Agenda packet — Carpinteria City Council, June 24, 2024 (part 2 of 2)

PASSED, APPROVED AND ADOPTED on June 24, 2024 by the following vote:

AYES: COUNCILMEMBER(S):

NOES: COUNCILMEMBER(S):

ABSENT: COUNCILMEMBER(S):

ABSTAIN: COUNCILMEMBER(S):
________________________
Mayor, City of Carpinteria
ATTEST:
______________________________
Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
I hereby certify that the foregoing resolution was adopted at a regular meeting of the City Council of the City of Carpinteria held on June 24, 2024. ______________________________
Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
APPROVED AS TO FORM:
_______________________________
Jena Shoaf Acos, on behalf of Brownstein
Hyatt Farber Schreck, LLP acting as
City Attorney of the City of Carpinteria
Exhibit 1 to Resolution No. 6330
Updated Budget and Fiscal Policies

BUDGET AND FISCAL POLICIES
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BUDGET PURPOSE AND ORGANIZATION
A. Balanced Budget. The City will maintain a balanced budget. This means that:

1. Operating revenues should fully cover operating expenditures, including debt service.

2. Ending fund balance must meet minimum policy levels or other target levels established by the Council for the fiscal year.

Under this policy, it is allowable for total expenditures and uses to exceed revenues and other sources in a given year; however, in this situation, beginning fund balance should only be used to fund capital improvement plan projects or other “one-time,” non-recurring expenditures. (See Fund Balance and Reserves policy for other circumstances when it would be appropriate to use beginning fund balance.)
B. Budget Objectives. Through its Budget, the City will link resources with goals and results by:

1. Identifying community needs for essential services.

2. Organizing the programs required to provide these essential services.

3. Describing programs and activities performed in delivering services.

4. Proposing objectives for improving the delivery of program services.

5. Identifying and appropriating the resources required to perform program activities and accomplish program objectives.

C. Measurable Objectives. The Budget will establish measurable program objectives and allow reasonable time to accomplish those objectives.

D. Budget Adoption by Resolution. The City’s annual Budget is adopted by Resolution. If the Budget is not approved prior to the end of the fiscal year, the Preliminary Budget, except for capital outlays, becomes the City’s interim budget until the new budget is adopted.

E. Goal Status Reports. The status of major program objectives will be formally reported to the Council on an ongoing, periodic basis.

F. Mid-Year Budget Reviews. The Council will formally review the City’s fiscal condition, and amend appropriations, if necessary, based on six months of results and emerging trends since the beginning of the fiscal year.

Status: In Compliance. These practices are either in place or the Council has adopted a budget process and document for 2024-25 that meets these policy objectives. However, linking resources to outcomes and measuring performance will always be a work in progress, with ongoing improvements.

BUDGET AND FISCAL POLICIES
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REVENUE MANAGEMENT
A. Current Revenues for Current Uses; One-Time Revenues for One-Time Purposes. The City will make all current expenditures with current revenues, avoiding procedures that balance current budgets by postponing needed expenditures, accruing future revenues or rolling over short-term debt. The City will avoid using one-time revenues to fund ongoing program costs.

B. Revenue Distribution. The Council recognizes that generally accepted accounting principles for state and local governments discourage the “earmarking” of General Fund revenues, and accordingly, the practice of designating General Fund revenues for specific programs should be minimized in the City's management of its fiscal affairs. In those cases where it does occur, the basis and methodology for earmarking should be clearly articulated in the City’s Budget and Fiscal Policies.

C. Grant Management. Intergovernmental assistance in the form of grants and loans will be used to finance only:

1. Capital improvements that are consistent with capital improvement plan (CIP) priorities and can be maintained and operated over time.

2. Technological upgrades or enhancements.

3. Capital acquisition items.

4. Operating programs which either can be sustained over time or have a limited horizon.

5. Other areas as determined by the Council to be in the best interest of the City.

D. Interfund Transfers and Loans. In order to achieve important public policy goals, the City has established various special revenue and capital project funds to account for revenues whose use should be restricted to certain activities. Accordingly, each fund exists as a separate financing entity from other funds, with its own revenue sources, expenditures and fund balance.

Any transfers between funds are clearly set forth in the Budget and can only be made by the Administrative Services Director in accordance with the adopted budget. These transfers, under which financial resources are transferred from one fund to another, are distinctly different from interfund borrowings, which are usually made for temporary cash flow reasons, and are not intended to result in a transfer of financial resources by the end of the fiscal year.

In summary, interfund transfers result in a change in fund balance; interfund borrowings do not, as the intent is to repay the loan in the near term.

From time-to-time, interfund borrowings may be appropriate; however, these are subject to the following criteria in ensuring that the fiduciary purpose of the fund is met:

1. The Administrative Services Director is authorized to approve temporary interfund borrowings for cash flow purposes whenever the cash shortfall is expected to be resolved within 60 days.

The most common use of interfund borrowing under this circumstance is for grant programs,

BUDGET AND FISCAL POLICIES
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where costs are often incurred before drawdowns are initiated and received. However, receipt of funds is typically received shortly after the request for funds has been made.

2. Any other interfund borrowings for cash flow or other purposes require case-by-case approval by the Council.

3. Any transfers between funds where reimbursement is not expected within one fiscal year shall recorded under one of the following options:
a. Where the terms and conditions of repayment are uncertain, they should not be recorded as interfund loans but as interfund transfers that affect fund balance by moving financial resources from one fund to another. In this case, the intent to repay should be documented in the Budget or via Resolution.
b. Where repayment is more certain, long-term loans may be recorded as such; and in accordance with generally accepted accounting principles, their balance will be recorded as non-spendable fund balance. In this case, the terms and conditions of loan repayment, including need for the loan, source of repayment funds, interest rate (if any) and amortized repayment schedule, should be documented via Resolution.

Status: In Compliance. These practices are in place or the Council has adopted a budget process and document for 2024-25 that meets these policy objectives. There are currently no long-term interfund loans.

MINIMUM FUND BALANCE AND RESERVES
A. Reserve for Fiscal Stability, Cash Flow and Contingencies The City will strive to maintain a minimum General Fund unrestricted balance (less encumbrances and reappropriation carryovers) of at least 40% of operating and debt service expenditures plus subsidy transfers to other funds for fiscal stability, cash flow and contingencies such as economic downturns, catastrophic events and unforeseen operating or capital needs. This target is based on financial management best practices and industry standards, including the risk assessment methodology for setting reserve levels developed by the Government Finance Officers Association of the United States and Canada (GFOA) in adequately addressing:

1. Economic uncertainties, local disasters, public heath crises and other financial hardships or downturns in the local or national economy.

2. Contingencies for unseen operating or capital needs, including strategic investment opportunities.

3. Unfunded liabilities such as pensions and retiree health obligations.

4. Dependency of other funds on the General Fund.

5. Institutional changes, such as State budget takeaways and unfunded mandates.

6. Cash flow requirements.

BUDGET AND FISCAL POLICIES
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Whenever the City’s General Fund unrestricted balance falls below this target, the City will strive to restore reserves to this level within five years. As revenues versus expenditures begin moving in a positive direction, the City will allocate at least half to reserve restoration, with the balance available to fund asset replacements, unfunded liabilities, capital improvement projects, service level restorations or new operating programs.

Circumstances where taking reserves below policy levels would be appropriate include responding to the risks that reserves are intended to mitigate, such as:

1. Meeting cash flow needs during the fiscal year.

2. Closing a projected short-term revenue-expenditure gap.

3. Responding to unexpected expenditure requirements or revenue shortfalls.

4. Making investments in unfunded liability reductions, economic development and revenue base improvements, productivity improvements and similar strategic opportunities that will strengthen City revenues, reduce future costs or achieve “one-time” high-priority City goals.

5. Where a forecast shows an ongoing structural gap: providing a strategic bridge to the future by providing time to develop and implement thoughtful solutions.

On the other hand, the City should avoid using reserves to fund ongoing costs or projected systemic “gaps.” Stated simply, reserves can only be used once, so their use should be restricted to one-time (or short-term) uses.

B. General Reserve. This reserve is maintained at a level of $1,000,000 with interest earned on that balance segregated for use at the Council's direction.

C. Major Asset Replacement and Repair Reserve. Similar to the General Reserve Fund, this reserve is maintained at a level of $1,000,000 with interest earned segregated for use at the Council's direction.

D. Future Capital Project or Other Long-Term Goal Assignments or Commitments. The Council may also commit or assign specific General Fund balance levels above the reserve targets above for fleet, facility, technology and equipment replacements; major repairs; future development of capital projects, unfunded liabilities and similar policy commitments and assignments for future purposes and long-term goals that it determines to be in the best interests of the City.

E. Other Commitments and Assignments. In addition to the minimum targets noted above, unrestricted fund balance levels will be sufficient to meet funding requirements for programs or projects approved in prior years which are carried forward into the new year; debt service reserve requirements; commitments for encumbrances; and other restrictions, commitments or assignments required by contractual obligations, state law or generally accepted accounting principles.

Status: In Compliance. The 2024-25 Budget projects that the ending reserve will meet or exceed policy minimums.

BUDGET AND FISCAL POLICIES
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FINANCIAL REPORTING AND BUDGET ADMINISTRATION
A. Annual Reporting. The City will prepare annual financial statements as follows:

1. In accordance with best practices and industry standards, the City will contract for an annual audit by a qualified independent certified public accountant. The City will strive for an unqualified auditors’ opinion.

2. The City will use generally accepted accounting principles (GAAP) in preparing its annual financial statements. The Administrative Services Director is authorized to establish Accounting Policies as needed to conform with GAAP. The City will strive to meet the requirements of the GFOA’s Award for Excellence in Financial Reporting program by issuing an Annual Comprehensive Financial Report.

3. The City will issue audited financial statements within 180 days after year-end.

4. Unexpended operating appropriations lapse at year, provided however that encumbrance balances will be carried-over and reappropriated into the following fiscal year. Project-length budgets are adopted for capital projects and accordingly unexpended/unencumbered balances will be carried over and reappropriated into the following fiscal year.

B. Interim Reporting. The City will prepare and issue timely interim reports on the City’s fiscal status to the Council and staff. This includes on-line access for authorized users to the City’s financial management system; monthly reports to program managers; more formal quarterly reports to the Council and Department Heads; mid-year budget reviews; and interim annual reports.

C. Budget Administration. The Council may amend or supplement the budget at any time after its adoption by majority vote of the Council members. Council approval is required for all new appropriations from fund balance. The City Manager has the authority to make administrative adjustments to the budget as long as those changes will not have a significant policy impact nor affect budgeted year-end fund balances.

D. Agenda Report Review. A Fiscal Impact Statement will be provided with each staff report submitted to the Council as part of the agenda packet.

Status: In Compliance. These practices are in place.

HUMAN RESOURCE MANAGEMENT
A. Regular Staffing

1. Unless otherwise approved by the Council to achieve one-time budgetary savings, the budget will fully appropriate the resources needed for authorized regular staffing and will limit programs to the regular staffing authorized.

2. Regular employees will be the core work force and the preferred means of staffing ongoing, year-round program activities that should be performed by full-time City employees rather than independent

BUDGET AND FISCAL POLICIES
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contractors or temporary employees. The City will strive to provide competitive compensation and benefit schedules for its authorized regular workforce. Each regular employee will:
a. Fill an authorized regular position.
b. Receive salary and benefits consistent with labor agreements or other compensation plans.

3. To manage the growth of the regular work force and overall staffing costs, the City will follow these procedures:
a. The Council will authorize all regular positions.
b. Human Resources will coordinate and approve the hiring of all regular and temporary employees. c. All requests for additional regular positions will include evaluations of:
 The necessity, term and expected results of the proposed activity.  Staffing and materials costs including salary, benefits, equipment, uniforms, clerical support and facilities.
 The ability of temporary staff, overtime, private industry or other government agencies to provide the proposed service.
 Additional revenues or cost savings that may be realized.

B. Temporary Staffing

1. The hiring of temporary employees will not be used as an incremental method for expanding the City's regular workforce.

2. Temporary employees include all employees other than regular employees, elected officials and volunteers. Temporary employees will generally augment regular City staffing as extra-help employees, seasonal employees, contract employees, interns and work-study assistants.

3. The City Manager and Department Heads will encourage the use of temporary rather than regular employees to meet peak workload requirements, fill interim vacancies and accomplish tasks where less than full-time, year-round staffing is required. Under this guideline, temporary employee hours will generally not exceed 50% of a regular, full-time position (1,000 hours annually). There may be limited circumstances where the use of temporary employees on an ongoing basis in excess of this target may be appropriate due to unique programming or staffing requirements. However, any such exceptions must be approved by the City Manager based on the review and recommendation of the Human Resources Administrator.

4. Contract employees are defined as temporary employees with written contracts approved by the City Manager who may receive approved benefits depending on hourly requirements and the length of their contract. Contract employees will generally be used for medium-term (generally between six months and two years) projects, programs or activities requiring specialized or augmented levels of staffing for a specific period.

The services of contract employees will be discontinued upon completion of the assigned project, program or activity. Accordingly, contract employees will not be used for services that are anticipated to be delivered on an ongoing basis.

5. Temporary staffing costs are limited by the approved Budget for these positions.

BUDGET AND FISCAL POLICIES
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C. Overtime Management

1. Overtime should be used only when necessary and when other alternatives are not feasible or cost effective.

2. All overtime must be pre-authorized by the department head or delegate unless it is assumed preapproved by its nature. For example, overtime that results when an employee is assigned to standby and/or must respond to an emergency or complete an emergency response.

3. Departmental operating budgets should reflect anticipated annual overtime costs and departments will regularly monitor overtime use and expenditures.

4. When considering the addition of regular or temporary staffing, the use of overtime as an alternative will be considered. The department will consider:
a. The duration that additional staff resources may be needed. b. The cost of overtime versus the cost of additional staff. c. The skills and abilities of current staff.
d. Training costs associated with hiring additional staff. e. The impact of overtime on existing staff.

D. Private Sector Independent Contractors
Private sector independent contractors are not City employees. They may be used in two situations:

1. Short-term, peak workload assignments to be accomplished using personnel contracted through an outside temporary employment agency (OEA). In this situation, it is anticipated that City staff will closely monitor the work of OEA employees and minimal training will be required. However, they will always be considered the employees of the OEA and not the City. All placements through an OEA will be coordinated through Human Resources and subject to the approval of the Human Resources Administrator.

2. Construction of public works projects and delivery of operating, maintenance or specialized professional services (such as attorneys, architects, fiscal advisors, bond counsel, engineers, scientists and other consultants) not routinely performed by City employees. Such services will be provided without close supervision by City staff, and the required methods, skills and equipment will generally be determined and provided by the contractor. Contract awards will be guided by the City's purchasing policies and procedures.

Status: In Compliance. These procedures are in place.

RESOLUTION NO. 6331

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARPINTERIA

ESTABLISHING THE APPROPRIATION LIMIT

FOR THE CITY OF CARPINTERIA
FOR FISCAL YEAR 2024-25
WHEREAS, Article XIIIB of the California Constitution (Proposition 4) requires local agencies to annually establish appropriation limits on appropriation items subject to limitation; and
WHEREAS, Section 7900 et. seq. of the California Government Code provides implementing instructions to Article XIIIB; and
WHEREAS, the California Department of Finance has provided Uniform Guidelines to further clarify the intent of Article XIIIB; and WHEREAS, as a part of the powers and duties established at Chapter

2.08.110(G)(H), the City Manager has arranged for the calculation of the Fiscal Year 2024-25 Appropriation Limit to be made consistent with state law and guidelines, and included in the annual Budget.

NOW, THEREFORE, BE IT RESOLVED as follows:

SECTION 1. The above recitals are true and correct.

SECTION 2. That the final appropriation limit for the City of Carpinteria for FY 2024-25 is hereby set at $22,693,830, in accordance with the calculations set forth and attached hereto as Exhibit "A".

SECTION 3. That the annual adjustment factors used in the calculation were the percentage change in the California per capita income and the larger of the City's population growth or the population growth of Santa Barbara County.

SECTION 4. That upon the adoption of this resolution, any interested person may challenge said appropriation limit for a period of 45 days from this date in accordance with State law.

Resolution No. 6331

Page 2 ends

PASSED, APPROVED AND ADOPTED on June 24, 2024 by the following vote:

AYES: COUNCILMEMBER(S):

NOES: COUNCILMEMBER(S):

ABSENT: COUNCILMEMBER(S):

Page 3 ends

Calculation of Limitation
Appropriation limit for fiscal year ended June 30, 2024: $ 21,962,508 Adjustment Factors: % Ratio
Population Factor (County) 0.9972
Economic Factor (Per Capita) 1.0362
Population Factor x Economic Ratio (per capita personal income) 1.0333 Appropriation limit for fiscal year ended June 30, 2025: $ 22,693,830 Subject to Limit Difference
2005-2006 $ 11,723,977 $ 5,607,458 $ 6,116,519
2006-2007 $ 12,315,004 $ 5,925,586 $ 6,389,418
2007-2008 $ 12,985,349 $ 6,348,345 $ 6,637,004
2008-2009 $ 13,714,409 $ 6,348,345 $ 7,366,064
2009-2010 $ 13,967,791 $ 6,487,550 $ 7,480,241
2010-2011 $ 13,764,114 $ 6,668,805 $ 7,095,309
2011-2012 $ 14,218,237 $ 6,668,805 $ 7,549,432
2012-2013 $ 14,820,659 $ 6,971,760 $ 7,848,899
2013-2014 $ 15,690,091 $ 7,539,980 $ 8,150,111
2014-2015 $ 16,046,919 $ 7,347,919 $ 8,699,000
2015-2016 $ 16,844,836 $ 8,618,964 $ 8,225,872
2016-2017 $ 17,921,573 $ 9,030,925 $ 8,890,648
2017-2018 $ 18,759,416 $ 8,488,814 $ 10,270,602
2018-2019 $ 19,615,138 $ 8,863,000 $ 10,752,138
2019-2020 $ 20,457,913 $ 10,622,400 $ 9,835,513
2020-2021 $ 21,276,168 $ 11,206,800 $ 10,069,368
2021-2022 $ 19,643,130 $ 12,094,600 $ 7,548,530
2022-2023 $ 21,155,763 $ 14,177,600 $ 6,978,163
2023-2024 $ 21,962,508 $ 14,777,100 $ 7,185,408
2024-2025 $ 22,693,830 $ 14,856,700 $ 7,837,130
Appropriation Limit
Exhibit A
The appropriation limitations imposed by Proposition 4 and 111 created restrictions on the amount of revenue that can be budgeted for expenditures in any fiscal year. Not all revenues are restricted by the limit, only those which are referred to as "proceeds of taxes." The purpose of the law is to limit government spendng by putting a cap on the total proceeds of taxes that may be appropriated each year. This limit is increased annually through a formula that takes into consideration changes in population each year. This limit is increased annually through a formula that takes into consideration changes in population (City or County, whichever is higher) and an economic factor (California per capita income). The City of Carpinteria is not constrained in the current budget by these limits.

Fiscal Year Appropriations Limit
RESOLUTION NO. 6332

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARPINTERIA

ESTABLISHING THE APPROPRIATION LIMIT

FOR THE CITY OF CARPINTERIA
STREET LIGHTING DISTRICT NO. 1
FOR FISCAL YEAR 2024-25
WHEREAS, Article XIIIB of the California Constitution (Proposition 4) requires local agencies to annually establish appropriation limits on appropriation items subject to limitation; and
WHEREAS, Section 7900 et. seq. of the California Government Code provides implementing instructions to Article XIIIB; and
WHEREAS, the California Department of Finance has provided Uniform Guidelines to further clarify the intent of Article XIIIB; and WHEREAS, as a part of the powers and duties established at Chapter

2.08.110(G)(H), the City Manager has arranged for the calculation of the Fiscal Year 2024-25 Appropriation Limit for the City of Carpinteria Street Lighting District No.1 to be made consistent with state law and guidelines and included in the annual Budget.

NOW, THEREFORE, BE IT RESOLVED as follows:

SECTION 1. The above recitals are true and correct.

SECTION 2. That the final appropriation limit for appropriations subject to limitation for the City of Carpinteria Street Lighting District No.1 for FY 2024-25 is hereby set at $801,881 in accordance with the calculations set forth and attached hereto as Exhibit "A".

SECTION 4. That upon the adoption of this resolution, any interested person may challenge said appropriation limit for a period of 45 days from this date in accordance with State law.

Resolution No. 6332

Page 2 ends

PASSED, APPROVED AND ADOPTED on June 24, 2024 by the following vote:

AYES: COUNCILMEMBER(S):

NOES: COUNCILMEMBER(S):

ABSENT: COUNCILMEMBER(S):

ABSTAIN: COUNCILMEMBER(S):
________________________
Mayor, City of Carpinteria
ATTEST:
______________________________
Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
I hereby certify that the foregoing resolution was adopted at a regular meeting of the City Council of the City of Carpinteria held on June 24, 2023. ______________________________
Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
APPROVED AS TO FORM:
_______________________________
Jena Shoaf Acos, on behalf of Brownstein
Hyatt Farber Schreck, LLP acting as
City Attorney of the City of Carpinteria
Resolution No. 6332

Page 3 ends

Calculation of Limitation
Appropriation limit for fiscal year ended June 30, 2024: $ 776,040 Adjustment Factors: % Ratio
Population Factor (County) 0.9972
Economic Factor (Per Capita) 1.0362
Population Factor x Economic Ratio (per capita personal income) 1.0333 Appropriation limit for fiscal year ended June 30, 2025: $ 801,881 Subject to Limit Difference
2005-2006 $ 457,905 $ 171,906 $ 285,999
2006-2007 $ 467,654 $ 171,906 $ 295,748
2007-2008 $ 491,229 $ 186,406 $ 304,823
2008-2009 $ 517,968 $ 203,300 $ 314,668
2009-2010 $ 527,538 $ 268,000 $ 259,538
2010-2011 $ 519,846 $ 266,124 $ 253,722
2011-2012 $ 510,599 $ 266,124 $ 244,475
2012-2013 $ 532,232 $ 268,785 $ 263,447
2013-2014 $ 563,455 $ 263,802 $ 299,653
2014-2015 $ 576,269 $ 277,334 $ 298,935
2015-2016 $ 596,907 $ 288,267 $ 308,640
2016-2017 $ 635,062 $ 288,267 $ 346,795
2017-2018 $ 664,751 $ 296,443 $ 368,308
2018-2019 $ 695,074 $ 187,600 $ 507,474
2019-2020 $ 722,875 $ 190,500 $ 532,375
2020-2021 $ 751,788 $ 192,000 $ 559,788
2021-2022 $ 694,085 $ 201,000 $ 493,085
2022-2023 $ 747,534 $ 225,500 $ 522,034
2023-2024 $ 776,040 $ 227,650 $ 548,390
2024-2025 $ 801,881 $ 234,450 $ 567,431
Appropriation Limit
Exhibit A
The appropriation limitations imposed by Proposition 4 and 111 created restrictions on the amount of revenue that can be budgeted for expenditures in any fiscal year. Not all revenues are restricted by the limit, only those which are referred to as "proceeds of taxes." The purpose of the law is to limit government spending by putting a cap on the total proceeds of taxes that may be appropriated each year. This limit is increased annually through a formula that takes into consideration changes in population each year. This limit is increased annually through a formula that takes into consideration changes in population (City or County, whichever is higher) and an economic factor (California per capita income). The Carpinteria Street Lighting District is not constrained in the current budget by these limits.

Fiscal Year Appropriations Limit
RESOLUTION NO. 6333

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

CARPINTERIA APPROVING AND ADOPTING A NEW

CLASSIFICATION AND COMPENSATION SCHEDULE FOR

MANAGEMENT PERSONNEL AND MISCELLANEOUS

UNREPRESENTED PERSONNEL
WHEREAS, the City of Carpinteria City Council recognizes that the salary structure for Management Personnel and Miscellaneous Unrepresented Personnel is separate from classified employees covered under the Memorandum of Understanding between the City of Carpinteria and the Service Employees International Union (SEIU) Local 620; and
WHEREAS, the positions listed in the Class and Compensation Schedule for Management Personnel and Miscellaneous Unrepresented Personnel include the fulltime positions proposed in the FY 2024-25 budget; and WHEREAS, for consistency with SEIU-represented employees, the month of March and the Los Angeles-Long Beach-Anaheim area for Urban Wage Earners and Clerical Workers (CPI-W) are referenced to determine CPI; and WHEREAS, the CPI for the period of March 2023 through March 2024 of 3.9% shall be used to adjust the salary ranges for Management Personnel and Miscellaneous Unrepresented Personnel effective July 1, 2024; and
WHEREAS, in order to maintain a competitive compensation package, it is the desire of the City Council to amend the Class and Compensation Schedule for Management Personnel and Miscellaneous Unrepresented Personnel.

NOW, THEREFORE, BE IT RESOLVED as follows:

SECTION 1. The above recitals are true and correct.

SECTION 2. The revised Class and Compensation Schedule for Management Personnel and Miscellaneous Unrepresented Personnel, attached hereto as Exhibit A, effective July 1, 2024, is hereby approved and implementation by the City Manager is authorized.

Resolution No. 6333

Page 2 ends

PASSED, APPROVED AND ADOPTED on June 24, 2024, by the following vote:

AYES: COUNCILMEMBER(S):

NOES: COUNCILMEMBER(S):

ABSENT: COUNCILMEMBER(S):

ABSTAIN: COUNCILMEMBER(S):
________________________
Mayor, City of Carpinteria
ATTEST:
______________________________
Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
I hereby certify that the foregoing resolution was adopted at a regular meeting of the City Council of the City of Carpinteria held on June 24, 2024. ______________________________
Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
APPROVED AS TO FORM:
__________________________________
Jena Shoaf Acos, on behalf of Brownstein
Hyatt Farber Schreck, LLP acting as
City Attorney of the City of Carpinteria
Resolution No. 6333

Page 3 ends

Grade FLSA Position Pay Type Minimum Control Point Maximum 100 Hourly $ 78.40 $ 93.10 $ 107.80
Bi-weekly $ 6,272.27 $ 7,448.31 $ 8,624.36
Monthly $ 13,589.91 $ 16,138.02 $ 18,686.12
Annual $ 163,078.90 $ 193,656.19 $ 224,233.48
99 Hourly $ 74.67 $ 88.67 $ 102.67
Bi-weekly $ 5,973.59 $ 7,093.63 $ 8,213.68
Monthly $ 12,942.77 $ 15,369.54 $ 17,796.31
Annual $ 155,313.23 $ 184,434.47 $ 213,555.70
98 Hourly $ 71.11 $ 84.45 $ 97.78
Bi-weekly $ 5,689.13 $ 6,755.84 $ 7,822.55
Monthly $ 12,326.45 $ 14,637.66 $ 16,948.86
Annual $ 147,917.37 $ 175,651.87 $ 203,386.38
97 Hourly $ 67.73 $ 80.43 $ 93.13
Bi-weekly $ 5,418.22 $ 6,434.13 $ 7,450.05
Monthly $ 11,739.47 $ 13,940.62 $ 16,141.78
Annual $ 140,873.68 $ 167,287.50 $ 193,701.31
96 EM, E Assistant City Manager Hourly $ 64.50 $ 76.60 $ 88.69 EM, E Administrative Services Director Bi-weekly $ 5,160.21 $ 6,127.75 $ 7,095.29 EM, E Community Development Director Monthly $ 11,180.45 $ 13,276.79 $ 15,373.12 EM, E Parks, Recreation, and Community Services Director Annual $ 134,165.41 $ 159,321.43 $ 184,477.44 EM, E Public Works Director
95 Hourly $ 61.43 $ 72.95 $ 84.47
Bi-weekly $ 4,914.48 $ 5,835.95 $ 6,757.42
Monthly $ 10,648.05 $ 12,644.56 $ 14,641.07
Annual $ 127,776.58 $ 151,734.69 $ 175,692.80
94 Hourly $ 58.51 $ 69.48 $ 80.45
Bi-weekly $ 4,680.46 $ 5,558.05 $ 6,435.63
Monthly $ 10,141.00 $ 12,042.44 $ 13,943.87
Annual $ 121,691.98 $ 144,509.23 $ 167,326.48
93 Hourly $ 55.72 $ 66.17 $ 76.61
Bi-weekly $ 4,457.58 $ 5,293.38 $ 6,129.17
Monthly $ 9,658.09 $ 11,468.99 $ 13,279.88
Annual $ 115,897.13 $ 137,627.84 $ 159,358.55
92 MM, E Civil Engineer Hourly $ 53.07 $ 63.02 $ 72.97
Bi-weekly $ 4,245.32 $ 5,041.31 $ 5,837.31
Monthly $ 9,198.18 $ 10,922.84 $ 12,647.50
Annual $ 110,378.22 $ 131,074.13 $ 151,770.05
91 MM, E Finance Manager Hourly $ 50.54 $ 60.02 $ 69.49 Bi-weekly $ 4,043.16 $ 4,801.25 $ 5,559.34
Monthly $ 8,760.18 $ 10,402.71 $ 12,045.24
Annual $ 105,122.11 $ 124,832.51 $ 144,542.90
90 MM, E Principal Planner Hourly $ 48.13 $ 57.16 $ 66.18 Bi-weekly $ 3,850.63 $ 4,572.62 $ 5,294.61
Monthly $ 8,343.02 $ 9,907.34 $ 11,471.66
Annual $ 100,116.30 $ 118,888.10 $ 137,659.91
89 Hourly $ 45.84 $ 54.44 $ 63.03
Bi-weekly $ 3,667.26 $ 4,354.88 $ 5,042.49
Monthly $ 7,945.74 $ 9,435.56 $ 10,925.39
Annual $ 95,348.85 $ 113,226.76 $ 131,104.67
88 MM, E City Clerk Hourly $ 43.66 $ 51.84 $ 60.03
MM, E City Librarian Bi-weekly $ 3,492.63 $ 4,147.50 $ 4,802.37 MM, E Human Resources/Risk Manager Monthly $ 7,567.37 $ 8,986.25 $ 10,405.13 Annual $ 90,808.43 $ 107,835.01 $ 124,861.59
87 Hourly $ 41.58 $ 49.38 $ 57.17
Bi-weekly $ 3,326.32 $ 3,950.00 $ 4,573.68
Monthly $ 7,207.02 $ 8,558.33 $ 9,909.65
Annual $ 86,484.22 $ 102,700.01 $ 118,915.80
86 MM, E Chief Building Inspector/Plans Examiner Hourly $ 39.60 $ 47.02 $ 54.45 MM, E Environmental Program Manager Bi-weekly $ 3,167.92 $ 3,761.91 $ 4,355.89 MM, E Public Works Manager* Monthly $ 6,863.83 $ 8,150.79 $ 9,437.76 M, E Senior Planner Annual $ 82,365.92 $ 97,809.53 $ 113,253.15 M, E Senior Financial Analyst
85 M, E Program Manager Hourly $ 37.71 $ 44.78 $ 51.86
Bi-weekly $ 3,017.07 $ 3,582.77 $ 4,148.47
Monthly $ 6,536.98 $ 7,762.66 $ 8,988.34
Annual $ 78,443.74 $ 93,151.94 $ 107,860.14
FY 2024-25
Exhibit A to Resolution No. 6333
City of Carpinteria
Management and Miscellaneous Unrepresented Personnel
Classification and Compensation Information
Salary Schedule Effective July 1, 2024
Resolution No. 6333

