Agenda packet — Grover Beach City Council, November 14, 2022

AGENDA

GROVER BEACH CITY COUNCIL

GROVER BEACH CITY HALL - COUNCIL CHAMBER
154 SOUTH EIGHTH STREET

GROVER BEACH, CALIFORNIA
MONDAY, NOVEMBER 14, 2022, 6:00 PM
Next Resolution No .22-42
Next Ordinance No. 22-10
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in a City meeting, please contact the City Clerk's Office (805-473-4567) at least 48 hours prior to the meeting to ensure that reasonable arrangements can be made to provide accessibility to the meeting.

CALL TO ORDER

MOMENT OF SILENCE

FLAG SALUTE
ROLL CALL Council Members Anna Miller, Robert Robert, Daniel Rushing, Mayor Pro Tem Karen Bright, and Mayor Jeff Lee

CLOSED SESSION ANNOUNCEMENTS

AGENDA REVIEW
At this time the City Council will review the order of business to be conducted and receive requests for, or make announcements regarding, any change(s) in the order of the day. The Council should by motion adopt the agenda as presented or as revised.

CEREMONIAL CALENDAR

1. Proclamation for National Adoption Month

2. Proclamation for Family Court Awareness Month

3. Proclamation for National Apprentice Week
Meetings can be viewed on Channel 20 and are live streamed on the City’s website via www.slospan.org. Members of the public who cannot attend the meeting in person may provide public comment during the meeting by calling (805) 321-6639 to provide public comment via phone (the phone line will open just prior to the start of the meeting at 6:00 PM) or written public comments can be submitted via email to [email protected] prior to the Council meeting. If submitting written comments in advance of the meeting, please note the agenda item. Written comments will be read out loud during the City Council meeting on the appropriate agenda item subject to the customary 3-minute time limit.

Agenda: Grover Beach City Council Meeting Page 2
Monday, November 14, 2022

PRESENTATIONS
None

PUBLIC COMMUNICATIONS
During this time, the Council will allow up to 15 minutes for Public Communication with additional communication, if necessary, allowed after the Regular Business Items. Any member of the public may address the Council for a period not to exceed three minutes total on any item of interest within the jurisdiction of this Council. The Council will listen to all communications; however, in compliance with the Brown Act, the Council cannot act on items not on the agenda.

CONSENT AGENDA
The following routine items listed below are scheduled for consideration as a group. Recommendations for each item are noted in parentheses. Members of the audience may speak on any item(s) listed on the Consent Agenda. Any Council Member, the City Attorney, or the City Manager may request that an item be withdrawn from the Consent Agenda to allow for full discussion. Items withdrawn from the Consent Agenda will be heard after the rest of the Consent Agenda is approved.

4. Treasurer’s Report for the Period of October 1, through October 31, 2022. (Recommended Action: Approve the Treasurer’s Report as submitted.)

VOICE VOTE

5. Treasurer’s Report for the 2022 Streets Bond Account - $10,000,000 for the Period of October 1, through October 31, 2022.
(Recommended Action: Approve the Treasurer’s Report as submitted.)

VOICE VOTE

6. Minutes of the Central Coast Blue Joint City Council Special Meeting of September 14, 2022 and the Regular City Council Meeting of Tuesday, October 11, 2022. (Recommended Action: Approve the minutes of the Central Coast Blue Joint City Council Special Meeting of September 14, 2022, as submitted, contingent on the approval of Arroyo Grande City Council and Pismo Beach City Council and approve the Regular City Council Meeting minutes as submitted or revised.)

VOICE VOTE

7. Second Reading and Adoption of an Ordinance to Amend Municipal Code Article VIII - Building Regulations, Chapter 1 – California Building Code, to Adopt by Reference the 2022 California Building Codes and 2021 International Property Maintenance Code – Community Development Director Buckingham and Senior Planner Castillo
(Recommended Action: Conduct the second reading and adopt the Ordinance to amend Grover Beach Municipal Code Article VIII - Building Regulations Chapter 1 to adopt the 2022 California Building Codes and the 2021 International Property Maintenance Code with local amendments.)

ROLL CALL VOTE

8. Award of Consulting Contract for Development Impact Fee Study – Public Works Director/City Engineer Ray
(Recommended Action: Award the contract for professional consulting services for the Development Impact Fee Study to Willdan Financial Services in the amount of $56,340; Agenda: Grover Beach City Council Meeting Page 3
Monday, November 14, 2022
and authorize the City Manager to execute the contract on behalf of the City along with change orders not to exceed $10,000.)

ROLL CALL VOTE

9. Resolution Authorizing the Application for the Non-Entitlement Competitive Component of the Permanent Local Housing Allocation Program for Affordable Housing Project – Community Development Director Buckingham and Associate Planner Reese
(Recommended Action: Adopt the Resolution authorizing the application for the NonEntitlement Competitive Component of the Permanent Local Housing Allocation Program for the affordable housing project located at 164 South 13th Street and 1206 West Grand Avenue.)

ROLL CALL VOTE

PUBLIC HEARING
None

REGULAR BUSINESS

10. FY 2022-23 First Quarter Financial Review – Administrative Services Director Purcell (Recommended Action: Receive and File the FY 2022-23 First Quarter Financial Review.)

11. Homelessness Response Update – City Manager Bronson (Recommended Action: Receive an update on the status of the City’s response to homelessness in Grover Beach and the actions the City is taking to address this issue and provide input and direction to staff.)

PUBLIC COMMUNICATIONS
Any member of the public may address the Council for a period not to exceed three minutes total on any item of interest within the jurisdiction of this Council. The Council will listen to all communications; however, in compliance with the Brown Act, the Council cannot act on items not on the agenda.

COUNCIL COMMITTEE REPORTS
This item gives the Mayor and Council Members the opportunity to present reports to the other members regarding committees, commissions, boards, or special projects on which they may be participating.

Five Cities Fire Joint Powers Authority Jeff Lee (Alt: Daniel Rushing) South SLO County Sanitation District (SSLOCSD) Jeff Lee (Alt: Karen Bright) Air Pollution Control District (APCD) Karen Bright (Alt: Anna Miller) SLO Council of Governments / SLO Regional Transit Authority Karen Bright (Alt: Anna Miller) (SLOCOG / SLORTA)
South County Transit Committee Karen Bright (Alt: Anna Miller) Homeless Services Oversight Council (HSOC) Anna Miller (Alt: Jeff Lee) REACH SLO Advisory Commission Anna Miller (Alt: Robert Robert) Integrated Waste Management Authority (IWMA) Robert Robert (Alt: Karen Bright) Agenda: Grover Beach City Council Meeting Page 4
Monday, November 14, 2022
SLO County Water Resources Advisory Committee (WRAC) Robert Robert (Alt: Staff) South County Chambers of Commerce Daniel Rushing (Alt: Karen Bright) Visit SLO CAL Advisory Committee Daniel Rushing (Alt: Anna Miller) Zone Three Advisory Committee Daniel Rushing (Alt: Karen Bright)

COUNCIL COMMUNICATIONS
This item gives individual Council Members the opportunity to seek consensus for scheduling a specific item on a future agenda, authorizing staff time to provide background information and prepare a staff report for a future agenda, or to comment on Council business, City operations, projects or other items of community interest.

