will demonstrate positive changes in emotion regulation and will experience improvements in their general well-being.
#%!!
$
%
$$
(C@@7 @7
4 DE2EFD H:E9 2 4@AJ @7 E96 =6EE6C 7C@> E96 #)*
"$
$
# 46CE:7J @? 3692=7 @7 111111111111111111111111111111111 ?@? AC@7:E @C82?:K2E:@?
E92E # 92G6 C625 F?56CDE2?5 2?5 28C66 E92E E96 27@C6D2:5 :?7@C>2E:@? :D 244FC2E6 724EF2= 2?5 4FCC6?E
# F?56CDE2?5 E92E 2? 2H2C5 @7 7F?5D :7 8C2?E65 H:== 36 7@C E96 D@=6 FD6 2D C67=64E65 :? E9:D 2AA=:42E:@? 7@C>
# 7FCE96C 46CE:7J E92E 2D 2 4@?5:E:@? @7 C646:G:?8 7F?5D 2? 28C66>6?E H:E9 E96
:EJ @7 CC@J@ !C2?56 :? 2 7@C> 2?5 4@?E6?E AC@G:565 3J E96 :EJ @7
CC@J@ !C2?56 H:== 36 D:8?65 2?5 6I64FE65 3J 2 5F=J 2FE9@C:K65 C6AC6D6?E2E:G6 @7 D2:5 ?@?
AC@7:E @C82?:K2E:@?
# 2> 2H2C6 @7 2?5 46CE:7J E92E @FC ?@?
AC@7:E @C82?:K2E:@? H:== 2596C6 E@ 2==
:EJ C68F=2E:@?D
C682C5:?8 E96
@>>F?:EJ *6CG:46 !C2?E (C@8C2> :?4=F5:?8 3FE ?@E =:>:E65 E@ >2:?E2:?:?8 ?@?
5:D4C:>:?2E@CJ A@=:4:6D AC24E:46D 2?5 :?E6?E
# 2=D@ @? 3692=7 @7 @FC ?@?
AC@7:E @C82?:K2E:@? 28C66 E@ :?56>?:7J 5676?5 2?5 9@=5 92C>=6DD E96 :EJ @7 CC@J@
!C2?56 C6=2E:G6 E@ 2?J 2?5 2== =:23:=:EJ E92E >2J 2C:D6 2D 2 C6DF=E @7 E96 FD6 @7 E96 :EJ @7
CC@J@ !C2?56
@>>F?:EJ *6CG:46 !C2?E F?5 >@?:6D
2E6 111111111111111 *:8?2EFC6 111111111111111111111111111111 I64FE:G6
:C64E@C @C
6D:8?66
111111111111111111111111111111
@2C5 @7
:C64E@C @C '77:46C
✔
Center for Child and Adolescent Mental H
12-4-25
Dr. Ramona Friedman
Caroline Swanson
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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:
Central Coast Athletics Foundation
210 Alder Street
Arroyo Grande CA 93420
✔ 2025
5,000
-
Jean Drummond Petersen
@ .
Heath Owens
@ .
Central Coast Athletics Foundation
12,000
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Describe the organization and the community service it provides:
Organization’s Mission Statement:
List Geographic Area(s) Served by the Organization:
The Central Coast Athletics Foundation (CCAF) is a 100% volunteer-based nonprofit organization dedicated to fostering a love for athletics, promoting community wellness, and providing opportunities for youth engagement in the Arroyo Grande area.
Our organizations mission is to create accessible, inclusive, and impactful athletic programs that inspire individuals of all ages to lead active, healthy lifestyles. Through various events and initiatives, CCAF aims to build a sense of community, encourage teamwork, and support youth development both on and off the field.
Our nonprofit, established in 2022 and tax-exempt under Section 501(c)(3), is driven by a passionate group of individuals who have experienced firsthand the profound, lifelong benefits of sports. Our core mission is centered around the creation and administration of athletic events, particularly youth track and field, while concurrently managing a competitive young track team.
Through our philanthropic efforts, we bestow grants and scholarships to nurture and elevate the promising talents of the youth in the world of track and field across the Central Coast of California San Luis Obispo County with concentration of efforts in the city of Arroyo Grande.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the program or service to be funded by the Community Service Grant and 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 Central Coast Athletics Foundation (CCAF) is all about inspiring a love for athletics, boosting community wellness, and empowering youth with fun, inclusive, and impactful programs that are free or low cost. With help from the Community Service Grant, CCAF can keep growing and running these great events in Arroyo Grande:
1. Peregrine Youth Track Club: For 140 kids in grades 3–8, this program offers structured track and field training, builds confidence, and promotes teamwork. Now in its second year, it’s doubled in size, showing just how much the community values it.
2. All Comers Track Series: Four summer evenings of track and field fun for everyone—300 participants per event, from age 3 to 99, and over 1,200 attendees total. It’s a welcoming space for all ages and abilities to connect and stay active.
3. Elementary School Championship Track Meet: This annual meet brought together 280 students in grades 1–6 from LMUSD, San Luis Obispo, and Santa Barbara Counties. It’s a chance for young athletes to show off their skills, build school spirit, and celebrate achievements in a supportive setting.
4. CCAF Track Meet Series: A low-cost opportunity for youth to experience track and field in an inclusive and competitive environment. The 3 Spring track meet series served over 300 young athletes providing a safe space to challenge themselves, build skills, and experience the joy of self-discovery and improvement.
5. Elementary & Middle School Cross Country Championship Meet: We hosted over 300 kids from 12 different schools across the San Luis Obispo County to provide a chance to compete for the title of cross country champion.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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:
Goals of the Central Coast Athletics Foundation (CCAF) Programs
1. Promote Health and Wellness
-Encourage active lifestyles for participants of all ages through running, track, and field events. -Provide accessible opportunities for the community to engage in physical activity in a fun, supportive environment.
2. Foster Youth Development
-Develop fundamental athletic skills, teamwork, and sportsmanship in youth athletes through programs like the Peregrine Youth Track Club and Elementary School Championship Track Meet.
-Inspire confidence, discipline, and a lifelong love for athletics.
3. Build Community Engagement
-Create inclusive events that bring together families, schools, and community members, fostering pride and connection within the Arroyo Grande community.
-Increase collaboration with local schools, businesses, and organizations to ensure program sustainability and growth.
4. Ensure Accessibility and Inclusivity
-Keep programs affordable or free to ensure participation is accessible to families of all economic backgrounds. -Offer events that cater to a wide range of ages, abilities, and experience levels, ensuring no one is left behind.
5. Strengthen Local Partnerships
-Collaborate with local schools, the City of Arroyo Grande, and area sponsors to expand outreach and provide meaningful community impact. -Promote volunteerism and local business involvement to support community-based programs.
By achieving these goals, CCAF programs aim to enrich the lives of Arroyo Grande residents, support youth development, and strengthen community wellness through athletics.