Page 4 ends

Grade FLSA Position Pay Type Minimum Control Point Maximum 84 NE Associate Planner Hourly $ 35.92 $ 42.65 $ 49.39
NE Associate Engineer Bi-weekly $ 2,873.40 $ 3,412.16 $ 3,950.92 NE Management Analyst II Monthly $ 6,225.69 $ 7,393.01 $ 8,560.33 M, E Parks & Facilities Maintenance Supervisor Annual $ 74,708.32 $ 88,716.13 $ 102,723.94 M, E Public Works Supervisor
83 M, E Aquatics Superintendent Hourly $ 34.21 $ 40.62 $ 47.03 M, E Code Compliance Supervisor Bi-weekly $ 2,736.57 $ 3,249.68 $ 3,762.78 M, E Community Engagement Library Specialist Monthly $ 5,929.23 $ 7,040.96 $ 8,152.69 Annual $ 71,150.78 $ 84,491.55 $ 97,832.33
82 NE Accountant/Financial Analyst Hourly $ 32.58 $ 38.69 $ 44.80 NE Assistant Engineer Bi-weekly $ 2,606.26 $ 3,094.93 $ 3,583.60 NE Assistant Planner Monthly $ 5,646.89 $ 6,705.68 $ 7,764.47 NE Environmental Program Coordinator Annual $ 67,762.65 $ 80,468.15 $ 93,173.64 NE Executive Assistant/Deputy City Clerk
NE Management Analyst I
81 Hourly $ 31.03 $ 36.84 $ 42.66
Bi-weekly $ 2,482.15 $ 2,947.55 $ 3,412.95
Monthly $ 5,377.99 $ 6,386.36 $ 7,394.73
Annual $ 64,535.86 $ 76,636.33 $ 88,736.80
80 NE Accounting Technician Hourly $ 29.55 $ 35.09 $ 40.63 NE Code Compliance Officer II Bi-weekly $ 2,363.95 $ 2,807.19 $ 3,250.43 NE Engineering Technician Monthly $ 5,121.89 $ 6,082.25 $ 7,042.60 NE Envirornmental Program Specialist* Annual $ 61,462.72 $ 72,986.98 $ 84,511.24 NE Human Resources Technician*
NE Planning Technician*
79 Hourly $ 28.14 $ 33.42 $ 38.70
Bi-weekly $ 2,251.38 $ 2,673.52 $ 3,095.65
Monthly $ 4,877.99 $ 5,792.62 $ 6,707.24
Annual $ 58,535.92 $ 69,511.41 $ 80,486.90
78 NE Aquatics Program Coordinator Hourly $ 26.80 $ 31.83 $ 36.85 NE Accounting Specialist Bi-weekly $ 2,144.17 $ 2,546.21 $ 2,948.24 NE Senior Services Coordinator Monthly $ 4,645.71 $ 5,516.78 $ 6,387.85 NE Human Resources Assistant Annual $ 55,748.50 $ 66,201.34 $ 76,654.19 77 NE Management Assistant Hourly $ 25.53 $ 30.31 $ 35.10 Bi-weekly $ 2,042.07 $ 2,424.96 $ 2,807.85
Monthly $ 4,424.48 $ 5,254.07 $ 6,083.67
Annual $ 53,093.81 $ 63,048.90 $ 73,003.99
76 NE Code Compliance Officer I Hourly $ 24.31 $ 28.87 $ 33.43 Bi-weekly $ 1,944.83 $ 2,309.48 $ 2,674.14
Monthly $ 4,213.79 $ 5,003.88 $ 5,793.97
Annual $ 50,565.53 $ 60,046.57 $ 69,527.61
75 Hourly $ 23.15 $ 27.49 $ 31.83
Bi-weekly $ 1,852.22 $ 2,199.51 $ 2,546.80
Monthly $ 4,013.14 $ 4,765.60 $ 5,518.06
Annual $ 48,157.65 $ 57,187.21 $ 66,216.77
EM -Executive Management
MM - Mid-Management
M - Management
E - Exempt
NE - Non-Exempt
* New Classifications
FY 2024-25
City of Carpinteria
Management and Miscellaneous Unrepresented Personnel
Classification and Compensation Information
Salary Schedule Effective July 1, 2024
RESOLUTION NO. 6334

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

CARPINTERIA APPROVING AND ADOPTING A NEW

CLASSIFICATION AND COMPENSATION SCHEDULE FOR SERVICE
EMPLOYEES INTERNATIONAL UNION (SEIU) LOCAL 620,

REPRESENTING EMPLOYEES IN THE GERENAL SERVICE, PUBLIC

WORKS AND PARKS, RECREATION, AND PUBLIC FACILITIES

BARGAIN UNIT
WHEREAS, the City of Carpinteria City Council recognizes that the salary structure for the SEIU bargaining unit is separate from the Management Personnel and Miscellaneous Unrepresented Personnel covered under separate City of Carpinteria Conditions of Employment; and
WHEREAS, the positions listed in the Class and Compensation Schedule for SEIU Represented Employees include the full-time positions proposed in the FY 2024- 25 budget; and
WHEREAS, on January 23, 2023, the City Council adopted Resolution No. 6190 approving SEIU Memorandum of Understanding for a five-year period beginning July 1, 2022 and ending June 30, 2027; and
WHEREAS, Section 23.H Base Wage Adjustment of the SEIU MOU states that employees shall have a cost-of-living adjustment based on the Los Angeles-Long Beach-Anaheim area for Urban Wage Earners and Clerical Workers Consumer Price Index (CPI), with a minimum increase of 2.5% and a maximum increase of 5%; and WHEREAS, the CPI for the period of March 2023 through March 2024 of 3.9% shall be used to adjust the Class and Compensation Schedule for SEIU effective July 1, 2024; and
WHEREAS, in order to maintain a competitive compensation package, it is the desire of the City Council to amend the Class and Compensation Schedule for SEIU Represented Employees.

NOW, THEREFORE, BE IT RESOLVED as follows:

SECTION 1. The above recitals are true and correct.

SECTION 2. The revised Class and Compensation Schedule for SEIU Personnel, attached hereto as Exhibit A, effective July 1, 2024, is hereby approved and implementation by the City Manager is authorized.

Resolution No. 6334

Page 2 ends

PASSED, APPROVED AND ADOPTED on June 24, 2024, by the following vote:

AYES: COUNCILMEMBER(S):

NOES: COUNCILMEMBER(S):

ABSENT: COUNCILMEMBER(S):

ABSTAIN: COUNCILMEMBER(S):
________________________
Mayor, City of Carpinteria
ATTEST:
______________________________
Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
I hereby certify that the foregoing resolution was adopted at a regular meeting of the City Council of the City of Carpinteria held on June 24, 2024. ______________________________
Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
APPROVED AS TO FORM:
__________________________________
Jena Shoaf Acos, on behalf of Brownstein
Hyatt Farber Schreck, LLP acting as
City Attorney of the City of Carpinteria
Resolution No. 6334

Page 3 ends

Grade FLSA Position Pay Type A B C D E
114 NE Administrative Assistant II Hourly $ 31.24 $ 32.81 $ 34.45 $ 36.17 $ 37.98 Bi-weekly $ 2,499.50 $ 2,624.48 $ 2,755.70 $ 2,893.49 $ 3,038.16 Monthly $ 5,415.59 $ 5,686.37 $ 5,970.69 $ 6,269.22 $ 6,582.69 Annual $ 64,987.10 $ 68,236.45 $ 71,648.28 $ 75,230.69 $ 78,992.22 113 NE Lead Maintenance Worker Hourly $ 30.48 $ 32.01 $ 33.61 $ 35.29 $ 37.05 NE Sr. Parks/Facilities Maintenance Techniicain Bi-weekly $ 2,438.54 $ 2,560.47 $ 2,688.49 $ 2,822.92 $ 2,964.06 Monthly $ 5,283.50 $ 5,547.68 $ 5,825.06 $ 6,116.32 $ 6,422.13 Annual $ 63,402.05 $ 66,572.15 $ 69,900.76 $ 73,395.80 $ 77,065.58 112 Hourly $ 29.74 $ 31.23 $ 32.79 $ 34.43 $ 36.15
Bi-weekly $ 2,379.06 $ 2,498.02 $ 2,622.92 $ 2,754.06 $ 2,891.77 Monthly $ 5,154.64 $ 5,412.37 $ 5,682.99 $ 5,967.14 $ 6,265.49 Annual $ 61,855.66 $ 64,948.44 $ 68,195.86 $ 71,605.65 $ 75,185.94 111 Hourly $ 29.01 $ 30.46 $ 31.99 $ 33.59 $ 35.27
Bi-weekly $ 2,321.04 $ 2,437.09 $ 2,558.94 $ 2,686.89 $ 2,821.24 Monthly $ 5,028.92 $ 5,280.36 $ 5,544.38 $ 5,821.60 $ 6,112.68 Annual $ 60,346.98 $ 63,364.33 $ 66,532.55 $ 69,859.17 $ 73,352.13 110 NE Maintenance Worker II Hourly $ 28.31 $ 29.72 $ 31.21 $ 32.77 $ 34.41 Bi-weekly $ 2,264.43 $ 2,377.65 $ 2,496.53 $ 2,621.36 $ 2,752.43 Monthly $ 4,906.26 $ 5,151.57 $ 5,409.15 $ 5,679.61 $ 5,963.59 Annual $ 58,875.10 $ 61,818.86 $ 64,909.80 $ 68,155.29 $ 71,563.06 109 Hourly $ 27.61 $ 29.00 $ 30.45 $ 31.97 $ 33.57
Bi-weekly $ 2,209.20 $ 2,319.66 $ 2,435.64 $ 2,557.42 $ 2,685.29 Monthly $ 4,786.59 $ 5,025.92 $ 5,277.22 $ 5,541.08 $ 5,818.13 Annual $ 57,439.13 $ 60,311.08 $ 63,326.64 $ 66,492.97 $ 69,817.62 108 NE Adminsistrative Assistant I Hourly $ 26.94 $ 28.29 $ 29.70 $ 31.19 $ 32.75 Bi-weekly $ 2,155.31 $ 2,263.08 $ 2,376.23 $ 2,495.05 $ 2,619.80 Monthly $ 4,669.85 $ 4,903.34 $ 5,148.51 $ 5,405.93 $ 5,676.23 Annual $ 56,038.17 $ 58,840.08 $ 61,782.08 $ 64,871.19 $ 68,114.75 107 Hourly $ 26.28 $ 27.60 $ 28.98 $ 30.43 $ 31.95
Bi-weekly $ 2,102.75 $ 2,207.88 $ 2,318.28 $ 2,434.19 $ 2,555.90 Monthly $ 4,555.95 $ 4,783.75 $ 5,022.93 $ 5,274.08 $ 5,537.78 Annual $ 54,671.39 $ 57,404.96 $ 60,275.20 $ 63,288.96 $ 66,453.41 106 Hourly $ 25.64 $ 26.93 $ 28.27 $ 29.69 $ 31.17
Bi-weekly $ 2,051.46 $ 2,154.03 $ 2,261.73 $ 2,374.82 $ 2,493.56 Monthly $ 4,444.83 $ 4,667.07 $ 4,900.42 $ 5,145.44 $ 5,402.72 Annual $ 53,337.94 $ 56,004.84 $ 58,805.08 $ 61,745.33 $ 64,832.60 105 Hourly $ 25.02 $ 26.27 $ 27.58 $ 28.96 $ 30.41
Bi-weekly $ 2,001.42 $ 2,101.49 $ 2,206.57 $ 2,316.90 $ 2,432.74 Monthly $ 4,336.42 $ 4,553.24 $ 4,780.90 $ 5,019.95 $ 5,270.94 Annual $ 52,037.01 $ 54,638.86 $ 57,370.81 $ 60,239.35 $ 63,251.31 104 NE Maintenance Worker I Hourly $ 24.41 $ 25.63 $ 26.91 $ 28.25 $ 29.67 Bi-weekly $ 1,952.61 $ 2,050.24 $ 2,152.75 $ 2,260.39 $ 2,373.41 Monthly $ 4,230.65 $ 4,442.18 $ 4,664.29 $ 4,897.51 $ 5,142.38 Annual $ 50,767.82 $ 53,306.21 $ 55,971.52 $ 58,770.09 $ 61,708.60 103 Hourly $ 23.81 $ 25.00 $ 26.25 $ 27.57 $ 28.94
Bi-weekly $ 1,904.98 $ 2,000.23 $ 2,100.24 $ 2,205.26 $ 2,315.52 Monthly $ 4,127.46 $ 4,333.84 $ 4,550.53 $ 4,778.06 $ 5,016.96 Annual $ 49,529.58 $ 52,006.06 $ 54,606.36 $ 57,336.68 $ 60,203.51 FY 2024-25
Exhibit A to Resolution No. 6334
City of Carpinteria

SEIU REPRESENTED EMPLOYEES
Classification and Compensation Information
Salary Schedule Effective July 1, 2024
Resolution No. 6334

Page 4 ends

Grade FLSA Position Pay Type A B C D E
103 Hourly $ 23.81 $ 25.00 $ 26.25 $ 27.57 $ 28.94
Bi-weekly $ 1,904.98 $ 2,000.23 $ 2,100.24 $ 2,205.26 $ 2,315.52 Monthly $ 4,127.46 $ 4,333.84 $ 4,550.53 $ 4,778.06 $ 5,016.96 Annual $ 49,529.58 $ 52,006.06 $ 54,606.36 $ 57,336.68 $ 60,203.51 102 NE Office Assistant II Hourly $ 23.23 $ 24.39 $ 25.61 $ 26.89 $ 28.24 Bi-weekly $ 1,858.52 $ 1,951.45 $ 2,049.02 $ 2,151.47 $ 2,259.04 Monthly $ 4,026.79 $ 4,228.13 $ 4,439.54 $ 4,661.52 $ 4,894.59 Annual $ 48,321.54 $ 50,737.62 $ 53,274.50 $ 55,938.22 $ 58,735.13 101 Hourly $ 22.66 $ 23.80 $ 24.99 $ 26.24 $ 27.55
Bi-weekly $ 1,813.19 $ 1,903.85 $ 1,999.04 $ 2,099.00 $ 2,203.94 Monthly $ 3,928.58 $ 4,125.01 $ 4,331.26 $ 4,547.82 $ 4,775.21 Annual $ 47,142.97 $ 49,500.11 $ 51,975.12 $ 54,573.88 $ 57,302.57 100 Hourly $ 22.11 $ 23.22 $ 24.38 $ 25.60 $ 26.88
Bi-weekly $ 1,768.97 $ 1,857.42 $ 1,950.29 $ 2,047.80 $ 2,150.19 Monthly $ 3,832.76 $ 4,024.40 $ 4,225.62 $ 4,436.90 $ 4,658.75 Annual $ 45,993.14 $ 48,292.79 $ 50,707.43 $ 53,242.81 $ 55,904.95 99 Hourly $ 21.57 $ 22.65 $ 23.78 $ 24.97 $ 26.22
Bi-weekly $ 1,725.82 $ 1,812.11 $ 1,902.72 $ 1,997.85 $ 2,097.75 Monthly $ 3,739.28 $ 3,926.24 $ 4,122.56 $ 4,328.68 $ 4,545.12 Annual $ 44,871.35 $ 47,114.92 $ 49,470.67 $ 51,944.20 $ 54,541.41 98 NE Office Assistant I Hourly $ 21.05 $ 22.10 $ 23.20 $ 24.36 $ 25.58 Bi-weekly $ 1,683.73 $ 1,767.91 $ 1,856.31 $ 1,949.13 $ 2,046.58 Monthly $ 3,648.08 $ 3,830.48 $ 4,022.01 $ 4,223.11 $ 4,434.26 Annual $ 43,776.93 $ 45,965.78 $ 48,264.07 $ 50,677.27 $ 53,211.13 NE - Non-Exempt
FY 2024-25
City of Carpinteria

SEIU REPRESENTED EMPLOYEES
Classification and Compensation Information
Salary Schedule Effective July 1, 2024
RESOLUTION NO. 6336

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

CARPINTERIA APPROVING AND ADOPTING THE REVISIONS TO

THE COMPENSATION SCHEDULE FOR PART-TIME, TEMPORARY,

AND SEASONAL HOURLY-RATED EMPLOYEES
WHEREAS, the City of Carpinteria employs hourly rated part-time, temporary, and seasonal employees limited to working less than 999 hours per fiscal year; and WHEREAS, rates of pay and conditions of employment for hourly rated employees are not subject to, nor do they have employment rights of the personnel system as described in the City of Carpinteria Personnel System Rules and Regulations and the Employer-Employee Relations Policy for regular employees; and
WHEREAS, a uniform basis for recognizing compensation levels for this category of employee is essential to the effective and efficient operation of the City; and
WHEREAS, the positions listed in the Compensation Schedule for Part-time, Temporary, and Seasonal Hourly-Rated Employees include positions proposed in the FY 2024-25 budget; and
NOW, THEREFORE, BE IT RESOLVED as follows:

Section 1. The above recites are true and correct.

Section 2. The hourly compensation schedule, Exhibit A, is hereby approved and authorizes the City Manager to implement the changes to be effective July 1, 2024.

PASSED, APPROVED AND ADOPTED on June 24, 2024, by the following vote:

AYES: COUNCILMEMBER(S):

NOES: COUNCILMEMBER(S):

ABSENT: COUNCILMEMBER(S):

ABSTAIN: COUNCILMEMBER(S):

Resolution No. 6336

Page 2 ends

Mayor, City of Carpinteria
ATTEST:
______________________________
Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
I hereby certify that the foregoing resolution was adopted at a regular meeting of the City Council of the City of Carpinteria held on June 24, 2024. ______________________________
Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
APPROVED AS TO FORM:
__________________________________
Jena Shoaf Acos, on behalf of Brownstein
Hyatt Farber Schreck, LLP acting as
City Attorney of the City of Carpinteria
______________________
Resolution No. 6336

Page 3 ends

Grade FLSA Position Pay Type A B C D E
621 NE Hourly $15.7500 $16.5375 $17.3644 $18.2326 $19.1442 622 NE Clerk/Cashier Hourly $16.5375 $17.3644 $18.2326 $19.1442 $20.1014 623 NE Managing Cashier/Clerk Hourly $17.3644 $18.2326 $19.1442 $20.1014 $21.1065 624 NE
Assistant Swim Coach
Aqua Aerobics Instructor
Crossing Guards
Parks & Facilities Attendant*
Parks Maintenance Worker
Public Works Maintenance Worker Hourly $18.2326 $19.1442 $20.1014 $21.1065 $22.1618 625 NE
Office Clerk
Management Intern Hourly $19.1442 $20.1014 $21.1065 $22.1618 $23.2699 626 NE
Beach Lifeguard
Coach/Swim Team
Junior Lifeguard Instructor
Pool Lifeguard
Recreation Leader Hourly $20.1014 $21.1065 $22.1618 $23.2699 $24.4334 627 NE
Assistant Aquatic Program Coordinator
Assistant Senior Services Coordinator*
Senior Pool Lifeguard Hourly $21.1065 $22.1618 $23.2699 $24.4334 $25.6551 628 NE Beach Lifeguard Supervisor Hourly $22.1618 $23.2699 $24.4334 $25.6551 $26.9378 629 NE
Aquatics Beach Program Coordinator
Community Garden Coordinator Hourly $23.2699 $24.4334 $25.6551 $26.9378 $28.2847 630 NE
Beach Program Coordinator
Lifeguard Program Coordinator Hourly $24.4334 $25.6551 $26.9378 $28.2847 $29.6990 631 NE Library Technician Hourly $25.6551 $26.9378 $28.2847 $29.6990 $31.1839 632 NE Hourly $26.9378 $28.2847 $29.6990 $31.1839 $32.7431 633 NE Senior Beach Supervisor Hourly $28.2847 $29.6990 $31.1839 $32.7431 $34.3803 634 NE Hourly $29.6990 $31.1839 $32.7431 $34.3803 $36.0993 635 NE Hourly $31.1839 $32.7431 $34.3803 $36.0993 $37.9043 636 NE Hourly $32.7431 $34.3803 $36.0993 $37.9043 $39.7995 NE - Non-Exempt
Exhibit A to Resolution No. 6336
Classification and Compensation Information
Salary Schedule Effective July 1, 2024
FY 2024-25
City of Carpinteria

PART-TIME, TEMPORARY, AND SEASONAL EMPLOYEES

ATTACHMENT D
Authorized Full-Time Positions

2020/21* 2021/22 2022/23 2023/24 2024/25

GENERAL GOVERNMENT
City Manager 1 1111
Assistant City Manager 1 1111
Human Resources/Risk Manager 1 1100
City Clerk 1 1111
Program Manager 1 1111
Executive Assistant/Deputy City Clerk 1 1100
Management Analyst I/II ** 0 0012
Human Resources Assistant 0 0011
Office Assistant I/II 1 1111
General Government Department Sub-total: 7 7778

ADMINISTRATIVE SERVICES
Administrative Services Director 1 1111
Finance Manager 0 0111
Accounting Technician 1 1111
Accounting Specialist 0 0111
Administrative Services Department Sub-total: 3 3444

COMMUNITY DEVELOPMENT
Community Development Director 1 1111
Principal Planner 2 2222
Senior Planner 0 0011
Associate Planner 2 2222
Assistant Planner 0 0000
Administrative Assistant I/II 1 1111
Chief Building Inspector 1 1111
Code Compliance Supervisor 1 1111
Code Compliance Officer I 0 0000
Code Compliance Officer II 2 2211
Community Development Department Sub-total: 10 10 10 10 10

PUBLIC WORKS DEPARTMENT
Public Works Director 1 1111
Management Analyst I/II 0 0111
Assistant to the Public Works Director 1 1000
Civil Engineer 1 1100
Associate Engineer 0 0011
Environmental Program Manager 1 1111
Environmental Program Specialist ** 0 0001
Engineering Technician 1 1111
Public Works Supervisor 1 1111
Lead Maintenance Worker 1 1111
Maintenance Worker I/II 3 3333
Public Works Department Sub-total: 10 10 10 10 11

PARKS, RECREATION & PUBLIC FACILITIES
Parks, Recreation & Public Facilities Director 1 1111
Program Manager 0 0001
Management Analyst I/II 0 0110
Management Assistant 1 1000
Aquatics Superintendent 1 1111
Aquatics Program Coordinator 1 1111
Parks & Facilities Maintenance Supervisor 1 1111
Sr. Parks & Facilities Maintenace Technician 1 1111
Parks & Facilities Maintenance Technician 0 0000
Maintenance Worker I/II 1 1111
City Librarian 1 1111
Community Engagement Library Specialist 1 1111
Senior Services Coordinator 0 0011
Parks, Recreation & Public Facilities Department Sub-total: 9 9 9 10 10 GRAND TOTAL - Full Time Staff: 39 39 40 41 43
*Fiscal Year's figure updated with changes made post‐budget adoption **Limited term positions

AUTHORIZED FULL TIME POSITIONS- LAST FIVE YEAR

ATTACHMENT E
Capital Improvement Program
Project Name Measure X RMRA
Tidelands
Trust Measure A Grants DIFs Total
2022 Pavement Rehabilitation $ 291,650 $ 384,600 $ - $ 18,750 $ - $ - $ 695,000 2023 Pavement Maintenance and Rehabilitation - 229,800 - 51,200 - - 281,000 Bluffs II Trail - - - - 11,600 - 11,600
Carp Ave/Palm Ave Intersection Improvement 345,000 - - 321,000 - 66,750 732,750 Carp High/Rincon High Crosswalk - - - 76,500 - - 76,500 Carpinteria Ave Bridge Project 51,750 - - - 399,300 - 451,050 Carpinteria Library Improvements 50,000 - - - - - 50,000 City Hall Campus Improvement Phase II 300,200 - - - - - 300,200 City Hall Solar Energy Project 3,050 - - - - - 3,050
East Via Real Stormwater Project - - - - - 5,400 5,400
Former Venoco Pipeline Abandonment - - - - 75,000 - 75,000 Franklin Creek Trail - - - - 118,850 - 118,850
Linden Ave Improv - Carp Ave to Linden - - - - 7,500 - 7,500 Linden Avenue Beach-End Beautification Project - - 100,000 - 230,000 - 330,000 Linden Avenue/Casitas Pass Interchange - - - - 3,300 - 3,300 Rincon Multi-Use Trail - - - - 11,600 - 11,600
Skate Park 612,800 - - - - - 612,800
Total CIP $ 1,654,450 $ 614,400 $ 100,000 $ 467,450 $ 857,150 $ 72,150 $ 3,765,600 Capital Improvement Program
FY 2023-24 Estimated Actuals and Funding Source
Transfer From Other Fund
Project Name Measure X RMRA Gas Tax
Tidelands
Trust Measure A Grants DIFs Total
2022 Pavement Rehabilitation $ 2,955,850 $ 340,750 $ 460,000 $ - $ 1,121,525 $ - $ 140,275 $ 5,018,400 2023 Pavement Maintenance and Rehabilitation - - - - - 3,414,800 15,000 3,429,800 Bluffs II Trail - - - 183,500 - 183,500 - 367,000
Carp High/Rincon High Crosswalk - - - - - 500,000 129,000 629,000 Carpinteria Ave Bridge Project - - - - - 88,600 11,500 100,100 Carpinteria Library Improvements 180,000 - - - - - - 180,000 City Hall Storage Project 8,500 - - - - - - 8,500
Dune & Shoreline Management - - - - - 300,000 - 300,000 East Via Real Stormwater Project 1,025,100 - - - - 2,259,100 305,800 3,590,000 Former Venoco Pipeline Abandonment - - - - - 400,000 - 400,000 Franklin Creek Trail 326,750 - - - 426,750 570,000 100,000 1,423,500 Linden Ave Improv - Carp Ave to Linden - - - - - 792,500 - 792,500 Linden Avenue Beach-End Beautification Project - - - - - 128,000 - 128,000 Rincon Multi-Use Trail - - - - - 150,000 - 150,000
Total CIP $ 4,496,200 $ 340,750 $ 460,000 $ 183,500 $ 1,548,275 $ 8,786,500 $ 701,575 $ 16,516,800 Transfer From Other Fund
Capital Improvement Program
FY 2024-25 Proposed Expenditure and Funding Source

CITY OF CARPINTERIA

CAPITAL IMPROVEMENT PROGRAM
2022 PAVEMENT REHABILITATION PROJECT
CIP CODE: ST-58
PUBLIC WORKS NUMBER: 15132
FINANCE NUMBER: ST-22-001
Source: Carpinteria Pavement Condition Viewer. City of Carpinteria. 2022 SCOPE OF WORK AND OBJECTIVE:

The general scope of work includes pavement rehabilitation, pedestrian facility upgrades (e.g. curb ramps and sidewalks) as needed for compliance with the Americans with Disabilities Act (ADA), and drainage improvements. The objective of this project is to rehabilitate pavement using technologies and material recycling techniques that lower greenhouse gas emissions and reduce the cost of pavement maintenance through material choice and construction methods and to provide for ADA accessibility upgrades.

Proposed Streets:

Byrnes Lane (from End to Cameo Road)
Callejon Drive (from Concha Loma Drive to End)
Cameo Road (from La Brea Lane to Casitas Pass Road)
Dorrance Way (from Linden Avenue to Ash Avenue)
El Carro Lane (from Sterling Avenue to Santa Ynez Avenue) Retorno Drive (from Concha Loma Drive to South End)
Star Pine Road (from East End to Vallecito Road)
Vallecito Road (from North End to Carpinteria Avenue)

CITY OF CARPINTERIA

CAPITAL IMPROVEMENT PROGRAM
2023 PAVEMENT MAINTENANCE AND REHABILITATION PROJECT
CIP CODE: ST-59 & ST-64
PUBLIC WORKS NUMBER: 15134 & 15133
FINANCE NUMBER: ST-23-001
Source: Carpinteria Pavement Condition Viewer. City of Carpinteria. 2022 SCOPE OF WORK AND OBJECTIVE:

Proposed Streets:

Calle Rey Mar (from Arbol Verde Street to End)
Concha Loma Drive (from Arbol Verde Street to Calle Ocho) Holly Avenue (from Sawyer Avenue to Carpinteria Avenue) Linden Avenue (from Railroad Tracks to South End)
Malibu Drive (from Linden Avenue to West End)
Sawyer Avenue (from Linden Avenue to Holly Avenue)
Vallecito Court (from Vallecito Place to West End)
Vallecito Road (from Vallecito Place to Via Real)

BLUFFS TWO TRAIL PROJECT
CIP CODE: PR-35
PUBLIC WORKS NUMBER: 15013
FINANCE NUMBER: PK-20-002
Source: Conceptual Plan. City of Carpinteria. 2022
SCOPE OF WORK AND OBJECTIVE:

The general scope of work includes a new trail within a City easement (acquired in December 2018) across 6155 Carpinteria Avenue (APN 001-180-040). The objective of this project is to close a gap in the Carpinteria Coastal Vista Trail.

CITY OF CARPINTERIA

CAPITAL IMPROVEMENT PROGRAM

CARPINTERIA HIGH SCHOOL AREA CROSSWALK SAFETY IMPROVEMENTS PROJECT CIP CODE: TC-03
PUBLIC WORKS NUMBER: 15125
FINANCE NUMBER: TR-21-003
Source: Google Maps. 2022
SCOPE OF WORK AND OBJECTIVE:

The general scope of work includes a new high intensity activated crosswalk system in front of Carpinteria High School. The objective of this project is to provide for a countermeasure to vehicular and pedestrian conflicts.