CITY MANAGER’S REPORTS AND COMMENTS
CITY ATTORNEY’S REPORTS AND COMMENTS

CLOSED SESSION
It is the intention of the City Council to meet in Closed Session concerning the following items:

A. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Property: APN 060-546-013; 1198 Farroll Road (Units 4,5,6 and 7) Agency Negotiators: Matthew Bronson, City Manager; John Peters, Chief of Police; Greg Ray, Public Works Director/City Engineer, David Hale, City Attorney Negotiating Parties: Mr. Ken Taylor, Property Owner of APN 060-011-037; Mr. Brian Linder. Property Owner of 1198 Farroll Road; Mr. Derek Banducci Under Negotiation: Instruction to negotiators shall include price, terms and conditions related to terms of payment, project specific information related to project affecting price.

B. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section 54956.9 (One potential case)

ADJOURNMENT
* * * * *
Per Resolution No. 17-21, the public portion of City Council meetings will be scheduled to start at 6:00 p.m. and conclude no later than 11:00 p.m. Any open session items remaining on the agenda at 11:00 p.m. that have not been discussed or considered by the City Council will be continued to an adjourned meeting of the City Council (scheduled before the next regular meeting). However, the City Council may choose to continue the meeting past 11:00 p.m. upon a proper motion and a 4/5ths vote in favor of such an action. * * * * *
Staff reports or other written materials relating to each item of business referred to on this agenda are available from the City website www.groverbeach.org and on file in the City Clerk’s Office. A public counter copy is available for public inspection and reproduction during normal business hours at City Hall, 154 South 8th Street, Grover Beach, CA. Related materials submitted after distribution of the agenda packet are available in the City Clerk's Office during normal business hours. If you have questions regarding any agenda item, please contact the appropriate City Department. Any writings or documents regarding any item on this agenda, not exempt from public disclosure, provided to a majority of the City Council and distributed subsequent to distribution of the agenda packet will be made available for public inspection in the City Clerk’s Office during normal business hours.
* * * * *
Agenda: Grover Beach City Council Meeting Page 5
Monday, November 14, 2022
Note: This agenda was prepared and posted pursuant to Government Code Section 54954.2. This agenda is subject to amendment up to 72 hours prior to the date and time set for the meeting. Please refer to the agenda posted at City Hall for any revisions or call the City Clerk’s Office at (805) 473-4567 for more information.
* * * * *
The agenda and staff reports are also available on the City’s website: www.groverbeach.org

CITY OF GROVER BEACH

POLICIES AND PROCEDURES FOR CONDUCT AND DECORUM AT COUNCIL MEETINGS (Pursuant to Resolution No. 07-44, adopted 04-16-07, revised 02-18-2020) The City Council and staff welcomes and encourages civic participation and debate on issues. The Council values the public’s opinion and in every Council meeting invite and encourages the public to address the Council on any matter of interest. The Council adopted these policies and procedures for appropriate conduct and decorum at Council meetings and establish guidance for public participation during Council meetings.

These policies will foster and provide greater clarity to preserve the intent of open government and maintain a positive environment for public input and City Council decision-making.

1.0 DECORUM AND ORDER – IN GENERAL

1.1 The presiding officer is responsible for the maintenance of order and decorum at all times.

1.2 The presiding officer shall determine all points of order subject to the right of any Council member to appeal to the City Council by majority vote. If any appeal is taken, the question shall be “Shall the decision of the presiding officer be sustained” in which event a majority vote of the Council shall govern and conclusively determine such question of order.

1.3 All Council members, staff members and members of the public should speak respectfully and avoid the use of profanity, vulgarity and slanderous comments. Recognizing that the First Amendment precludes the City Council form prohibiting speakers from speaking based upon the content of their speech, the presiding officer shall use their best efforts, short of enforcement action, to remind and encourage all participating in the meeting to keep their speech respectful towards others and within bounds appropriate for children and persons of sensitivity toward course language as a courtesy to others present or otherwise viewing Council meetings.

2.0 DECORUM AND ORDER – COUNCIL MEMBERS

2.1 Manner of Speaking.

Any Council member desiring to speak shall first address the presiding officer. Upon recognition by the presiding officer, the Council member shall speak only to the question under debate.

U2.1(a) Questioning Staff.

A Council member desiring to question the staff should address his question to the City Manager, or, in appropriate cases, the City Clerk or City Attorney, who shall be entitled either to answer the inquiry or to designate some staff member for that purpose. Such a designation may be made at the time of any staff presentation or on the agenda listing for the item.

U2.1(b) Interruptions.

Once recognized, a Council member shall not be interrupted while speaking unless called to order by the presiding officer; unless a point of order is raised by another Council member, or unless the speaker chooses to yield to questions from another Council member.

3.0 DECORUM AND ORDER – STAFF

3.1 City Manager Responsibilities
The City Manager is responsible for ensuring that members of the administrative staff observe the rules of decorum and order set forth in this Policy.

3.2 AAddressing the City Council
Any administrative staff member desiring to address the City Council or members of the public shall first be recognized by the presiding officer. All remarks shall be addressed to the presiding officer and not to any individual Council Member or member of the public. Administrative staff members shall accord the utmost courtesy to the City Council, other administrative staff members and the public.

4.0 DECORUM AND ORDER – MEMBERS OF THE PUBLIC

4.1 AAddressing the City Council
Any member of the public desiring to address the City Council or members of the public shall first be recognized by the presiding officer at the appropriate place on the agenda. All remarks shall be addressed to the presiding officer and not to any individual Council Member, City Manager, City Attorney or member of the administrative staff or member of the public.

4.2 Time Limitation for Addressing the City Council
Public comment when addressing the City Council shall be generally limited to three (3) minutes per speaker. Depending on the extent of the agenda and the number of persons desiring to speak on an issue, the presiding officer may, at the beginning of the hearing, set a different time limit for each speaker. Any person may speak for a longer period of time upon approval from the presiding officer, when deemed necessary, for instance when a person is speaking on behalf of a group or has a graphic or slide presentation requiring more time.

4.3 Failure to Yield, Disruptions
Any person who refuses to relinquish the floor after their allotted time or while attending the City Council meeting engages in conduct or speech which disrupts the business of the meeting shall be brought to order and/or removed from the room if the sergeant-at-arms is so directed by the presiding officer.

Disruptive remarks from the audience, stamping of feet, clapping, whistles, yells and similar demonstrations shall not be permitted by the presiding officer who may direct the sergeant-at-arms to remove such offenders from the room.

4.4 Prosecution
Aggravated cases shall be prosecuted on appropriate complaint signed by the presiding officer.

5.0 ENFORCEMENT OF DECORUM

5.1 The Chief of Police or his designee shall be the ex-officio sergeant-at-arms of the City Council. The sergeant-at-arms shall carry out all legal and valid orders and instructions given by the presiding officer for the purpose of maintaining order and decorum in the Council Chamber. Upon instructions from the presiding officer, it shall be the duty of the sergeant-at-arms to remove any disorderly person from the Council Chambers or place the disorderly person under arrest or both.

5.2 As set forth in Government Code Section 54957.9, in the event that any meeting is willfully interrupted by a person or group of persons so as to render the orderly conduct of such meeting unfeasible or impedes the ability of the Council to hold the meeting, and order cannot be restored by the removal of individuals who are willfully interrupting the meeting, the presiding officer may order the meeting room cleared and continue in session. Only matters appearing on the agenda may be considered in such a session. Duly accredited representatives of the press or other news media, except those participating in the disturbance, shall be allowed to attend any session held pursuant to this Section. Nothing in this Section shall prohibit the City Council from establishing a procedure for readmitting an individual or individuals not responsible for willfully disturbing the orderly conduct of the meeting.