3,300
The number of Arroyo Grande residents served by our programs is determined through a combination of participant registration data, event sign-ups, and community outreach efforts. Each program tracks attendance and participant information using the following methods:
1. Event Registration Forms: For events like the All Comers Track Series and Elementary School Championship Track Meet, participants register by providing their names, ages, and home locations. This data allows us to identify the number of Arroyo Grande residents participating.
2. School Partnerships: Programs such as the Peregrine Youth Track Club directly engage students within the Lucia Mar Unified School District (LMUSD), which primarily serves Arroyo Grande residents.
Participation data is gathered in collaboration with PE teachers and school administrators.
3. Surveys and Outreach: For programs like the All Comers Track Series, we collect optional participant feedback, including city of residence. This helps estimate the number of Arroyo Grande residents and identify local engagement trends.
4. Observation and Attendance Estimates: In addition to direct registrations, attendance at community events includes family members, spectators, and volunteers. For example, at the All Comers Track Series, weekly participation numbers are counted on-site, and approximate demographics are assessed based on registration and observation.
Through these methods, CCAF ensures accurate tracking of program reach, demonstrating the impact of our events on Arroyo Grande residents and the broader local community. 2,500
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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
1. Community Feedback and Participation Trends
• CCAF evaluates community interest and need based on participation numbers at events such as the All Comers Track Series, and Peregrine Youth Track Club. The consistent growth in attendance highlights a strong demand for accessible athletic opportunities for youth and families.
2. Lack of Comparable Youth Programs
• Limited access to organized, affordable track and field programs within the Arroyo Grande area underscores the importance of the Peregrine Youth Track Club and Elementary School Championship Track Meet. These programs fill a critical gap in youth athletic development.
3. School and District Engagement
• Collaboration with Lucia Mar Unified School District (LMUSD) provides insights into student needs and interest in physical fitness. Programs like the Elementary Track Meet directly address the schools’ goals of promoting physical education, teamwork, and wellness.
4. Public Demand for Community Events
• The success of events like the AG All Comers Track Series reflects the community’s desire for free or low-cost, family-friendly events that promote active lifestyles and community connection.
5. Local Health and Wellness Initiatives
• CCAF programs align with broader community health goals, addressing concerns about physical inactivity in youth and adults. The City of Arroyo Grande and local schools share the need for programs that encourage regular exercise and healthy habits.
6. Input from Parents and Participants
• Surveys and verbal feedback from families and participants consistently express appreciation for the affordability, inclusivity, and community impact of CCAF programs, demonstrating a clear local need.
By responding to these identified needs, CCAF ensures that its programs provide meaningful and valuable opportunities for Arroyo Grande residents to engage in athletics, promote wellness, and build stronger community connections. 00 25
The CCAF Board of Directors, consisting of seven dedicated, volunteer leaders in the local athletics community, was brought together by a shared passion for running. Originally formed to create the AG All Comers Track Meet series, this team has evolved over four years into the Central Coast Athletics Foundation. Supported by a team of 10 founding members with a common goal of promoting athletics, the team includes former college athletes, several professional athletes, and even two Olympians. Together, we actively contribute to the community, sharing the love and joy of athletics while making a meaningful impact.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 the program or service seeks to accomplish? B. In what timeframe will those goals be completed? Demonstrate how the goals will be completed prior to June 30, 2026, the conclusion of program year.
C. What is the evaluation methodology for measuring results? How will results be quantified and observed to demonstrate successful implementation of the program/service? 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.
D. Output should indicate the amount of work that would be performed or services rendered if awarded a grant.
E. 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
AG All Comers Track Meet Series
AG All Comers Track Meet Series
1. Foster a love for athletics and healthy lifestyles by providing a welcoming, accessible environment for participants of all ages (3 to 99) and skill levels.
2. Encourage family and community engagement through weekly events that promote physical activity, teamwork, and sportsmanship. 3. Increase opportunities for youth and adults to participate in track and field events, bridging the gap in affordable recreational programs in Arroyo Grande.
4. Support community wellness initiatives by offering a program that combats physical inactivity and encourages long-term participation in athletics.
5. Strengthen community connections by providing a consistent summer program that brings together residents, families, and athletes from across the region.
Major Tasks to Achieve the AG All Comers Track Meet Series Goals
1. Program Planning:
-Set up registration systems for online and on-site participation.
2. Community Outreach and Promotion:
-Market through social media, local schools, and community partnerships. -Engage past participants and promote through local businesses and media.
3. Sponsorship and Resource Development:
-Secure sponsorships to cover costs and provide awards, equipment, and merchandise. -Coordinate vendors for event supplies T-shirts and concessions June 2026
To measure program success and outcomes, CCAF will use the following methods:
1. Participation Tracking: Measure the number of athletes and spectators attending each weekly event.
2. Growth Metrics: Compare current participation data to the prior year to determine growth trends.
3. Community Feedback: Use surveys and verbal feedback from participants and families to evaluate satisfaction, identify strengths, and gather suggestions for improvement.
4. Demographic Data: Track age ranges, family participation, and residency to demonstrate the diversity and inclusivity of the program.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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
Peregrines Youth Track Club and CCAF Track Meet Series
1. Provide Access to Track and Field Training and Track Meets: Offer low cost, structured, age-appropriate coaching to youth in grades 3-8 to develop skills in track and field events. 2. Promote Health and Fitness: Encourage an active lifestyle and improve physical fitness, endurance, and overall well-being for participants. 3. Foster Teamwork and Sportsmanship: Teach athletes the value of teamwork, discipline, and positive sportsmanship through training and competition. 4. Develop Athletic Skills and Confidence 5. Grow Community Engagement in Athletics 6. Increase Participation and Program Reach by double. 7. Create Pathways for Competitive Growth: Support athletes in progressing toward competitive opportunities.
1. Program Planning: -Develop a season schedule, including practice dates, locations, and meet participation. Recruit and confirm coaches and volunteers. Set up registration systems for online and on-site participation for the club and track meets
2. Community Outreach and Promotion: -Market through social media, local schools, and community partnerships. -Engage past participants and promote through local businesses and media.
3. Resource Development and Sponsorships: -Secure funding for coaching certifications , uniforms, event entries, and facility use. - Coordinate purchase of equipment and training resources/supplies; -Coordinate Peregrine track meets, event supplies, team merchandise and uniforms; - Secure Coaches and Volunteer staff - provide funds for all coaches to USATF safe sport training certification.
4.Track Meet Event Execution: -Set up equipment, timing systems, insurance and registration for each track meet event. -Ensure smooth operation of 2-3 meets with races and field events open to community including other track clubs in the area.
March- May
Participation Tracking: Record the number of participants from each school and grade level to assess overall event reach and engagement.
-Compare participation numbers to previous years to measure growth and identify trends. -Track attendance of spectators, including family members, teachers, and school staff, to evaluate community support. -Collect feedback from participants, parents, and school staff to assess event organization, efficiency, and overall satisfaction. -Document the number of schools and districts involved to gauge regional interest and inclusivity. -Quantify participation by students new to organized track and field events to measure outreach success. -Use qualitative feedback and post-event observations to identify areas for improvement Elementary School Championship Track Meet
Provide a low cost, fun and competitive platform for 1st-6th grade students to showcase their athletic abilities, encouraging physical activity, skill development, and an early interest in track and field.