CITY OF CARPINTERIA

CAPITAL IMPROVEMENT PROGRAM

CARPINTERIA AVENUE BRIDGE REPLACEMENT PROJECT
CIP CODE: HI-07
PUBLIC WORKS NUMBER: 15016
FINANCE NUMBER: TR-19-002
Source: Google Maps. 2020
SCOPE OF WORK AND OBJECTIVE:

The general scope of work includes removing and replacing Carpinteria Avenue Bridge over Carpinteria Creek, improving roadway approaches and pedestrian and bicycle facilities, relocating utility facilities, and restoring riparian areas. The objective of this project is to replace a structurally deficient bridge.

CITY OF CARPINTERIA

CAPITAL IMPROVEMENT PROGRAM

CARPINTERIA LIBRARY IMPROVEMENTS PROJECT
CIP CODE: GF-18
PUBLIC WORKS NUMBER: 15055
FINANCE NUMBER: PW-23-001
Source: Google Maps. 2022
SCOPE OF WORK AND OBJECTIVE:

The general scope of work includes building system upgrades. The objective of this project is to upgrade electrical, mechanical, and plumbing systems; and remodeling.

CITY OF CARPINTERIA

CAPITAL IMPROVEMENT PROGRAM

DUNE AND SHORELINE MANAGEMENT PLAN
(CARPINTERIA LIVING SHORELINE PROJECT)
CIP CODE: PR-44
PUBLIC WORKS NUMBER: 15119
FINANCE NUMBER: PK-20-005
Source: Google Maps. 2020
SCOPE OF WORK AND OBJECTIVE:

The general scope of work includes preparing and implementing the Dune and Shoreline Management Plan (Carpinteria Living Shoreline Project). The objective of this project is to protect landward resources and critical infrastructure in the beach neighborhood, areas north of Carpinteria Salt Marsh, and Downtown while minimizing beach erosion.

CITY OF CARPINTERIA

CAPITAL IMPROVEMENT PROGRAM

EAST VIA REAL STORMWATER PROJECT
CIP CODE: SD-02
PUBLIC WORKS NUMBER: 15019
FINANCE NUMBER: WM-21-001
Source: Source: Hazard Mitigation Grant Program Project Subapplication. City of Carpinteria. 2018 SCOPE OF WORK AND OBJECTIVE:

The general scope of work includes a new storm drain in east Via Real and Poplar Street. The objective of this project is to improve stormwater drainage and quality.

CITY OF CARPINTERIA

CAPITAL IMPROVEMENT PROGRAM
FORMER VENOCO OIL PIPELINE #470 ABANDONMENT PROJECT
CIP CODE: Not Applicable
PUBLIC WORKS NUMBER: 15014
FINANCE NUMBER: NC-22-002
Source: National Pipeline Mapping System Public Viewer. U.S. Department of Transportation. 2022 SCOPE OF WORK AND OBJECTIVE:

The general scope of work includes abandoning a former oil pipeline. The objective of this project is for the interest of public safety and at the direction of the State of California Department of Forestry and Fire Protection, Office of the State Fire Marshal (State Fire Marshal).

CITY OF CARPINTERIA

CAPITAL IMPROVEMENT PROGRAM

FRANKLIN CREEK TRAIL IMPROVEMENT PROJECT
CIP CODE: AT-05
PUBLIC WORKS NUMBER: 15037
FINANCE NUMBER: PK-23-001
Source: Google Maps. 2022
SCOPE OF WORK AND OBJECTIVE:

The general scope of work includes accessible surfacing, safety fencing, and adjacent accessibility connection improvements along east side Franklin Creek Trail between Carpinteria Avenue and Seventh Street. The objective of this project is to provide for a safe route to school.

CITY OF CARPINTERIA

CAPITAL IMPROVEMENT PROGRAM

LINDEN AVENUE IMPROVEMENTS PROJECT- CARPINTERIA AVENUE TO LINDEN AVENUE

OVERCROSSING
CIP CODE: AT-23
PUBLIC WORKS NUMBER: 15113
FINANCE NUMBER: TR-21-001
Source: Google Maps. 2020
SCOPE OF WORK AND OBJECTIVE:

The general scope of work includes sidewalk widening, parkways, street trees, curb ramp upgrades in conform with Americans with Disabilities Act (ADA) standards, and Class II Bikeways (Bike Lanes). The objective of this project is to conform with the Bikeways Plan of the Circulation Element of the General Plan and Local Coastal Plan and the SBCAG Regional Active Transportation Plan.

LINDEN AVENUE BEACH-END BEAUTIFICATION PROJECT
CIP CODE: PR-09
PUBLIC WORKS NUMBER: 15056
FINANCE NUMBER: PK-23-005
Source: Concept Plan. City of Carpinteria. 2022
SCOPE OF WORK AND OBJECTIVE:

The general scope of work includes beautification improvements at the Linden Avenue beach-end. The objective of this project is to provide for a more aesthetically pleasing urban park environment and transition to Carpinteria Beach.

RINCON MULTI-USE TRAIL PROJECT
CIP CODE: AT-10
PUBLIC WORKS NUMBER: 15015
FINANCE NUMBER: PK-19-004
Source: Google Maps. 2022
SCOPE OF WORK AND OBJECTIVE:

The general scope of work includes a new multi-use trail between Carpinteria Avenue and Rincon County Park. The objective of this project is to close one of the gaps in the California Coastal Trail. The California Department of Transportation is required to complete this project per the Conditional Use Permit/Coastal Development Permit of the Highway 101 Linden Avenue and Casitas Pass Road Interchanges and Via Real Extension Project.

ATTACHMENT F
Community Service Grant Program Funding Chart and Applications Organization Amount Requested
Finance Committee
Recommendation Category Description
United Boys & Girls
Club of Carpinteria $ 25,000.00 $ 25,000.00
Community
Collaboration
The Carpinteria Club offers affordable out-of-school programs focusing on self-esteem, life skills, and academic success for youth in low-income families, with a $40 annual fee. The Power Hour program, aiding academic support, aims to reach 350 members in 2024. Seeking funding to support staff, expand services, and meet growing demand, the Club operates from morning till evening during school breaks and after school, serving a community with a significant Hispanic population and high poverty rates.

HOSPICE of Santa
Barbara $ 15,000.00 $ 12,500.00 Social Services
Compassionate Care of Carpinteria offers bereavement counseling for adults and young people, along with community education on death-related topics, including advance care planning. Our aim is to serve 230 Carpinteria residents, including 45 children/teens, 75 adults for bereavement counseling, and assist 30 Carpinterians, particularly Spanish speakers, with MyCare advance care planning.

Seniors Inc. $ 2,500.00 $ 2,000.00 Events 2025 Senior Prom and Events Transportation The Lynda Fairly
Carpinteria Arts
Center $ 4,000.00 $ 1,500.00 Events
The Lynda Fairly Carpinteria Arts Center is seeking a $4,000 grant. $1500 for the Teen Mural Project, $2000 for the Day of the Dead celebration and $500 for the Downton Trick-or-Treating Costume Contest, all aimed at fostering community engagement through art and cultural events. These free events, including mural creation, cultural celebrations, and costume contests, attract diverse residents to downtown Carpinteria, enhancing community connections and showcasing artistic talent while engaging with local organizations for collaborative success.

The Lynda Fairly
Carpinteria Arts
Center $ 15,000.00 $ 6,000.00
Community
Collaboration
Bellas Artes and Senior Arts & Crafts Program. The grant request supports Bellas Artes, an intergenerational arts program for under-resourced communities, expanding to include camps, lessons for seniors, and partnerships with community organizations like the Carpinteria Children’s Project and UCSB’s Viva el Arte. Funding will also enhance the Senior Arts & Crafts program, providing supplies, professional teaching, and diverse activities to enrich the experiences of senior citizens as part of Carpinteria's "Age Well" calendar of activities. ($23,000 Bellas artes budget, $7,800 Senior Arts budget.)
STESA $ 10,000.00 $ 10,000.00 Social Services
STESA is requesting $10,000 for their Sexual Assault Crisis Intervention, Counseling, and Education Program, which provides 24-hour hotline counseling, in-person crisis counseling, long-term counseling, group counseling, and community education on sexual violence prevention. The program aims to serve sexual assault survivors, their friends and family, and the broader community, with an estimated reach of 250 Carpinteria individuals.

Artesania para la
Familia $ 8,050.00 $ 5,000.00 Events
Dia de los Muertos is a cultural holiday in Mexico celebrated to remember and honor the deceased with cultural crafts, music, and food. The event, scheduled for October 27, 2024, targets the underserved population of Carpinteria but engages the diverse community, including those with loved ones at the Carpinteria Cemetery, with last year's participation reaching 400 people and growing annually.

HopeNet of
Carpinteria $ 2,028.87 $ 2,000.00 Events
HopeNet of Carpinteria is dedicated to serving all residents, particularly youth, amidst increasing mental health challenges, originating from a grassroots effort in 2012 after a local suicide. Their Suicide Prevention and Mental Health Awareness program includes distributing prevention cards, hosting a Annual Candlelight Vigil on World Suicide Prevention Day, coordinating with agencies, and engaging in outreach activities to promote mental wellness and reduce suicide rates, with a funding request of $2,028.87 to support these initiatives.

Carpinteria Children’s
Project (CCP) $ 25,000.00 $ 25,000.00
Community
Collaboration
30 Childcare Program Scholarships. The Carpinteria Children's Project focuses on preparing children for kindergarten success and supporting families through their Family Resource Center. They provide high-quality early education programs with a focus on school readiness, offer scholarships to families in need, and prioritize those facing significant financial challenges or risk factors in accessing childcare and education.

The Alcazar $ 9,750.00 $ 3,250.00 Events
3 Shows. The Alcazar Theatre, Inc. dedicated to promoting performing arts within the Carpinteria community, providing an alternative support platform for youth beyond sports propose a collaborative program involving schools and the Alcazar, aiming for nine combined school performances per year showcasing various acts and offering free admission to ensure accessibility for all families and seeks funding for three of the nine shows at $3,250 for each show.

Muralism $ 8,000.00 $ 6,000.00 Events
2025 Carpinteria Chalk Walk funding request covering chalk, promotional costs, and labor for special needs artists to create logos. This event, initiated in 2020 as Mask Up Carp, has grown to include diverse participants, promoting community engagement through art and masks, with plans to increase artist and business participation this year.

Girls Inc. of
Carpinteria's $ 30,000.00 $ 30,000.00 Social Services
Girls Inc. of Carpinteria seeks a grant to sustain critical programs like bereavement counseling, community food pantry, resilience hub, and afterschool enrichment, benefiting 4,000 individuals with a focus on low-income girls of color and their families. These programs not only address immediate needs like food insecurity but also build resilience and academic success in Carpinteria's vulnerable populations.

HELP of Carpinteria $14,000 $ 14,000.00
Community
Collaboration
HELP of Carpinteria is an all-volunteer nonprofit organization providing doorto-door transportation to non-driving Carpinteria residents since 1988.

LISTOS $ 10,000.00 $ 10,000.00
Community
Collaboration
LISTOS will offer one 24-hour train-the-trainer course ($5,000) and five 8- hour basic classes (1,000 each). The train-the-trainer course teaches specific teaching methods for delivering LISTOS Basic Workshops, focusing on participant engagement, trust building, and creating a safe space for open dialogue. This strengthens the long-term sustainability of the LISTOS program in our region, emphasizing family and community disaster preparedness education with cultural competence.

TOTAL $ 153,828.87 $ 142,250.00

CITY OF CARPINTERIA
Community Services Support
Grant Application
4 STANDARD FORM
FY 2023-24 FY 2024-25

1. Organization Name: _____________________________________________________

2. Employer Identification Number (EIN):

3. Carpinteria Business License #: ______________________________________________

4. Description of your overall organization: (Attach additional sheets as needed) ________________________________________________________________________ ________________________________________________________________________

5. Program Title (for which you are requesting funding): ____________________________

6. Amount Requested: $ _________ Attach Program/Event Budget

7. Description of specific program and services to be supported by requested funding:
(Attach additional sheets as required)
__________________________________________________________________________ __________________________________________________________________________

8. &DWHJRU\RIJUDQWWKDW\RX¶UHDSSO\LQJIRU

COMMUNITY COLLABORATION: Supporting City Council's Strategic Goals and priorities.

SOCIAL SERVICES: Serving Carpinteria with a focus on needs beyond the City's immediate scope, including Health and Human Services.

COMMUNITY EVENTS: Special events that align with and/or incorporate the Council's Strategic Goals and priorities.

CITY COUNCIL INITIATIVES/EMERGENT NEEDS: Projects Requested by the City via a Request for Proposal and/or Emergent Needs. (BY

INVITATION ONLY)

9. Program days and hours of operation: _________________________________________ 6 'HVFULSWLRQ RI \RXU RYHUDOO RUJDQL]DWLRQ
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Community Services Support
t Application
6 Email: ___________________________________________

20. Application completed by: ________________________ Title: ___________________ ________ Office: _____________________________
Email:
_____________________________________________________________________

21. Is a site visit possible during the program: Yes_________ No: __________ INCLUDE:

Completed Application
Required Insurance Documentation (as separate attachment, prior to grant disbursement) Key Program Objectives for FY 2023-24
Midyear Report Due: Jan 15, 2025. Include Key Program Objectives Status Update (Page 7) and invitation to present to City Council.

Year End Report Due: July 15, 2025. Include Key Program Objectives Final Update (page 7) and Program Budget Actuals
9 CITY OF CARPINTERIA
Community Services Support
Grant Application
7 Key Program Objectives for FY 2023-24
(Attach additional sheets as needed)
Objective # 1: _________________________________________________________________ Metrics/KPI*: ______________________________________________________________ Expected Outcomes (Targets/Impacts): __________________________________________ Objective # 2: _________________________________________________________________ Metrics/KPI*: ______________________________________________________________ Expected Outcomes (Targets/Impacts): __________________________________________ Objective # 3: _________________________________________________________________ Metrics/KPI*: ______________________________________________________________ Expected Outcomes (Targets/Impacts): __________________________________________ *Key Performance Indicators
10 CITY OF CARPINTERIA
Community Services Support
Grant Application
4 STANDARD FORM
 FY 2023-24  FY 2024-25

1. Organization Name: _____________________________________________________

2. Employer Identification Number (EIN):

3. Carpinteria Business License #: ______________________________________________

5. Program Title (for which you are requesting funding): ____________________________

6. Amount Requested: $ _________ Attach Program/Event Budget

8. Category of grant that you’re applying for:
 COMMUNITY COLLABORATION: Supporting City Council's Strategic Goals and priorities.
 SOCIAL SERVICES: Serving Carpinteria with a focus on needs beyond the City's immediate scope, including Health and Human Services.  COMMUNITY EVENTS: Special events that align with and/or incorporate the Council's Strategic Goals and priorities.
 CITY COUNCIL INITIATIVES/EMERGENT NEEDS: Projects Requested by the City via a Request for Proposal and/or Emergent Needs. (BY

INVITATION ONLY)

9. Program days and hours of operation: _________________________________________ 11 CITY OF CARPINTERIA
Community Services Support
t Application
6 Email: __________________________________________

20. Application completed by: ________________________ Title: ___________________ __________ Office: _____________________________
Email:
_____________________________________________________________________

7. Description of specific program and services to supported by requested funding:
(Attach additional sheets as required)
Our Carpinteria Club offers out of school enrichment programming to youth experiencing socio economic hardship for an annual membership fee of only $40 (not including summer camp fees).

Our programs are fun and productive, encouraging the growth of self-esteem along with the skillbuilding activities and educational support necessary for success in our rapidly changing world.

We intentionally focus on providing every child with educational support and life skills necessary to close the opportunity gap, especially for families facing socio-economic challenges.

The program to be funded is Power Hour, a daily academic support program for all Club members. We aim to serve at least 350 total members in Carpinteria in 2024. We are already surpassing this goal. The funds we are requesting will help pay our professionally trained staff, who make the programs, specifically Power Hour, possible. The Club is expanding to meet the needs of our neighborhoods for out of school enrichment.

Our Carpinteria Club opened in 1967.

Our Carpinteria Club Director, Diana Ornelas, has implemented a targeted reading program in addition to the Power Hour Program. Diana is a credentialed teacher and has brought her educational background to enhance the Power Hour program. In addition, she has established a library for the club members.

9. Program days and hours of operation: We are open all day during the summer: M-F 9:30am-6:30pm; We are open during after school/evening hours during on school days; We are open all day during school breaks: M-F 7:30am-6:30pm; We are open most of the day on Saturdays 10 am-4:00 pm

11. Description of program target population:

Our Carpinteria Club is located at 4849 Foothill Road Carpinteria, CA 93013. The service area is the neighborhoods surrounding the Club location. Carpinteria is 45 percent Hispanic according to census data. The census tracts located in the service area include 16.01, 16.04, and 17.04.

Santa Barbara County now ranks third among California’s 58 counties in its rate of poverty, according to just-released, deep-dive data on poverty in the state by the influential Public Policy Institute of California (PPIC). In 2020-21, 71% of students enrolled in Carpinteria Unified School District were eligible for free and reduced-price meals (FRPM) and 25% were English Learners (ed-data.org).

At our Carpinteria Club, 64% of our members qualify for Free/Reduced-price Meals at their school, indicating that they are from very low-income families. Our average daily attendance for the Carpinteria Club is 446 so far in 2024.

13. Program service area (list zip codes of program participants):
92054, 93003, 93013, 93022, 93023, 93030, 93033, 93067, 93101, 93103, 93105, 93108, 13 Key Program Objectives for FY 2024
Objective # 1: Serve 350+ members daily through Power Hour in 2023-24 Metrics/KPI*: 350+ daily participants
Expected Outcomes (Targets/Impacts): Members are able to complete their homework with the support of Power Hour staff; members are empowered through academic success and experience improved self-esteem.

Objective # 2: The percentage of youth who report their overall experience as 5 (excellent) or 4 (Fair) will increase from 73% in 2023 to 80% in 2024 through the National Youth Outcome Initiative (NYOI) annual survey.

Metrics/KPI*: 80%
Expected Outcomes (Targets/Impacts): Our intended impact is that youth have an excellent experience through programming (including Power Hour) and develop long-lasting mentorship relationships with our staff.

Objective # 3: The percentage of students who agree with this statement “Adults here encourage me to do my best” as “very true” will increase from 67% in 2023 to 80% in 2024 (based on NYOI annual survey).

Metrics/KPI*: 80%
Expected Outcomes (Targets/Impacts): Youth will report a strong sense of belonging and connection to adult mentors at the Club, indicating their trust and safety at the Club. *Key Performance Indicators
14 Program Budget
Carpinteria Club
2024

CONTRIBUTION INCOME

PROGRAM FEE INCOME
RENTAL & CONF. RELATED INCOME
UBGC Operating Funds

ADMINISTRATIVE COSTS

EMPLOYEE BENEFITS

FACILITY COSTS

INSURANCE

PAYROLL

PAYROLL TAXES

PROFESSIONAL FEES

PROGRAM RELATED COSTS

TRANSPORTATION EXPENSES
$8,640
$112,800
$30,000
$276,812
$428,252
$5,300
$31,119
$56,184
$19,200
$238,606
$23,863
$28,200
$16,980
$8,800
$428,252
15 CITY OF CARPINTERIA
Community Services Support
Grant Application
4 STANDARD FORM
 FY 2023-24  FY 2024-25

1. Organization Name: _____________________________________________________

2. Employer Identification Number (EIN): ___________________________

3. Carpinteria Business License #: ______________________________________________

5. Program Title (for which you are requesting funding): ____________________________

6. Amount Requested: $ _________ Attach Program/Event Budget

INVITATION ONLY)

9. Program days and hours of operation: _________________________________________ Hospice of Santa Barbara
N/A
Our mission is to care for anyone experiencing the impact of a life-threatening illness or grieving the death of a loved one. See attached for program details.

Compassionate Care of Carpinteria
15,000
Patient Care Services; bereavement counseling for adults and young people; and community education around issues of death, including advance care planning.

Monday-Friday, 9-5, by appointment
✔
16 CITY OF CARPINTERIA
Community Services Support
Grant Application
5 10. Program Focus: Youth ____ Seniors ____ Homeless Persons ____ Transportation____ Health ____ Mental Health ____ Safety ____

11. Description of program target population: ______________________________________

12. Estimated number of individuals to be served by program:

Total: ________________________ non-duplicated: _______________________________

13. Program service area (list zip codes of program participants):
__________________________________________________________________________ __________________________________________________________________________

14. Describe your method for program evaluation. Include a list of all program records kept and scheduled evaluation activities (i.e., How do you measure success?):
__________________________________________________________________________ __________________________________________________________________________

15. List important program dates: (e.g., board meetings, special events, etc.) __________________________________________________________________________ __________________________________________________________________________

16. Program Address, City, Zip Code: ___________________________________________ __________________________________________________________________________

17. Mailing Address, City, Zip Code (if different than above): ________________________ __________________________________________________________________________

18. Primary Contact / Title: ____________________________________________________ Mobile: ___________________________ Office: _____________________________ Email: _____________________________________________________________________

19. Secondary Contact / Title: __________________________________________________ ____________ Office: _____________________________
230
X X
X X
Grieving adults/kids; those with a serious illness
220
93013, 93014
We use “impact markers" which measure changes in stress, isolation, social support systems, sleeplessness, anger, anxiety, and overall quality of life.

Our fundraising lunch "The Light Shines Ahead" will be May 16 this year. We will hold our annual Light Up A Life event in Carpinteria in December (date TBD). 5201 8th Street, Carpinteria, CA 93013
2050 Alameda Padre Serra, Suite 100, Santa Barbara, CA 93103 Adriana Marroquin, Community Initiatives Manager
N/A 805-563-8820
[email protected]
Heather Stevenson, Grants Manager
N/A
17 CITY OF CARPINTERIA
Community Services Support
Grant Application
6 Email: _____________________________________________________________________

20. Application completed by: ________________________ Title: ___________________ Mobile: ________ Office: _____________________________
Email:
_____________________________________________________________________

21. Is a site visit possible during the program: Yes_________ No: __________ INCLUDE:
Completed Application
Required Insurance Documentation (as separate attachment, prior to grant disbursement) Key Program Objectives for FY 2023-24
Midyear Report Due: Jan 15, 2025. Include Key Program Objectives Status Update (Page 7) and invitation to present to City Council.
Year End Report Due: July 15, 2025. Include Key Program Objectives Final Update (page 7) and Program Budget Actuals
[email protected]
Heather Stevenson Grants Mgr.

N/A
[email protected]
X
18 CITY OF CARPINTERIA
Community Services Support
Grant Application
7 Key Program Objectives for FY 2023-24
(Attach additional sheets as needed)
Objective # 1: _________________________________________________________________ Metrics/KPI*: ______________________________________________________________ Expected Outcomes (Targets/Impacts): __________________________________________ Objective # 2: _________________________________________________________________ Metrics/KPI*: ______________________________________________________________ Expected Outcomes (Targets/Impacts): __________________________________________ Objective # 3: _________________________________________________________________ Metrics/KPI*: ______________________________________________________________ Expected Outcomes (Targets/Impacts): __________________________________________ *Key Performance Indicators
Serve 200 Carpinterians with Patient Care Services and grief counseling.

The number of people served will be our performance indicator They will have a better quality of life. See #2 for details.

At least 85% will show quality of life improvements
Quarterly impact markers document changes in stress, isolation, sleeplessness, anxiety, and quality of life.

Reductions in negative responses to grief and illness
30 Carpinterians complete the MyCare advance care planning document_ The number of people completing MyCare will be our performance indicator.

Feeling good about putting MyCare plan in place
19 2050 Alameda Padre Serra, Suite 100
Santa Barbara, CA 93103-1704
(805) 563-8820
www.hospiceofsantabarbara.org
Olivia Uribe Mutal April 17, 2024
City of Carpinteria
5775 Carpinteria Ave.

Carpinteria, CA 93013
Dear Olivia,
Hospice of Santa Barbara (HSB) is requesting a $15,000 grant from the City of Carpinteria to support our work through Compassionate Care of Carpinteria (CCC).

Funds would support HSB’s ability to continue serving, free of charge, Carpinterians who are dealing with grief and illness. Services available through CCC are described below.

Patient Care Services
Having a life-threatening illness is an incredibly difficult experience that not only impacts a person’s physical health, but can negatively affect their mental, financial, and spiritual wellness too. For example, up to 48 percent of cancer patients fulfill criteria for clinical depression, and up to 25 percent meet criteria for clinical anxiety (Block 2000). Patients can have difficulty understanding aspects of their illness and treatment, which puts them at higher risk for inadequate management of end stage care, unnecessary hospitalizations, poorer symptom control, and late referrals to palliative care (Innes S, Payne S, 2009).

Language barriers can have serious consequences too. When patients are unable to communicate with their doctors, they struggle to understand their illness, treatment plans, and medication instructions. This can lead to misdiagnosis, inappropriate treatment, and medication errors. Most families struggle to handle household chores and daily tasks like shopping, cooking, or walking the dog.

Low-income patients can have an even harder time, and need help with basics like groceries and transportation.

To help with these challenges, HSB staff and volunteers provide emotional and spiritual counseling, medical care management, friendly visits, practical help with errands and chores, stipends for critical living expenses, and guidance from first diagnosis through death (or recovery in some cases). We also offer bereavement care and counseling to loved ones of PCS patients who have died.

In 2023, we served 58 Carpinteria patients and their immediate family members. Our goal is to make the process of navigating a life-threatening illness easier for the patient and their family to improve their quality of life. Our services help clients:
 Overcome language or cultural barriers to understanding their illness and treatment options.
 Receive financial benefits while going through treatment so they can afford housing, food, medication, or child care.
 Find affordable transportation so they don’t miss critical medical appointments.
 Effectively understand and navigate their illness and treatment.

Chief Executive Officer
David Selberg
Board of Directors
Dana VanderMey, Chair
Dianne Travis-Teague, Vice
Chair
John P. Duffy, Treasurer
Linda Cheresh, Secretary
Virginia Benson Wigle
Blanca Figueroa
Rolf Geyling
Joey Khoury
Lori Lewis, Esq.

Natasha Marston M.D.

Father Richard Martini
Rev. Dr. David Moore
Advisory Council
Susan Adams
Bill Cirone
Rabbi Arthur GrossSchaeffer
Joy Margolis, Esq.

Catherine Remak
Kenneth Slaught
Linda Seltzer Yawitz
Board Emeritus
Margaret Barnes
Leigh Block, Deceased
Harvey Bottelsen
J. Thomas Fly
Harold Hicks, Deceased
Gerd Jordano
Jill Nida
Kenneth Slaught
Peter Stalker II
Charles Zimmer, Deceased
20 Request to City of Carpinteria from Hospice of Santa Barbara April 17, 2024 Page 2  Receive volunteer support for errands, groceries, companionship, and respite for caregivers.
 Prepare emotionally, financially, and logistically for the death of a loved one.  Access counseling and develop skills such as household management after a spouse dies.

We evaluate outcomes through quarterly assessments that use impact markers for improvement in the following areas: patients feel less isolated and more connected to resources, patients are more able to manage the illness and deal with anticipated loss, families have discussions of health care preferences based on the ill person’s wishes, and patients and caregivers are able to discuss death anxiety and fear of suffering.

Children and Family Services
Children are impacted by death more often than we may think, with 78 percent experiencing the loss of at least one close relative or friend, and one in 14 losing one or both parents (2023 Childhood Bereavement Estimation Model). Younger children do not usually express emotions using words, and teenagers tend to avoid talking about a death so as not to upset other family members. This can cause adults to wrongly assume that they are fine. So children are often left to grieve alone, which can cause them to withdraw, regress developmentally, do poorly in school, take drugs, become depressed or suicidal, or engage in self-harm.

To support young people who have experienced a loss, we provide individual counseling in our offices in Santa Barbara and Carpinteria and on school campuses, including 4 schools in Carpinteria. In 2023, we served 38 young Carpinterians ages 4-24 and their family members. The goal of grief therapy for young people is to provide a safe space for emotional expression, promote healthy coping mechanisms, and facilitate resilience. Through age-appropriate interventions, we aim to address unexpressed emotions, prevent prolonged grief, and mitigate the risk of behavioral and academic issues. Our therapists also work closely with caregivers to support the child's healing process and promote a supportive environment at home.

To assess our program’s effectiveness, counselors collect “impact markers” every 90 days from our clients. If the child is under the age of 13 or unable to engage in self-reflection for whatever reason, counselors complete the assessment with the parent/guardian. If they are over 13, they will complete the assessment with the child. We measure decreases in negative impacts of grief, such as difficulty sleeping, appetite changes, relationship difficulties, loss of interest in joyful activities, school problems, upsetting dreams, or feelings of sadness/anger/anxiety.

Bereavement Services for Adults
Grief can profoundly affect adults, disrupting their emotional, physical, and cognitive wellbeing. Loss often triggers intense sadness, anxiety, despair, and social withdrawal, impairing daily functioning. Sleep disturbances, appetite changes, and fatigue are common physical manifestations. Adults may have trouble concentrating, memory lapses, and reduced decisionmaking abilities due to the overwhelming nature of grief. Prolonged grief can lead to depression, substance abuse, and health complications. Without adequate support and coping mechanisms, grief may impede personal growth and hinder the ability to navigate life's challenges effectively.

HSB’s therapists offer a hand through the journey of grief to help those who are suffering find meaning in their lives again. In addition to individual counseling, our professionally-facilitated groups offer healing to those who have lost a spouse, parent, friend—or even a pet. In 2023, we served 64 Carpinteria adults with these services.
21 Request to City of Carpinteria from Hospice of Santa Barbara April 17, 2024 Page 3 One client had this to say about the impact of our grief services:
“There are some things we can’t do alone, and grief is one of them. The professionals at Hospice are trained to handle these situations and guide those of us who are experiencing a loss. When I lost my beloved husband almost five years ago, Hospice was there to help me during that difficult time, and with grief counseling after he passed. Every hospice worker is an angel!” ~ Dorothy Donati
The goal of grief therapy is to help adults navigate their complex emotions while gaining insight, validation, and understanding of their own journey with grieving. Within a supportive therapeutic relationship, adults can explore their pain, confront unresolved issues, and develop healthier coping mechanisms. Therapy facilitates the expression of emotions, reducing the risk of prolonged grief and related mental health issues. Ultimately, grief therapy empowers adults to honor their loved ones while embracing new possibilities for personal growth and connection.