PROCLAMATION OF THE GROVER BEACH CITY COUNCIL
DECLARING NOVEMBER as
”NATIONAL ADOPTION MONTH”
WHEREAS, the City of Grover Beach recognizes the importance of providing children safe, healthy and loving homes in which they may become a permanent part of a family through adoption; and
WHEREAS, there are more than 120,000 children in the United States adopted annually; and
WHEREAS, more than 5,500 children in California are adopted annually; and WHEREAS, 33 children in San Luis Obispo County will be adopted by the end of this year; and
WHEREAS, to help these children have permanent, loving families and to support the families that provide these homes, the County of San Luis Obispo Department of Social Services is acknowledging National Adoption Month to raise awareness about the need for adoptive homes for local children and join other organizations to celebrate adoptive families in our community; and
WHEREAS, this effort, along with similar celebrations in all 50 states and the District of Columbia, will offer children the chance to live with loving, healthy, permanent families when they cannot live with their birth families and encourage other dedicated individuals to make a powerful difference in the lives of a child through adoption.

NOW, THEREFORE, BE IT RESOLVED, that the Grover Beach City Council does herby proclaim November 2022, as “National Adoption Month” and in so doing, urge all citizens to join in a national effort to raise awareness about the importance of adoption.

IN WITNESS THEREOF, I have hereunto set my hand and caused the Seal of the City of Grover Beach to be affixed this 14th day of November 2022.

Jeff Lee, Mayor
Attest:

Wendi Sims, City Clerk
Agenda Item No. 1

PROCLAMATION OF THE GROVER BEACH CITY COUNCIL
DECLARING NOVEMBER as
”FAMILY COURT AWARENESS MONTH COMMITTEE”
WHEREAS, the mission of the Family Court Awareness Month Committee (FCAMC) is to increase awareness on the importance of a family court system that prioritizes child safety and acts in the best interest of children; and
WHEREAS, the mission at the FCAMC is fueled by the desire to create awareness and change in the family court system for the conservatively estimated, 58,000 children a year ordered into unsupervised contact with abusive parents, while honoring the hundreds of children who have been reported as murdered during visitation with a dangerous parent; and WHEREAS, the mission of the FCAMC is to increase awareness on the importance of empirically-based education and training on domestic violence and child abuse, including emotional, psychological, physical, and sexual abuse, as well as childhood trauma, coercive control, and post separation abuse for judges and all professionals working on cases within the family court system; and
WHEREAS, the mission of the FCAMC is to increase awareness on the importance of using scientifically valid, evidence-based, treatment programs and services that are proven in terms of safety, effectiveness, and therapeutic value; and WHEREAS, the mission at the FCAMC is to educate judges and other family court professionals on evidence-based, peer-reviewed research. Such research is a critical component to making decisions that are truly in the best interest of children. This research includes The Adverse Childhood Experiences (ACEs) Study (co-principal investigator: Vincent Felitti, Kaiser Permanente-CDC); Child Custody Evaluators’ Beliefs About Domestic Abuse Allegations (principal investigator: Daniel Saunders, University of Michigan, sponsored by the National Institute of Justice); and Child Custody Outcomes in Cases Involving Parental Alienation and Abuse Allegations (principal investigator: Joan S. Meier, GW Law School, sponsored by the National Institute of Justice); and
NOW, THEREFORE, BE IT RESOLVED that the Grover Beach City Council does herby proclaims November 2022, as “Family Court Awareness Month Committee (FCAMC).” IN WITNESS THEREOF, I have hereunto set my hand and caused the Seal of the City of Grover Beach to be affixed this 14th day of November 2022.

Jeff Lee, Mayor
Attest:

Wendi Sims, City Clerk
Agenda Item No. 2

PROCLAMATION OF THE GROVER BEACH CITY COUNCIL
DECLARING NOVEMBER 14TH to 20TH, 2022 as
”NATIONAL APPRENTICESHIP WEEK”
WHEREAS, the Workforce Development Board of San Luis Obispo County, the San Luis Obispo County Office of Education and Construction Trades Unions in San Luis Obispo County Including the International Brotherhood of Electrical Workers Local 639 & Pipe Trades UA Local 403 have partnered to expand apprenticeship opportunities and head of household jobs in the Construction Trades in San Luis Obispo County; and
WHEREAS, the advancement and well-being of (Insert Jurisdiction Name), San Luis Obispo County, State of California and United States of America depends upon the continued development of a skilled and trained workforce in the building & construction trades; and WHEREAS, an ever growing number of job creators and career seekers are discovering the benefits of apprenticeship’s unique learn-while-you-earn model; and WHEREAS, the City of Grover Beach recognizes that robust apprenticeship programs provide tangible value to both job creators and apprentices, with the potential to increase productivity, improve diversity and inclusion, and reduce recruitment and training costs while providing a pathway to prosperous careers for job seekers; and WHEREAS, National Apprenticeship Week which is celebrating its 8th anniversary of raising awareness of the vital role apprenticeships provide in creating a qualified and highlyskilled workforce in the building & construction trades in the City of Grover Beach, the County of San Luis Obispo and across the nation; and
NOW, THEREFORE, BE IT RESOLVED that the Grover Beach City Council does herby recognize National Apprenticeship Week from November 14th to 20th, 2022 in the City of Grover Beach.

IN WITNESS THEREOF, I have hereunto set my hand and caused the Seal of the City of Grover Beach to be affixed this 14th day of November 2022.

Jeff Lee, Mayor
Attest:

Wendi Sims, City Clerk
Agenda Item No. 3

CITY OF GROVER BEACH
Treasurer's Report for November 15, 2022 City Council Meeting October 1, 2022 to October 31, 2022
RESOuRCES DESCRIPTION
Balance from September 30, 2022
Deposits
Voided Checks
Check Number
71041
71577
71592
Date
IO/04/22
10/11/22
10/I 1/22
$ 2,312,999.38
I ,954,848.30
5,100.00
907.80
2,000.00
From Street Bond Acct
Total Resources

EXPENSES

DESCRIPTION
WR
PR Direct Deposit
WR
WR
PR Direct Deposit
Manual PR
WR
Electronic Transfers

PERIOD ENDING CK DATE CHECK NUMBER
0/06/22 71576-71637
1 0/02/22 0/07/22 5359881-5359946
0/13/22 71638-71672
0/20/22 71673-71726
1 0/16/22 0/21/22 5359947-5360005
10/16/22 0/21/22 53674al
0/27/22 7"l727-7"l777
Returned Checks,Chargebacks
Credit Card Payments Service Charge
Deposit Correction
Bank Fees
175,979.52
$ 4,451,835.00
AMOUNT
118,451.54
147,221 .33
59,505.53
426,107.48
I 47,777.55
1 ,253.38
309,482.35
383,335.59
2,778.04
2,422.34
402.82
422.13
Total Expenditures
$ 1,599,160.08
Cash Balance as of October 31, 2022 $ 2,852,674.92
Finance Managt/r
Agenda Item No. 4

ACCOUNTS PAYABLE
CHECK DATE 10/06/2022
Check Name Check Amount Check Date Invoice Desc
71576 1-800-GOT-JUNK 13,267.00 10/06/2022 Homeless Encampment Clean-up - ECR 71577 Jared Allegranza 907.80 10/06/2022 Lodging and Per diem Active Shooter class 71578 APODACA, ADAM 83.00 10/06/2022 2645 16th St park security deposit refund 9/18/22 71579 ARROYO GRANDE CHEVROLET 2,541.30 10/06/2022 Unit 201, Injector kit, pipe, gasket, harness 71580 AUTO ZONE INC 124.02 10/06/ 2022 Tools for the Shop 71581 BETITA, MERSHAND 83 .00 10/06/2022 2672 16th St security deposit refund 9/25/22 Boone Graphics_lnv 87796_JGarciaBusCard_l0-4-
71582 Boone Printing & Graphics 163.41 10/06/2022 2022
71583 BRENNTAG PACIFIC INC. 7,673.13 10/06/2022 Ammon iu m Sulfates per diem for Command College session 6 10-24-
71584 Bryan Millard 300.00 10/06/2022 22 San Diego
4 Nomad 360 Scene lights, 2 Nomad NOW Scene
71585 CAL COAST POWER 11,068.45 10/06/2022 lights, 2 Tactical Electronic Distraction Device