2. Foster School Pride and Teamwork: Bring together students from multiple schools, including home schools across the community to compete, collaborate, and build camaraderie while fostering school spirit and a sense of community.
3. Encourage Healthy Lifestyles and Future Athletics Involvement: Inspire students to engage in regular physical activity and consider participation in future track and field programs, laying the foundation for long-term health, wellness, and athletic opportunities.
1. Event Planning and Coordination: -Secure a venue, equipment, and necessary insurance for the event. -Coordinate with schools to invite participants, distribute event details, and confirm student registrations. -Develop a detailed event schedule, assign volunteers, and ensure proper staffing for all event stations.
2. Promotion and Outreach: -Publicize the event through schools, social media, and community channels to maximize participation -Communicate with parents, teachers, and administrators to encourage student involvement and foster school pride. -Partner with local sponsors to provide support, funding meet supplies, awards, t-shirts and concessions..
3. Event Execution: -Set up the event, including track facilities, registration booths, timing systems, and awards stations. -Manage participant check-in, organize heats, and ensure smooth transitions between events. -Host the awards ceremony to celebrate achievements and recognize participants, schools, and sponsors.
May
1. Participation Tracking: -Record the number of participants from each school and grade level to assess overall event engagement. -Compare participation numbers to previous years to measure growth and identify trends. -Track attendance of spectators, including family members, teachers, and school staff, to evaluate community support.
2. Performance Outcomes: -Measure the number of events completed successfully, including heats, field events, and award ceremonies. -Collect feedback from participants, parents, and school staff to assess event organization, efficiency, and overall satisfaction. -Document the number of schools and districts involved to gauge regional interest and inclusivity.
3. Impact Assessment: -Evaluate the events role in fostering school pride, teamwork, and interest in athletics among elementary-age children through post-event surveys or testimonials. -Quantify participation by students to measure outreach success.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Program Service OUTPUTS:
Program Service OUTCOMES:
Overall Program Service Outputs
1. Increased Participation and Community Reach:
- Peregrines Youth Track Club and Track Meet Series: Provided skill development and training to 140 children (3rd-8th grade), with the goal to expand enrollment by 30% through additional funding, reaching even more families across the community. In addition adding 2-3 youth track meets, open to the public for youth grades 3rd -8th to participate in low cost track meets.
Impacting an additional 300 kids in the local community and beyond. - AG All Comers Meet Series: Hosted over 1,200 participants and spectators across four weeks, with targeted outreach to grow participation by 40%, welcoming athletes of all ages and abilities. - Elementary School Championship Meet: Engaged 300 elementary students from multiple schools, with plans to expand participation by 25%, increasing accessibility for local schools in Arroyo Grande and neighboring communities.
2. Community Engagement and Broader Impact:
- Expanded outreach efforts will engage more local families, schools, and community groups, fostering a stronger connection to athletics and health-focused lifestyles.
- Strengthened partnerships with local school districts, city programs, and volunteers to increase capacity and ensure program sustainability.
- Enhanced visibility and accessibility of programs, benefiting over 2,500 residents annually through low cost, inclusive, family-friendly athletic opportunities.
3. Program Accessibility and Event Execution:
- Additional funding will allow for improved event execution, including expanded event capacity, and enhanced equipment. - Provided affordable, well-structured programs and events, ensuring all youth and families can participate regardless of skill level or financial barriers.
- Increased access to athletics for underserved youth and families, creating a positive, lasting impact on the health and wellness of the Arroyo Grande community.
Program Service Outcomes
1. Improved Health and Wellness in the Community:
-Participants across all programs demonstrate increased physical activity, contributing to healthier lifestyles and a stronger appreciation for athletics. - Youth develop foundational fitness habits, improving overall physical well-being and building lifelong skills for a healthier future.
2. Increased Youth Engagement and Skill Development:
- Peregrines Youth Track Club: Participants develop specific track and field skills, teamwork, and self-discipline, with measurable improvements in athletic performance and confidence. - Elementary School Championship Meet: Students gain a sense of accomplishment, school pride, and competitive experience, fostering teamwork and sportsmanship.
3. Stronger Community Connections and Participation:
- AG All Comers Meet Series: Welcomes participants of all ages and abilities, creating a multi-generational, low cost event that builds a sense of community and inclusiveness. - Enhanced outreach and expanded programs increase accessibility, allowing more families to participate and benefit, strengthening ties between local schools, families, and the broader Arroyo Grande community.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
SECTION D: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:
Proof of 501(c)(3) status with a copy of the letter from the IRS.
II. CERTIFICATION:
I certify on behalf of _________________________________ non-profit organization, that I have read, understand and agree that the aforesaid information is accurate, factual and current. I understand that an award of funds, if granted, will be for the sole use as reflected in this application form. I further certify that as a condition of receiving funds, an agreement with the City of Arroyo Grande, in a form and content provided by the City of Arroyo Grande, will be signed and executed by a duly authorized representative of said non-profit organization.
I am aware of and certify that our non-profit organization will adhere to all City regulations regarding the 2024-25 Community Service Grant Program including, but not limited to, maintaining non-discriminatory policies, practices and intent. I also, on behalf of our nonprofit organization, agree to indemnify, defend, and hold harmless the City of Arroyo Grande relative to any and all liability that may arise as a result of the use of the City of Arroyo Grande Community Service Grant Fund monies.
Date: _______________ Signature: ______________________________ Executive Director or Designee
______________________________
Board of Director or Officer
✔
Jean Drummond Petersen
12/4/2025
Heath Owens
Jean Drummond Petersen
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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:
Community Action Partnership of San Luis Obispo County, Inc. 1030 Southwood Drive
San Luis Obispo CA 93401
✔
-
Elizabeth "Biz" Steinberg
@ .
( -
Jim McNamara
@ .
( -
Minor Home Repair
19,750
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Describe the organization and the community service it provides:
Organization’s Mission Statement:
List Geographic Area(s) Served by the Organization:
The Community Action Partnership of San Luis Obispo County, Inc., (CAPSLO) was established in 1965 as a part of the nationwide network of Community Action Agencies to alleviate poverty. CAPSLO is comprised of two client-focused service areas, Child, Youth & Family Services and Community Services. Combined, there are four divisions and 33 programs. The Energy Services Division, the focus of this application, is housed under Community Services and provides Weatherization, Utility Assistance, and Minor Home Repair programs. In 2024, CAPSLO served over 29,000 economically disadvantaged individuals and nearly 15,000 families (from pre-birth to senior citizens) throughout 11 California counties. Of the CAPLSO clients served in San Luis Obispo (SLO) County, 12% are City of Arroyo Grande residents.
CAPSLO’s administrative headquarters is located in the City of SLO. The agency is governed by a 15-member, tripartite Board of Directors comprised equally of elected officials from county and city government; private sector business and community leaders; and low-income representatives.