We evaluate outcomes for our adult clients through quarterly assessments that use impact markers for improvement in the following areas: sleep disturbances, difficulty concentrating, loss of interest in pleasurable activities, difficulties at work, social withdrawal, and depression/anxiety.

Advance Care Planning
We are working to increase the number of people who complete the MyCare Advance Directive document in Carpinteria. Most people do not have such a document, which can cause patients to receive medical care they don’t want, or cause strife if family members don’t agree on how to proceed when a loved one is incapacitated. The percentage of Latino community members who have an advance directive in place is even lower than the general population. Our services are offered in Spanish and are culturally relevant to improve understanding of and completion rates for advance directives. In 2023, we helped 19 Carpinterians complete their MyCare document.

We Plan To Serve 230 Carpinterians
Our goals for the next year are as follows:

1. Serve a total of 200 Carpinterians with Patient Care Services and bereavement counseling, broken down as follows:
 45 Carpinteria children/teens receive bereavement counseling  75 Carpinteria adults receive bereavement counseling
 35 Carpinteria patients and 45 of their family members receive help through PCS

2. Help 30 Carpinterians complete the MyCare advance care planning document, with an emphasis on Spanish-speaking Carpinterians.

We very much appreciate your past support, and your consideration this year. Please feel free to contact me if you have any questions at [email protected] or (805) 563-8820.

Sincerely,

David Selberg
Chief Executive Officer
22 Request to City of Carpinteria from Hospice of Santa Barbara April 17, 2024 Page 4 Attachments
 Program Budget
 Mid-Year Report for 2023-24
 Insurance Certificate
 Hospice of Santa Barbara 2023 Annual Report
23 Hospice of Santa Barbara
Compassionate Care of Carpinteria Budget 2024
INCOME
Individual Contributions $25,000
Corporate Contributions $1,200
Grants $111,000
Special Events $20,000
SB Hospice Foundation $70,164
Reserves/Prior Year Restricted Funding $82,957
TOTAL INCOME $310,321

EXPENSES
Salaries and Benefits $235,688
Quality of Life Stipends $3,000
Professional Fees $9,950
Marketing and Advertising $6,858
Office Expenses $12,444
IT Support $8,001
Occupancy $20,425
Meals (donor meetings, events, Board) $7,951
Mileage $2,690
Staff Professional Education $600
Insurance $2,705
Taxes and Licenses $9
TOTAL EXPENSES $310,321
NET INCOME $0
24 2050 Alameda Padre Serra, Suite 100
Santa Barbara, CA 93103-1704
(805) 563-8820
www.hospiceofsantabarbara.org
Olivia Uribe Mutal January 12, 2024
City of Carpinteria
5775 Carpinteria Ave.

Carpinteria, CA 93013

Dear Olivia,
We cannot thank you enough for the City of Carpinteria’s 2023-24 grant of $12,500 to Hospice of Santa Barbara (HSB) to support Compassionate Care of Carpinteria. With your help, between July 1 and December 31, 2023, HSB served 167 Carpinterians with Patient Care Services, grief counseling, and advance care planning. Below we share more details of your impact in the first half of the grant year.

Patient Care Services (PCS) Helps Families Deal With Serious Illness So far, we have served 20 patients and 46 immediate family members in Carpinteria.

Below are some details about the program last year.
• About 65 percent of patients are low-income or very low-income, and most have no savings at all. When an income-earner can no longer work due to having a life-threatening illness, the family struggles to buy food, pay their rent, or make sure their children have what they need.
• About 75 percent of our clients are seniors over the age of 60. Many of them are also low-income and live alone, making our services critical for their ability to manage their illness.
• About 60 percent of patients are Latino, and many of them speak Spanish as their primary language. This highlights the importance of our Spanishspeaking staff in serving our clients appropriately. 37 Children and Their Family Members Received Bereavement Counseling So far, we have provided counseling to 37 Carpinteria children/teens and their family members through our Children and Family Services (CFS). Approximately 59 percent of children served through CFS were younger children ages 4-8 (“littles”) and 9-12 (“middles”). Littles and middles experience grief differently than older kids and adults, often expressing their feelings by not wanting to go to school, having nightmares, or complaining about a stomachache. HSB’s counselors specialize in working with these young children, and can successfully help them through their grief.

Of children served through CFS, 81 percent were low-income, 86 percent were Latino, and 11 percent were Caucasian. The majority of counseling sessions took place on the campuses of Aliso Elementary, Carpinteria High School, Carpinteria Middle School, and Rincon High School.

Natasha Marston M.D.

Father Richard Martini
Rev. Dr. David Moore
Advisory Council
Susan Adams
Bill Cirone
Rabbi Arthur GrossSchaeffer
Joy Margolis, Esq.

Catherine Remak
Kenneth Slaught
Linda Seltzer Yawitz
Board Emeritus
Margaret Barnes
Leigh Block, Deceased
Harvey Bottelsen
J. Thomas Fly
Harold Hicks, Deceased
Gerd Jordano
Jill Nida
Kenneth Slaught
Peter Stalker II
Charles Zimmer
25 Report to City of Carpinteria from Hospice of Santa Barbara  January 12, 2024 Page 2 64 Carpinteria Adults Came to Us for Grief Counseling
So far this year, we have provided individual and group counseling to 64 grieving Carpinteria adults.

Of clients served, 42 percent were Latino, 55 percent low- or very-low income, and 66 percent were seniors. In addition to one-on-one counseling, our therapists offered counseling groups via Zoom such as:
• Healing Arts for Loss of a Loved One
• Healing the Loss of Partner
• Healing Arts for Suicide Survivors
• Healing the Loss of a Loved One
• Healing the Loss of An Adult Child
• Healing the Loss of a Pet
• Poetry Group
• Soul Collage for Grief
• Young Adult Grief Support
Clients have this to say about the impact of our bereavement services:
“I have a friend who was struggling with the loss of her father. She met a very supportive network through group counseling, as well as individual counseling. She expressed herself through art, and it was a huge milestone in healing for her to be able to show her art at Hospice. As a therapist myself, I always refer grieving clients to the group program at Hospice.” ~ Whitney B.
“There are some things we can’t do alone, and grief is one of them. The professionals at Hospice are trained to handle these situations and guide those of us who are experiencing a loss. When I lost my beloved husband almost five years ago, Hospice was there to help me during that difficult time, and with grief counseling after he passed. Every hospice worker is an angel!” ~ Dorothy D.

We cannot thank you enough for your generous support. Please feel free to contact me if you have any questions at [email protected] or (805) 563-8820.

Sincerely,
David Selberg
Chief Executive Officer
26 Celebrating
50 Years of
Gratitude for YOU!
Grieving adults find solace…
thanks to your support
Last year, 795 adults had a caring hand to help them
through the loss of a loved one. The compassionate
counselors at Hospice of Santa Barbara help grieving
people find the strength to move forward in life,
one step at a time. Your support
makes this journey of healing
possible.

Last year we offered one-onone counseling as well as
groups specifically for those
who have lost an adult child, a
spouse, partner, or even a pet.

We also offer poetry and art
therapy groups.

Your kindness allowed
Hospice of Santa Barbara to
serve 4,065 people in 2023
Since 1974, you have allowed Hospice of Santa
Barbara to be there for our neighbors who are
in the depths of grief or struggling with a lifethreatening illness. You also make it possible for us to help change the conversation about death
and dying for the better through our education
programs. It is only because of you that we can
do all of this completely free of charge. Read on
to discover how your generosity impacted the
people served by our many programs in 2023.
“When my husband took his own life, a friend referred me, actually INSISTED, that I get Hospice grief counseling.

At that time, I just couldn’t imagine that it would ever be possible to survive my unbearable pain. I had individual therapy and then group therapy in Survivors of Suicide. Without it, I’m not sure I’d be here today.” ~ Erika Gomez Your compassion allows
Patient Care Services to
help families coping with
a life-threatening illness
“When clouded by grief and other emotions,
day-to-day care of my parents was overwhelming.

The support staff at Hospice were greatly skilled
at helping me and my siblings stay present while
they coordinated our parents’ medical, spiritual,
and emotional care details. This was a huge
relief.” ~ Family Caregiver
We served 359 patients with a life-threatening illness and 483 of their immediate family members last year. Patients had support in navigating the difÏcult medical care system, understanding their disease, and making decisions about their care. Families also received counseling, spiritual care, visits from volunteers, and bereavement care if their loved one died.

In partnership with The Starfish Connection, we
distributed $18,914 in Quality of Life Grants to 62 lowincome families who were financially impacted by their illness. These grants covered basic necessities like groceries, gas, meals, transportation, or funeral expenses.

Hospice of Santa Barbara / 2023 Annual Report
Our beloved donors and volunteers have made 50 years of compassion possible. 27 Because you care, young
people have a helping hand
through grief
Compassionate Care of
Carpinteria exists because
of you
We helped 160 children and adults in Carpinteria
through grief or illness. Compassionate Care of
Carpinteria, started in 2017, offers bereavement
counseling and support for patients with a lifethreatening illness and their families.

Every week, our counselors support grieving students
on the campuses of Carpinteria schools, including
Carpinteria High School, Carpinteria Middle School,
Canalino Elementary, and Aliso Elementary.
“Hospice support was outstanding in managing my
dying husband’s last few months and supporting
both of us through the end of life journey. During my
husband’s last few months
of dying due to cancer,
[we experienced] their
amazing care and
support when he
passed at home. It was
always his wish to die at
home and Hospice made it
possible.”
~ Patient Care Services
Client
“Hospice has been with us through countless disasters,
with students who have lost loved ones, and with those
that have a family member who is ill. Unfortunately we
see a lot of that here on campus. It is hard to counsel kids on grief and loss and I always feel comfortable
turning to your counselors to help in that process.”
~ San Marcos High School Counselor
In 2023, 290 children, teens, young adults, and their
family members received counseling after losing a loved one. Our skilled counselors see young people ages
4 - 24 in our ofÏce, and on the campuses of 17 schools.

Grief counseling leaves a lasting impact on young
people, shaping their emotional well-being for decades.

Counseling alleviates immediate distress and fosters
resilience, contributing to positive long-term outcomes that reverberate in their lives for decades.

Grief counseling helped 165 students at these
local schools:

Aliso Elementary
Bishop Diego High
Canalino Elementary
Carpinteria Jr. High
Carpinteria High
Dos Pueblos High
Goleta Valley Jr. High
Franklin Elementary
La Colina Jr. High
La Cuesta Continuation
La Cumbre Jr. High
McKinley Elementary
San Marcos High
Santa Barbara High
Santa Ynez Valley High
Santa Barbara Jr. High
Washington Elementary
28 In 2023, 115 volunteers lovingly gave 3,271 hours to help people in our community who are dealing with grief or
illness.

As a volunteer hospice organization, Hospice of Santa
Barbara couldn’t exist without the wonderful, giving
people who make up our volunteer program. Volunteers
spend at least two hours each week doing things such
as taking patients to doctors appointments, picking up
groceries or medications, walking a dog, spending quality time with a sick person, and giving caregivers a break.

Volunteers are the heart
of our work
You made it possible for
Spanish-speakers to get
critical information
Mi Vida, Mi Voz distributed 29,000 print newsletters
countywide to ensure that Spanish-speaking people have access to information about basic needs, health, and behavioral wellness services. We reached even more people through our monthly e-newsletters sent to hundreds of Latino-serving organizations.

We also held nine workshops to support Spanish-speaking people in completing their advance health care directives.

With your support, we are changing the way our
community talks about death and dying
In 2023, HSB provided 600 community members and professionals training on issues of death and dying.

This included 204 people who completed their MyCare advance health care directive.

Special volunteers make
these one-of-a-kind bears
from the clothing of loved
ones who have passed.

Other volunteers co-lead support groups in collaboration with our counseling staff, run workshops to help people fill out their MyCare advance directives, and make our Beloved Bears out of the clothing of loved ones who have passed. “My mother’s volunteer was really such a God-send
to her. She has such a gentle, loving spirit that was so comforting to mom; and they had just so much fun
together! She really brought my mom a lot of joy in her last few months.” ~ Patient Care Services Client
29 Supernova $100,000 and Above
James S. Bower Foundation
Santa Barbara Hospice Foundation
Superstar $50,000 - $99,999
Anonymous
Aurora Borealis $25,000 - $49,999
Christine & Maurice Duca
G.A. Fowler Family Foundation
Carol M. Kommerstad-Reiche
La Centra-Sumerlin Foundation
Santa Barbara Foundation
Stone Family Foundation
Thomas & Heather Sturgess
Volentine Family Foundation
Walter J. & Holly O. Thomson
Foundation
Dr. Kathleen Zisser
Guiding Star $10,000 - $24,999
Anonymous
Elizabeth Batarse
Virginia Benson-Wigle
Lynne Cantlay & Robert Klein
City of Carpinteria
Corwin D. Denney Foundation
through Andy & Jo Gifford
Crawford Idema Family Foundation
Phil & Leslie Haight
Beverly & Joe Hardin, Jr.

Robin & Roger Himovitz
Gerd & Peter Jordano
Melinda Goodman Kemp
Kirby-Jones Foundation
Jill A. Kitnick
Darlene & Harry Lambert Foundation
Living Peace Foundation
Linda Lorenzen
G. Harold and Leila Y. Mathers
Charitable Fund
Natalie Orfalea Foundation
Outhwaite Foundation
John and Anna Maria Phillips
Foundation
Ann Linnett Pless
RJA Foundation
Gary Simpson & Jill Nida -
The Home Improvement Center
Mark and Dorothy Smith Family
Foundation
Florence & Laurence Spungen
Family Foundation
St. Francis Foundation
Towbes Foundation
Luminary $5,000 - $9,999
Anonymous
Brittingham Family Foundation
Henry W. Bull Foundation
Donovan & Kathryn Chalfant
City of Santa Barbara CDBG Program
Carrie Cooper & Carolyn GrifÏth
Gwen Taylor Dawson
Jane Harrah
Ann Jackson Family Foundation
Ken & Francie Jewesson
Angie & Christian McGrath
Mullen & Henzell
NS Ceramic, Inc.

George B. Page Foundation
Santa Ynez Band of Chumash
Indians Foundation
Steele Family Foundation
Eunice Stephens
Alice Tweed Tuohy Foundation
Dana & Randy VanderMey
Deanne Gillette Violich
Steve Warner & Vince Turano
Geof & Laura Wyatt
Linda Seltzer Yawitz
Shooting Star $2,500 - $4,999
Anonymous
Helen and Alan E. Adams
Charitable Trust
Susan Bennett
Bowers Foundation
Stephen Bowles
Brander Family Foundation
Kim and Andrew D. Busch
Family Foundation
Casa Dorinda
Citizens Business Bank
Robert Curtis
Courtney DeSoto, Channel Islands
Fiduciary Group
Doedy & Don Galloway
Rolf Geyling & Kirsten Moore
William Gilbert
Grant Cox Enterprises Inc.

Lee Hoyt & Pierce Dunn
Maia Kikerpill & Daniel Nash
Marisa Koke
Cindy Lewis
Lori Lewis
M. Magnus Trust, US - A.C. Memorial
Foundation, Bank of America,
N.A., Trustee
Deborah Meyers, MD
Montecito Bank & Trust
Margaret Morez
Mosher Foundation, at the
recommendation of Alixe
& Mark Mattingly
Mosher Foundation, at the
recommendation of Bruce
& Kay McFadden
Shining Light Society 2023
It is only through the compassionate support of our Shining Light Society donors that we are able to meet the needs of our community. For a list of our additional supporters, please visit www.hospiceofsantabarbara.org. 30 Shooting Star $2,500 - $4,999, Con’t.

Diane and Stephen Pearson
Paul & Sandra Polsky
Claude RafÏn
Susannah Rake
Jennifer Rogers
Mark & Nicole Romasanta
Muriel Ross
Joyce Ryan
Evan Turpin
Harry & Michele Van Wingerden
Suzanne Von Drehle
Leslie Sinclair von Wiesenberger in
memory of Zander von Wiesenberger
Lucky Star $1,000 - $2,499
Anonymous (3)
Pat & Doug Aiken
Elizabeth Anderson
American Riviera Bank
Arosa Care
Assisted Home Health & Hospice
Nancy Barasch
Larry & Wendy Barels
Beacon West Energy Group
Richard Berry
Mary & John Blair
John Bleck
Morgan Bluhm
Marlys & Ron Boehm
Debra Brandon & Steve Schaefer
Jayne Brechwald
Emma Bridges
BrightStar Care of Santa Barbara County
Inger Budke
Tom Burk
Kim Cantin
Lois Capps
John L. Carleton Foundation
Leigh & Paul Cashman
Mike & Lisa Champion
Linda Cheresh
Andrew Chung
Clarice Clarke
Tim & Jill Connor
Delphine Dannemiller
Donna Dawson
Richard T. DeMaria
Christine Diberardino
Paul Didier
Anna DiStefano & Deb Karoff
Joyce Dudley
Judy & Selden Edner
Judy & Rob Egenolf
Lynda Fairly
Elizabeth Faoro
Charles Fenzi
S. Joseph Fior
Betty Louise Franklin Revocable Trust
Allen Gersho
David and Diane Gillon
Ann Gilman
Mandy Gocong
Terry Graff
Lori Grillias
Renee Grubb, Village Properties
Hannah Gruhn-Bengtson
Margo Handelsman
Perri Harcourt
Patricia Heller
Hazel Heath Horton Philanthropic Trust
Nina & Richard Hunt
Bronwen Jones
Dr. Fred Kass
Denis & Joann Keane
Elizabeth Kilb
Carol & Alan Koch
Hilary Licht
Judy & Stuart Light
Cindy & Steve Lyons
Marilyn Makepeace
Natasha Marston, MD & Jesse Swanhuyser
Jackie Marston
Amy & Eric Marston
Carol Briano McLafferty
Cristi Michelon Vasquez
Brenda Nancarrow-Garrison
Nasif, Hicks, Harris & Co., LLC
Nicholson & Schwartz CPAs
William J Otto, DVM & Daniel Case
Lucy C. Overgaag
Carey Pearlman
Deborah Pichla
Janet Pickthorn & Darol Joseff
Ellen Pillsbury
Patty Polsky
David & Valerie Powdrell
Brando Pozzi
Quinn Fiduciary Services
Brandi Redman
Melissa & Christian Riparetti-Stepien
Alexander Rose
Richard Roston
Frank & Theresa Sanitate
Santa Barbara Estate Planning
& Elder Care
Christiane Schlumberger
& Tony Allina
Martha Selfridge
Don & Kay Sharpe
Joel Silverman
Cynder Sinclair & Dennis Forster
Kenny & Elizabeth Slaught
Tana Sommer-Belin
St. Andrews Presbyterian Church
Peter & Adelaide Stalker
The Starfish Connection
Toby Sternlieb
Jean and Alvin Sternlieb Foundation
Andrew StufÒer
Eva Taborsky
Clay Tedeschi
Hillary Tentler
Anne Smith Towbes
Dara Towers
Eric & Rachel Trautwein
Rosanne & Henry Van Wingerden
Kaylene Warner
Sally Warner-Arnett &
Dr. G. William Arnett
Watling Foundation
Karl Weis & Kristen Klingbeil-Weis
William & Alison Werts
Mona Wise
James Witherell
Katina Zaninovich
Gina & Alex Ziegler
Dick & Anna Zylstra
31 Legacy Society 2023
Legacy gifts made by these generous donors have a tremendous impact on Hospice of Santa Barbara’s ability to provide services free of charge over the long term.

Anonymous (6)
Brian & Terri Bailey
James & Selma Baker
Barbara R. Bengry
Jo & Randy Bittner
Eric Bowers & Michael Petrich
Jayne Brechwald
Charles & Dana Caldwell
Lois Capps
Janice Garrett
Annette Goena
Judy Goodbody
Patricia Heller
Steve Jacobsen & Ann Erickson
Joe Jowell
Monica Koegler-Blaha
Lori A. Lewis
Jackie Marston
Maria Inez Martinez
Stephen & Diane Pearson
Paul & Sandra Polsky
Dr. Thomas Scheff &
Dr. Suzanne Retzinger
David Selberg
Eryn Shugart
Gary Simpson & Jill Nida
- The Home Improvement Center
Thomas & Heather Sturgess
Gwen Taylor Dawson
Nancy Lee Missakian Trotter
Dana & Randy VanderMey
Deanne Gillette Violich
Suzanne Von Drehle
Leslie Sinclair von Wiesenberger in
memory of Zander von Wiesenberger
Steve Warner & Vince Turano
Jeanne West
Linda Seltzer Yawitz
Please let us know if you have already named Hospice of Santa Barbara in your estate plans so that we can show you our sincere appreciation! By doing so, you help to inspire others to support our work as well. You can contact Nancy Shobe, Key Relationships Manager, at [email protected].

Planning for the future
Supporters like you “pay it forward” out of gratitude.

Terri and Brian Bailey were devastated when their 21-year-old daughter Emily died unexpectedly. When a friend recommended they seek support from Hospice of Santa Barbara, they learned that free counseling was available to help families like theirs.

The impact of the counseling they received still resonates with them…so much so that Terri and Brian decided to leave a legacy gift to Hospice of Santa Barbara.

Terri said, “Our legacy gift is being made with gratitude for all the organization has done for us, our family, and for the community. We encourage others who have benefitted from the grief support services offered by Hospice of Santa Barbara to consider joining us as members of the HSB Legacy Society.” Please contact us to learn how you, too, can leave a legacy gift. By doing so, you can ensure that Hospice of Santa Barbara is here to serve our community for the next 50 years! Email Nancy Shobe, Key Relationships Manager, at [email protected] for more information.

Emily and her parents,
Terri and Brian Bailey
32 □ FY2023-24

CITY OF CARPINTERIA
Community Services Support
Grant Application

STANDARD FORM
� FY 2024-25

1. Organization Name: Carpinteria Senior Services, Inc

2. Employer Identification Number (EIN):

3. Carpinteria Business License#: n/a ---------------------

4. Description of your overall organization: (Attach additional sheets as needed) Founded in 1972, the specific and primary purpose is to provide for the mutual morale building and the promotion of the social welfare of Carpinteria's senior citizens age 55 & up, through activities and field trips P T"tl (+". hi h 1- fund
" ) Prom & Transportation for Special Events 5. rogram 1 e 1or w c you are reques mg mg : ____________ _

6. Amount Requested:$ 2000.00 D Attach Program/Event Budget

7. Description of specific program and services to be supported by requested funding:
(Attach additional sheets as required)

1. Third Annual Carpinteria Senior Citizens prom. Attendees will enjoy dinner and dancing in a fun party atmosphere.

2. Bus or train transportation costs for field trips to museums and special events.

8. Category of grant that you're applying for:
)< COMMUNITY COL½BO�'JJON: Supporting City Council's Strategic Goals and priorities. \J"'.e.,n I cy-s)
, SOCIAL SERVICES: Serving Carpinteria with a focus on needs beyond the City's immediate scope, including Health and Human Services. 7 COMMUNITY EVENTS: Special events that align with and/or incorporate the Council's Strategic Goals and priorities.
_j CITY COUNCIL INITIATIVES/EMERGENT NEEDS: Projects Requested by the City via a Request for Proposal andior Emergent Needs. (BY

INVITATION ONLY)
9 P da d h f t. Prom is in May or June. field trips TBD based upon funding received . rogram ys an ours o opera 10n: __________________ _
4 33
34 35
36 Carpinteria Senior Citizens, Inc

PO Box 1024
Carpintería, CA 93014
Re: Request for NonProfit Grant 2024/25 – Budget
May 14, 2024
Dear City of Carpinteria:

Carpinteria Senior Citizens, Inc (“Seniors Inc”) is a 501(c)3 corporation formed over 50 years ago. Its specific and primary purpose is to provide for the mutual morale building and the promotion of the social welfare of senior citizens in the Carpinteria area. We have over 200 members, and typically 90 or more attend our meetings. Our biggest event this year is the Second Annual Carpinteria Senior Citizens Prom to be held Saturday, May 18. As of today, 198 have made reservations to attend!
We are requesting a $2500 grant in 2024-25 to help with the cost of the following budgeted items:
40 Train tickets round trip from Carpinteria to Union Station - $2,000.00 Catered Dinner for our Third Annual Carpinteria Senior Prom 4,000.00 Total budgeted cost $6,000.00
Amount of Grant Requested 2,500.00
Balance to be covered through fundraising $3,500.00
We sincerely hope you will be able to honor this request for our Carpinteria senior citizens.

Thank you for your consideration,
Respectfully,
Luci Rogers
Treasurer
37 April 17, 2024
City of Carpinteria
5775 Carpinteria Ave
Carpinteria, Ca 93013
Attn: Olivia Uribe Mutal
Community Services Support
Dear Olivia,
I am submitting this grant request application on behalf of the Carpinteria Community Association for FY 24/25.

The Carpinteria Community Association is a newly formed nonprofit. We formed this association to directly support and promote our annual Carpinteria Community Awards Banquet.

Our Purpose Statement:

The Carpinteria Community Association has been formed to honor the spirit of Carpinteria. The Charter Members of the board are long-time Carpinterians, Non-Profit Directors and Business Owners who recognize the unique spirit of Carpinteria can only be appreciated by those who live the experience of the town. Our primary charge is to host the Community Awards Banquet honoring the Carpinterian of the Year and the Junior Carpinterian of the Year, plus providing a venue at which our many service organizations can recognize their most outstanding members.

Our 501©(3) tax id number is: .

We are respectfully requesting $5,000.
38 This grant funding will be used for our Jr. Carpinterian of the Year scholarship fund. In 2024, we provided scholarships for the 3 Jr. Carpinterian of the Year finalists for over $16,000 total. This information was shared with the attendees of the awards banquet.

The category of grant that we are applying for would be Community Events.

We hope to hold our 66th annual Community Awards Banquet on Saturday April 26, 2025.

This event has been held in high regard in our community. This event provides a platform to recognize many community members, teachers, and students. The public is invited to attend as well as local dignitaries. The attendance usually is over 250 people, who enjoy dinner and a time to socialize before the program begins.

We evaluate the success of the event by virtue of the community participation. The number of attendees, candidates for Jr. Carpinterian of the Year, submissions of nominations for Carpinterian of the Year and the number of service clubs participating are great indicators.

It is our hope to hold the Community Awards Banquet at Girls, Inc Carpinteria 5315 Foothill Road, Carpinteria. It is also our hope to hold this event at that location for years to come.

Our mailing address is: Carpinteria Community Association, PO Box 32 Carpinteria Ca 93014.

The primary contact is Karen Graf, President (cell) A secondary contact is Shelley Nunes, Treasurer 805-684-7629 (office)
Thank you for your consideration.

Respectfully Submitted,
Karen Graf, President
Carpinteria Community Association
39 Revenue
Ticket Sales 17,000.00
Sponsorships 35,000.00
Total Revenue 52,000.00
Expenses:

Advertising 1,000.00
Catering 23,000.00
Equipment Rental 11,000.00
Girls Inc Venue Rental 1,750.00
Miscellaneous Expense 500.00
Postage Expense 100.00
Printing Expense 1,000.00
Trophies/Awards/Sashes 325.00
Valet Parking 1,450.00
Total Expenses 40,125.00
Net Profit 11,875.00

CARPINTERIA COMMUNITY ASSOCIATION

COMMUNITY AWARDS BANQUET
WORKING BUDGET (250 people)
40 April 17, 2024
City of Carpinteria
5775 Carpinteria Ave
Carpinteria, Ca 93013
Attn: Olivia Uribe Mutal
Community Services Support
Dear Olivia,
I am submitting this grant request application on behalf of The Rotary Club of Carpinteria’s - Rotary Charitable Foundation for FY 24/25.

Our Purpose Statement:

The specific purpose of this corporation is to benefit charitable programs in Carpinteria or elsewhere, including international locations, specifically including but not limited to education scholarships, community events, parks and recreation events, programs for youth, senior citizens, mentally and physically disadvantaged, and other health and humanity needs.

Our 501 ©(3) tax id number is :

We are respectfully requesting $5,000.

This grant funding will be used for funding for the music education programs in the Carpinteria Unified School District. The funds will also be used to purchase instruments, uniforms, scholarships, supplies, and music lessons.

We recently introduced community grants for local projects such as Youth Arts, Athletics and Theatre Programs. Lastly, we provide scholarships for 41 students who will be taking courses in the Certified Technical Education (CET) programs.

The categories which we are applying for the grant for are Community Collaboration and Community Events.

For the past 16 years, we have held the Rotary Talent Showcase at the Alcazar Theatre. Most of the proceeds from this event have gone back into our community in the form of the music programs that benefit students of the Carpinteria Unified School District.

Our Rotary Talent Showcase will be held on Saturday April 19, 2025, at 6pm at the Alcazar Theatre. Each year we have at least 60-80 performers who participate in our Showcase. Historically, the ages of the performers have ranged from 6 to 95. Since our first Showcase in 2010, we have hosted a total of 980 performers which has included 485 kids and 96 seniors.

The measurement of success of the Rotary Talent Showcase has been evidenced by the participation of the performers and the audience who attend. The Alcazar has a seating capacity of 200 and each year it has been a sold-out event.

Another measurement of success is the ability to support the music program throughout the Carpinteria Unified School District. Support such as instruments and cases, sheet music, music books, tuners, recorders, band shirts, music scholarships, and academic scholarships.

The Talent Showcase is held at The Alcazar Theatre 4916 Carpinteria Ave, Carpinteria, Ca 93013.

Our mailing address is: Carpinteria Charitable Foundation, PO Box 536, Carpinteria, Ca 93014.
42 The Primary contact is:

Jon Everett, Foundation President
The Secondary contact is:

Barry Enticknap, Foundation Board Member
Respectfully Submitted,
Karen Graf, President
The Rotary Club of Carpinteria
43 THE LYNDA FAIRLY CARPINTERIA ARTS CENTER
805.684.7789 • PO Box 597 • Carpinteria, CA 93014 • CarpinteriaArtsCenter.org •Tax ID#

BOARD OF DIRECTORS
Tim Cohen, Chair
Debbie Murphy, Vice-Chair
Jaclyn Fabre, Secretary
Carla Stein, Treasurer
Christie Boyd
Gregg Carty
Kathy Dubock
Lynda Fairly
Jesus Gonzales
Alan Koch
Simon Palmer
Roland Rotz Ph.D.