CALIFORNIA BUILDING STANDARDS
71586 COMM ISSION 34.20 10/06/2022 3rd Qtr 2022 Green Bldg Fees

CALIFORNIA PARK & RECREATION SOCIETY
71587 INC 555.00 10/06/2022 CPRS City of Grover Beach District 8 12/31/22 reg fee Annual Trn Symposium March 2023,
71588 CALIFORNIA POLICE CHIEFS ASSOCIATION 825.00 10/06/2022 Monterey CA 71589 CARQU EST AUTO PARTS 186.13 10/06/2022 Battery for Truck #407 71590 Cesar Zarate 50.00 10/06/2022 Reimbursement for Class A License Renewal City Facilities - Internet Charges 9/16/22-
71591 CHARTER COMMUNICATIONS 736.69 10/06/2022 10/ 15/22 71592 Coastland Coast Landscape 5,100.00 10/06/ 2022 Landscape 71593 COLD CANYON LANDFILL INC. 989.75 10/06/2022 Waste Disposal - 13th Street Coleslinen&Laundry_lnv 16952_tablecloths_9-30-
71594 Coles Linen and Laundry 37.84 10/06/2022 22
71595 COLLINGS & ASSOCIATES, LLC 550.00 10/06/2022 Collings review of 1107 Margarita 71596 DATAPROSE LLC 2,702.60 10/06/2022 Southside Utility Billing - Sept 2022 71597 Deltina Coffee Roasters 62 .50 10/06/2022 Deltina Coffee Inv 1552 OfficeCoffee 10-4-2022 71598 DISABILITY ACCESS CONSULTANTS, LLC 2,000.00 10/06/2022 Annual Subscription June 2022-May 2023 ENTERPRISE RENT-A-CAR ATTN: ACCTS Visa_mb_Enterprise-RentalCar_LLC CONF _9-9- 71599 RECEIVABLE 335.49 10/06/2022 2022
71600 ERIKSSON, KRISTIN 49.37 10/06/2022 Visa ke - Islands LLC Conf-Lunch-KE-MB_9-7-2022 Over payment of permit BP-22-00340. Legal
71601 EVERSMAN, KARA 30.00 10/06/ 2022 written amount $1,277.44 on check #1421 71602 EVON, KIANA 83 .00 10/06/2022 2647 16 St park security deposit refund 9/24/22 71603 FRANCHISE TAX BOARD 75.00 10/06/2022 Franchise Tax Board Garnishment for employee 71604 FRANK'S LOCK & KEY 105.00 10/06/2022 PD - removed stuck key Grover Beach Police Officers Association dues for
71605 GROVER BEACH POLICE OFFICERS ASSOC. 990.00 10/06/2022 paycheck date 10-7-22 NCMA 2021 Annual Report Professional services
71606 GSI Water Solutions, Inc 7,570.69 10/06/2022 from August 1, 2022 through August 31, 2022 71607 Hadick, Krisstin 83.00 10/06/2022 2652 16th St park security deposit refund 10/1/22 71608 Hale, David P - Law Offices of David P. Hale 14,541.00 10/06/2022 Sept 2022 Attorney Fees 71609 J.B. DEWAR INC. 4,087.51 10/06/ 2022 Gas Statement 9-16-22 thru 9-30-22 71610 JAS PACIFIC 13,692.42 10/06/2022 Aug2022 Inspector Services Medical reimbursement per retiree contract - Oct
71611 JAY SWIFT 500.00 10/06/2022 2022
Check Name Check Amount Check Date Invoice Desc
2662 Grover Heights Upper 10/1/22 security
71612 JIM LOVE 83.00 10/06/2022 deposit refund
71613 JUNE, BLANTON 581.00 10/06/2022 Return of monies collected by PD- Case #20-0934 71614 KIMBALL M IDWEST 249.48 10/06/2022 Gloves for the Yard 71615 LEE WILSON ELECTRIC CO. INC 3,755.23 10/06/2022 Time & Material 2022 10th & Grand 71616 MISSION LINEN SUPPLY SAP #110035 399.90 10/06/2022 Mat & mom service for 9/29/22 71617 OBERKAMP, PAMELA 200.00 10/06/2022 Toilet Rebate @ 131 Jennifer Ct - 2 toilets 71618 Peak WiFi.com 2,840.00 10/06/2022 Network Services - Cannibas Video Wall 71619 PHOENIX GROUP INFORMATION SYSTEMS 1,351.92 10/06/2022 Parking Cites for Aug 2022 71620 PORTABLE JOHNS INC. 108.12 10/06/2022 Single Unit Rental 7 /31/22-8/27 /22 71621 PROCARE JANITORIAL SUPPLY 72.62 10/06/ 2022 Toilet Tissue @ 16th St Park lodging and per diem POST Intermediate Traffic
71622 RAMIREZ-GUTIERREZ FELIX 930.01 10/06/2022 Coll ision Invest 10-24-22 Antioch, CA 71623 RICH ROLSON 350.00 10/06/2022 Sound for Dune Run & Walk 9.18.22 71624 RLH Construction 1,200.00 10/06/2022 J&D Materials metal fab draw 1 rlh 71625 SAN LUIS OBISPO CO SHERIFF'S OFFICE 4,600.00 10/06/ 2022 Annual Bomb Task Force Contribution FY 2022-23 71626 Siteone La ndscape Supply, LLC 224.72 10/06/ 2022 Irrigation supplies for 16th St Park SOUTH SAN LUIS OBISPO CO. SANITATION
71627 DISTRICT 1,856.00 10/06/ 2022 3rd Qtr 2022 Facility Fees 71628 SpeakWrite Bill ing Department 206.16 10/06/2022 services for Sept 2022 71629 STATE DISBURSEMENT UNIT 250.00 10/06/ 2022 Child Support Garnishment for employee 71630 STATE DISBURSEMENT UNIT 154.50 10/06/2022 Child Support Garnishment for employee

STATE OF CALIFORNIA DEPT OF
71631 CONSERVATION 63 .52 10/06/2022 3rd Qtr 2022 SMIP Fees 71632 Sweeton, Christopher 500.00 10/06/2022 Reimbursement for COBRA - Oct 2022 71633 TAPPAN, VERONICA 83.00 10/06/ 2022 265116th St park security deposit refund 9/17/22 71634 TEREK, SHILO 83.00 10/06/2022 2654 Grover Heights Lower refund 10/2/22 Temporary employment for Ad min Services W/E
71635 UNITED STAFFING ASSOCIATES, LLC 1,049.57 10/06/2022 10/2/22 71636 VERIZON WIRELESS 1,473.49 10/06/ 2022 dept cell phones 8/27 /22 to 9/26/22 NCMA Staff Extension Srvs FY22-23. For services
71637 Water Systems Consulting Inc. 3,603.00 10/06/2022 rendered from 7 /1/22-8/31/22 TOTAL $ 118,451.54
ACCOUNTS PAYABLE ·
CHECK DATE 10/13/2022
Check
Check Name Amount Check Date Invoice Desc
71638 ABALONE COAST ANALYTICAL INC 2,610.00 10/13/2022 Coliform P/A, ELAP Fee ALLAN HANCOCK COLLEGE SOUTH SANTA reg fee for Arcon and Firearms Training - Allegranza, 71639 MARIA CAMPUS 375 .00 10/13/2022 Cook, Lopez
lodging and per diem while attending Active Shooter
71640 Allegranza, Jared 683 .28 10/13/2022 Instructor Training in Sacramento, CA 10/25/22 71641 AQUA-METRIC SALES CO. 7,273 .24 10/13/2022 30 3/4" WATER METERS & 1 2" WATER METER