CAPSLO’s mission is to address the causes of poverty, empowering low-income people to achieve self-sufficiency through community-based collaborations and programs.
Energy Services operates in Monterey, San Luis Obispo (SLO), Northern Santa Barbara, and Santa Cruz counties. The Energy Division operates in all regions of SLO County, including California Valley. Head Start and Migrant and Seasonal Head Start serve 10 California counties:
Fresno, Kern, Monterey, Orange, San Benito, San Diego, San Joaquin, SLO, Santa Barbara, and Ventura counties. The Health and Prevention Division serves SLO and Northern Santa Barbara counties. All other divisions serve only SLO County.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the program or service to be funded by the Community Service Grant and 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 Minor Home Repair program, which is housed under the Energy Services Division, is available at no cost to seniors ages 60 or over, the disabled, and low- and very low-income households throughout SLO County. The goal is to help vulnerable members of the community remain safely in their own homes. Services may include providing minor plumbing, carpentry, electrical, and drywall; increasing accessibility by widening entryways and hallways, installing ramps, wheelchair lifts, grab bars, handheld showerheads, and handrails; installing or replacing smoke alarms and carbon monoxide detectors; and addressing building code violations. Repairs are carried out by CAPSLO staff who work under the company's contractor's license (#623259). In 2024, the program implemented Minor Home Repair services in SLO County and the Santa Maria Valley for 727 households, with approximately 5% residing in the City of Arroyo Grande. Through all of its programs (Minor Home Repair, Weatherization, and Utility Assistance), Energy Services served a total of 297 City of Arroyo Grande residents.
Minor Home Repair offers unique, one-of-a-kind services to the county’s most vulnerable individuals and families, particularly seniors. These vital services prevent unaffordable repairs, code violations, and potential displacement, while also creating safer, more accessible homes. By enabling residents to remain safely and comfortably in their homes, the program supports aging in place and strengthens long-term stability. Key benefits include:
• Improved safety and fall prevention through small but essential repairs • Increased accessibility and mobility within the home
• Greater independence and self-sufficiency for seniors and individuals with limited abilities • Reduced risk of homelessness and emergency housing needs • Lower long-term home maintenance costs by addressing issues early • Lower medical costs by preventing injuries, falls, and related hospitalizations • Enhanced peace of mind for residents and their families The fact that one third of CAPSLO’s Homeless Services clients are seniors underscores the critical importance of helping older adults maintain safe, stable housing.
CAPSLO's outreach efforts are specifically targeted at the disabled, seniors, and other low-income households. Promotion of the Minor Home Repair program will be implemented through publicity (flyers, brochures, and ads) and targeted outreach, including presentations, to senior centers, mobile home parks, social service agencies, and in-home service providers. The program will also be marketed by staff already working in the target area who provide outreach and services through other CAPSLO Energy programs. For example, a client may be receiving weatherization services and the installer may determine the household could also benefit from Minor Home Repair assistance.
Outreach will be an ongoing activity through the duration of the contract. CAPSLO has bilingual outreach, administrative, and installation staff, and intentionally works in communities with a higher percentage of ethnic minorities.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 goal of the Minor Home Repair program is to help vulnerable members of the community remain safely in their own homes and avoid costly institutionalization. Energy Services will target City of Arroyo Grande residents who are disabled, elderly, or low-income individuals and families who do not have sufficient resources to make necessary safety- and access-related repairs and/or improvements to their homes. The service repairs described in the section above are needed to allow access to, from, and inside the home and provide health and safety improvements.
46 households
The estimated number of residents to be served was determined based on the average cost per Minor Home Repair project, which is $1,000/household. If the program is granted $19,750 in funding by the City of Arroyo Grande, this would allow an additional 19 households to be served within the city. Combined with the estimated households supported through Area on Agency funding, a total of 46 Arroyo Grande households would be served through the Minor Home Repair program.
To determine if a household qualifies for services, each is screened for need with several factors taken into consideration, including health and safety, disability, economic need, and age. The following is the list of priorities. • First priority is given to seniors and disabled who have health- and safety-related repair requests who have been referred by home health care agencies or medical care providers. • Second priority is given to general health and safety repair requests from clients. • Third priority is given to repair requests that are not health and safety or non-emergency.
Intake is initially completed through a telephone interview with the client, or may take place in the clients' home if the initial contact is made by one of CAPSLO's outreach specialists. The interview includes a brief needs assessment in which social and economic data are obtained, along with basic information on the client and potential needs that require a referral(s) to other social service providers. In addition to the assessment, an evaluation of the needed work is completed by the home repair technician in the client's home, including an estimate of the cost of materials and required labor hours. This also includes evaluating the household for additional Energy Services, for example, a client may qualify for minor home repairs, plus a new energy efficient refrigerator, furnace, and/or weatherization work. In many cases, the home repair is completed in the client's home on the initial visit. In other cases, materials or planning may be involved that requires a separate visit to complete the job. The program strives to serve all clients within 60 days of outreach and intake. 27 households
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 Although Energy Services receives Minor Home Repair funding from the Area Agency on Aging, this grant is allocated to serve the entire county and is not designated specifically for the City of Arroyo Grande. Additional support from the city is needed to meet local demand—there are currently 15 Arroyo Grande households on the program’s waitlist.
The growing senior population further increases the need for these services. According to the County’s Master Plan for Aging 2025–2030, the county’s 60+ population grew from 45,594 in 2020 to 82,02 in 2023—an 81.6% increase! The SLO County Healthy Brain Initiative 2023–2025 Action Plan also projects that residents over age 65 will rise from 23% of the county’s population in 2020 to 31% in 2040, with those ages 85+ expected to grow by nearly 200%. As the population continues to age, the demand for Minor Home Repair services will only continue to increase.
Energy Services focuses its outreach on lower-income, disabled, and minority seniors, as well as seniors living in rural areas. Referrals come from agencies serving these populations, including the Department of Social Services’ Adult Protective Services, in-home health providers, food service programs, and other senior services. CAPSLO also refers clients to these agencies and to its own programs as appropriate. Additionally, Energy Services benefits from the outreach efforts of other CAPSLO programs, which similarly target lower-income residents throughout San Luis Obispo and Santa Barbara counties.
24 0
0 Energy Services is unique in providing the type and breadth of programs in San Luis Obispo County. Indeed, only 20 organizations across the state implement these services.
The Division possesses 47 years of experience providing a variety of energy-related and home repair supports to lower income households, seniors, and disabled residents in Monterey, San Luis Obispo, Northern Santa Barbara, and Santa Cruz counties. The division operates these three programs with an experienced staff of 24, comprised of administrative, management, outreach personnel, and highly trained repair technicians. The division’s director provides administrative oversight of all of its contracts.