Lourdes Trigueros

EXECUTIVE DIRECTOR
Kristina Calkins

DEVELOPMENT DIRECTOR
Jodi Wilson

SYSTEM ADMINISTRATOR
Alec Bennett

SENIOR ACCOUNTANT
Elsa McFarlin Farias

GALLERY COORDINATOR
Christy Schofield

BELLAS ARTES COORDINATOR
Ivonne Zarate

PROGRAM COORDINATOR
Lana Ziegler

ADVISORY BOARD
David Powdrell, Chair
Norm Arnold
Gary & Geri Campopiano
Marybeth Carty
Janey Cohen
Beth Cox
Terry Eagle
Zoe Iverson & Gib Johnson Ellen
Johnson & Joe Sevilla
Casey Summar
Ted Rhodes
John Wullbrandt

Carpinteria, CA 93013
Dear Olivia,
The mission of the Lynda Fairly Carpinteria Arts Center is creating a vibrant community through the arts. We are applying for the fiscal year 24-25 Community Events grant for our Teen Mural Project, Day of the Dead Celebration and Downtown Trick or Treating Costume Contest, all of which welcome the diverse residents of our community to enjoy free events that bring people together downtown in the heart of our business district. Our tax ID number is and our Carpinteria business license is
We are requesting a total of $4000, $1500 to support our Teen Mural Project, $2000 to support the Day of the Dead celebration and $500 to support the Costume Contest.

The Teen Mural Project will take place on June 18, 2025 from 10-2pm with a public reception for the unveiling of the mural created with the individual panels of artwork on September 7, 2025. This event is free for teens from ages 12-19.

We have a history of doing the mural project for over 10 years and consistently have over 40 teens participate each year. The teens have a chance to learn from professional artists during a group painting day event and then are given a bag of all the art supplies needed to create a mural panel at home to be added to a joint mural installation in our courtyard that is displayed for a year. We collaborate with Carpinteria Beautiful and the Carpinteria Woman’s Club on this event. The city of Carpinteria has supported this event in the past. Please visit https://carpinteriaartscenter.org/pro/teenmural to view many years of past photos of this special project.

The Day of the Dead will be celebrated on November 2, 2024 from 5-7pm. Dirt Botanicals traditionally loans us a large installation for the community ofrenda/alter and then the public brings pictures and mementos in memory of their loved one that they have passed. Rotary Club of Carpinteria Morning is going to help host the event with us this year. The installation is in our courtyard for a week before the Day of the Dead for people to add items to and then it stays up for viewing a week after the event. In the past we collaborated with Carpinteria Children’s Project on this event, but it is pending as to whether they can participate this year. If the funding comes in, we will hire musicians, buy supplies for a free craft to help decorate the ofrenda and offer free refreshments to the 44 THE LYNDA FAIRLY CARPINTERIA ARTS CENTER
805.684.7789 • PO Box 597 • Carpinteria, CA 93014 • CarpinteriaArtsCenter.org •Tax ID#

Lourdes Trigueros

EXECUTIVE DIRECTOR
Kristina Calkins

DEVELOPMENT DIRECTOR
Jodi Wilson

SYSTEM ADMINISTRATOR
Alec Bennett

SENIOR ACCOUNTANT
Elsa McFarlin Farias

GALLERY COORDINATOR
Christy Schofield

BELLAS ARTES COORDINATOR
Ivonne Zarate

PROGRAM COORDINATOR
Lana Ziegler

HONORARY BOARD
Duncan & Meredith Abbott
Whitney Abbott
Sally Green
Glenna Berry-Horton
Donna Jordan
Charles Lo Bue
Lillian Lovelace
Andy Neumann
Larry Nimmer
Tim Podell
Andy Powell
Dan & Romy Reicker
Ellen Robinson
public. Last year we had 150 people attend and we hope to increase the attendance this year by tying in the art activity during our Bellas Artes Program at the three People’s Self-Help Housing complexes to raise awareness about the event and encourage residents to come downtown for the community celebration.

The Downtown Trick or Treating Costume Contest date depends on the day that the city decides to hold the Downtown Trick or Treating. Usually, it falls on the Friday before Halloween and the time is immediately after the trick or treating at 5pm. We collaborate with Carpinteria Children’s Project, Girls Inc. of Carpinteria, Carpinteria Education Foundation, The Alcazar Theater,
Boys & Girls Club and the Carpinteria Woman’s Club who help announce and judge the costume categories and provide the prizes. The sheriff department also brings a car into our courtyard and participate in the event with their dog mascot.

The Costume Contest has increased in popularity and we now have a very full courtyard full of excited community members.

Thank you for considering these events for the Community Services Support events grant. Please let us know if you have any questions.

Best regards,
Kristina Calkins
Executive Director
45 The Lynda Fairly Carpinteria Arts Center
Teen Mural Budget
Lumber 1,200$
Paint supplies $ 900
Lunch-paint day event $ 220
Mural legend sign $ 125
Reception event refreshments $ 50
Coordinator $ 275
Venue cleaning post event $ 100
2,870$
Downtown Trick or Treating Costume Contest Budget
Courtyard flag promoting event $ 220
Flyer design and printing $ 75
Refreshments $ 100
Coordinator $ 200
Venue cleaning post event $ 150
$ 745
Day of the Dead Celebration Budget
Musicians 1,000$ if funded
Community ofrenda alter decorations $ 500
Craft activity supplies $ 300
Food $ 500
Coordinator $ 500
Coastal View News Ad $ if funded 400
Courtyard flag promoting event $ if funded 220
Flyer design and printing $ 75
Venue cleaning $ 150
3,645$
46 CITY OF CARPINTERIA
Community Services Support
Grant Application

STANDARD FORM
FY 2023-24 FY 2024-25

1. Organization Name: ______The Lynda Fairly Carpinteria Arts Center_______________________

2. Employer Identification Number (EIN): ___ __________________________________

3. Carpinteria Business License #: ___ __________________________________________

4. Description of your overall organization: (Attach additional sheets as needed) Our mission is creating a vibrant community through the arts. We serve as a community center for Carpinteria in the heart of our downtown.

5. Program Title (for which you are requesting funding): Bellas Artes & Senior Arts & Crafts

6. Amount Requested: $ 15,000 See Attached Program/Event Budget

7. Description of specific program and services to be supported by requested funding:

Bellas Artes- A free intergenerational arts and culture program serving the under resourced community at the 3 People’s Self-Help Housing complexes in Carpinteria. New this year we are also providing arts lessons to the “Abuelos” program at the Carpinteria Children’s Project. We have doubled our program offerings in 2024 to now include Spring break and Winter break camps in addition to the Summer break camps that we were already providing and monthly art lessons and quarterly performances in partnership with UCSB’s Viva el Arte at all three People’s Self-Help Housing complexes. We also have started providing free arts lessons over the summer to the lower income apartments on Carpinteria Ave. in partnership with Carpinteria Children’s Project.

Senior Arts & Crafts- A weekly free arts program for senior citizens as part of the City’s “Age Well” calendar of activities. The program is currently run by volunteers with donated supplies. Grant funding would allow some supplies to be purchased and a professional teacher to come every two months to teach a workshop so that participants have the opportunity to learn new techniques and help to avoid the redundancy of activities led by volunteers that have limited resources to donate supplies .

8. Category of grant that you’re applying for:

COMMUNITY COLLABORATION: Supporting City Council's Strategic Goals and priorities.

SOCIAL SERVICES: Serving Carpinteria with a focus on needs beyond the City's immediate scope, including Health and Human Services.

COMMUNITY EVENTS: Special events that align with and/or incorporate the Council's Strategic Goals and priorities.

CITY COUNCIL INITIATIVES/EMERGENT NEEDS: Projects Requested by the City via a Request for Proposal and/or Emergent Needs. (BY X
X
47 CITY OF CARPINTERIA
Community Services Support
Grant Application

INVITATION ONLY)

9. Program days and hours of operation:

Bellas Artes:
• Weekly on Wednesday from 11-1 “Abuelos” workshop at Dahlia Court • Weekly on Wednesday from 3-5 alternating between all three People’s Self Help Housing Complexes in Carpinteria
• Summer Camp-1 full week of camp rotating weeks at all three People’s Self-Help Housing Complexes in Carpinteria
• Winter Camp- 2 hours at each of the three People’s Self-Help Housing complexes each day for the final week of public school break, for example 9-11 Chapal Court, 12-2 Dahlia Court, 3-5 Casa de las Flores
• Spring Break Camp-2 hours at each of the three People’s Self-Help Housing complexes each day for three days of the week during the public school break, for example 9-11 Chapal Court, 12-2 Dahlia Court, 3-5 Casa de las Flores • Thursdays from 1-2 in July at the apartments on Carpinteria Ave. in collaboration with Carpinteria Children’s Project
• Weekly on Fridays from 10-11:30 at Carpinteria Children's Project Senior Arts & Crafts: Weekly on Tuesdays from 9-11

10. Program Focus: Youth __X__ Seniors _X___ Homeless Persons ____ Transportation____ Health ____ Mental Health ____ Safety ____

11. Description of program target population:

Bellas Artes: All ages-intergenerational, the entire family is welcome, although we predominantly serve youth under 18 and their caregivers, which are often senior citizens.

Senior Arts & Crafts: Senior citizens ages 55 and over

12. Estimated number of individuals to be served by program:

Bellas Artes-Total: 1100________________________ non-duplicated: 180_________________________ Senior Arts & Crafts-Total: 830 ________________________ non-duplicated: 85________________

13. Program service area (list zip codes of program participants):
93013, 93067,93108

14. Describe your method for program evaluation. Include a list of all program records kept and scheduled evaluation activities (i.e., How do you measure success?):
48 CITY OF CARPINTERIA
Community Services Support
Grant Application
We do a participant survey on the final day of the program sessions. The surveys are in both English and Spanish and when children that are involved can’t read, we have a volunteer take a verbal survey and record the results. For annual programs, we do a formal verbal interview with each participant to evaluate the programs on a bianual basis. We also track daily attendance.

15. List important program dates: (e.g., board meetings, special events, etc.) Bellas Artes Program: June 27-July 28 there will be an art exhibit in the Robinson Family Studio and on July 28 there will be a free public art reception. There will be student performances every Friday at the end of each summer camp.

16. Program Address, City, Zip Code: 865 Linden Ave., Carpinteria, CA 93013

17. Mailing Address, City, Zip Code (if different than above): P.O. Box 597, Carpinteria, CA 93014

18. Primary Contact / Title: Kristina Calkins, Executive Director Mobile: ___________________________ Office: 805-684-7789 Email: [email protected]

19. Secondary Contact / Title: Ivonne Zarate, Bellas Artes Program Coordinator Mobile: ___________________________ Office: 805-684-7789 Email: [email protected]

20. Application completed by: Kristina Calkins________________________ Title: Executive Director Mobile: ___________________________ Office: 805-684-7789 Email: [email protected]
_____________________________________________________________________

21. Is a site visit possible during the program: Yes__X_______ No: __________ INCLUDE:

Year End Report Due: July 15, 2025. Include Key Program Objectives Final Update (page 7) and Program Budget Actuals
49 CITY OF CARPINTERIA
Community Services Support
Grant Application
Key Program Objectives for FY 2024-25
(Attach additional sheets as needed)
Objective # 1: Offer free quality arts and culture program to under resourced individuals in our community while collaborating with fellow nonprofits
Metrics/KPI: Participant survey results
Expected Outcomes (Targets/Impacts): _*: 98% of those surveyed agree that our program meets or exceeds their expectations
Objective # 2:Increase our free offerings to meet the community’s need.

Metrics/KPI*: Frequency________________________________________________________ Expected Outcomes (Targets/Impacts): Measure the increased amount of additional opportunities offered.

Objective # 3: Help improve the mental health of seniors by providing enriching, creative and social opportunities.

Metrics/KPI*: Survey______________________________________________________________ Expected Outcomes (Targets/Impacts):100% of those surveyed agree that our program has been a positive addition to their life that helps to improve their well- being and mental health. *Key Performance Indicators
50 Bellas Artes FY 24-25 Budget
July August Sept. October November December January February March April May June Total Coordinator $ 1,200.00 $ 1,100.00 $ 600.00 $ 600.00 $ 600.00 $ 800.00 $ 1,100.00 $ 600.00 $ 1,100.00 $ 600.00 $ 600.00 $ 600.00 $ 9,500.00 Viva &
Community
Meal $ 600.00 $ 600.00 $ 600.00 $ 600.00 $ 600.00 $ 3,000.00 Intsructor $ 1,450.00 $ 1,450.00 $ 400.00 $ 400.00 $ 400.00 $ 500.00 $ 1,450.00 $ 400.00 $ 1,450.00 $ 400.00 $ 400.00 $ 400.00 $ 9,100.00 Supplies $ 150.00 $ 150.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 150.00 $ 150.00 $ 100.00 $ 100.00 $ 1,400.00 $ 3,400.00 $ 2,700.00 $ 1,700.00 $ 1,100.00 $ 1,700.00 $ 1,400.00 $ 3,250.00 $1,100.00 $ 2,700.00 $ 1,150.00 $ 1,700.00 $ 1,100.00 $ 23,000.00 Special
additions in
each month:

Viva
Performance
& Summer
Camp
Summer Camp
full weeks
Winter
Break Mini
Camp
Viva
Performance &
Winter Break
Mini Camp
Spring
Break Mini
Camp Viva Performance
Senior Arts & Crafts Program FY 24-25 Budget
July August Sept. October November December January February March April May June Total Coordinator $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 3,600.00 Instructor $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 2,400.00 Supplies $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 600.00 Studio cleaning $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 1,200.00 $ 900.00 $ 400.00 $ 900.00 $ 400.00 $ 900.00 $ 400.00 $ 900.00 $ 400.00 $ 900.00 $ 400.00 $ 900.00 $ 400.00 $ 7,800.00 51 19 April 2024
Olivia Uribe Mutal
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria, CA 93013
Dear Ms. Uribe Mutal,
Please accept our application for the City of Carpinteria’s Community Services Support Grant application for the fiscal year 2024-2025. Below you will find all the information requested in for the application. I have also attached the required insurance documentation for the application in the email for your convenience.

Organization Details:

Your organization's name and a brief description of your organization's mission and work:

Our organization's name is Standing Together to End Sexual Assault (STESA).

Standing Together to End Sexual Assault (STESA) empowers people through healing and social change to eliminate all forms of sexual violence. We are committed to transforming lives by providing services and education to meet the needs of our 52 diverse community. STESA provides a comprehensive continuum of services to respond to a sexual assault and its prevention through educating the community.

Employer Identification Number (EIN):

Carpinteria Business License number (if applicable):

N/A
Program Information:

The amount of funding requested:
$10,000
The title and description of the program/event for which you are requesting funding:

Sexual Assault Crisis Intervention, Counseling, and Education Program. STESA operates a 24-hour Hotline where trained advocates are always available to provide confidential counseling and information over the phone. We also offer our services In-Person where survivors may receive in-person crisis counseling at our office, without an appointment. Walk-in hours are Monday-Friday 9:00 a.m. – 5:00 p.m.

We also offer long-term counseling and group counseling for survivors who have 53 already begun healing and are interested in further exploring their feelings and relationships, or the impact of sexual violence on their lives. STESA also educates the community through tabling events and providing courses for the community learn about sexual violence prevention.

The category of grant you are applying for (choose one that best aligns with your program):

SOCIAL SERVICES
Program Operations:

The dates, days and hours your program will operate:

STESA operates a 24-hour hotline available to survivors of sexual assault, survivor’s friends and family. All other services are available Monday thru Friday from 9:00am to 5:00pm.

A description of the target population your program/event serves:

Sexual assault survivors, friends and family members impacted by sexual assault. All community members have a role to play in preventing sexual assault. Sexual assault does not discriminate based on age, gender, economic status, or social conditions.

Sexual assault permeates our society, including sexual harassment. Research indicates that one in three women and one in six men will be sexually assaulted over 54 their lifetimes. However, according to the National Crime Victimization Survey, persons living in households at and or below the Federal Poverty Level had more than double the rate of violent victimizations as persons in high income households.

Youth have the highest likelihood of experiencing sexual assault. The National Violence Against Women Survey found that a total of 83% of rapes occur before the victim reaches 25 years. Sexual assault is traumatic for survivors and their loved ones. Studies show that at least 50% of rape survivors develop Rape Trauma Syndrome, a form of Post-Traumatic Stress Disorder, and at 30% experience at least one major depressive episode after the rape. Rape survivors are four times more than non-crime victims to contemplate suicide.

The estimated number of individuals your program/event will reach, including total participants and non-duplicated individuals:

Total: 250 Non-duplicated individuals: 250
Evaluation and Impact:

A brief explanation of how you will evaluate the success of your program/event:

Some of the tools used to evaluate the effectiveness and impact of the programs include: client assessments; surveys; client and community feedback; statistical data; and input from staff and volunteers. Evaluation outcomes are reviewed monthly and quarterly. Also, community data collection and other indicators are 55 used to substantiate the need. Records kept include: Client Call Report Forms; Community Education Report Forms; Pre and Post Survey Counseling; and Pre and Post Survey Community Education and Rape Prevention. Each year STESA completes an annual report to share to the community with the following: key accomplishments, assesses the program, and an opportunity to evaluate ways to improve services in the future. Externally the California Office of Emergency Service (CalOES) monitors the program by conducting regular site visits every two years to review backup statistical data, federal statute compliance, and financial documentation.

Contact Information:

Program's physical address and mailing address:
433 East Canon Perdido
Santa Barbara, CA 93101
Primary contact information:

Nestor Frausto, Program Director
(c)
805-963-6832 ext. 116 (o)
[email protected]
56 Secondary contact information:

Elsa Granados, Executive Director
(c)
805-963-6832 ext. 115 (o)
[email protected]
STESA appreciates the opportunity for the review of our application for the City of Carpinteria’s Community Services Support Grant application for the fiscal year 2024-2025. If there is any that needs clarification or anything else that is needed please do not hesitate to reach out. STESA appreciates the City of Carpentaria’s continued support to end sexual assault in our community.

Best Regards,
Nestor Frausto
Program Director
57 58
59 60
61 62
City of Carpinteria
Community Services Support
Grant Application FY 2024-25

STANDARD FORM

1. Organization Name: HopeNet of Carpinteria

2. Employer Identification Number (EIN): (HopeNet is not a 501c3 organization. We are under the umbrella of Mental Wellness Center, Santa Barbara and that is how city grant funds are processed.)

3. Carpinteria Business License #: N/A

4. Description of your overall organization: (Attach additional sheets as needed) HopeNet of Carpinteria strives to serve all residents of all demographic and age categories. Mental health challenges have increased among all segments of the population and the youth have been particularly affected in the last decade.

HopeNet of Carpinteria, formed a grass roots organization in 2012, after the suicide of a local friend.

We began to brainstorm amongst interested community members and with suicide prevention experts in California. As a result we created and distributed wallet-sized suicide prevention cards in English and Spanish throughout the community. We started working with agencies to bring mental health services to our residents.

Anxiety, depression and suicide have become a national public health emergency. HopeNet of Carpinteria advocates, promotes and develops awareness of suicide prevention through various means. This includes our annual candlelight vigil, printing and distribution of our wallet-size suicide prevention cards, banners hung in prominent locations around the city, working with government, mental health agencies and doing outreach activities to develop greater awareness of resources.

This year we plan to make more presentations to service groups, schools and other local organizations and recruit more interested residents in volunteering for HopeNet of Carpinteria. In 2023 we had a Mental Health & Wellness Faire prior to the beginning of our annual Candlelight Vigil that was very successful bringing 11 agencies to interact and provide resources to our community.

The vision of HopeNet of Carpinteria is to improve the mental wellness of Carpinteria residents and lessen the number of attempted and completed suicides in our community through support, advocacy and information about mental health resources.

5. Program Title (for which you are requesting funding): Suicide Prevention and Mental Health Awareness

6. Amount Requested: $2,028.87 ☒ Attach Program Budget

7. Description of specific program and services to be supported by requested funding:

Page 1 of 7 ends

63 -Printing and distribution of wallet-sized suicide prevention cards in English and Spanish to the community. Additional bilingual suicide prevention banner with emergency numbers will be hung in a prominent place.
-Our Annual Candlelight Vigil on World Suicide Prevention Day (September 10) at the Lynda Fairly Carpinteria Arts Center.
-Utilizing Art as Therapy we are planning on doing an art show at the Art Center during the month of September, 2024.
-Coordinating with other mental health agencies to meet the mental health needs of Carpinteria residents and provide resources and information.
-Working closely with the County Dept. of Behavioral Wellness we help distribute posters and materials to organizations, business and local residents for the annual Light Up Green for Mental Health campaign in May of each year.
-Website/Social Media Updating

8. Program days and hours of operation: Varies

9. Program Focus: Youth _X_ Seniors _X_ Homeless Persons _X__ Transportation____ Health X____ Mental Health _X_ Safety _X_

10. Description of program target population:

Our target population includes Carpinteria residents, of all ages, who are suffering from depression, anxiety, suicidal ideation, loneliness, and/or other mental health conditions and those who have been affected by suicide or are interested in suicide prevention and mental wellness.

11. Estimated number of individuals to be served by program:

Total: 2,000 or more Non-duplicated: N/A

12. Program service area (list zip codes of program participants): 93013

13. Describe your method for program evaluation. Include a list of all program records kept and scheduled evaluation activities (i.e., How do you measure success?):

Success is measured by monitoring activities at regularly scheduled Board meetings and debriefing meetings following events. Minutes are kept, approved and finances are monitored and reported to the Board members. Evaluations are gathered at public and outreach events, including the annual Candlelight Vigil, to determine ways to impact more residents and improve our services. Other ways we measure success is through informal communication with community residents, local

Page 2 of 7 ends

64 organizations (including the City of Carpinteria, CUSD, Carpinteria Children’s Project, County Public Health, Department of Behavioral Wellness, Mental Wellness Center, Carp-Summerland Fire District); networking and working with mental health experts and organizations; anecdotal reports by local residents, those who visit our website, read articles that we contribute to CVN (often residents report how useful the suicide prevention cards have been in helping them find resources); and annually tracking local, county and national suicide statistics. HopeNet of Carpinteria has more name recognition as we are more known throughout the County.

14. List important program dates: (e.g., board meetings, special events, etc.) Quarterly Board meetings; Executive Committee Meetings as needed; Annual Candlelight Vigil September 10, 2024 (World Suicide Prevention Day); attendance at City Council meetings to make announcements and reports and recruit volunteers; Board members interface with and attend regularly scheduled meetings with other mental health agencies such as CarpConnect, Homeless Outreach at Veterans Hall, and Senior Citizen Center; booths at Rods & Roses and other community and County-wide events related to mental wellness (out of the Darkness Walk, Mental Wellness Center Art show, meetings, etc.

15. Program Address, City, Zip Code: 1574 Seacoast Way, Carpinteria, CA 93013

16. Mailing Address, City, Zip Code (if different than above): N/A

17. Is a site visit possible during the program: Yes Come to Candlelight Vigil on 9/10/24 at Arts Center or attend a Board meeting. No: __

18. Primary Contact / Title: Amrita Salm, President
Mobile: Office: N/A Email: [email protected]

19. Secondary Contact Roberta Lehtinen Title: Treasurer Mobile: Office: N/A Email: [email protected]

20. Application completed by: Amrita Salm Title: President Mobile: Office: N/A Email: [email protected]

Page 3 of 7 ends

65 Key Program Objectives for FY 2023-24
(Attach additional sheets as needed)
Objective # 1: Expand dissemination of information to Carpinteria residents regarding depression, anxiety and signs of suicide and how to access local mental health resources.

Metrics/KPI*: Decrease in number of completed suicides in Carpinteria (data from SB County Coroner’s Bureau and informal communications with local mental health agencies and CUSD.

Track the number of visitors to our website. Record the number of cards distributed in the community.

Expected Outcomes (Targets/Impacts): More Carpinterians of all ages are more knowledgeable about their own and others’ mental health needs and know how to access resources and services.

Objective # 2: Host Annual Candlelight Vigil on 9/10/2024 (World Suicide Prevention Day) Metrics/KPI*: Number of attendees at the event by observation, sign-in and completed evaluation forms. Number of attendees receiving counseling support from County Behavioral Wellness therapists at the event. Number of wallet cards distributed at the event.

Expected Outcomes (Targets/Impacts): A sense of community for those impacted by suicide.

Attendees become more knowledgeable about the signs of suicide and local mental health resources for themselves and others experiencing mental health challenges.

Objective # 3: Coordinate with local, county, state and national governments and organizations, public health and other mental health agencies in meeting the increased demand for mental health services for teens and adults.

Metrics/KPI*: Number of invitations, attendance, participation in and communications with other agencies and organizations by HopeNet Board members which is often shared with local publications and placed on our website.

Expected Outcomes (Targets/Impacts): HopeNet will respond and adapt to the community’s changing mental health needs via dissemination of information and avoid duplication of services.

More citizens will know how to access mental health services and utilize them.

Page 4 of 7 ends

66 ABOUT:

The City of Carpinteria Community Services Support provides grant funding for qualified non-profits and organizations that provide:
1) Social Services and other related programs, non-K-12, to Carpinteria residents (e.g., transportation assistance, counseling services, adult learning, resource information and materials, services to low-income individuals, seniors and families, etc.), and 2) After school health, wellness and education services and programs to youth (ages 5–18) in Carpinteria and which complement City youth recreation services and programs.

TIMELINE:
● Carpinteria Community Support Grants Deadline: April 19, 2024 ● Carpinteria Finance Committee (Application first review): April 25, 2024 ● Carpinteria Finance Committee (Application second review, if needed): May 23, 2024 ● Midyear Report Due: Jan 15, 2025
● Key Program Objectives Status Update (page 3) and invitation to present to City Council.
● Year End Report Due: July 15, 2025
● Key Program Objectives Final Update (page 3)
● Program Budget Actuals
SUBMIT TO:

Email: [email protected]
Mail: Attn: Olivia Uribe Mutal
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria, CA 93013
INCLUDE:
☒ Completed Application
☒¦Key Program Objectives for FY 2024-25
☐ Required Insurance Documentation (as separate attachment) (*See below) *Since HopeNet is a grassroots, all-volunteer group, not a business, with no employees, no office, and very limited sources of income other than the annual City grant, once again we would like to request to please waive the insurance requirement. Being required to purchase insurance would likely use up most of our entire annual budget. However, we always purchase a one-day insurance policy for the Candlelight Vigil event.

Insurance Requirements
Prior to the beginning of and throughout the duration of the Program, GRANTEE will maintain insurance in conformance with the requirements set forth below. GRANTEE will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth here, GRANTEE agrees to amend, supplement or endorse the existing coverage to do so. GRANTEE acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available

Page 5 of 7 ends

67 to City in excess of the limits and coverage required in this agreement and which is applicable to a given loss, will be available to City.

GRANTEE shall provide the following types and amounts of insurance:

1. GENERAL LIABILITY INSURANCE
Commercial General Liability Insurance using Insurance Services Office “Commercial General Liability” policy form CG 00 01 or the exact equivalent. Defense costs must be paid in addition to limits. There shall be no cross-liability exclusion for claims or suits by one insured against another.

Limits are subject to review but in no event less than $1,000,000 per occurrence.

1. AUTO INSURANCE
Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including symbol 1 (Any Auto) or the exact equivalent. Limits are subject to review, but in no event to be less than $1,000,000 per accident. If GRANTEE owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If GRANTEE or GRANTEE’s employees will use personal autos in any way on this project, GRANTEE shall provide evidence of personal auto liability coverage for each such person.

1. WORKERS’ COMPENSATION INSURANCE
Workers Compensation on a state-approved policy form providing statutory benefits as required by law with employer’s liability limits no less than $1,000,000 per accident or disease.

Page 6 of 7 ends

68 HopeNet Projected Budget 2024-2025
Quantity Item(s) or Activity Amount
Actual/
Estimate
2,000 Wallet Cards in English & Spanish - Printing $340 Estimate 15 hours Website & Social Media Updating/ Maintenance ($35/hour) $525 Estimate 1 day Candlelight Vigil Liability Insurance (1-day event) $216 Estimate Candlelight Vigil Publicity (CVN ads and Flyer printing) $450 Estimate 96 Candles (battery-operated tea lights) $29.87 Actual
Office Supplies (name tags) $50 Estimate
1 Banner for additional location $86 Estimate
Website Hosting $332 Estimate
TOTAL $2,028.87

Page 7 of 7 ends

69 4

CITY OF CARPINTERIA
Community Services Support
Grant Application

STANDARD FORM
FY 2023-24 FY 2024-25

1. Organization Name: _____________________________________________________

2. Employer Identification Number (EIN): ________________________

3. Carpinteria Business License #: __________________________________

5. Program Title (for which you are requesting funding): ____________________________

6. Amount Requested: $ _________ Attach Program/Event Budget

8. Category of grant that you’re applying for:

COMMUNITY COLLABORATION: Supporting City Council's Strategic Goals and priorities.

SOCIAL SERVICES: Serving Carpinteria with a focus on needs beyond the City's immediate scope, including Health and Human Services.

COMMUNITY EVENTS: Special events that align with and/or incorporate the Council's Strategic Goals and priorities.