ARAMARK UNIFORM SERVICES AUS WEST
71642 LOCKBOX 1,138.16 10/13/2022 UNIFORMS
71643 AT&T 2,084.73 10/13/2022 City Hall Telephones 8/25/22-9/24/22 71644 Banana LLC 165.04 10/13/2022 Over payment of July & August 2022 Cannabis Tax 71645 CITY OF GROVER BEACH WATER DEPT. 12,171.35 10/13/2022 City Water Accounts 7 /1/22 - 9/1/22 71646 COASTLAND INC 5,100.00 10/13/2022 October Grounds Maintenance #1321 Costa Bella

COUNTY OF SAN LUIS OBISPO CROSS CONNECTION - DIRECT COST AND CROSS 71647 ENVIRONMENTAL HEALTH SER 888.40 10/13/2022 CONNECTION - ADMIN COST 71648 DE LAGE LANDEN 67.43 10/13/2022 copier lease Sharp MX-C304W 10/1/22 to 10/31/22 71649 DE LAGE LANDEN 312.12 10/13/2022 copier lease Sharp MX-507110/1/22 to 10/31/22

DEPT OF JUSTICE ACCOUNTING
71650 OFFICE/CASHIERING UNIT 709.00 10/13/2022 LiveScan Sept 2022 71651 FAM CON Pipe & Supply, Inc. 1,125.56 10/13/2022 WATER LINE REPAIRS 2295-14 71652 G.T. COX ELECTRIC 236.00 10/13/2022 GRAND & 4TH STREET POLE LIGHT parking reimbursement while attending POST ICI
Management/Supervision of Det Unit in San Diego
71653 Gerber, Sonny 60.00 10/13/2022 9/24/22
GOPHER TREATMENT SEPTEMBER 2022 (MENTONE,
71654 Hacienda Gardening 1,190.00 10/13/2022 ATLANTIC CITY & RAMONA) 71655 J.B. DEWAR INC. 2,551.03 10/13/2022 Gasoline charges for PW vehicles 71656 JIMMY A DOI 126.89 10/13/2022 UB overpayment on active acct# 15577 71657 LexisNexis Risk Data Management, Inc. 848.93 10/13/2022 AVCC Subscription 9/1/22 to 9/30/22 per diem and lodging while at Drug Influence
71658 Matthew Walker 874.40 10/13/2022 Training - Hanford, CA 11/1/22

GROVER SEWER SYSTEM UPGRADES PM &
71659 Michael K. Nunley & Associates, Inc. 5,639.01 10/13/2022 MEETINGS 71660 MIER BROS LANDSCAPE PRODUCTS 31.79 10/13/2022 GORILLA HAIR - CEDAR FOR CITY HALL per diem for Liebert Cass idy Whitmore Best
71661 MUNRO, JIM 135.00 10/13/2022 Practices IA Investigation Trn, Lakewood 11-1-22 71662 Omni-Means C/O GHD, Inc. 2,397.50 10/13/2022 LEFT TURN EVALUATION TECHNICAL 2887 per diem for Liebert Cassidy Whitmore Best
71663 Peters, John 135.00 10/13/2022 Practices IA Investigation Trn, Lakewood 11-1-22 71664 Ready Refresh by Nestle 147.68 10/13/2022 DRINKING WATER SEPTEMBER 2022 STANLEY CONVERGENT SECURITY 16TH & MENTONE - SECURITY & MONITORING 71665 SOLUTIONS INC. 74.23 10/13/2022 CHARGES NOVEMBER 2022 71666 Traffic Management, Inc. 1,605 .10 10/13/2022 20 8x12 24hr surveillance signs 71667 Tripepi, Smith & Associates, Inc. 847.50 10/13/2022 Tripepi-Smith Inv 8780 GraphicArtSvcs_9-30-22 71668 ULTREX 40.75 10/13/2022 copier usage SHA-MX-5071 7 /18/22 to 8/17 /22 Temporary Employment for Ad min Service W/E
71669 UNITED STAFFING ASSOCIATES, LLC 864.18 10/13/2022 10/9/22 Check
Check Name Amount Check Date Invoice Desc
71670 Venco Power Sweeping, Inc. 6,152.72 10/13/2022 STREET SWEEPING SERVICES SEPTEMBER 2022 71671 VERIZON WIRELESS 447.01 10/13/2022 Verizon Wireless Services 08/17/2022 - 09/16/2022

CITY OF GROVER BEACH, SEWER VIDEO INSPECTION
71672 WALLACE GROUP 397.50 10/13/2022 NORTH HALF CM THROUGH 08/ 31/2022 TOTAL $ 59,505.53

ACCOUNTS PAYABLE
CHECK DATE 10/20/2022
Check Name Check Amount Check Date Invoice Desc
71673 ACTIVE NETWORK LLC 4,211.00 10/20/2022 Active Net Annual Subscription fee 12/1/20 -11/30/21 71674 AGP Video 3,725.00 10/20/2022 AGP Video Inv 8780 PCMtgMarch-April 05-25-2022 71675 AIRGAS USA LLC 149.28 10/20/2022 ACETYLENE, ARGON & OXYGEN RENTALS SEPTEMBER 2022 71676 ALISA PADILLA 188.78 10/20/2022 UB REFUND DUE TO OVRPMT ON CLOSING ACCT# 21187 71677 AMAZON CAPITAL SERVICES 3,651.81 10/20/2022 Supplies 71678 ANA ROSA MORENO 33.56 10/20/2022 UB REFUND DUE TO OVRPMT ON CLOSING ACCT# 21182 71679 ARROYO HERITAGE LLC 63.43 10/20/2022 UB REFUND DUE TO OVRPMT ON CLOSING ACCT# 19604 71680 AT&T 135.88 10/20/2022 Monthly Water Alarm Circuits 10/7 /22 - 11/6/22 B & B OVERHEAD DOOR CO. LIFTMASTER MOTORS W/TIMER FUNCTIONS FOR BAY DOORS & 71681 INC. 8,100.00 10/20/2022 RED LIGHT/GREEN LIGHT SYSTEMS 71682 BAKER TILLY US, LLP 19,900.00 10/20/2022 Management Partners_lNV10933_9-15-22 71683 BRIAN S GREEN 71.90 10/20/2022 UB REFUND DUE TO OVRPMT ON CLOSING ACCT# 12278