The program conducts safety meetings twice per month and monthly staff meetings occur to monitor and review program effectiveness. All staff attend annual training on safety, human resources, and effective supervision. All installation crews complete a training program in their first two years of work that includes 49 online classes and three separate in-person classes at PG&E’s Stockton Training Center. Within the first three years, all installers complete Energy Performance Certifications in lead-safe work practices and the OSHA-10 safety course.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 the program or service seeks to accomplish? B. In what timeframe will those goals be completed? Demonstrate how the goals will be completed prior to June 30, 2026, the conclusion of program year.
C. What is the evaluation methodology for measuring results? How will results be quantified and observed to demonstrate successful implementation of the program/service? 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.
D. Output should indicate the amount of work that would be performed or services rendered if awarded a grant.
E. 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 promote safe, independent living for elderly and disabled residents of Arroyo Grande by providing essential home repairs and accessibility modifications that reduce hazards and enhance long-term housing stability.
• Complete intake and application process with client, including collecting income documentation and proof of ownership in order to enroll residents in the program
• Complete job estimates to determine scope of each project • Schedule work crews to perform repairs and home modifications • Conduct final inspection, which is completed either by the crew supervisor, project director, or appropriate building department • Provide and collect client satisfaction survey
• Report results to the City of Arroyo Grande, including the number and types of projects completed and household data, including demographics and income level.
Start of grant funding through June 30, 2026
Minor Home Repair projects are inspected by a CAPSLO crew supervisor or the project director. All work requiring building permits is inspected by Department of Housing and Community Development or City inspectors. To assess satisfaction, a sample of Minor Home Repair clients are either emailed a program survey or contacted in follow-up phone calls. Client feedback helps improve service delivery and performance.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 2025-26
Program Service OUTPUTS:
Program Service OUTCOMES:
Complete home repairs and accessibility modifications for 19 eligible Arroyo Grande households living in single-family homes and mobile homes.
100% of vulnerable senior and/or disabled Arroyo Grande residents served will maintain safe, stable, and long-term housing as a result of Minor Home Repair services.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
SECTION D: PROOF OF NON-PROFIT STATUS
I. SUPPLEMENTAL DOCUMENTATION:
Proof of 501(c)(3) status with a copy of the letter from the IRS.
II. CERTIFICATION:
I certify on behalf of _________________________________ non-profit organization, that I have read, understand and agree that the aforesaid information is accurate, factual and current. I understand that an award of funds, if granted, will be for the sole use as reflected in this application form. I further certify that as a condition of receiving funds, an agreement with the City of Arroyo Grande, in a form and content provided by the City of Arroyo Grande, will be signed and executed by a duly authorized representative of said non-profit organization.
I am aware of and certify that our non-profit organization will adhere to all City regulations regarding the 2024-25 Community Service Grant Program including, but not limited to, maintaining non-discriminatory policies, practices and intent. I also, on behalf of our nonprofit organization, agree to indemnify, defend, and hold harmless the City of Arroyo Grande relative to any and all liability that may arise as a result of the use of the City of Arroyo Grande Community Service Grant Fund monies.
Date: _______________ Signature: ______________________________ Executive Director or Designee
______________________________
Board of Director or Officer
✔
Community Action Partnership of San Luis Obispo County, Inc. 12/4/2025
Lan George
Elizabeth "Biz" Steinberg
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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:
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
✔ 2024-2025
$4,000
-
Marina Bernheimer
@ .
- -
Katrina Cathcart
@ .
- -
General CASA Program Support
5,000
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Describe the organization and the community service it provides:
Organization’s Mission Statement:
List Geographic Area(s) Served by the Organization:
CASA is committed to providing a trained and competent volunteer to serve as advocates for abused and neglected children in the foster care system in San Luis Obispo County. CASA 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.