CITY COUNCIL INITIATIVES/EMERGENT NEEDS: Projects Requested by the City via a Request for Proposal and/or Emergent Needs. (BY

INVITATION ONLY)

9. Program days and hours of operation: _________________________________________ Carpinteria Children's Project
see attached
Early Care & Education Program Scholarships
25,000
see attached
M-F, 7:30-5
70 CITY OF CARPINTERIA
Community Services Support
Grant Application
5 10. Program Focus: Youth ____ Seniors ____ Homeless Persons ____ Transportation____ Health ____ Mental Health ____ Safety ____

11. Description of program target population: ______________________________________

12. Estimated number of individuals to be served by program:

Total: ________________________ non-duplicated: _______________________________

16. Program Address, City, Zip Code: ___________________________________________ __________________________________________________________________________

17. Mailing Address, City, Zip Code (if different than above): ________________________ __________________________________________________________________________

18. Primary Contact / Title: ____________________________________________________ Mobile: ____________ Office: _____________________________ Email: _____________________________________________________________________

19. Secondary Contact / Title: __________________________________________________ Mobile: ___________________________ Office: _____________________________ 30 X
see attached
30 scholarship recipients
93013
see attached
We have family events planned throughout the year and board meetings on the fourth Thursday of every month. 5201 8th Street Suite 100 Carpinteria CA 93013
5201 8th Street Suite 100 Carpinteria CA 93013
Teresa Alvarez, Executive Director
(805) 566-1602
[email protected]
Guadalupe Perez
(805)566-1600
71 CITY OF CARPINTERIA
Community Services Support
Grant Application
6 Email: _____________________________________________________________________

20. Application completed by: ________________________ Title: ___________________ Mobile: _______ Office: _____________________________
Email:
_____________________________________________________________________

21. Is a site visit possible during the program: Yes_________ No: __________ INCLUDE:

Year End Report Due: July 15, 2025. Include Key Program Objectives Final Update (page 7) and Program Budget Actuals
[email protected]
Teresa Alvarez ED
(805) 566-1602
[email protected]
x
72 Organization Description
Carpinteria Children's Project prepares Carpinteria Valley children to enter kindergarten ready for success, regardless of the challenges they face, and promotes access to a strong network of resources Carpinteria families need to thrive. We are working towards a population health approach, where data around specific measures and trends in our community help us identify needs and track success. The Family Resource Center (FRC) at CCP serves as a one-stop location for Carpinterians to be connected to critical resources throughout the county. In the FRC, parents meet with a caseworker coach (Family Liaison) who counsels them and shepherds them through the process of receiving services from our partners or other agencies. These resources include linkages to individual and family counseling, basic needs support, translation services, medical care, screening for developmental and social emotional concerns, and more.

Groups and classes allow parents and grandparents to build supportive networks while developing emotional, educational, and occupational skills.

Program Description
Carpinteria Children's Project focuses on providing early education and family strengthening efforts through the Family Resource Center. Our Early Childhood Education programs are high quality. Our tuition is competitive, and we aim to serve the Carpinterians who need us most. School readiness, as measured by the Kindergarten Student Entrance Profile (KSEP), has more than doubled since the project's inception in 2009, and nearly 80% of Carpinteria children now start kindergarten ready or almost ready. Of children enrolled this year, 87% received tuition assistance of some kind.

We seek to grow our scholarship fund. It targets families who tend to be working and earning more than poverty levels, but for whom the high cost of childcare is a significant burden. While we are applying for scholarship funds, no funds will be distributed to individual families. We serve children aged 2-5 in toddler and preschool settings.

Children attend between 2-5 days per week on a half day (4 hours/day), extended half day (7 hours/day), or full day schedule (9.5 hours/day). Children receiving scholarships must attend a minimum of 20 hours per week, a research-supported best practice.

Tuition is charged monthly, ranging from $400- $1,400 depending on the child's age, number of days, and length of the program day. Scholarships typically reduce tuition by 40-50% by offsetting teacher salaries/benefits and other classroom-related costs.

Children who receive a scholarship are required to attend a minimum of 20 hours per week, considered a best practice in early care and education. In addition, their parents are required to attend a parent education course.
73 Target Audience
A typical family in our program lives in Carpinteria, has one or two working parents and two young children and needs full-time care so they can work and/or attend college. A typical family struggles to make ends meet. Santa Barbara County is one of the 8 most expensive counties in California for childcare; many families need help to send their young children to quality care and education program. Scholarship applications are available online and in our office in English and Spanish. We evaluate scholarship applications based on the following criteria: annual income (referring those eligible to govt-funded programs) and risk factors (poverty, child in welfare system, child living in single parent household, mother with education less than high school, parent who smokes). We determine the child's eligibility for scholarships or tuition waivers from other sources and prioritize those with the highest number of risk factors with a parent seeking full-time care to attend work or pursue education.

Program Evaluation
Of course, as an infant care and preschool provider, we maintain rigorous records of attendance, developmental assessments, and communication with parent. In relation to scholarships in particular, scholarship applications are offered in March for the following school year, but applications continued to be reviewed as needed for those who join the program after the school year starts. Applications are logged and reviewed upon submission. Applications are tracked via a spreadsheet and enrolled students are invoiced through EZChildTrack, a software for managing childcare. Data is reviewed quarterly (next review is June 30).
74 Key Program Objectives for FY 2024-25
Objective # 1:

Provide high-quality, affordable childcare to working families.

Metrics/KPI:

Enrollment
Expected Outcomes (Targets/Impacts):

We will serve a minimum of 65 children. As a result, parents will be able to attend work or school and provide financial stability for their families without a disproportionate percentage of their income going to child care.

Objective #2:

Continue providing scholarships for all families who are eligible as determined by income and risk factors.

Metrics/KPI:

Number of children eligible for a scholarship
Number of children receiving a scholarship
Of children enrolled this year, 87% received tuition assistance of some kind. The exact amount of scholarship/tuition reduction will vary based on the child’s age, the number of days and length of program day selected, and the availability of scholarship funds. The unsubsidized tuition for a child attending between 20 and 40 hours per week ranges from $800-$1,400 per month. Most scholarship recipients receive a 50% reduction in tuition; some receive a smaller scholarship.

While we cannot perfectly predict how many scholarship requests we receive, we anticipate an increase in need if the governor’s budget eliminates or reduces funding to the Alternative Payment program, which we help qualifying families access (this program pays for their child care, so they no longer need a scholarship).

Expected Outcomes (Targets/Impacts):

Provide a scholarship tuition fee waiver of between 40-50% to 60% of enrolled families (likely 30 children) who do not qualify for any other form of assistance.

Objective #3:

Leverage City of Carpinteria funds to apply for foundation and corporate grants (some of which require a local match) and encourage individuals to donate to the scholarship fund to sustain the increased allocation for scholarships.

Metrics/KPI:

Amount raised and expended in scholarship tuition fee waivers Expected Outcomes (Targets/Impacts):

In fiscal year 2024-25, we intend to raise and expend approximately $120,000 in childcare scholarships, an increase of $44,000 based on estimates of reduced funding to the Alternative Payment program.
75 76
Al Clark, The Mayor
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria CA 93013
Dear Mayor,
�ALCAZAR
April 18th, 2024
RE: Free public Student Performance Events via Community Collaboration Grants at the Alcazar Theatre
The Carpinteria Community Theatre Inc, dba The Alcazar Theatre, was established in 201 O under a 501 c3 non-profit status (Tax ID ) and our Carpinteria Business License Number is
The Alcazar Theatre, Inc. is a nonprofit theater established to educate, enlighten, inform and inspire the entire community to appreciate all forms of the performing arts, and to make arts available and accessible to all within the community.

Over the last year we have made major changes to make our programming more inclusive and ensure we are reaching all demographics in the community. We held a community input session in September 2023 to garner feedback of what programming we should be providing and one of the major requests from that session was to have schools performing at the Alcazar rather than in their cafeterias or in their school grounds. This request resonates with me as I grew up in Sydney and when I was 9, the Sydney Opera House opened. From when I was in grade 6, all of the Sydney school choirs plus other school musical acts put on performances in the main concert hall for parents and friends to see.

The Opera House continues to do so much in the education space. I know the impact that had on me and others, and I want the children of Carpinteria to have that same experience, appreciating arts in all its forms, and for it to become a part of them. Arts has a major impact and helps to create an effective society and the Alcazar is a key Carpinterian facility that can help to make this happen.

When I became Executive Director, I made it my personal mission to have students performing at the Alcazar. Fortuitously, in a discussion with John Knecht, Chair of Cate Schools Performing Arts, I shared this vision. �e immediately offered for Cate School to be the first and they performed on February 24, 2024, and included ensemble, jazz and rock bands, theatre, dance and more. The audience included parents, community members and students, including from other schools. It was a sensation night enjoyed by all, with an Carpinteria Community Theatre, Inc dba The Alcazar Theatre 4916 Carpinteria Ave, Carpinteria CA 93013
We are a 501 c3 nonprofit organization Tax ID#
77 �ALCAZAR
immediate request to perform again next year, plus a number of students wanting to be involved with the Alcazar on an ongoing basis. One student wrote:

Hi Debbie,
I'm Philip from Cate School, the trumpeter/singer who played at the Alcazar last weekend. I would first like to thank you for all the effort to produce the show last Saturday. All of us had an amazing time and we are truly grateful for such an opportunity.

I would also like to follow up our conversation about finding more local performance opportunities.

Our rock band and jazz combos are all capable of performing an hour-long set list, and we are always striving for more chances to get out and play. Any help would be greatly appreciated.

We are very interested in keeping our local community live and would like to help out with the Alcazar too.

Diana Rigby, Superintendent, Carpinteria Unified School District has been advised of this opportunity being available to all schools in Carpinteria, and in an email notifying all Principals of CUSD of our goal, she commented "Our students love performing in the theater and we look forward to working with you."
On March 14 2024, 80 students of Canalino Elementary School and Carpinteria Family School also performed at the Alcazar in a talent show. In prior years, this show had been performed in the school yard, but as a result of being at the Alcazar, many more students wanted to perform.

The Alcazar provides the community and The City of Carpinteria with a golden opportunity to support our youth in ways other than in sporting activities and attached is a summary of a few testimonials received.

Community Collaboration: Proposed Program Format:

This program will be a major collaboration between all schools, the Alcazar and others to benefit primarily the students, but also the entire community. Our goal is to have nine (9) combined school performances per year, allowing for breaks during holidays.

Each event will include performances from different schools showcasing a variety of acts, plus some combined school performances.

Carpinteria Community Theatre, Inc dba The Alcazar Theatre 4916 Carpinteria Ave, Carpinteria CA 93013
We are a 501 c3 nonprofit organization Tax ID#
78 �ALCAZAR
For example, one show may include small groups from a school performing jazz or a theatre production or a dance routine, then students from a variety of schools combine to perform as a band or choir. To create an interesting and dynamic program, we will need to workshop with the representatives from different schools to conceptualize each month's show. Then the performing arts person designated for each act, will work with students to create their act, assisting students to increase their skills. There will be diversity in ages and types of performances -a true variety designed to enchant the audience whilst those on stage secure the benefits of delivering a performance at a real theatre on a real stage.

Funding sought:

We are applying for funding from the City of Carpinteria for three shows totalling $9,750, being $3,250 per show. The population of Carpinteria is approximately 50% Hispanic, and many with school children having limited income. To have all performing students attend and allow their families to also attend, it needs to be a free event. The estimated costs per monthly show are $3,250, and are as follows:

1. Alcazar staff time to create the event in detail, working with various schools and their representatives to create the programs, including meetings and discussions, overarching format planning, run sheet, overseeing event, dealing with light and sound team and any other duties.

2. Use of the Alcazar facility for event plus rehearsal time including equipment usage including stage, seating, projector, microphones, lighting, as well as overhead costs such as cleaning and more.

3. Light and sound contractors for event and rehearsal time.

4. Promotion and marketing of event.

5. Translation services.

Please note we are seeking funding from other sources for the other six shows.

Benefits:

Performing in a venue such as the Alcazar Theatre will enhance the student's confidence, help them with self-expression, encourage them to work with others, build their communication skills, help them to understand other cultures, other's creativity, and more.

But beyond question, the greatest benefit for students is an enhancement of their performance skills. Anyone performing on a st9ge in a real theatre wants to_excel. They want to entertain the audience and showcase their skills. They will give it their all and try and extend themselves to the next level.

Carpinteria Community Theatre, Inc dba The Alcazar Theatre 4916 Carpinteria Ave, Carpinteria CA 93013
We are a 501 c3 nonprofit organization Tax ID#
79 80
The proposed program has been tested with both Cate School and Canalino School performing at the Alcazar, in singular school events. It is intended the programs detailed in this application, will not be a singular school event, but rather a multi-school collaborative effort.

The following show some of the support from teachers, students, parents and community members who participated in the test programs:

Coastal View News, March 21, 2024. Page 13
81 1. Email from Diana Rigby, Carpinteria Unified District School Superintendent to All Carpinteria School Principals, supporting Schools Performing at the Alcazar From: Diana Rigby <[email protected]>
Sent: Friday, February 9, 2024 10:56 AM
To: Wade Nomura
Cc: Debbie Nomura Gerardo Cornejo <[email protected]>;
Lisa O'Shea <[email protected]>; Jamie Persoon <[email protected]>; Brett Weiberg <[email protected]>
Subject: Re: The Alcazar
Great to read your email, and we are thrilled that Debbie is leading the theatre. Our students love performing in the theater and we look forward to working with you.

Take care.

Diana
Diana F. Rigby, Superintendent
Carpinteria Unified School District
1400 Linden Ave.

Carpinteria, CA 93013
Phone: 805-684-4511
Email: [email protected]
Twitter: @CUSD_Super
_______________________________________________________________________________

2. Students from Cate School
From: Philip Choi >
Date: Sat, Mar 2, 2024 at 4:47 PM
Subject: Follow-up from Cate
To: [email protected] <[email protected]>
Cc: Alex Ke >, Ben Elkin , Emil Arconian
<e , John Knecht >, Josie Frazer
>, Kairei Jones < , Madeline Losey
< >, Myles Warren
Hi Debbie,
I’m Philip from Cate School, the trumpeter/singer who played at the Alcazar last weekend. I would first like to thank you for all the effort to produce the show last Saturday. All of us had an amazing time and we are truly grateful for such an opportunity.

I would also like to follow up our conversation about finding more local performance opportunities.

Our rock band and jazz combos are all capable of performing an hour-long set list, and we are always striving for more chances to get out and play. Any help would be greatly appreciated. 82 We are very interested in keeping our local community live, and would like to help out with the Alcazar too.

Contact me, Mr. Knecht, or any of us CC’d on this email for further discussion. Thanks! Here is my cell:

Sincerely,
Philip

3. Email from John Knecht, Cate School, Chair of Performing Arts From: John Knecht
Sent: Sunday, February 25, 2024 10:19 AM
To: Debbie Nomura
Subject: Official thank you note
Debbie:

I know we said thank you a bunch of times last night, but I had to put it in a note. The Alcazar was a perfect venue for our students to share their talents. They had so much fun performing in a space with beautiful surroundings, fantastic sound, popcorn/drinks, and a friendly audience.

Thank you very much! I’d like to put that show on the books again for next year.

Take care! John
_________________________________________________________________________

4. Julia Mayer, parent of Canalino school student
Utilizing the Alcazar to provide local theater programming for our kids is an incredible opportunity!
All kids deserve access to an environment where they can explore creativity, develop confidence and collaborate with others.

Stepping onto a real stage in front of an audience creates a sense of belonging and fosters incredible self-confidence!
March 21, 2024
______________________________________________________________________________ 83 5. Shanna Hargett, Canalino School organizer of event on March 14, 2024 From: Shanna Hargett <[email protected]>
Date: Tue, Mar 19, 2024 at 9:34 AM
Subject: Canalino & Carpinteria Schools We've Got Talent Show To: Debbie Nomura <[email protected]>
Cc: Patricia Humbles <[email protected]>
Hi Debbie,
We had the following performances:

Stand up Comedy & Skits: 11
Dancing: 11
Singers: 5
Playing an instrument: 4
Gymnastics: 2
Soccer Tricks: 1
Rubix Cube: 2
Roller Skater: 1
It was a great show! We'll have to plan two shows for next year. Thank you so much for allowing us to perform at the theatre.

Happy Tuesday!
Shanna Hargett
School Counselor
Canalino and Carpinteria Family School
Office (805) 684-4141 ext. 482
_______________________________________________________________________________ 84 ROOTED

SANTA BARBARA COUNTY

BOARD OF DIRECTORS
Beth Skidmore, MSACN
Chair
George Ayoub, PhD
Vice Chair
Lacey Baldiviez, PhD
Treasurer
Daniela Cadavid, DDS
IDEA Co-Chair
Emma Malina
Beth Prinz, MD
Chrissy Roth
Jenifer Swartzentruber, RDN
April 18, 2024
Attn: Olivia Uribe Mutal
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria, CA 93013
Dear Olivia,
On behalf of Rooted Santa Barbara County’s Board of Directors, we respectfully submit this request for a grant of $9,000 for FY 2024/2025 to fund a Carpinteria-based cohort of eight to ten healthcare and direct service providers for our eight-session Bilingual Plant-Based Nutrition Educator Certification Program. The certification program which will equip community health educators with the knowledge and tools to teach food as medicine for chronic disease prevention and reversal to community members with the greatest burdens of chronic disease and barriers to good health. This program is a collaborative program that fits within the city’s Social Services priority area.

Rooted is a fiscally sponsored organization of the Santa Barbara Foundation (EIN:

Rooted is the first and only organization in Santa Barbara County dedicated to optimizing community health through plant-forward nutrition, lifestyle medicine, and preventive health education. We do this to actively catalyze a shift in our local healthcare system from a treatment-based approach to one that leads with prevention. In 2019, we became fiscally sponsored by the Santa Barbara Foundation and in 2020 we officially launched to the community, offering free and low-cost bilingual, culturally relevant resources, classes, and programs in partnership with leading direct service organizations. Since then, we have reached thousands of community members through our educational programming, healthcare training, partnerships, and online resources. We recently secured $50,000 to develop and pilot the curriculum for our new bilingual “train the trainers” program to certify local health and direct service workers to teach plant-based nutrition and food skills literacy as a leading pillar of lifestyle medicine in our community. Lifestyle medicine is a rapidly growing medical specialty that uses evidence-based nutrition led and behavioral interventions to prevent, treat, manage, and reverse chronic disease.

Our Bilingual Plant-Based Nutrition Educator Certification Program is a new addition to our growing platform of plant-forward nutrition education and 1 Post Office Box 91227 ⎜ Santa Barbara, CA 93190
RootedSantaBarbara.org
[email protected]
85 training opportunities. Your support will underwrite one cohort of 8-10 community health workers, healthcare providers, and direct service program staff in the Carpinteria community for the fall 2024 or winter of 2025. Over the past year, we developed a culturally relevant dietary curriculum and trained community health workers through our partnership with Sansum Diabetes Research Institute for three diabetes plant-forward nutrition research programs with our Hispanic community. We are building on this curriculum to build an expanded and interactive program with information from national curriculums adapted for local communities. We received funding from Williams Corbett Foundation, Brittingham Family Foundation, and the James S. Bower Foundation to design and pilot this program, scheduled to pilot May - June 2024. The pilots will further inform the content, accessibility, and cultural competency of the final program.

We aim to eliminate barriers and engage a variety of healthcare workers, prioritizing Spanish-speaking community educators, so that those who complete the program can be ambassadors and guides in critical local communities who have the greatest barriers to good health. We will recruit participants from a range of local healthcare clinics and direct service and food access organizations and community health workers that serve the Carpinteria community. A date and location will be set once funding is secured and the program cohort is determined. Our “train the trainers” model values the exponential reach of community health and nonprofit workers who are trusted partners in the community and are then equipped to bring this knowledge and tools to the communities they serve.

Key components of the eight-week bilingual Certification Program include: plant-based food literacy and skills basics; foundational training in lifestyle medicine pillars; addressing common barriers, including cultural and financial; how to teach plant-based nutrition and food skills to clients and patients; and more. An important element of this curriculum is for educators to be equipped to guide their own behavior change which will in turn build their confidence, experience, personal health promotion, and enthusiasm for plant-forward eating. Given that plant-based eating is often outside of modern day cultural, societal, and health and food systems norms, community members will then be better supported, inspired, and ready to take nutrition education and put it into action. By building both knowledge and confidence in making and accessing health promoting food choices, and preparing and enjoying culturally appropriate and affordable whole plant foods, healthier choices can become easier choices. For our Hispanic community members, this program can restore traditional, ancestral foods as the nutrient dense, health promoting foods that they are, which has often not been the message in mainstream dietary advice.

We’ve recently received funding from the Santa Barbara Foundation to establish a culturally competent evaluation model and feedback loop for the program beginning with the pilots this spring. Within the curriculum, behavior change will be assessed and evaluated pre and post program through brief questionnaires and interviews. Goal setting and subsequent behavior change will be quantified by using a confidence scale rating.

These workshops will additionally function as support groups to build rapport, community and, ultimately, a sense of belonging. Graduates will be champions and educators for plant-forward nutrition within our neighborhoods and service communities, providing evidence-based knowledge and tools to improve health outcomes and prevent, treat, and reverse chronic disease through health-promoting eating and lifestyle habits. 2 Post Office Box 91227 ⎜ Santa Barbara, CA 93190
RootedSantaBarbara.org
[email protected]
86 Our overarching goal is to reduce health disparities and improve health outcomes for residents in the Carpinteria community and our new certification program fills a critical gap in our local communities. While 80% of the leading contributors to death and health disparities in our country — heart disease, type 2 diabetes, certain cancers, Alzheimer’s/dementia, autoimmune and digestive conditions, and more — are estimated to be largely lifestyle-associated, healthcare providers receive very little meaningful training in clinical nutrition. In Santa Barbara County, the Latinx community is disproportionately burdened by these diet and lifestyle-associated chronic diseases. The root causes of these inequities are many. Poverty is a primary risk factor for these conditions. To compound this issue, these diseases lead to further economic hardship, medication burden, loss of work, stigma in the community, decreased quality of life and increased mortality. Plant-forward eating patterns are a cornerstone of lifestyle medicine, a rapidly growing specialty in medicine aimed at getting to the root of chronic conditions. Lifestyle Medicine is associated with improved health outcomes; lower risk of chronic disease; improved mental health and productivity; increased provider and workforce well-being; reduced food, healthcare and medical costs; and the advancement of health equity and resilience.

Thank you for this opportunity to be considered for this important grant opportunity to expand our services in the Carpinteria community.

With gratitude,
Beth Skidmore, MSACN
Chair/Executive Lead
Mailing Address:

Rooted Santa Barbara County
PO Box 91227
Santa Barbara, CA 93190
Primary Contact:

Beth Skidmore, MSACN - Chair/Executive Lead
Mobile:
[email protected]
3 Post Office Box 91227 ⎜ Santa Barbara, CA 93190
RootedSantaBarbara.org
[email protected]
87 Carpinteria Cohort - Bilingual Plant-Based Nutrition Educator Certification Program Estimated Project Expense Budget
Preparation and Program Delivery $5,000
Materials $1,000
Location/Rentals $2,000
Evaluation $1,000
Total: $9,000
4 Post Office Box 91227 ⎜ Santa Barbara, CA 93190
RootedSantaBarbara.org
[email protected]
88 CITY OF CARPINTERIA
Community Services Support
Grant Application
1 The City of Carpinteria Community Services Support provides grant funding for qualified nonprofits and organizations that contribute significantly to the community's well-being and the public good. There are four funding categories. Please submit no more than one application per category.
• COMMUNITY COLLABORATION: Supporting City Council's Strategic Goals and priorities including outreach, education, collaboration, affordable housing, equity and inclusion, and improving city services for youth, seniors, and homeless programs. • SOCIAL SERVICES: Serving Carpinteria with a focus on needs beyond the City's immediate scope, including Health and Human Services. (e.g., Health, Wellness, Transportation, Childcare, and others)
• COMMUNITY EVENTS: Special events that align with and/or incorporate the Council's Strategic Goals and priorities.
• CITY COUNCIL INITIATIVES/EMERGENT NEEDS: Projects Requested by the City via a Request for Proposal and/or Emergent Needs. (BY INVITATION ONLY) In the application, please indicate for which grant cycle you are applying. There are two grant application cycles to be aware of this year:
• FY 23/24 (current year): We are accepting applications for projects or events that will be completed by June 30, 2024.
• FY 24/25 (next year): Applications for projects or events happening after July 1, 2024, will be accepted during the FY 24/25 cycle.

GRANT REQUIREMENTS:
• Simplified Application: For grant requests under $10,000. (See Page 3) • Standard Application: For grant requests of $10,000 or more. (See Page 4) TIMELINE:
• Carpinteria Community Support Grants Application Deadline: April 19, 2024 • Carpinteria Finance Committee (Application first review): April 25, 2024 • Carpinteria Finance Committee (Application second review, if needed): May 23, 2024 SUBMIT TO:

Email: [email protected]
Mail: Attn: Olivia Uribe Mutal
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria, CA 93013
89 CITY OF CARPINTERIA
Community Services Support
Grant Application
2 Insurance Requirements
Prior to the beginning of and throughout the duration of the Program, GRANTEE will maintain insurance in conformance with the requirements set forth below. GRANTEE will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth here, GRANTEE agrees to amend, supplement or endorse the existing coverage to do so.

GRANTEE acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to City in excess of the limits and coverage required in this agreement and which is applicable to a given loss, will be available to City.

GRANTEE shall provide the following types and amounts of insurance:

Limits are subject to review but in no event less than $1,000,000 per occurrence.

2. AUTO INSURANCE
Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including symbol 1 (Any Auto) or the exact equivalent. Limits are subject to review, but in no event to be less than $1,000,000 per accident. If GRANTEE owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If GRANTEE or GRANTEE’s employees will use personal autos in any way on this project, GRANTEE shall provide evidence of personal auto liability coverage for each such person.

3. WORKERS’ COMPENSATION INSURANCE
Workers Compensation on a state-approved policy form providing statutory benefits as required by law with employer’s liability limits no less than $1,000,000 per accident or disease. 90 CITY OF CARPINTERIA
Community Services Support
Grant Application
3 SIMPLIFIED APPLICATION
 FY 2023-24  FY 2024-25
The simplified application process includes a letter from your organization on letterhead addressing the following sections.

Organization Details:
• Your organization's name and a brief description of your organization's mission and work.
• Employer Identification Number (EIN)
• Carpinteria Business License number (if applicable)
Program Information:
• The amount of funding requested (attach a program or event budget) • The title and description of the program/event for which you are requesting funding • The category of grant you are applying for (choose one that best aligns with your program) COMMUNITY COLLABORATION/ SOCIAL SERVICES/
COMMUNITY EVENTS:

Program Operations:
• The dates, days and hours your program/event will operate • A description of the target population your program/event serves • The estimated number of individuals your program/event will reach, including total participants and non-duplicated individuals
Evaluation and Impact:
• A brief explanation of how you will evaluate the success of your program/event Contact Information:
• Your program's physical address, city, and zip code
• Your mailing address (if different from the program address) • Primary contact information (name, title, mobile phone, office phone, email) • Secondary contact information (optional, same format as primary) INCLUDE:

Application Letter
Required Insurance Documentation (as separate attachment, prior to grant disbursement) Year End Report Due: July 15, 2025
91 CITY OF CARPINTERIA
Community Services Support
Grant Application
4 STANDARD FORM
 FY 2023-24  FY 2024-25

1. Organization Name: _____________________________________________________

2. Employer Identification Number (EIN)

3. Carpinteria Business License #: ______________________________________________

5. Program Title (for which you are requesting funding): ____________________________

6. Amount Requested: $ _________ Attach Program/Event Budget

INVITATION ONLY)

9. Program days and hours of operation: _________________________________________ 92 CITY OF CARPINTERIA
Community Services Support
Grant Application
5 10. Program Focus: Youth ____ Seniors ____ Homeless Persons ____ Transportation____ Health ____ Mental Health ____ Safety ____

11. Description of program target population: ______________________________________

12. Estimated number of individuals to be served by program:

Total: ________________________ non-duplicated: _______________________________

16. Program Address, City, Zip Code: ___________________________________________ __________________________________________________________________________

17. Mailing Address, City, Zip Code (if different than above): ________________________ __________________________________________________________________________

19. Secondary Contact / Title: __________________________________________________ Mobile: ___________________________ Office: _____________________________ 93 CITY OF CARPINTERIA
Community Services Support
ant Application
6 Email: ____________________________________________

20. Application completed by: ________________________ Title: ___________________ _________ Office: _____________________________
Email:
_____________________________________________________________________

21. Is a site visit possible during the program: Yes_________ No: __________ INCLUDE:
 Completed Application
 Required Insurance Documentation (as separate attachment, prior to grant disbursement)  Key Program Objectives for FY 2023-24
 Midyear Report Due: Jan 15, 2025. Include Key Program Objectives Status Update (Page 7) and invitation to present to City Council.
 Year End Report Due: July 15, 2025. Include Key Program Objectives Final Update (page 7) and Program Budget Actuals
94 CITY OF CARPINTERIA
Community Services Support
Grant Application
7 Key Program Objectives for FY 2023-24
(Attach additional sheets as needed)
Objective # 1: _________________________________________________________________ Metrics/KPI*: ______________________________________________________________ Expected Outcomes (Targets/Impacts): __________________________________________ Objective # 2: _________________________________________________________________ Metrics/KPI*: ______________________________________________________________ Expected Outcomes (Targets/Impacts): __________________________________________ Objective # 3: _________________________________________________________________ Metrics/KPI*: ______________________________________________________________ Expected Outcomes (Targets/Impacts): __________________________________________ *Key Performance Indicators
95 Partnership
Proposal for
City of
Carpinteria
Community
Collaboration
Grant
April 2024
96 Organizational Background
• Aware & Prepare Initiative launched in 2008
• Public-private partnership to strengthen disaster readiness in Santa Barbara County started by the Orfalea Foundation
• Evolved from a countywide initiative to a national entity to support community partnership-building, preparedness, and planning 97 Organizational Background
• Transitioned to Fire Services Training Institute (FSTI) • 501(c)3 organization with statewide partnership network • Mission and program alignment
• Provides operational and administrative backbone support to Aware & Prepare / Alertar y Preparar
• Supports LISTOS program expansion and consultation
98 Program Background
• LISTOS Program created in 2009
• Identified as a significant need by community leaders • Initially designed to reach Spanish speaking populations through culturally tailored and inclusive program delivery
• Expanded to 60 registered programs in 19 counties in California serving thousands of individuals and families
• First disaster education program for Spanish-speaking populations translated into English and now includes
eleven (11) other languages
99 Program Approach
• LISTOS Basic Workshops
• Eight (8) hour in-person workshop or four (4) hour virtual workshop • Emphasizes family and community disaster preparedness education • Includes discussions around topics such as knowing the hazards in your local area, creating a family communication plan, fire suppression, utilities, basic first aid, and emotional support • Tailored to the specific cultural and linguistic needs of the population being served and curriculum components are
added to emphasize specific threats to the community that we are serving
100
Program Approach
• LISTOS Train-the-Trainer Courses
• Twenty-four (24) hour course if facilitated in-person, sixteen (16) hour course if facilitated virtually • Individuals are required to have a certificate of completion from the LISTOS Basic Workshop to participate in the course
• Demonstrates how to deliver the LISTOS Basic Workshops with specific teaching methods for curriculum delivery including participant engagement, trust building, and creating a safe space for open dialogue
• Strengthens long-term sustainability and viability of LISTOS program in your region
101
Program Approach
• Instructor Development Series & Network Building
• Our commitment to cultivating and nurturing the LISTOS network • Monthly sessions on timely and relevant topics to emphasize and/or supplement the LISTOS curriculum
• Strengthens knowledge and understanding of LISTOS trainers and builds confidence in their teaching abilities
• Input from trainers helps us to continually refine the curriculum and update it to meet the needs of the
LISTOS network
102
Our Team
Michael Williams
Executive Director
Fire Services Training Institute
§ Provides overall leadership and oversight of FSTI
programs and partners including Aware &
Prepare / Alertar y Preparar, LISTOS, Community
Emergency Response Team (CERT), and Deer
Valley Press
§ Over a dozen years in California law
enforcement and was a POST certified field
training officer
§ Active member of the California State
Firefighters Association (CSFA) and serves on the
California State Board of Fire Services
103
Our Team
Samuel Nader Mena
Board Member
Fire Services Training Institute
Aware & Prepare/ Alertar y Preparar
§ FSTI Board member overseeing the Alertar y
Preparar LISTOS program
§ Provides consolidation of relationships with both
National and foreign agencies, organizations
and governments
§ Years of experience in the governmental and
legislative field, international organizations and
Mexican law
104
Our Team
Liliana Encinas
Director
Alertar y Preparar LISTOS
§ Provides overall leadership and oversight for
Alertar y Preparar LISTOS including curriculum
development, program delivery, network
building, marketing and communications
§ Over 15 years of experience in implementing
better outreach and engagement practices in
emergency public education and information for
the State of California’s socially vulnerable
populations
§ Court certified Spanish / English interpreter and
translator
§ Certified CERT Master Trainer
105
Our Team
Ana Sofia Aguilar
Administrative Analyst
Alertar y Preparar LISTOS
§ Responsible for logistics and supply
management
§ Supports the expansion of the LISTOS programs
throughout California
§ Undergraduate student pursuing Accounting
and Economics/Communication Degree
106
Our Team
Cecilia O. Herrera
Central CA Regional Program
Coordinator
Alertar y Preparar LISTOS
§ Work directly in targeted communities to assist the
LISTOS efforts throughout California
§ Support the expansion of the LISTOS programs
throughout California
§ Extensive experience working in high-risk areas
with vulnerable populations
§ Conduct training, public outreach, and
community development in LISTOS
Irma Herrera
Southern CA Regional Program
Coordinator
Alertar y Preparar LISTOS
Alma Pelayo
Northern CA Regional Program
Coordinator
Alertar y Preparar LISTOS
107
Cost Proposal
Basic Community LISTOS Class
$1,000 *
▪ Five (5) Basic Community LISTOS class with a maximum of 40 participants ▪ Simultaneous translation provided in English / Spanish ▪ Eight (8) hours of disaster preparedness education with in-person teaching or four (4) hours if course is conducted virtually
▪ Facilitated by LISTOS Network Instructors
▪ Total of five (5) Basic Community Class delivered by certified FSTI instructors * This program proposal is based on a one year plan.