CITY OF GROVER BEACH WATER
71684 DEPT. 228.95 10/20/2022 HYDRANT METER AT 10TH & TROUVILLE FOR CIP 2295-14 71685 COLLINGS & ASSOCIATES, LLC 250.00 10/20/2022 Collings review of 431 Leoni 71686 DE LAGE LANDEN 227.29 10/20/2022 Lease payment for Sharp/MX-5071 Copier - Oct 2022 71687 DJ'S PLUMBING INC 957.50 10/20/2022 CITY HALL - CLEAR STOPPAGE 71688 FRANCHISE TAX BOARD 75.00 10/20/2022 Franchise Tax Board Garnishment for Employee 71689 FRANK'S LOCK & KEY 95.00 10/20/2022 SERVICE CALL TO REPAIR LOCK AT POLICE DEPT. 71690 Furniture Installation Team 1,462.23 10/20/2022 Engineering Assistant Desk Setup 71691 Granicus, LLC 21,760.00 10/20/2022 Granicus Services FY 2022-23 GROVER BEACH POLICE Grover Beach Police Officers Association Dues paycheck date 10- 71692 OFFICERS ASSOC. 990.00 10/20/2022 21-22
NCMA 2022 ANNUAL REPORT - PROFESSIONAL SERVICES SEP
71693 GSI Water Solutions, Inc 700.00 10/20/2022 2022
Hinderliter De Llamas &
71694 Associates 6,000.00 10/20/2022 Sept 2022 services - America 's Best Cannabis 71695 HOWARD BIRLEW 588.82 10/20/2022 UB REFUND DUE TO OVRPMT ON CLOSING ACCT# 2977 71696 J.B. DEWAR INC. 2,347.12 10/20/2022 Gasoline charges for PW vehicles 71697 JAS PACIFIC 12,548.32 10/20/2022 JAS Inspector Time Sept2022 71698 Karen M Walsh 92 .52 10/20/2022 UB REFUND DUE TO OVRPMT ON CLOSING ACCT# 19893 parking fee reimbursement while at training in Sacramento 71699 KELLY J COOK 10.02 10/20/2022 10/11/ 22 Cannabis Summit 71700 KIRSTY BELL ARNOLD 117.87 10/20/2022 UB Refund overpmt on Closing Acct# 21168 71701 Lopez, Santino 110.00 10/20/2022 SLopez TrainingReimbursement 10-11-2022 71702 MARR, NAOMI 140.00 10/20/2022 Refund 2685 called to cancel Grover Heights Lower 71703 MINERS HARDWARE 787.84 10/20/2022 Tarp for the Yard CM FOR TROUVILLE, S 7TH, OCEAN VIEW MEASURE K-14 STREET 71704 MNS Engineers, Inc. 18,730.75 10/20/2022 REPAIRS CIP 2295-14 SEP 2022 71705 Molly E Thurmond 1,300.00 10/20/2022 August 2022 Attorney Services - General 71706 NELSON GARCIA AGUILAR 69.60 10/20/2022 UB REFUND DUE TO OVRPMT ON CLOSING ACCT# 21171 71707 PACIFIC GAS AND ELECTRIC 44,362.54 10/20/2022 Public Works & Parks Electric 7 /21/22 - 8/9/22 71708 PACIFIC GAS AND ELECTRIC 23.36 10/20/2022 Public works electric charges 9/8/22 - 10/5/22 71709 PACIFIC GAS AND ELECTRIC 1,280.92 10/20/2022 Public Works & Parks electric charges 8/19-22-8/25/22 71710 PACIFIC GAS AND ELECTRIC 27,135 .67 10/20/2022 Public Works & Parks Electric 8/19/22 - 9/19/22 mileage reimbursement for training in Antioch on 10/23/22, TC 71711 RAMIREZ-GUTIERREZ FELIX 325.00 10/20/2022 Investigation 71712 Ready Refresh by Nestle 191.29 10/20/2022 Bottled water for City Hall - Sept 2022 71713 SONDRA A HUSTON 96.51 10/20/2022 UB REFUND DUE TO OVRPMT ON CLOSING ACCT# 7658 SOUTH SAN LUIS OBISPO CO.
71714 SANITATION DISTRICT 194,770.57 10/20/2022 So. Co. San . Dist. Monthly Pmt for September 2022 71715 SOUZA, ASHLEY 83.00 10/20/2022 2684 security deposit refund from Grover Heights Lower 9/24/22 Check Name Check Amount Check Date Invoice Desc

STANLEY CONVERGENT
71716 SECURITY SOLUTIONS INC. 108.12 10/20/2022 Stanley Security for Ramona 11/1/22 - 1/31/22 71717 STATE DISBURSEMENT UNIT 154.50 10/20/2022 Child Support Garnishment for employee 71718 STATE DISBURSEMENT UNIT 250.00 10/20/ 2022 Child Support Garnishment for employee 71719 Susan Weingates 86.27 10/20/ 2022 UB REFUND DUE TO OVRPMT ON CLOSING ACCT# 20189 71720 TERMIN IX PROCESSING CENTER 168.00 10/20/2022 Pest Control for GBCC 10/7 /22

THE LINCOLN NATIONAL LIFE
71721 INSURANCE CO 2, 188.32 10/20/2022 Nov 2022- Employee insurance premiums 71722 Tripepi, Smith & Associates, Inc. 7,145.00 10/20/2022 Tripepi Smith Inv 8878 Retainer 10-14-2022

UNITED STAFFING ASSOCIATES,
71723 LLC 893.63 10/20/2022 Temporary Employment for Admin Services W/E 10/16/22

US BANK CORPORATE
71724 PAYMENT SYSTEMS 36,844.89 10/20/ 2022 City employee credit card charges 71725 Vital Records Holdings, LLC 69.05 10/20/2022 Document storage 9/1/22 - 9/30/22 71726 YOLANDA VALDEZ 111.37 10/20/2022 UB REFUND DUE TO OVRPMT ON CLOSING ACCT# 20904 426,107.48

ACCOUNTS PAYABLE
CHECK DATE 10/27/2022
Check Name Check Amount Check Date Invoice Desc
71727 A M Peche & Associates LLC 3,176.25 10/27/2022 JPA/CCB Project Consulting

ALLAN HANCOCK COLLEGE SOUTH
71728 SANTA MARIA CAMPUS 226.34 10/27/2022 reg fee for Moses - Scherrer, Traffic Collision Invest 10/5/22 lunch per diem for Patrol Search Training 11/14/22, Sant a 71729 Allegran za, Jared 15.00 10/27/2022 Barbara
71730 AMAZON CAPITAL SERVICES 1,909 .04 10/27/2022 Supplies 71731 Anna Lanier 1,666.00 10/27/2022 CFS Tiny Tots October 2022 Tue-Thurs

TROUBLESHOOT PUBLIC WORKS REPEATER & PORTABLE
71732 Applied Technology Group, Inc. 1,631.40 10/27/2022 RADIOS 71733 AUTO ZONE INC 60.59 10/27/2022 Unit 219, oil filt er and oil

BKF ENGINEERS-ACCOUNTING
71734 DEPT 29,225 .53 10/27/2022 WEST GRAND AVENUE STREETSCAPE 4TH AND 8TH 71735 Bryan M illard 140.00 10/27/2022 per diem for IAPRO Conference 11/15/22, Anaheim CA 71736 CARQUEST AUTO PARTS 162.42 10/27/2022 Unit 202, battery replacement 71737 CARR'S BOOT & WESTERN WEAR 226.46 10/27/2022 E. RUELAS SAFETY BOOTS FY 22-23

CITY OF GROVER BEACH WATER
71738 DEPT. 8,996.64 10/27/2022 City Water Accounts 8/4/22 - 10/1/22 71739 CITY OF PISMO BEACH 196,000.00 10/27/2022 Dispatch Services Aug 2022

CONFLUENCE ENGINEERING
71740 SOLUTIONS, INC 2,475.00 10/27/2022 DDW Compliance Support 09/01/2022-09/30/2022 71741 Cuesta Polygraph & Investigations 1,450.00 10/27/2022 background invest, M ichael Jantzen, partial-subj withdrew