CASA's program has 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 who are assigned 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 from 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 2024-2025, our Program Team supported 182 volunteers assigned to 209 children in the foster care system in SLO County, approximately 11% of these children resided in Arroyo Grande. Our volunteers exclusively live and work in SLO county, and in Fiscal Year 2024-25, approximately 10% of them resided in Arroyo Grande.
CASA of San Luis Obispo County advocates for the best interests of abused and neglected children within the court system. CASA recruits, trains, and supervises volunteers who advocate for this vulnerable population with the goal of ensuring that each and every child grows up in a safe, nurturing, and permanent home.
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 2024-2025, approximately 10% of them resided in Arroyo Grande.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the program or service to be funded by the Community Service Grant and 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)
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-on-one 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 the child's 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 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.
**Continued on attached page
City of Arroyo Grande Community Grant Program
^ ŽĨ ^ĂŶ >ƵŝƐ KďŝƐƉŽ ŽƵŶƚLJ ƉƉůŝĐĂƟŽŶ ϮϬϮϱ-ϮϬϮϲ
ΎΎŽŶƟŶƵĞĚ ĨƌŽŵ WĂŐĞ ϱ͗
Describe the program or service to be funded by the Community Service Grant and how the ƉƌŽŐƌĂŵͬƐĞƌǀŝĐĞ ĐƌĞĂƚĞƐ Ă ƵŶŝƋƵĞ͕ ƉŽƐŝƟǀĞ͕ ĂŶĚ ǀĂůƵĂďůĞ ŝŵƉĂĐƚ ŽŶ ƚŚĞ ĐŽŵŵƵŶŝƚLJ ĂŶĚ ŽƵƚƌĞĂĐŚ ĞīŽƌƚƐ ƚŽ ƉƵďůŝĐŝnjĞ ƚŚŝƐ ƉƌŽŐƌĂŵ͗
^ƚĂƟƐƟĐƐ ĨŽƌ LJŽƵƚŚ ĞdžŝƟŶŐ ĨŽƐƚĞƌ ĐĂƌĞ ĂƌĞ ƉƌĞƩLJ Őƌŝŵ͘ dŚĞLJ ĂƌĞ ůŝŬĞůLJ ƚŽ ďĞĐŽŵĞ ŚŽŵĞůĞƐƐ Žƌ ǀŝĐƟŵƐ ŽĨ ŚƵŵĂŶ ƚƌĂĸĐŬŝŶŐ͘ dŚĞLJ ŚĂǀĞ ƌĂƚĞƐ ŽĨ Wd^ ĚŽƵďůĞ ƚŚĂƚ ŽĨ ĐŽŵďĂƚ ǀĞƚĞƌĂŶƐ ĂŶĚ ĨĞǁĞƌ ƚŚĂŶ ϰϬй ŐƌĂĚƵĂƚĞ ŚŝŐŚ ƐĐŚŽŽů͘ ,ŽǁĞǀĞƌ͕ ^Ɛ ŵĂŬĞ Ă ƉƌŽĨŽƵŶĚ ĚŝīĞƌĞŶĐĞ ŝŶ ƚŚĞ ůŝǀĞƐ ŽĨ ĨŽƐƚĞƌ LJŽƵƚŚ͘ >ĂƐƚ LJĞĂƌ͕ ϭϬϬй ŽĨ ƚŚĞ LJŽƵƚŚ ǁĞ ƐĞƌǀĞĚ ŶŽƚ ŽŶůLJ ŐƌĂĚƵĂƚĞĚ ŚŝŐŚ ƐĐŚŽŽů ďƵƚ ǁĞŶƚ ŽŶ ƚŽ ĂƩĞŶĚ ĐŽůůĞŐĞ͘
ǀŝƚĂů ƌŽůĞ ŽĨ ƚŚĞ ^ ǀŽůƵŶƚĞĞƌ ŝƐ ƚŽ ŝĚĞŶƟĨLJ ƚŚĞ ŶĞĞĚƐ ŽĨ ƚŚĞŝƌ ĂƐƐŝŐŶĞĚ ĐŚŝůĚ ĂŶĚ ŵĂŬĞ ƌĞĨĞƌƌĂůƐ ƚŽ ƐĞƌǀŝĐĞƐ ĂƐ ŶĞĞĚĞĚ͘ tĞĞŬůLJ ϭ͗ϭ ǀŝƐŝƚƐ ĂůůŽǁ ^Ɛ ƚŽ ŐĂŝŶ ĂŶ ƵŶĚĞƌƐƚĂŶĚŝŶŐ ŽĨ ĂŶLJ ŵĞĚŝĐĂů͕ ĞŵŽƟŽŶĂů͕ ĂĐĂĚĞŵŝĐ Žƌ ůĞŐĂů ĐŚĂůůĞŶŐĞƐ ƚŚĞ ĨŽƐƚĞƌ ĐŚŝůĚ ŵĂLJ ĨĂĐĞ͘ LJ ŝŶĐůƵĚŝŶŐ ƚŚĞƐĞ ŝĚĞŶƟĮĞĚ ŶĞĞĚƐ ŝŶ ĐŽƵƌƚ ƌĞƉŽƌƚƐ͕ ƐĞƌǀŝĐĞƐ ĨŽƌ ƚŚĞ ĐŚŝůĚ ďĞĐŽŵĞ ĐŽƵƌƚ ŽƌĚĞƌĞĚ͘ /Ŷ ĂĚĚŝƟŽŶ ƚŽ ŝĚĞŶƟĨLJŝŶŐ ŶĞĞĚĞĚ ƌĞĨĞƌƌĂůƐ͕ ^ ǀŽůƵŶƚĞĞƌƐ ƉůĂLJ Ă ŬĞLJ ƌŽůĞ ŝŶ ĞŶƐƵƌŝŶŐ ƚŚĞ ĐŚŝůĚ ƌĞĐĞŝǀĞƐ ƚŚĞ ƐĞƌǀŝĐĞƐ ďLJ ŵŝƟŐĂƟŶŐ ĂŶLJ ďĂƌƌŝĞƌƐ ĂŶĚ ŝŶĐƌĞĂƐŝŶŐ ĂĐĐĞƐƐ͘ ůŵŽƐƚ ǁŝƚŚŽƵƚ ĞdžĐĞƉƟŽŶ͕ ƚŚĞ ĐŚŝůĚƌĞŶ ƐĞƌǀĞĚ ďLJ ^ ƋƵĂůŝĨLJ ĨŽƌ ŝŶĚŝǀŝĚƵĂů ƚŚĞƌĂƉLJ͘ /Ŷ ĂĚĚŝƟŽŶ ƚŽ ƉƌŽǀŝĚŝŶŐ ƌĞĨĞƌƌĂůƐ ƚŽ ƋƵĂůŝĮĞĚ ƉƌŽĨĞƐƐŝŽŶĂů ĐŽƵŶƐĞůŽƌƐ͕ ^ ǀŽůƵŶƚĞĞƌƐ ĂƌĞ ĂĐƟǀĞůLJ ŝŶǀŽůǀĞĚ ŝŶ ĂĚĚƌĞƐƐŝŶŐ ĚĞůĂLJƐ ŝŶ ĐŽŵƉůĞƟŶŐ ŵĞŶƚĂů ĂŶĚ ďĞŚĂǀŝŽƌĂů ŚĞĂůƚŚ ĂƐƐĞƐƐŵĞŶƚƐ͕ ŐĞƫŶŐ ƚŚĞƌĂƉLJ ƐĐŚĞĚƵůĞƐ ĞƐƚĂďůŝƐŚĞĚ͕ Žƌ ƌĞƐŽůǀŝŶŐ ĐŽŶŇŝĐƚƐ ďĞƚǁĞĞŶ Ă LJŽƵƚŚ ĂŶĚ ĂŶ ĂƐƐŝŐŶĞĚ ƐĞƌǀŝĐĞ ƉƌŽǀŝĚĞƌ͘ ^ ǀŽůƵŶƚĞĞƌƐ ĂƐƐŝŐŶĞĚ ƚŽ LJŽƵƚŚ ǁŚŽ ŚĂǀĞ ŵĞŶƚĂů ŚĞĂůƚŚ ĐŚĂůůĞŶŐĞƐ ĂƌĞ ĂůƐŽ ĐĂůůĞĚ ƵƉŽŶ ƚŽ ĨƌĞƋƵĞŶƚůLJ ŝŶƚĞƌǀĞŶĞ ǁŚĞŶ LJŽƵƚŚ ƐŚĂƌĞ ƚŚĂƚ ƚŚĞLJ ĂƌĞ ŚĂǀŝŶŐ ƐƵŝĐŝĚĂů ƚŚŽƵŐŚƚƐ͕ ĞŶŐĂŐĞ ŝŶ ƌŝƐŬLJ ďĞŚĂǀŝŽƌƐ͕ ƌƵŶ ĂǁĂLJ ĨƌŽŵ ƚŚĞŝƌ ƉůĂĐĞŵĞŶƚƐ͕ Žƌ ĂƌĞ ƵŶĂďůĞ ƚŽ ƐĞůĨ-ƌĞŐƵůĂƚĞ ĂŶĚ ĐŽŶƚƌŽů ƚŚĞŝƌ ĞŵŽƟŽŶƐ͘ tŚĞŶ ƚŚĞ ŵŽƐƚ ǀƵůŶĞƌĂďůĞ ŵĞŵďĞƌƐ ŽĨ ŽƵƌ ĐŽŵŵƵŶŝƚLJ ŚĂǀĞ ƚŚĞŝƌ ŶĞĞĚƐ ŵĞƚ͕ ƚŚĞ ĞŶƟƌĞ ĐŽŵŵƵŶŝƚLJ ŝƐ ƐĂĨĞƌ ĂŶĚ ŚĞĂůƚŚŝĞƌ ĨŽƌ Ăůů͘
KƵƌ ŽƵƚƌĞĂĐŚ ĞīŽƌƚƐ ŝŶĐůƵĚĞ ƐƚĂī ƉĂƌƟĐŝƉĂƟŽŶ ŝŶ ůŽĐĂů ƌĂĚŝŽ ĂŶĚ ds ŝŶƚĞƌǀŝĞǁƐ͕ ƉƌĞƐĞŶƟŶŐ ƚŽ ůŽĐĂů ZŽƚĂƌLJ ůƵďƐ͕ ƐĞƌǀŝĐĞ ŐƌŽƵƉƐ ĂŶĚ ŽƚŚĞƌ ŵĞŵďĞƌƐŚŝƉ ĐůƵďƐ͕ ĂŶĚ ƚĂďůŝŶŐ Ăƚ ĚŽnjĞŶƐ ŽĨ ĐŽŵŵƵŶŝƚLJ ĞǀĞŶƚƐ ĂŶĚ ĐŚƵƌĐŚĞƐ͘ KƵƌ dƌĂŝŶŝŶŐ DĂŶĂŐĞƌ ĐŽŶĚƵĐƚƐ ŽǀĞƌ ϮϬ sŽůƵŶƚĞĞƌ ŝŶĨŽƌŵĂƟŽŶ ƐĞƐƐŝŽŶƐ ƉĞƌ LJĞĂƌ͘ dŚĞƐĞ ĐƌĞĂƚĞ ĂǁĂƌĞŶĞƐƐ ŽĨ ŽƵƌ ƉƌŽŐƌĂŵ ĂŶĚ ƉƌŽŵŽƚĞ ŽƵƚƌĞĂĐŚ͕ ƌĞĐƌƵŝƚŵĞŶƚ ŽĨ ǀŽůƵŶƚĞĞƌƐ͕ ĂŶĚ ĞŶŐĂŐĞŵĞŶƚ͘ >ĂƌŐĞ ďŝůŝŶŐƵĂů ŽǀĞƌ-ƚŚĞ-ƐƚƌĞĞƚ ďĂŶŶĞƌƐ ĂƌĞ ŚƵŶŐ ŝŶ ƚŚƌĞĞ ůŽĐĂƟŽŶƐ ƚŚƌŽƵŐŚŽƵƚ ƚŚĞ ĐŽƵŶƚLJ ĞĂĐŚ LJĞĂƌ͘ ^ ĚŝƐƚƌŝďƵƚĞƐ ďŝůŝŶŐƵĂů ďƌŽĐŚƵƌĞƐ ĂŶĚ ŽƚŚĞƌ ŵĂƌŬĞƟŶŐ ŵĂƚĞƌŝĂůƐ ƚŚĂƚ ƉƵďůŝĐŝnjĞ ŽƵƌ ƉƌŽŐƌĂŵ ĂŶĚ ĂƐƐŝƐƚ ƵƐ ƚŽ ƌĞĐƌƵŝƚ ƉŽƚĞŶƟĂů ǀŽůƵŶƚĞĞƌƐ ĂŶĚ ƐƵƉƉŽƌƚĞƌƐ͘
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 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. 41 We use our database, Optima, to track addresses of the children we serve and of our volunteers. 41
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 in foster care needs a CASA advocate to serve as 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 in foster care.
12 2
182
SLO CASA was founded in 1993 and has 32 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 32+ year history of serving our county's most vulnerable children. We have been recognized by the California CASA Association as an exemplary program.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 the program or service seeks to accomplish? B. In what timeframe will those goals be completed? Demonstrate how the goals will be completed prior to June 30, 2026, the conclusion of program year.