Please note that costs include course materials, instructional supplies, props and audio visual services. Travel and Transportation are not included. 13
108
Cost Proposal
One Train-the-Trainer Course
$5,000 *
§ One Train-the-Trainer Course delivery with a maximum of 24 participants and minimum of 8 participants
§ Simultaneous translation provided in English / Spanish § Twenty-four (24) hours of disaster preparedness education with in-person teaching or sixteen (16) hours if course is conducted virtually
§ Facilitated by LISTOS Network Master Trainers
* This program proposal is based on a one-time delivery.

Please note that costs include course materials, instructional supplies, props and audio-visual services. Travel is included based on Federal per diem rates but are subject to change based on unforeseen economic increases outside the control of FSTI.
109
Cost Proposal
Outreach Package

NO CHARGE
(Supplies and Shipping Charge)
§ All-inclusive package of student materials and supplies for hosting and facilitating LISTOS workshops
§ Included branded LISTOS tablecloth, banner, tent canopy, 100 student manuals, and 24 full color printed, instructor manuals and teaching aids for the Basic Workshop, and full access to downloadable outreach materials such as information flyers, one-pagers, brochures and wallet cards
110
Additional Options
Attend Regional Basic Workshops & Statewide Train-the-Trainer Sessions

NO CHARGE
(Cost of Travel & Accommodations to be Paid by Agency)
§ Attend Basic Workshops hosted by programs in your region that are part of the LISTOS network (schedule available upon request)
§ Attend LISTOS Train-the-Trainer Sessions throughout California § Agencies can attend with no participation fee and all program materials will be provided § Agencies will need to pay for the cost of travel and any overnight accommodations Instructor Development & Support

NO CHARGE
§ LISTOS trainers participate in Instructor Development Series hosted by FSTI § Coaching, mentoring, and technical support is provided by LISTOS Master Trainers and LISTOS Regional Coordinators
111
Total Cost Proposal
LISTOS Total Cost Proposal
$10,000
Operating costs including but not limited to grant management, insurance, salaries, administration, auditing and legal services
FSTI Terms & Conditions will be applied.

The logos of the Fire Services Training Institute, Aware & Prepare, Alertar y Preparar, LISTOS and Deer Valley Press are registered Trademarks by FSTI.

All LISTOS materials are copyrighted by FSTI and may be used with permission only.
112
Revised 04/2024 1
Project Outline
The LISTOS program was developed to fill a void in the area of Spanish-language disaster preparedness education, both locally and nationally. The mission of LISTOS is to provide Spanish-speaking populations with information about the importance of disaster readiness that includes the sharing of preparedness skills and information with family and friends. The LISTOS curriculum emphasizes targeted recruitment and Spanish-language presentations tailored to the specific cultural and linguistic needs of Latino communities.

The core of the LISTOS design is based on building sustainable relationships and partnerships with local businesses, community leaders, and non-profit organizations.

In doing so, LISTOS can provide valuable disaster awareness information to vulnerable populations while simultaneously helping those same populations to become familiar with public services available to them. The LISTOS methodology draws from lessons learned through a variety of widely distributed disaster preparedness education tools as well as the best practices of other non-English speaking public education initiatives.

Funding Source
Public-Private Partnerships
Program Model
The LISTOS program uses a grassroots, flexible approach to obtaining entry into both formal and informal trusted networks, becoming part of that network and delivering information through an established trust. LISTOS utilizes proven elements from other programs, such as Promotores, and has made a conscious effort to partner with organizations and/or community leaders that already have established relationships with the target population. LISTOS participants are provided with basic tools to increase resilience of not only themselves and their families, but also their neighbors, peers, and extended community.

The information provided to participants is done in a culturally appropriate, handson discussion format with minimal handouts that are visually oriented. This decision was intentionally made to allow participation for anyone who may be illiterate, but also to fit the cultural needs of delivering messaging through word-of-mouth and oral communication. After participating in LISTOS discussions, participants are encouraged to participate in other opportunities to learn more through the American Red Cross training programs and/or through their jurisdictional Community Emergency Response Team Training (CERT).

The LISTOS curriculum consists of 8 hrs. of training, usually done in 3 or 4 consecutive sessions. The Train the Trainer workshop consists of 24 hrs. of training, done in 3 consecutive sessions.
113
Revised 04/2024 2
Program Sustainability
During each session the participants learn fundamental basic disaster preparedness skills, meet representatives from local agencies and the resources available to them in times of disaster, and are empowered to reach out to emergency services providers. Participants are asked to complete homework assignments, including sharing what they have learned the previous week with one other person, and/or bringing a family member or friend to the following week’s class.

The important message of preparedness is expected to be spread throughout the community via word-of-mouth, within each individual’s social network, creating a “ripple effect” that will be assimilated into the community. Each week’s class will begin with the collection of “homework” including information about their experience in peer-to-peer teaching/sharing of what they learned the previous week.

This assures the sustainability of the program and
continuity within the community. The format will
allow teaching and learning to happen in a culturally
appropriate way, more conversationally from family
member to family member.

By partnering with community-based groups, and
non-profit organizations as hosting partners that have already established trust, LISTOS will be able to reach out to community members quickly and effectively.

Based on the culturally sensitive model, sustainability of the program will be reached by identifying community leaders and LISTOS participants, then inviting them to take a LISTOS Train-the-Trainer (TTT) course. Following completion of the LISTOS TTT course, the new instructors will be asked to promote future LISTOS trainings and identify groups or individuals who would be interested in participating in upcoming LISTOS workshops.

Program Evaluation
Success of the LISTOS program will be monitored by tracking the number of participants and community members who participate in the LISTOS discussions, the number of people the students share information with as part of their “homework assignments,” and the number of instructors trained and recruited. Future LISTOS Trainers will also be required to track their contacts with community members.

Evaluation criteria for each workshop will include:
▪ Baseline survey (Session 1).
▪ Completion of weekly assignments.
▪ Family Communication Plan.
▪ Copies of important documents.
▪ Demonstration of ability to locate and turn-off utilities (such as gas and electrical)
▪ Participants willingness to share information with family and friends (tracked)
114
Revised 04/2024 3
▪ Increase in attendance each week (tracked)
▪ Participants identify/recommend groups for future training sessions. ▪ Identification of future LISTOS volunteers and trainers ▪ Final survey; complementary to baseline survey and
▪ Instructor evaluation.

This data, along with key information on the approach and strategies in implementing a program, will be compiled, and presented as a final, year-end deliverable to the City of Carpinteria Leadership and Council.

Community Networks
One of the key components of the LISTOS program is plugging into already established community networks. This has been identified as anything from a neighbor who has an established and trusted relationship with his/her neighbors, to a community organization which aims to provide resources to under-served, Latino populations.

In addressing the programmatic objectives, it has been a conscious effort to reach out to individuals and organizations that can also speak to any of the areas and topics covered by the LISTOS curriculum and invite them to co-present in the discussion.

Not only will this reinforce the topic and give credibility to what participants are learning, but it will also allow for the introduction of another network, another resource, or another community member for both the participants and the organization or leaders. This method has been utilized not only for the instructional discussions, but also for publicity and program development. Working closely with community leaders from community-based organizations, non-profits, emergency management, and media is critical to the success of LISTOS.

Community Leaders
The grassroots approach that LISTOS employs relies heavily on the identification of community leaders who are connected to networks, both formal and informal, within the Spanish-speaking population. In developing a relationship with each of these leaders, access to the network is granted and results in more credibility and trust between the LISTOS program and the community members. It is through this dynamic and the championing of disaster preparedness that the program hopes to continue spreading from one social network to another. Latino communities are tight-knit and through comradery or socializing and storytelling, word travels quickly.
115
Liliana Encinas
A & P LISTOS Director
Alma Pelayo
Northern Region
Program Outreach Coordinator
Registered
Program Lead
LISTOS
Instructors
Registered
Program Lead
LISTOS
Instructors
Registered
Program Lead
LISTOS
Instructors
Cecilia Herrera Rios
Central Region
Program Outreach Coordinator
Registered
Program Lead
LISTOS
Instructors
Registered
Program Lead
LISTOS
Instructors
Registered
Program Lead
LISTOS
Instructors
Irma Herrera
Southern Region
Program Outreach Coordinator
Registered
Program Lead
LISTOS
Instructors
Registered
Program Lead
LISTOS
Instructors
Registered
Program Lead
LISTOS
Instructors
AnaSofia Aguilar
Administrative Analyst
State Master
Trainers
VACANT
Program Manager
LISTOS Organizational Chart California
LISTOS CA State Advisory Council

LISTOS ADVISORY COUNCIL
North Region
Central Region
South Region
Access and Functional Needs
Tribal Nations
Agricultural Workers
State Office
National Rep
International Rep
116
Olivia Uribe Mutal 4/19/24
City of Carpinteria
5775 Carpinteria Ave
Carpinteria Ca 93013
Olivia
We are thrilled to be able to present to you a proposal for a grant 0f $8000 to help fund the 2025 Carpinteria Chalk walk. The funds will be used to pay for chalk, a promotional ad and the labor cost for special needs artists to create promotional logos for the businesses in the downtown T area.

In 2020 Mask Up Carp began as a collaboration between the City of Carpinteria, Muralism, and the Lynda Fairly Carpinteria Arts Center (LFCAC). As you know, Muralism is a nonprofit organization with a mission to connect people with special needs to the community through art.

LFCAC is also a nonprofit whose mission is to create a vibrant community through the arts.

When City officials were looking for a way to promote business, while encouraging the use of masks, it was Muralism and LFCAC, along with the help of Two Trumpets Communications and Carp Beautiful volunteers that pulled together a successful event in just 30 days.

That first year we had had 70 participants that covered Linden in color, while encouraging visitors to Mask Up. Last year we were able to bring the event back as Carp Chalk Walk with 368 participants filling the streets with one of a kind works of art. To view pictures from some past events, please visit https://carpinteriaartscenter.org/carpchalkwalk. This year the Carp Chalk Walk Team has come together again to help the City of Carpinteria offer this Free Event to residents and visitors of all ages and abilities. We plan to increase artist participation by 20% and have a plan to create more business participation by creating chalk by number logos for all the business and giving them the chalk to encourage their staff and customers to join in the fun.

With the help of the City of Carpinteria and the Downtown T Business Association, we are creating more inclusion by including the Alpha Resource Center, Carpinteria People’s Self Help Housing via the LFCAC Bellas Artes, Girls Inc and the “Abuelos” program at Carpinteria Children's Project.

Please consider funding the Carp Chalk Walk event at the same rate as the previous 2 times with a grant of $8000. Together we can continue to bring color and culture to Carpinteria.

Sincerely,
Ernie Merlan
Executive Director
Muralism.org
EIN:
117
Project: Chalk up Carp 2023
Budget
$ 2,460.00
$ 2,000.00
Two Trumpet Communications-PR $ 500.00
$ 2,300.00
$ 500.00
$ 500.00
$ 190.00
$ 400.00
$ 500.00
$ 400.00
$ 250.00
$ 10,000.00
Refreshments
TOTAL
Miscellaneous, thank you gifts
Printing Costs
Advertizing ( Coastal View News )
Muralism
Arts Center
2024 Budget
Materials
Awards
Chalk
Flag
118
Rev. 4/10/23

CITY OF CARPINTERIA
Community Services Support
Grant Application FY 2023-24

STANDARD FORM
FY 2023-24 FY 2024-25

1. Organization Name: Girls Inc. of Carpinteria

2. Employer Identification Number (EIN):

3. Carpinteria Business License #:

4. Description of your overall organization: (Attach additional sheets as needed) Girls Inc. of Carpinteria realizes our mission of inspiring all girls to be strong, smart, and bold through impactful programs that empower girls to achieve personal, social, political, and economic success. Girls Inc. plays a critical role in the lives of those we serve, by providing high-quality programming for Pre-K through 12th grade girls. Our holistic approach helps girls value themselves, take risks, and discover and develop their inherent strengths. The combination of long-lasting mentoring relationships, a pro-girl environment, and research-based programming equips girls to navigate gender, economic, and social barriers, so they grow up healthy, educated, and independent. In FY 2022-2023, Girls Inc. served a total of 939 youth (boys & girls) in our community. Overall, we provided 13,730 hours of Strong programming, 14,656 hours of Smart programming, and 12,663 hours of Bold programming, totaling 41,049 hours of enrichment. Our compensatory strong, smart, and bold programs focus on developing the whole girl.

5. Program Title (for which you are requesting funding): Core Program Support

6. Amount Requested: $30,000 ✓ Attach Program/Event Budget

7. Description of specific program and services to be supported by requested funding:
(Attach additional sheets as required)
119
2 Girls Inc. of Carpinteria carries out its mission by offering impactful programs tailored to address Carpinteria's urgent need for community support. Direct funding from the City of Carpinteria benefits our youth and provides essential resources for the community.

Community Food Pantry: Our comprehensive approach includes supporting the families and communities where girls live, guiding the development of our responsive programs. Surveys from participants revealed that due to the rising cost of living along the central coast, many families, including those with children in our programs, are facing financial challenges. In response, we established a community food pantry. The Food Pantry operates round the clock, 365 days a year, ensuring free food access for anyone in need in Carpinteria.

This grant would support our ability to maintain this vital service, providing a consistent source of shelf-stable, refrigerated, and frozen foods to those facing hunger. Over the past year alone, we have rescued and redistributed over 60,000 pounds of food to our local community thereby removing a significant barrier to success for our youth and their families. This support not only benefits individuals directly but also strengthens our entire community by enabling individuals to prioritize education, work, and family responsibilities.

Additionally, this funding would support our efforts to provide nutritional snacks and light meals to youth, particularly after school and during school breaks. Access to nutritional food is especially after school and during breaks because for many children, access to consistent and nutritious food is not guaranteed outside of school hours. By extending our services to include snacks and light meals, we bridge this gap, ensuring that these young individuals have the sustenance they need to thrive academically and personally.

Furthermore, our Food Pantry operates on a non-stigmatizing basis, tracking pounds of food granted rather than individual recipients. This approach fosters a supportive and inclusive environment, encouraging those in need to seek assistance without fear of judgment or shame.

Resilience Hub: Girls Inc. of Carpinteria serves as a vital pillar of support for local families and youth, and we have recently been designated a resilience hub for Santa Barbara County by the Santa Barbara County Regional Climate Collaborative. The organization's designation as one of only three resilience hub sites within Santa Barbara County underscores the importance of our ability to meet the community’s emergency response and preparedness needs. Carpinteria faces significant threats from fires, floods, and heat waves. These risks are well-documented in the 120
3 Hazard Mitigation Plan Annex to the Santa Barbara County Multijurisdictional Hazard Mitigation plan released in July 2017.

Carpinteria's unique geographical isolation means that any closure of the freeway system could cut off the town from vital services and resources, leaving its residents in a precarious situation during emergencies. This isolation places community members, especially those who already face barriers at heightened risk during emergencies. Vulnerable populations often lack the resources and support to cope with disasters effectively, making it crucial that Girls Inc. Has the resources and training in place to establish resilient and accessible solutions.

After-School Enrichment (ASE): Our ASE program is the only licensed after-school program in Carpinteria and the only programming that uniquely focuses on the needs of girls. Girls participate in homework help, Girls Inc. data-driven curriculum, like economic literacy and SheVotes, weekly health and wellness programming, weekly STRONG programming, weekly mental health group therapy, and weekly hands-on STEM (science, technology, engineering, and math) education. Our after-school programming starts when the school day ends and ensures girls, families, and our community are receiving the support they need to succeed.

Summer Day Camp (SDC): Our SDC program incorporates weekly themes to inspire, educate, and enrich girls through an all-day program. Weekly, girls are exposed to specifically developed themed programs focusing on STEM, leadership & community action, health & wellness, arts & crafts, literacy, mental wellness support, field trips, and college & career exploration in partnership with guest speakers. Our summer day camp was built to be an affordable solution for working parents during the summer months.

With the City of Carpinteria’s support, Girls Inc. of Carpinteria can continue its mission of empowering girls and serving the broader community by ensuring access to essential food resources and childcare, thereby promoting health, well-being, and academic success.

Category of grant that you’re applying for:

8. COMMUNITY COLLABORATION: Supporting City Council's Strategic Goals and priorities.

X SOCIAL SERVICES: Serving Carpinteria with a focus on needs beyond the City's immediate scope, including Health and Human Services.
121
4 COMMUNITY EVENTS: Special events that align with and/or incorporate the Council's Strategic Goals and priorities.

CITY COUNCIL INITIATIVES/EMERGENT NEEDS: Projects Requested by the City via a Request for Proposal and/or Emergent Needs. (BY INVITATION ONLY)

9. Program days and hours of operation:
- Hours of Operation: M-F 9-6pm
- Program Hours: M-F after-school- 5:30pm
- Summer & School Break Hours: M-F 8am-5:30pm

10. Program Focus: Youth _X__ Seniors ____ Homeless Persons ____ Transportation _X__ Health ____ Mental Health _X__ Safety _X___

11. Description of program target population:

Girls Inc. of Carpinteria is committed to promoting the rights and opportunities of girls, young women, and their families. Our foundational values of community and intentionality drive our initiatives. During the fiscal year 2022-2023, our organization expanded its impact by reaching 365 more youth compared to the previous year, totaling 939 youth aged 4-18 through core programs and school outreach. In addition to this core support, we estimate that our community support and outreach efforts reached an additional 2,000 individuals. The majority of our program participants and their families confront intersecting challenges, primarily as low-income girls of color. Specifically, our program participants consist of 58 percent Latinx individuals, with over 60 percent coming from low-income backgrounds. We recognize that food insecurity and potential disasters hinder the ability of our families to work, attend school, and contribute to the community. Given the increased prevalence of food insecurity and environmental disasters within Carpinteria over the past few years, we extend our support beyond our girls and families to help the broader community.

12. Estimated number of individuals to be served by the program:

Total: 4,000 Non-duplicated: 3,000

13. Program service area (list zip codes of program participants): 93013

14. Describe your method for program evaluation. Include a list of all program records kept and scheduled evaluation activities (i.e., How do you measure success?):
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5 At Girls Inc. of Carpinteria, our program evaluation strategy is thorough and multifaceted, combining several methods to assess our impact and enhance the overall experience for our participants. We maintain detailed demographic data, including age, gender, ethnicity, and socioeconomic background, alongside program dosage tracking to monitor each participant's level of engagement over time.

Our evaluation process also includes pre-program and post-program surveys to measure changes in attitudes, behaviors, and knowledge among participants, helping us gauge the effectiveness of our programs and identify areas for improvement. Additionally, an annual audit is conducted every February to review financial records, program implementation, and organizational performance.

The Strong, Smart, and Bold Outcomes Survey (SSBOS), developed in partnership with Child Trends, is a key tool used from March to June to collect feedback from our girls about their experiences at Girls Inc. of Carpinteria. This feedback is crucial in ensuring that our programs remain relevant and impactful, aligning with the evolving needs and interests of our participants.

Regular surveys among students, parents, and facilitators further contribute to our evaluation efforts by tracking retention rates, participation levels, and behavioral changes. These surveys also help us identify emerging community needs, allowing us to adapt and tailor our programs accordingly.

The evaluation of our food pantry is integrated into our overall assessment framework, with ongoing surveys and feedback mechanisms in place to measure its effectiveness in addressing food insecurity within Carpinteria. Metrics such as pounds rescued and served to the community directly reflect our impact on food security and environmental sustainability.

Lastly, our dedicated food pantry workers and volunteers engage in regular check-ins with pantry users to ensure their needs are being met and gather valuable feedback for continuous improvement. Overall, our comprehensive approach to program evaluation is designed to measure success by assessing our programs' impact, identifying areas for growth, and ensuring that we are effectively meeting the diverse needs of our community. 123
6 15. List important program dates: (e.g., board meetings, special events, etc.) Our program calendar encompasses various important dates and events crucial to our mission and operations. In mid-May, we are scheduled to commence renovations on our commercial kitchen, funded by a grant from Santa Barbara County. These renovations are expected to be completed by July, enhancing our capacity to provide healthy and nutritional snacks to program participants and increasing our food pantry capacity.

Our Board of Directors convenes bimonthly to oversee organizational matters and strategic decisions. Additionally, we organize two significant fundraisers annually: Fuel Her Fire in April and Evening in Bloom in September. These events play a pivotal role in generating essential funding to support and expand our mission and vision.

Furthermore, we regularly host monthly Family Engagement nights that are open to our girls, families, and the broader community. These engagement events serve as opportunities to foster connections and inclusivity, focusing on specific themes to engage and involve all.

16. Program Address, City, Zip Code: 5315 Foothill Road Carpinteria, CA 93013

17. Mailing Address, City, Zip Code (if different than above): SAME AS ABOVE.

18. Primary Contact / Title: Jamie Collins / Executive Director Mobile: Office: 805-684-6364
Email: [email protected]

19. Secondary Contact / Title: Tess Ortega / Development Director Mobile: Office: 805-684-6364
Email: [email protected]

20. Application completed by: Tess Ortega / Development Director Mobile: Office: 805-684-6364
Email: [email protected]

21. Is a site visit possible during the program: Yes X No 124
7 Key Program Objectives for FY 2023-24
(Attach additional sheets as needed)
Objective # 1: STRONG, SMART, BOLD: Girls Inc. focuses on physical and mental wellbeing, supports girls’ intellectual growth through academic enrichment, bolsters leadership skills, and encourages girls to advocate for themselves and their communities. The following outcomes show our positive impact on girls through our holistic approach in our after-school enrichment and summer day camp programs.

Metrics/KPI*:
• 85% of Girls Inc. after-school program participants report a positive experience. • Provide over 40,000 hours of Strong, Smart, and Bold programming per fiscal year.

Expected Outcomes (Targets/Impacts): Through our STRONG programming, participants will be exposed to three core areas balanced nutrition, access to nature, and physical activity.

Through our SMART programming, participants are exposed to life-changing experiences, mentorships, and academic enrichment programs. Through our BOLD programming, participants engage in activities that help them evaluate and take healthy risks.

Objective # 2: COMMUNITY FOOD PANTRY: Our community foods pantry operates round the clock, 365 days a year, ensuring free food access for anyone in need in Carpinteria. Our food pantry also supports our efforts to provide nutritional snacks and light meals to our participants, particularly after school and during school breaks. Access to nutritional food is especially important after school and during breaks because for many children, access to consistent and nutritious food is not guaranteed outside of school hours.

Metrics/KPI*:
• Conduct quarterly interviews of food pantry participants with 80% satisfaction rate. • Provide over 80,000 lbs. of rescued food to the community.

Expected Outcomes (Targets/Impacts): Through our community food pantry, we will combat food insecurity and increase our food rescue capacity to meet the needs of our families and the greater community.

Objective # 3: RESILLENCE HUB:

Metrics/KPI*: Girls Inc. of Carpinteria’s community resilience hub will serve as a vital safety net during rain events, floods, mudslides, heatwaves, and fires. As the only designated resilience hub in Carpinteria, Girls Inc. Is actively bolstering its emergency response and preparedness preparations.
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8 • 80% of staff is CERT trained through the City of Carpinteria. • Conduct two climate resilience discussions with our parents to ensure they are prepared and have resources for environmental disasters.

Expected Outcomes (Targets/Impacts): Through our resilience hub training and preparation, we will be able to respond effectively to the community's emergency needs. *Key Performance Indicators
--------------------------------- END OF APPLICATION --------------------------------- 126
9 ABOUT:

The City of Carpinteria Community Services Support provides grant funding for qualified nonprofits and organizations that provide:
1) Social Services and other related programs, non-K-12, to Carpinteria residents (e.g., transportation assistance, counseling services, adult learning, resource information and materials, services to low-income individuals, seniors and families, etc.), and 2) After school health, wellness and education services and programs to youth (ages 5–18) in Carpinteria and which complement City youth recreation services and programs.

TIMELINE:
• Carpinteria Community Support Grants Deadline: May 1, 2023 • Carpinteria Finance Committee (Application first review): May 11, 2023 • Carpinteria Finance Committee (Application second review, if needed): May 25, 2023 • Midyear Report Due: Jan 15, 2024
o Key Program Objectives Status Update (page 3) and invitation to present to City Council.
• Year End Report Due: July 15, 2024
o Key Program Objectives Final Update (page 3)
o Program Budget Actuals
SUBMIT TO:

Email: [email protected]
Mail: Attn: Olivia Uribe Mutal
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria, CA 93013
INCLUDE:

Completed Application
Key Program Objectives for FY 2023-24
Required Insurance Documentation (as separate attachment) 127
Girls Inc. of Carpinteria
Budget Overview: FY 24-- - FY24 P&L Classes
July 2023 - June 2024
Tuesday, July 11, 2023 05:04 PM GMT-07:00 1/1
ASE EUREKA! IN-SCHOOL OUTREACH SDC SMART STRONG TOTAL
Revenue
Contribution Income 29,000.00 9,000.00 1,250.00 0.00 500.00 $39,750.00 Gov't Grants Income 100,000.00 $100,000.00
Grant & Foundation Income 185,000.00 90,000.00 48,000.00 0.00 25,000.00 $348,000.00 Program Fee Income 106,000.00 12,500.00 66,800.00 0.00 47,400.00 $232,700.00 Total Revenue $320,000.00 $111,500.00 $100,000.00 $116,050.00 $0.00 $72,900.00 $720,450.00 GROSS PROFIT $320,000.00 $111,500.00 $100,000.00 $116,050.00 $0.00 $72,900.00 $720,450.00 Expenditures
Administrative Costs 18,713.00 3,482.00 1,427.00 7,128.00 0.00 4,555.00 $35,305.00 Banking Expenses 6,467.00 1,500.00 $7,967.00
Employee Benefits 15,500.00 4,000.00 3,600.00 4,500.00 0.00 2,000.00 $29,600.00 Facility Costs 43,468.00 25,876.00 $69,344.00
Insurance 18,812.00 2,906.00 1,451.00 6,970.00 0.00 5,006.00 $35,145.00 Payroll Expenses 356,668.00 54,815.00 34,732.00 135,501.00 0.00 91,670.00 $673,386.00 Professional Fees 8,818.00 1,363.00 680.00 3,267.00 0.00 2,346.00 $16,474.00 Program Costs 23,510.00 29,985.00 2,075.00 12,875.00 0.00 9,036.00 $77,481.00 Total Expenditures $491,956.00 $96,551.00 $43,965.00 $197,617.00 $0.00 $114,613.00 $944,702.00 NET OPERATING REVENUE $ -171,956.00 $14,949.00 $56,035.00 $ -81,567.00 $0.00 $ -41,713.00 $ -224,252.00 Other Expenditures
Capital Expenses 138,600.00 82,500.00 $221,100.00
Total Other Expenditures $138,600.00 $0.00 $0.00 $82,500.00 $0.00 $0.00 $221,100.00 NET OTHER REVENUE $ -138,600.00 $0.00 $0.00 $ -82,500.00 $0.00 $0.00 $ -221,100.00 NET REVENUE $ -310,556.00 $14,949.00 $56,035.00 $ -164,067.00 $0.00 $ -41,713.00 $ -445,352.00 128
Girls Inc. of Carpinteria
Budget Overview: FY 24-- - FY24 P&L Classes
July 2023 - June 2024
Tuesday, July 11, 2023 05:05 PM GMT-07:00 1/1
TOTAL
Revenue
Contribution Income 197,000.00
Gov't Grants Income 500,000.00
Grant & Foundation Income 488,000.00
Program Fee Income 232,700.00
Rental & Conf. Related Income 118,000.00
Scholarships 3,500.00
Special Event Income 235,000.00
Total Revenue $1,774,200.00
GROSS PROFIT $1,774,200.00
Expenditures
Administrative Costs 59,300.00
Banking Expenses 20,760.00
Employee Benefits 63,100.00
Facility Costs 103,500.00
Insurance 48,000.00
Payroll Expenses 1,024,859.00
Professional Fees 76,500.00
Program Costs 84,681.00
Special Events Expenses 42,500.00
Total Expenditures $1,523,200.00
NET OPERATING REVENUE $251,000.00
Other Revenue
Other Income 53,000.00
Total Other Revenue $53,000.00
Other Expenditures
Capital Expenses 330,000.00
Total Other Expenditures $330,000.00
NET OTHER REVENUE $ -277,000.00
NET REVENUE $ -26,000.00
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City of Carpinteria
CouHcu- Aceuon Srarr Reponr
June 24,2024

ITEM FOR COUNCIL CONSIDERATION
Continuation of Public Hearing for Approval of Procurement Policy and Municipal Code Update.