CLEAR STOPPAGE AT FLOOR DRAIN IN WOMENS RESTROOM
71742 DJ'S PLUMBING INC 165.00 10/27/2022 AT MENTONE BASIN 71743 Doomsday Skate, LLC 240.00 10/27/2022 CFS October 2022 Doomsday Skate School 71744 EXECUTIVE JANITORIAL INC. 5,510.00 10/27/2022 CITY HALL & POLICE DEPT JANITORIAL SERVICES OCT 2022 71745 Fastenal Company 396.74 10/27/2022 MARK OUT PAINT FERGUSON ENTERPRISES INC.
71746 #1350 309.94 10/27/2022 WATER DEPT. SUPPLIES
reg fee for Ryan Wade - POST Supervisor Course 9/12/22, 71747 FRESNO CITY COLLEGE 302 .00 10/27/2022 Fresno

GARING TAYLOR & ASSOCIATES TAC MEETING, EMAIL GR & NCMA MANAGMENT 71748 INC. 407.00 10/27/2022 AGREEMENT MEETING SEP 2022 71749 GRAINGER 527.32 10/27/2022 BLUE MARKOUT PAINT FOR WATER & STREETS DEPT

HERITAGE TREE ARBORICULTURAL TREE RISK ASSESSMENT AND MAINTENANCE 71750 CONSULTING 4,200.00 10/27/2022 RECOMMENDATIONS REPORT- FRONT STREET 71751 J.B. DEWAR INC. 6,560.83 10/27/2022 Gas Stmt 10/1/22 to 10/15/22 71752 Jennifer Ann Anderson 112.00 10/27/2022 CFS October 2022 Yoga full & drop in classes, Sept 22 lunch per diem for Patrol Search Training 11/14/22, Santa 71753 Joshua Ru iz 15.00 10/27/2022 Barbara
71754 JULEY, ERIN 83 .00 10/27/2022 2668 Security deposit refund Grover Heights Loer 10/21/22 71755 KIMBALL MIDWEST 232 .73 10/27/2022 SHOP EQUIPMENT CFS Paint October 2022 payment #2
71756 Kristopher Doe 635.60 10/27/2022 9/9/122 - 12/2/22 Check Name Check Amount Check Date Invoice Desc
VACCON TO CLEAN 3 LIFT STATIONS. ALL MATERIAL
71757 MAINLINE UTILITY COMPANY 1,600.00 10/27/2022 REMOVED WAS DUMPED AT SSLOCSD PLANT 71758 MARK JONES Dba JONES PAINTING 646.82 10/27/2022 PRIMING & PAINTING FOR FINANCE MANAGER'S OFFICE 71759 MUNRO, JIM 140.00 10/27/2022 per diem for IAPRO Conference 11/15/22, Anaheim CA 71760 NOBLE SAW 232.30 10/27/2022 SUPPLIES FOR PARKS DEPT. 71761 PACIFIC GAS AND ELECTRIC 19,978.74 10/27/2022 Public Works & Park Electric 9/20/22-10/18/22 71762 PHELAN KATHRYN 315.00 10/27/2022 CFS Tai Chi October 2022 71763 PORTABLE JOHNS INC. 108.12 10/27/2022 SINGLE UNIT RENTAL & SERVICES 08/28/2022 - 09/24/2022 Refund overpayment as instructor changed fee and class
71764 RAMIREZ, CLAUDIA 15.00 10/27/2022 dates for November 2022 Doomsday Skate 71765 Red Bee Coffee, LLC 8,384.94 10/27/2022 Business Facade Grant

FINANCE MANAGERS OFFICE PATCHING, SMOOTHING &
71766 RLH CONSTRUCTION 2,800.00 10/27/2022 RETEXTURING OF WALLS 2682 Security Deposit refund Grover Beach Community
71767 RODRIGUEZ, GABINO 1,072.00 10/27/2022 Center 10/22/22

SAN LUIS OBISPO CO SHERIFF'S
71768 OFFICE 750.00 10/27/2022 FY 2022/23 Range Use
71769 SANDY MERSHON 2,625 .00 10/27/2022 CFS Tiny Tots Mon - For for October 2022 71770 SANDY MERSHON 117.70 10/27/2022 Reimburse Sandy for Tiny Tots supplies 71771 Sherwin-Williams 284.60 10/27/2022 PAINT FOR FINANCE MANAGER'S OFFICE 71772 SOUTHERN CALIF GAS CO 296.12 10/27/2022 Gas Charges for City Facilities 9/14/22-10/13/22 71773 STREATOR PIPE & SUPPLY 179.75 10/27/2022 WASTEWATER SUPPLIES 71774 TERMINIX PROCESSING CENTER 176.00 10/27/2022 993 RAMONA - GENERAL PEST CONTROL 10/06/2022 71775 ULTREX 94.68 10/27/2022 copier usage 9/18/22 to 10/17 /22 SHA-MX-5071 71776 UNITED STAFFING ASSOCIATES, LLC 1,052.71 10/27/2022 Temporary Employment for Admin Services W/E 10/23/22 71777 UNIVAR USA INC 1,555.04 10/27/2022 200 GALLONS CASUTIC SODA 30% MN BULK DIAPHRAGM LIQ TOTAL $ 309,482.35

CITY OF GROVER BEACH
2022 STREETS BOND ACCOUNT ($10,000,000)
Treasurer's Report for November 15, 2022 City Council Meeting October 1, 2022 to October 31, 2022

DESCRIPTION OF RESOURCES
Balance from September 30, 2022
AMOUNT
$ 7,720,226.27
Deposit from Private Improvements: 12,500.00
Deposit(s) from Interest
Deposit(s) from Interest
9/30/2022
10 /31 /2022
255.50
263.25
Total Resources $ 7,733,245.02

DESCRIPTION OF EXPENDITURES
Transfers for Staff Time:

Payroll Expenses
Transfers for Non-Construction and Other:

Accounts Payable Expenses
Transfers for Construction:

Accounts Payable Expenses
Total Expenditures
Cash Balance as of October 31, 2022
Finance Manager
AMOUNT
$ 16,769.41
1 ,354.51
18,730.75
$36,854.67
$ 7,696,390.35
Agenda Item No. 5

ACTION MINUTES

ARROYO GRANDE CITY COUNCIL

GROVER BEACH CITY COUNCIL

PISMO BEACH CITY COUNCIL

JOINT CITY COUNCIL SPECIAL MEETING
WEDNESDAY, SEPTEMBER 14, 2022
SOUTH COUNTY REGIONAL CENTER, 800 WEST BRANCH STREET

ARROYO GRANDE, CALIFORNIA
Given the continuation of COVID-19 cases in San Luis Obispo County, and in compliance with Assembly Bill (AB) 361, which allows for a deviation of teleconference rules required by the Ralph M. Brown Act, this meeting was conducted in a hybrid in-person/virtual format.

1. CALL TO ORDER
Grover Beach Mayor Jeff Lee called the meeting to order at 6:00 p.m.

2. MOMENT OF SILENCE

3. FLAG SALUTE

4. ROLL CALL
Arroyo Grande: Council Members Keith Storton, Jimmy Paulding, Mayor Pro Tem Lan George, and Mayor Caren Ray Russom were present. Council Member Kristen Barneich was absent.

Grover Beach: Council Members Anna Miller, Robert Robert, Daniel Rushing, Mayor Pro Tem Karen Bright, and Mayor Jeff Lee were present.

Pismo Beach: Council Members Marcia Guthrie, Scott Newton, Mayor Pro Tem Mary Ann Reiss, and Mayor Ed Waage were present. Council Member Sheila Blake was present via Zoom at 5:45p.m.

Staff Present: City Managers Whitney McDonald, Matthew Bronson, and James R.

Lewis. City Clerks Jessica Matson, Wendi Sims, and Erica Inderlied.

City Attorneys Timothy Carmel, David Hale, and David Fleishman.

5. WELCOME AND MEETING ORIENTATION
Mayor Lee provided a brief introduction and outline of proceedings.

Pismo Beach Council Member Sheila Blake joined the meeting via zoom.