C. What is the evaluation methodology for measuring results? How will results be quantified and observed to demonstrate successful implementation of the program/service? 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.
D. Output should indicate the amount of work that would be performed or services rendered if awarded a grant.
E. 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 FY25-26 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 volunteers to foster children and youth; Supervise and provide ongoing support to volunteers throughout the duration of their assignment. 7/1/2025-6/30/2026
SLO CASA uses qualitative and quantitative evaluation processes to measure program success and identify challenges.
We have expended significant resources on upgrading databases, systems, and processes to support the ability to measure, track, and manage key results and prepare for future growth.
The following data is tracked utilizing the Optima database: Number of children served; number of new volunteers recruited; number of interviews held; age, gender and ethnicity of children served; number of active cases, and more.
In addition to tracking quantitative data, CASA conducts regular qualitative surveys with our volunteers, which are instrumental in evaluating the success of our programs and identifying challenges.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Program Service OUTPUTS:
Program Service OUTCOMES:
In 2024-25, we held 30 Volunteer Information Sessions attended by 91 community members.
We trained and swore-in 51 new CASA volunteers.
Our Program Team supported 182 volunteers assigned to 209 children in the foster care system in SLO County.
For 2025-2026, we have scheduled bi-weekly information sessions and 4 initial training sessions for 2025-2026, 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.
CASA has a profound impact on the lives of foster youth. Statistics for youth exiting foster care are pretty grim. They are likely to become homeless or victims of human trafficking. But, according to research from the National CASA Association and the University of Houston, outcomes for foster youth with a CASA are far better than their peers without an advocate:
- A child with a CASA volunteer has significantly fewer placements. - 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%).
- 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 get more help while in the system. - Children with CASA volunteers do better in school.
- Children with CASA volunteers report significantly higher levels of hope. - Children are half as likely to re-enter foster care if they have a CASA volunteer. - 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 2025-26
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:
5 Cities Meals on Wheels
780 Bello St
Pismo Beach Ca 93449
unable to locate prior years
-
Julie harper
@ .
5 Cities Meals on Wheels
12775
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Describe the organization and the community service it provides:
Organization’s Mission Statement:
List Geographic Area(s) Served by the Organization:
Since 1975, the 5 Cities Meals on Wheels program has provided meal service to 5 Cities residents who are homebound; challenged in their ability to leave their home without difficulty or assistance, may be unable to stand to prepare meals for themselves and do not live with someone able to provide meals.
Our program is available without regard to age or ability to pay. Currently 100% of our clients are seniors with issues involving health and/or income.
Building a healthy community, one meal at a time.
Our Five Cities Meals on Wheels mission is to provide nutritious meals and social interaction to homebound individuals of all ages and economic levels who need assistance in meeting daily dietary requirements. We strive to ensure that every individual receives the support they need to remain independent in the comfort and security of their home. In partnership with our donors, we are committed to making a positive impact on the lives of those in need in our community.
5 Cities Meals on Wheels service area includes Avila Beach to the north, south to the Nipomo border, east to the Huasna Valley and west to Highway 1. This includes the cities of Avila Beach, Shell Beach, Pismo Beach, Arroyo Grande, Grover Beach and Oceano.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
SECTION B: PROGRAM/SERVICE INFORMATION
Describe the program or service to be funded by the Community Service Grant and 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)
5 Cities Meals on Wheels delivers fresh, hot meals Monday – Friday with 2 frozen meals available, on request, for nutrition over the weekend.
We prepare food fresh daily in our kitchen staffed by a full-time chef, 2 part time assistants and a rotating group of volunteers. Each meal includes protein, fiber and starch and also includes a snack, dessert and a beverage. Our menu is regularly reviewed for nutritional balance. Meals are packaged and sealed in microwaveable containers and packed into coolers and thermal bags for delivery by a cohort of volunteer drivers.
We are currently preparing, packaging and delivering 1800 meals each month.