STAFF RECOMMENDATION
Receive public comment, keep public hearing open, and continue the public hearing for approval of the Procurement Policy and Municipal Code Update to the July 8, 2024 Council meeting.

Sample Motion: I move to continue the public hearing for approval of the Procurement Policy and Municipal Code Update to the July 8, 2024 Council meeting.

BACKG ROU N D/DISC USSION
The public hearing notice for this agenda matter was published in the Coastal View News on May 30, 2024. The City Council opened the public hearing on June 10, 2024 and continued the public hearing to June 24, 2024 since the Purchasing Policy and Municipal Code Update were not ready atthattime. The Purchasing Policy and Municipal Code Update are still being worked on and staff requests the City Council receive public comment and keep the public hearing open and continue the matter to the regular Council meeting of July 9,2024.

ATTACHMENTS
None.

Staff contact:

Licette Maldonado, Administrative Services Director
QoL
I icettem @ca rp i nte riaca. q ov; (805) 755-4448
Signature
Procurement Policy and Update to Municipal Code
June24,2024
Page2
Reviewed by: Ryan Kintz, Assistant City Manager
[email protected]; (805) 7 55-4400
Reviewed by: Michael Ramirez, City Manager
[email protected]; (805) 7 55-4400
G :\CC Staff Reports\2024 0624\F I NAL\Procu rement Pol icy. docx City of Carpinteria
\
Coutrcrl Acenon Srnrr Reponr
June 24,2024

M FOR COUNCIL C DERA
Legislation Position Letters Opposing Senate Bill 1037, Assembly Bill 1886, Senate Bill 951, and Assembly Bill 2560 and Supporting Assembly Bill 817.

STAFF RECOMMENDATION
Consider and act on the draft letters of opposition concerning Senate Bill 1037, Assembly Bill 1886, Senate Bill 951, and Assembly Bill 2560 and the draft letter of support for Assembly Bill 817.

Sample Motion: I move to approve submittal of the letters of opposition concerning Senate Bill 1037, Assembly Bill 1886, Senate Bill 951, and Assembly Bill 2560 and the letter of support for Assembly Bill 817.

BACKGROUND
From time to time, the City Council chooses to take positions on state or federal legislation. lnformation from the League of California Cities (CalCities) is regularly included in Council meeting agendas, allowing Council members to request that a legislative issue be added to a future agenda or to authorize the City Manager to submit a position letter on the City's behalf.

On June 10, 2024, the City Council directed staff to schedule opposition letters for Senate Bill 1037, Assembly Bill 1886, Senate Bill 951, and Assembly Bill 2560, and a support letter for Assembly Bill 817 for a future Council meeting.

This agenda item is intended to provide the Council with an opportunity to consider and potentially act on these draft letters.

Legislative Letters
June24,2Q24
Page2

DISCUSSION
Senate Bill 1037 (SB 1037)
The Planning and Zoning Law requires a city or county to adopt a general ptan for tand use development within its boundaries that includes, among other things, a housing element. The Planning and Zoning Law requires the Department of Housing and Community Development (HCD) to determine whether the housing elemen{ is in substantial compliance with specified provisions of that taw. The Planning and Zoning Law requires HCD to notify a city, county, or city and county, and authorizes HCD to notify the office of the Attorney General, that the city, county, or city and county is in violation of state law if the local government has taken action in viotation of specified provisions of law. The Planning and Zoning Law also requires, among other things, that an application for a housing development be subject to a specified streamlined, ministerial approval process if the development satisfies certain objective planning standards. This bill, in any action brought by the Attorney General, on behalf of HCD or in an independent capacity, to enforce the adoption of housing element revisions, as specified, or to enforce any sfafe law that requires a city, county, or local agency to ministerially approve any planning or permitting apptication related to a housing development proiect, as specified, would subject the city, county, or local agency {o specified remedies, including a civil penalty of, at minimum, $1O,OOO per month, and not exceeding $50,000 per month, for each violation, as specrlied. The bitt woutd require that the penalties set forth in its provisions only appty when the tocat agency's acts or omtssiong as described, are arbitrary, capricious, or entirely tacking in evidentiary support, contrary to established public policy, unlawful, or proceduratly unfair.

CalCities opposes SB 1037. See Attachment A for the letter of opposition.

Assemblv Bill 1886 (AB 1886r
The Planning and Zoning Law requires a city or county to adopt a general ptan for land use development within its boundaries that includes, among other things, a housing element. The Housing Element Law prescribes requirements for a city's or county;s preparation of, and compliance with, its housing element, and requires the Department of Housing and Community Development to review and determine whether the housing element substantially complies with the Housing Etement Law, as specified. lf the department finds that a draft housing element or amendment does not substantialty comply with the Housing Element Law, current law requires the tegistative body of the city or county to either (A) change the draft element or amendment to substantiatty comply with the Housing Element Law or (B) adopt the draft housing element or amendment without changes and make specified findings as fo why the draft element or amendment substantially complies with the Housing Etement Law despite the findings of the department. Current law requires a planning agency to promptty submit An adopted housing element or amendment to the department and requires the department tg revlew the adopted housing element or amendment and repoft its findings to the planning agency within 60 days. This bill would require a ptanning agency th-at makes G:\cc staff Reports\2024 0624\FINAL\Legistative Letters\staff Report.docx Legislative Letters
June 24,2024

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the above-described findings as to why a draft housing element or amendment substantially complies with the Housing Element Law despite the findings of the department to submit those findings to the department. The bitt would require the' department to review fhose findings in its review of an adopted housing element or amendment. The bill would create a rebuttable presumption of validity for the department's findings as fo whether the adopted element or amendment substantially complies with the Housing Element Law.

CalCities opposes AB 1886. See Attachment B for the letter of opposition Senate Bill 951 (SB 951)
Current law requires a city or county to prepare and adopt a general plan for its jurisdiction that contains certain mandatory elements, including a housing element.

Current law requires fhe housing element to identify adequate sifes for housing, including rental housing, factory-built housing, mobilehomes, and emergency she/fers, among other things. Current law requires the housing element to contain an assessment of housing needs and an inventory of resources and constraints relevant to the meeting of these needs. Current law requires rezoning, including adoption of minimum density and development standards, as specified, when an inventory of sites does not identify adequate sifes fo accommodate the need for groups of specified household income levels. This bill would, for a jurisdiction within the coastal zone that has not identified adequate sifes fo accommodate the locality's housing need for a designated income level, require completion of any necessary local coastal program amendments related to land use desrgnations, changes in intensity of land use, zoning ordinances, or zoning district maps, as specified.

CalCities is neutral on SB 951. See Attachment C for the letter of opposition Assemblv Bill 2560 (AB 2560)
The Density Bonus Law provides that its provisions do not supersede or in any way alter or /essen the effect or application of the California Coastal Act of 1976, and requires that any density bonus, concessions, incentives, waivers or reductions of development standards, and parking ratios to which an applicant is entitled under the Density Bonus Law be permitted in a manner consistent with the act. This bill would provide that any density bonus, concessions, incentives, waivers or reductions of development standards, and parking ratios to which an applicant is entitled under the Density Bonus Law be permitted notwithstanding the act if the development is not located on any of specified sifes.

CalCities has not taken a position on AB 2560. There is no sample opposition letter from CalCities. Staff has drafted the attached sample letter of opposition (Attachment D).

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Assemblv Bill 817 (AB 817)
The Ralph M. Brown Act, requires, with specified exceptions, each tegistative body of a local agency to provide notice of the time and place for its regular meetings and an agenda containing a brief general desciption of each item of business fo be transacted.

Current law authorizes the legislative body of a local agency to use alternate teleconferencing provisions during a proclaimed state of emergency (emergency provisions) and, until January 1, 2026, in certain circumstances relate'd to the paiicutar member if at least a quorum of its members participate from a singutar physicat location that is open to the public and situated within the agency's jurisdiction and other requirements are met (nonemergency provisions). Current law imposes different requirements for notice, agenda, and public participation, as prescribed, when a legislative body r.s usrng alternate teleconferencing provisions. The nonemergency provisions impose restrictions on remote participation by a member of the legiilative body and require the legislative body to provide specific means by which the pu-btic may remotely hear and visually obserue the meeting. This bill, until January 1, 2026, wouid authorize a subsidiary body, as defined, fo use simitar alternative teleconferencing provisions and would impose requirements for notice, agenda, and public participatioi, as prescribed. The bill would require at least one staff member of the local agency to be present at a designated primary physical meeting location during the meeting. The bilt would require the local agency to post the agenda at the primary physical meeting location. The bill would require the members of the subsidiary body to visibty appear on camera during the open portion of a meeting that is pubticly accessrb/e via the internet or other online platform, as specified. The bill woutd also require the subsidiary body to list a member of the subsidiary body who participates in a teleconference meeting from a remote location in the minutes of the meeting. In order fo use teleconferencing pursuant to this act, the bill would require the tegistative body that estabtished the subsidiary body by charter, ordinance, resolution, or other formal action to make specified findings by majority vote, before the subsidiary body uses feleconferencing for the first time and every 12 months thereafter.
calcities supports AB 817. see Attachment E for the letter of support.

POLTCY CONSISTENCY
It is within the discretion of the City Council to take positions concerning federal and state legislation.

FINANCIAL SIDERATIONS
No Additional Funding Requested. Minimal staff time to prepare the report is included in the Adopted FY 2023-24 Generat Fund Budget.

LEGAL AND RISK MANAGEMENT CONSIDERATIONS
There are no legal nor risk management considerations presented.

G : \cc staff Reportsv024 0624\F I NAL\Leg istative Letters\staff Report. docx A
B
c
D
E
Legislative Letters
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OPTIONS

1. Take action to submit the opposition letters and support letter (staff recommendation).

2. Direct that an alternate position, i.e. support or neutral, be taken.

3. Do not take a position.

PRINCIPAL PARTIES EXPECTED AT MEETING
There are no principal parties expected at the meeting

ATTACHMENTS
SB 1037 Opposition Letter
AB 1886 Opposition Letter
SB 951 Opposition Letter
AB 2560 Opposition Letter
AB 817 Support Letter
Staff contact: Brian C. Barrett, City Clerk
(805) 7 55-4403; [email protected]
Reviewed by: Ryan Kintz, Assistant City Manager
(805) 7 55-4400, [email protected]
G:\CC Staff Reports\2024 0624\FINAL\Legislative Letters\Staff Report.docx

ATTACHMENT A
CITY of CARPINTERIA' co."rFoRNrA
June 24,2024
The Honorable Senator Monique Lim6n
Member, California State Senate
1021 O St., Ste. 6510
Sacramento, CA 95814
Members of the City Council
Al Clark - Mayor
Natalia Alarcon - Vice Mayor
Roy Lee
M6nica Sol6rzano
Wade T. Nomura RE SB 1037 (Wiener) Plannins and zoning: housins element: enforcement
Notice of Opposition fAs of April25, 2024)
Dear Senator Lim6n,
The City of Carpinteria regretfully must oppose measure SB 1037 (Wiener), which would allow the Attorney General to take legal action against a city and seek fines up to $50K a month for failure to adopt a compliant housing element or if the city does not follow state laws that require ministerial approval of certain housing projects.

Under existing law cities can be subject to significant fines and penalties for violating certain housing laws. However, before fines are imposed, a city has the ability to correct the action. Additionally, enhanced fines are not imposed unless the city fails to follow a court's order or acts in bad faith.

Unfortunately, as currently drafted, SB 1037 does not provide an opportunity for cities to correct an honest mistake or address a genuine difference in interpreting the law. Even those jurisdictions acting in good faith could be subject to significant fines and be required to pay the Attorney General for all costs investigating and prosecuting the action, including expert witness fees and attorney's fees.
lnstead of creating new fines and penalties, lawmakers and the Department of Housing and Community Development should provide cities with clear guidance and technical assistance to help them finalize their housing elements and put those plans to work so much-needed housing construction can occur.

For these reasons, the City of Carpinteria must oppose SB 1037. lf you have any questions, do not hesitate to contact me at [email protected] or (805) 684-5405.

Sincerely,
Al Clark, Mayor
City of Carpinteria
5775 CARPINTERIA AVENUE o CARPINTERIA, CA 93013-2603
(80s) 684-s405 o FAX.(80s) 684-s304
www.carplntena.ca.us
City of Carpinteria Opposition Letter to SB 1037 (Wiener)

Page 2 ends

Cc: The Honorable Scott Wiener
David Mullinax, Channel Counties Public Affairs Manager, [email protected] League of California Cities, [email protected]
5775 CARPINTERIA AVENUE o CARPINTERIA, CA 93013-2603
(80s)684-5405 o FAX(80s) 684-5304
www. carpinteria. ca. us

ATTACHMENT B
CITY of CARPINTERIA' .o"rFoRNrA
June 24,2024
The Honorable Assemblymember Gregg Hart
Member, California State Assembly
1021 O St., Ste.6230
Sacramento, CA 95814
Members of the City Council
AlClark - Mayor
Natalia Alarcon - Vice Mayor
Roy Lee
M6nica Sol6rzano
Wade T. Nomura RE AB 1886 (Alvarez) Housins Element Law: Substantial Compliance
Notice of Opposition (As of April 1, 2024)
Dear Assemblymember Hart,
The City of Carpinteria regretfully must oppose measure AB 1886 (Alvarez), because it turns its back to a fundamental provision of housing element law: A city may disagree with HCD; explain why its housing element is in substantial compliance with the law; and then adopt that housing element which is thereafter considered "in substantial compliance with housing element law." For decades, cities have worked with HCD to draft housing plans that accommodate their fair share of housing at all income levels. These extensive and complex plans can take years to develop, include public involvement and engagement, and environmental review. Cities go to great lengths to ensure that their housing element substantially complies with the law, even if HCD disagrees.

Current law acknowledges this fact by allowing cities to "self-certify" their housing element or take the issue to court and have a judge make the final determination of substantial compliance.

AB 1886 encourages "builder's remedy" projects by eliminating self-certification for the purpose of what it means to have a housing element "in substantial compliance with the law." The "builder's remedy" allows a developer to choose any site other than a site that is identified for very low-, low-, or moderate-income housing, and construct a project that is inconsistent with both the city's general plan and zoning. AB 1886 facilitates such projects for those cities that have a good faith disagreement based in substantial evidence.

The City of Carpinteria believes that AB 1886 is counterproductive. What is really needed is for HCD to partner with cities to provide meaningful direction that helps them finalize their housing elements and put those plans to work so that much needed housing construction can occur. For these reasons, the City of Carpinteria must oppose AB 1886 (Alvarez). lf you have any questions, do not hesitate to contact me at [email protected] or (805) 684-5405.

Sincerely,
Al Clark, Mayor
City of Carpinteria
The Honorable David A. Alvarez
David Mullinax, Channel Counties Public Affairs Manager, [email protected] League of California Cities, [email protected]
5775 CARPINTERIA AVENUE o CARPINTERIA, CA 93013-2603
(80s) 684-s405 o FAX (80s) 684-s304
www.carpinteria.ca.us
Cc

ATTACHMENT C
CITY of CARPINTERIA
June 24,2024
The Honorable Scott Wiener
Member, California State Senate
1021 O Street, Suite 8620
Sacramento, CA 95814

CALIX'ORNIA
Members of the City Council
Al Clark - Mayor
Natalia Alarcon - Vice Mayor
Roy Lee
M6nica Sol6rzano
RE: Wade T. Nomura SB 951 (Wiener) California Coastal Act of 1976: coastal zone: coastal development.

Notice of Oppose Unless Amended (As Amended April 3, 2024) Dear Senator Weiner,
The City of Carpinteria respectfully submits our oppose unless amended position on SB 951, which would expand rezoning standards for coastal development within the coastal zone, affecting the development of housing elements and local coastal program procedures. As currently drafted, SB 951 would require local governments to provide any necessary local coastal program updates during the housing element planning period to incorporate the rezoning of site inventories.

While we recognize the importance of addressing housing issues within the coastal zone, the City of Carpinteria believes SB 951 will overburden local governments in planning processes without solving the challenges of increasing affordable housing and meeting housing goals in the coastal zone. Under existing law, local governments are required to prepare a Local Coastal Program (LCP) or may request in writing to the Coastal Commission to have the commission prepare an LCP on behalf of the localjurisdiction.

The LCP certification process is time-consuming and costly - taking years of review and public proceedings to gain approval. The billwould require LCPs be updated every five to eight years to include the rezoning of sites as required by the Department of Housing and Community Development in reviewing the housing element. This approach mires local governments in planning efforts that will not solve the underlying housing issues.

Further, state law enshrines that "no local coastal program shall be required to include housing policies and programs" (Public Resources Code Section 30500.1). While the intention of SB 951 may be to streamline regulatory processes, the bill puts burdensome obligations on local governments to include housing-specific, parcel-level information. The bill lacks clarity on the state's role in approving any LCP updates promptly to support the development of housing in the coastal zone. This ambiguity will lead to confusion in local planning efforts and undermine the effectiveness of updating both local coastal programs and housing elements and meeting housing goals.

At a minimum, the bill should be amended to shift the burden of doubling down on local planning and rather provide a clear path for local governments to identify if zoning changes were made during the rezoning of sites that would change the local maps or ordinances. lf 5775 CARPINTERIA AVENUE o CARPINTERIA, CA 93013-2603
(805) 684-s405 o FAX.(80s) 684-s304
www.carplntena.ca.us
City of Carpinteria Opposition Letter to SB 951
Page2
the local government determines that zoning changes did occur, they should be directed to follow the structured process in Public Resources Code 530513 to submit any necessary zoning ordinance or zoning district map changes to the Coastal Commission, rather than require a more robust, costly, and time intensive LCP update. This would provide a balanced approach to meet the author's intent of the bill to align the rezoning of sites during the housing element review cycle and ensure coastal planning can continue to progress with updated zoning maps and information.

As currently written, SB 951 erodes local autonomy and undermines community-based planning efforts, ultimately weakening the ability of local governments to effectively manage coastal development in line with housing priorities. SB 951 would pose significant costs to local governments to meet these requirements.

For these reasons, the City of Carpinteria's position remains opposed unless SB 9Sl is amended. lf you have any questions, do not hesitate to contact me at [email protected] or (805) 084-5405.

Sincerely,
Al Clark, Mayor
City of Carpinteria
Cc: Senator Monique Limon
Assemblymember Gregg Hart
David Mullinax, Channel Counties Public Affairs Manager, [email protected] League of California Cities, [email protected]
5775 CARPINTERIA AVENUE o CAMINTERIA, CA 93013-2603
(80s)684-s405 o FAX(805) 684-s304
www.carpinteria. ca. us

ATTACHMENT D
CITY of CARPINTERIA'
"nrrFoRNrA
June 24,2024
Assem blymember David Alvarez
California State Agsembly
1021 O Street, Suite 5320
Sacramento, CA 94249-0080
Members of the City Council
Al Clark - Mayor
Natalia Alarcon - Vice Mayor
Roy Lee
M6nica Sol6rzano
Wade T. Nomura Re Opposition to AB 2560 (Alvarez) - Density Bonus Law:

Galifornia Coastal Act of 1976
Dear Assemblymember Alvarez,
On behalf of the City of Carpinteria, I am writing to express our strong opposition to Assembly Bill 2560, which seeks to eliminate the exemption of the Coastal Zone from the Density Bonus Law. While we understand and share the concern for California's housing crisis, we believe that this bill overlooks critical considerations specific to coastal communities, particularly those related to environmental protection, local planning autonomy, and the unique character of coastal cities.

Environmental Goncerns: Carpinteria is situated along a sensitive coastal environment that is not only integral to our local ecosystem but also to the well-being and quality of life of our residents and visitors. The California Coastal Act of 1976 was enacted to protect, conserve, and restore the state's coastal resources. The current exemption of the Coastal Zone from the Density Bonus Law is essential in safeguarding these critical habitats from overdevelopment and potential degradation. AB 2560 threatens to undermine these protections by allowing increased development densities that could lead to significant adverse environmental impacts, including increased pollution, loss of open space, and strain on coastal infrastructure.

Local Planning and Control: The City of Carpinteria has a robust and carefully considered Local Coastal Program (LCP) that reflects our community's values and priorities. This program balances the need for housing with the imperative to protect our coastal resources. AB 2560's blanket application of the Density Bonus Law within the Coastal Zone undermines local control and planning efforts, disrupting the delicate balance our city has worked hard to maintain. lt is crucial that localjurisdictions retain the authority to implement policies that reflect their unique circumstances and planning goals.

Community Character and lnfrastructure: Carpinteria, known for its small-town charm and community-focused lifestyle, is particularly vulnerable to the impacts of increased density development. The proposed changes in AB 2560 could result in developments that are out of scale with the existing community, leading to potential conflicts and a loss of community character that is highly valued by our residents and visitors alike.

Additionally, our infrastructure, including roads, water, and sewage systems, may not be 5775 CARPINTERIA AVENUE o CARPINTERIA, CA 93013-2603
(80s) 684-s405 o FAX.(80s) 684-s304
www.carplntena.ca.us
equipped to handle the increased demands that higher density developments would impose, potentially leading to deterioration in service levels and quality of iife.

Affordable Housing Solutions: While we are committed to addressing the affordable housing crisis, we believe that there are more effective and contextually appropriate ways to do so without compromising our coastal resources and community character. We support alternative measures that enhance affordable housing opportunities through incentives and collaboration with local governments, respecting the specific needs and capacities of coastal communities.

AB 2560, although well-intentioned, poses significant risks to the environmental integrity, local planning autonomy, and community character of coastal cities like Carpinteria. We urge you to reconsider this bill and work towards solutions that address the housing crisis without compromising the unique and irreplaceable values of California's coastallones.

We are ready to collaborate on developing
.balanced
approaches that ensure affordabte
housing while protecting our precious coastal resources.

For these reasons, the City of Carpinteria must oppose AB 2560. lf you have any questions, do not hesitate to contact me at [email protected] or 18bS) 684-5405.

Thank you for your attention to our concerns.

Sincerely,
Al Clark, Mayor
City of Carpinteria
Cc: Senator Monique Lim6n
Assemblymember Steve Bennett
California Coastal Commission
David Mullinax, Channel Counties Public Affairs Manager, [email protected] League of California Cities, [email protected]
5775 CARPINTERIA AVENUE o CARPINTERIA, CA 93013-2603
(80s) 684-s405 o FAX (80s) 684-s304
www.carpinteria.ca.us

ATTACHMENT E
CITY of CARPINTERIA, co."rFoRNrA
June 24,2024
The Honorable Maria Elena Durazo
Chair, Senate Local Government Committee
State Capitol, Room 407
Sacramento, CA 95814
Members of the City Council
Al Clark - Mayor
Natalia Alarcon - Vice Mayor
Roy Lee
M6nica Sol6rzano
Wade T. Nomura
RE AB 817 (Pacheco) Open Meetings: Teleconferencing:

Subsidiary Body.

Notice of SUPPORT fAs Amended 03/16/2024)
Dear Senator Durazo,
The City of Carpinteria is pleased to express our strong support for AB 817, which would remove barriers to entry in civic participation by aligning provisions for local advisory bodies with state advisory bodies, allowing these nondecision-making sub-bodies of a legislative governing body to participate remotely via two-way virtualteleconferencing without posting their location.

The challenges associated with recruitment have been attributed to participation time commitments, time and location of meetings, physical limitations, conflicts with childcare, and work obligations.

During the pandemic, public health precautions allowed for remote participation during public meetings, which resulted in increased accessibility and resident participation. lndividuals who could not previously meet the time, distance, or mandatory physical participation requirements were able to become more engaged, increasing the diversity of input and thought on several critical community proposals.

Existing law (Stats. 1991 , Ch. 669) requires local bodies to publish and publicly notice opportunities that exist to participate in and serve on local regulatory and advisory boards, commissions, and committees under the Local Appointments List, known as Maddy's Act.

However, merely informing the public of the opportunity to engage is not enough:
addressing barriers to entry to achieve diverse representation in leadership furthers the Legislature's declared goals of equal access and equal opportunity.

Diversification in civic participation at all levels requires careful consideration of different protected characteristics as well as socioeconomic status. The in-person requirement to participate in local governance bodies presents a disproportionate challenge for those with physical or economic limitations, including seniors, persons with disability, single parents, caretakers, economically marginalized groups, and those who live in rural areas and face prohibitive driving distances. Participation in local advisory bodies and appointed boards 5775 CARPINTERIA AVENUE o CARPINTERIA, CA 93013-2603
(80s) 684-s405 o FAX.(80s) 684-s304
www.carplntena.ca.us
City of Carpinteria Support LetterforAB 817

Page 2 ends

and commissions often serves as a pipeline to local elected office and opportunities for state and federal leadership positions.

AB 817 would, help address these issues by giving local advisory bodies the same teleconferencing flexibilities that state advisory bodies currently enjoy, so that equity in opportunity to servg locally and representative diversity in leadership can be acl,rieved.

For these reasons, the city of carpinteria is pleased to support AB g17.

Sincerely,
Al Clark, Mayor
City of Carpinteria
cc: The Honorable Assembly Member Blanca Pacheco,
assemblvmember. pacheco@assembly. ca. gov
Senator Monique Lim6n,
David Mullinax, Channel Counties Public Affairs Manager, [email protected] League of california cities (via email: [email protected]) - 5775 CARPINTERIA AVENUE o CARPINTERIA, CA 93013-2603
(80s) 684-s405 o FAX (80s) 684-s304
. www.carpinteria.ca.us
Take Action
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Oppose AB 2557 (Ortega) Local Agencies: Contracts for Special Services and Temporary Help
AB 2557 is overly burdensome and inflexible and proposes sweeping changes to the fundamental work of local governments. Anyone contracting with local agencies to perform services that were done by employees represented by an employee organization in the prior five years would need to adopt onerous reporting and audit requirements.

This would include personally identifiable contractor information.

AB 2557 would likely disincentivize contractors from doing business with cities while increasing costs and delays. It would not improve services, reduce costs, or protect employees. Instead, AB 2557 will likely result in worse outcomes for vulnerable communities and diminish local services.

AB 2557 is set to be heard in the Senate Local Government Committee on June 11. CALL your senator and request their NO vote.

AB 2557 (Ortega) sample opposition letter
Homelessness and affordable housing programs at risk in State Budget
Call your Assembly Member and Senator TODAY, urging them to invest state funding to address
homelessness and reject the proposed budget cuts to affordable housing programs. AND voice your opposition to AB 3093 (Ward) unless amended to address cities' concerns.

Learn more
Support AB 817 (Pacheco) Provides a narrow teleconferencing exemption under the Brown Act for nondecision-making bodies AB 817 would provide a narrow exemption under the Brown Act for nondecision-making legislative bodies to participate in online public meetings without posting their location. This legislation removes barriers to participate in local government and seeks to create a pathway for increased, diverse community input. AB 817 is set to be heard in the Senate Local Government Committee on June 5. If you have a Senator on the Senate Local Government Committee, call them and request their AYE vote on AB 817.

AB 817 (Pacheco) sample support letter
Oppose SB 1116 (Portantino) Unemployment Insurance: Strikes and AB 2404 (Lee) Sympathy Strikes
SB 1116 (Portantino)
This bill will be heard in Senate Appropriations on Thursday, May 16.

If you are represented by a Senator who serves on Senate Appropriations, CALL YOUR SENATOR to voice your opposition before Thursday.

AB 2404 (Lee)
This bill will be heard in Assembly Appropriations on Thursday, May 16.

If you are represented by an Assembly Member who serves on Assembly Appropriations, CALL YOUR ASSEMBLY MEMBER and voice your opposition before Thursday.

If these measures advance to the floor, ALL legislators need to hear from their cities. Please send CITY LETTERS OF OPPOSITION as soon as possible.

SB 1116 (Portantino) sample opposition letter
AB 2404 (Lee) sample opposition letter
SB 1037 (Wiener) and AB 1886 (Alvarez)
Together, these measures would unfairly subject cities acting in good faith to fines up to $50k per month for violating unspecified housing laws and encourage builder’s remedy projects that do not adhere to local zoning standards. Voice your CITY’S OPPOSITION TODAY by submitting a letter to your Senator on SB 1037 and submitting a letter to your Assembly Member on AB 1886.

SB 1037 sample opposition letter
AB 1886 sample opposition letter
Retail Theft Legislation
Fifteen bills are moving through the Legislature that will make meaningful statutory changes to address the increase in retail theft.

Cal Cities has a support or support if amended position on each bill, but lawmakers need to hear from their cities on this critical issue.

Voice your SUPPORT for these bills by submitting a letter as soon as possible. These bills are moving through various parts of the legislative process, please use the links to the sample letters provided below to ensure your city’s voice is most effective.

Sample letters
State Ballot Measure Restricting Voters’ Input and Local Taxing Authority
The anti-local control California Business Roundtable measure has qualified for the November 2024 ballot. This anti-local control measure will decimate vital local and state services to the benefit of the largest and wealthiest corporations in California. Cal Cities, along with a broad coalition of local governments, labor, public safety, education, and infrastructure advocates, strongly oppose this initiative.

Make sure your city’s voice is heard by adopting a resolution opposing the harmful measure. Adopted city resolutions can be sent to [email protected]. For information about how the measure could impact your community, contact your local public affairs manager.

Contact your regional public affairs manager
Sample opposition resolution
Sample opposition letter

Carpinteria City CouncilJune 24, 2024

Carpinteria City Council
June 24, 2024