A key component and value add of our service is the personal interaction our clients enjoy with our volunteer drivers. For some of our clients, this visit is their most consistent social interaction. These daily contacts afford us the ability to provide a wellness check and offer feedback to family members who live out of the area and cannot visit loved ones as often as they would like.
5 Cities receives referrals from local hospitals, care homes and the San Luis Obispo Food Bank who are up to date on the services we provide. We partner with Meals on Wheels America and Subaru Corporation for their Share the Love program that promotes our agency. We are Chamber of Commerce members with our services listed in their directory. We use social media to publicize our program and services. We are highly visible in the community as we deliver food daily with vehicle signage displaying our logo and contact information. Because of our longevity in the 5 Cities, we are proud that much of our promotion is by community members’ word of mouth.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 secure funding allowing 5 Cities Meals on Wheels to maintain our current levels of service as well as maintaining current quality. The agency does not receive any state or federal funding. We are dependent on donations from various other sources including grants, local businesses, local NGOs, fundraising activities and our clients. Our agency exists through the generosity of these partners.
Current funding cuts to social programs and increases in inflation are expected to put pressure on this goal. At the same time, we have seen an increase in requests for new service; 15% in the most recent month with new clients expressing doubts about future food security.
We feel our 50 year history of continuous service in the 5 Cities, through economic downturns, the Great Recession and Covid, speaks to our ability to successfully manage our income and expenses and achieve our goal with the participation of our funding partners.
Our Project Goal is to secure funding for a laptop computer to serve as a second workstation.
Currently, all staff is sharing one workstation to complete food orders, track meal prep, generate reporting numbers, complete trainings, generate client billing and all of the Director’s tasks. same
A client profile that includes home address is developed at intake. The profile is maintained for delivery and demographic data
36 on avg through 2025,
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 Need for the program is most often self-reported by our clients or their family. Caregivers and health care professionals also aid in determining client needs and provide referrals. The client profile mentioned above identifies over-all need as well as specific dietary needs.
Because of our longevity and high visibility in the community, the program is a well known resource.
13 30
5 Cities meals on Wheels has a proven track record of serving homebound clients in the 5 Cities for 50 years.
With our current staffing, along with the help of 30 dedicated and generous volunteers, we have confidence that we will continue to carry out our mission.
We also have confidence that our fundraising efforts, combined with our donor partners’ continuing support, will provide the funding to make it so
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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 the program or service seeks to accomplish? B. In what timeframe will those goals be completed? Demonstrate how the goals will be completed prior to June 30, 2026, the conclusion of program year.
C. What is the evaluation methodology for measuring results? How will results be quantified and observed to demonstrate successful implementation of the program/service? 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.
D. Output should indicate the amount of work that would be performed or services rendered if awarded a grant.
E. 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 objective of this grant request is to obtain funding that supports continuation of meal service to 5 Cities residents who are homebound and without resources to provide adequate daily nutrition. The funds will be used to purchase needed supplies and foodstuffs through Q2 2026.
Major purchasing tasks will be completed by the Chef and the Director after careful review of need and funds available. We are always mindful of our responsibility to source our purchases with an eye to competitive pricing.
Purchasing of supplies and foodstuffs are ongoing.
Ability to continue with our present menu that provides our clients with a nutritionally balanced meal made fresh with quality ingredients. While we receive food donations from the SLO Food Bank and 2 retail groceries, we purchase more than 80% of our meal ingredients each month. Rising prices have put pressure on our purchasing power, particularly in the protein food group. Currently, only 32% of our clients contribute at the full suggested amount. Grant would fully fund 100% of Arroyo Grade clients for 90 days.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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
The objective of this portion of the grant request is to obtain funding for a laptop computer that will provide a 2nd workstation for the staff. Currently, our staff is sharing one PC and producing reports manually. This creates backups in workflow and errors in tracking and reporting. A second workstation will allow for faster task completion and id
Task associated with this request is product selection, installation and training If funded, purchase will be completed within Q1 2026
Director will monitor reports against actual deliverables with an expectation of better reports and fewer packing errors.
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Program Service OUTPUTS:
Program Service OUTCOMES:
Grant funding of Objective #1 will not result in any change to work or services. Rather, it would help ensure the continuation of existing work
Grant funding of Objective #2 is requested to improve the quality of existing work and increase productivity.
Outcome, Objective #1
Continuation of service at current quality levels is expected to enhance overall health and food security for all of our clients.
Outcome, Objective #2
Improved tracking and reporting; resulting in fewer packing errors that impact clients and will positively impact productivity of the staff
COMMUNITY SERVICE GRANT APPLICATION 2025-26
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:
Hospice of San Luis Obispo County
1305 Marsh Street
San Luis Obispo CA 93401
same as above
✔ 20-21, 21-22, 23-24, 24-25
$4,500, $5,000, $6,000, $6,000
# -
Shannon McOuat
@ .
( -
same as above
same as above
same as above
Grief Counseling & In-home Hospice Volunteers
6,000
COMMUNITY SERVICE GRANT APPLICATION 2025-26
Describe the organization and the community service it provides:
Organization’s Mission Statement:
List Geographic Area(s) Served by the Organization:
OUR ORGANIZATION: Hospice of San Luis Obispo County (HSLOC) is an incorporated 501(c)3 volunteer, non-medical hospice organization and community grief center that has been providing end of life, grief, and bereavement support services to residents of San Luis Obispo County since 1977. HSLOC assists the community to cope with dying, death and grief by providing free in-home respite, grief counseling, community education and support. In addition to the grief counseling and in-home hospice volunteer services described above, we also provide comprehensive Care Management for families caring for a loved one with dementia, support groups for those grieving a loss, community grief response to schools and organizations, and auxiliary support services such as Pet Peace of Mind, Reiki therapy, and end of life vigils.
Since HSLOC was established, all of its services have been provided at no charge to clients, and we do not bill third parties for payment. HSLOC receives no reimbursement from Medicare or other insurances and relies entirely on donations, fundraising, grants and bequests for capital and operating expenses. Our social model utilizes professional staff to recruit, train, and supervise qualified volunteers, and to run our counseling and auxiliary support services. We depend on the time and talent of over 120 volunteers to serve our clients annually. We provide access to those who are dying, caregiving, or grieving, without having to meet federal Medicare requirements. The services of Hospice SLO County are accessible to a much wider range of community members, due to being offered free of charge.
OUR MISSION & GOALS: HSLOC provides free-of-charge services to those grieving or coping with life-limiting illness.
We recognize death as a natural and personal event. In this spirit, we support the community by working with those near the end of life and the people who love them by providing in-home support, caregiver respite, grief counseling, support groups, community response and education. Unlike medical hospices, we do not restrict persons who have prognoses longer than six months, have no primary caregivers, wish to continue aggressive or curative treatment, or wish to continue life-sustaining treatment. We offer services in partnership and collaboration with other health care provider agencies in the community. We offer grief and bereavement services to all members of the community regardless of whether their loved ones received hospice services from our organization.
San Luis Obispo County (all areas)