Agenda Item No. 6
Minutes: Joint City Council Page 2
Wednesday, September 14, 2022

6. PROJECT OVERVIEW
Justin Pickard, Water Systems Consulting, provided an overview of the Central Coast Blue Project which included information on how the facility and technology will work.

7. WATER SUPPLY DRIVERS & PROJECT BENEFITS
Jeff Szytel, Water Systems Consulting, provided information of the water supply drivers and project benefits including why the project is critical for the long-term sustainability of the communities.

COUNCIL QUESTIONS
Arroyo Grande Mayor Caren Ray Russom, facilitated Council questions.

Justin Pickard, Water Systems Consulting, responded to questions from Council regarding the microfiltration process resulting in a near distilled water quality; the advanced water purification facility tanks that are being used for chemicals and whether they are the same tanks being used for stabilization at the end of the process; any odor during the purification process that would need to be mitigated; that the facility is being designed to support Phase II of the project; what permits will be necessary; and the level of waste discharge.

8. COSTS AND FUNDING Justin Pickard, Water Systems Consulting Justin Pickard, Water Systems Consulting, provided an overview of the current capital cost estimate.

COUNCIL QUESTIONS
Pismo Beach Mayor Ed Waage facilitated Council questions.

Justin Pickard, Water Systems Consulting, responded to questions from Council regarding grant funding and financing opportunities; construction cost increases for the Project; and value engineering as it relates to reducing construction costs.

Grover Beach City Manager Matthew Bronson responded to a question regarding Prop 218 votes as it relates to rates and charges.

9. PROJECT GOVERNANCE
Arroyo Grande City Manager Whitney McDonald provided a high-level overview of the governance structure of the Project.

10. PROJECT SCHEDULE
Justin Pickard, Water Systems Consulting, provided an overview of the current Project schedule.

COUNCIL QUESTIONS
Grover Beach Mayor Jeff Lee facilitated Council questions.

Staff responded to questions regarding local hire provisions; unused water by each party; and the Project schedule.

Pismo Beach Council Member Sheila Blake left the meeting at 7:30 p.m. and rejoined the meeting at 7:34 p.m.

Minutes: Joint City Council Page 3
Wednesday, September 14, 2022

11. PUBLIC COMMENT
Grover Beach Mayor Jeff Lee facilitated public comments.

Speaking from the public were Jeff Edwards, Jocelyn Brennan, Cynthia Replogle, Brad Snook, Manley McNinch, Julie Tacker, Rick Jenne, and Scott Zimmerman.

Arroyo Grande City Manager Whitney McDonald responded to a question from Council regarding water conservation efforts.

12. CLOSING COUNCIL COMMENTS
Arroyo Grande Mayor Caren Ray Russom, Pismo Beach Mayor Ed Waage, Arroyo Grande Council Member Jimmy Paulding, Grover Beach Council Member Daniel Rushing, and Grover Beach Mayor Jeff Lee, provided closing comments.

13. PRESENTATION OF TITLE XVI GRANT
Ernest Conant, U.S. Bureau of Reclamation, presented the Title XVI Grant to the Mayors.

14. PROJECT COMMITMENT SIGNING

15. ADJOURNMENT
There being no further business to come before the City Councils, Grover Beach Mayor Jeff Lee adjourned the meeting at 8:16 p.m.
________________________
Caren Ray Russom, Arroyo Grande Mayor Jeff Lee, Grover Beach Mayor ATTEST: ATTEST:
________________________
Jessica Matson, Arroyo Grande City Clerk Wendi Sims, Grover Beach City Clerk ________________________
Ed Waage, Pismo Beach Mayor
ATTEST:
________________________
Erica Inderlied, Pismo Beach City Clerk

MINUTES

CITY COUNCIL MEETING
TUESDAY, OCTOBER 11, 2022
CALL TO ORDER Mayor Lee called the meeting to order at 6:00 p.m. in the City Hall Council Chamber, 154 South Eighth Street, Grover Beach, California.

MOMENT OF SILENCE
FLAG SALUTE The flag salute was led by Kassadi Bennett, 6th Grade student at Grover Beach Elementary School.

ROLL CALL
City Council: Council Members, Anna Miller, Robert Robert, Daniel Rushing, Mayor Pro Tem Karen Bright and Mayor Jeff Lee were present.

City Staff: City Manager Matthew Bronson, City Attorney David Hale, Deputy City Manager Kristin Eriksson, City Clerk Wendi Sims, Police Chief John Peters, Commander Munro, Community Development Director Bruce Buckingham, Public Works Director/City Engineer Greg Ray, Parks & Recreation Program Director Kathy Petker, Five Cities Fire Chief Steve Lieberman and Senior Planner Rafael Castillo were also present.

CLOSED SESSION ANNOUNCEMENTS
On Monday, September 26, 2022, at 7:52 p.m., the Council met in Closed Session regarding the following item.

A. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Consideration of initiation of litigation pursuant to paragraph (4) of subdivision (d) of Government Code Section 54956.9 (One potential case.)
City Attorney Hale announced that the Council did give direction to his office; the City Attorney to initiate litigation at his discretion for the purpose of enforcing the municipal code the Council direction also included the City Attorney to serve a criminal citation for the same code violations at the City Attorney’s discretion. At the time of the discussion, he decided litigation was necessary and will divulge full details related to those cases at that time.

AGENDA REVIEW Mayor Lee requested to move the Public Communications segment before the Ceremonial Calendar.

Action: Upon unanimous consensus, the Council adopted the agenda as amended.

ORDER OF THE DAY: Upon consensus of the Council the Order of the Day was amended to move Public Communications before the Ceremonial Calendar.

Minutes: City Council Meeting Page 2
Tuesday, October 11, 2022
• Brenda Auer
With no further comments Mayor Lee closed the Public Communications segment for this portion of the meeting.

ORDER OF THE DAY: At this time, the Order of the Day resumed to the agenda as posted.

CEREMONIAL CALENDAR

1. Proclamation for Dating and Domestic Violence ACTION Month was read by Mayor Pro Tem Bright and accepted by Lumina Alliance’s Board of Directors member Kelli Briggs.

2. Proclamation for Red Ribbon Week was read by Council Member Rushing and accepted by Grover Beach Police Chief Peters.

3. Proclamation for Boys & Girls Clubs of South SLO County was read by Council Member Miller and accepted by Rebecca Britton, Chief Executive Office of Boys & Girls Clubs of South SLO County.

4. Proclamation for Code Enforcement Week was read by Council Member Robert and accepted by Code Compliance Office De Hart.

5. Mayor’s Commendation for Sarah Beaman was presented by Mayor Lee and accepted by Sarah Beaman.

PRESENTATIONS

6. Introduction of New Public Works Employees Javier Garcia, Assistant Engineer and David Perry, Maintenance Working I – Public Works Director/City Engineer Ray made the introductions.

7. Police Department Leadership Training Highlights – Police Chief Peters and Commander Munro discussed the highlights.

8. Upcoming City Holiday Events – Parks and Recreation Director Petker discussed upcoming events.

CONSENT AGENDA
Prior to consideration of the Consent Agenda, Mayor Lee invited public comment on the items under the Consent Agenda. At this time Mayor Lee asked if there was anyone who would like to make any public comments there was no one so Mayor Lee closed public comment.

Minutes: City Council Meeting Page 3
Tuesday, October 11, 2022
It was motioned by Council Member Miller and seconded by Council Member Rushing to approve Consent Agenda Item Nos. 9, 10, 11, 12, 13, and 14, as recommended. The motion carried on the following roll call vote:

AYES: Council Members – Miller, Robert, Rushing, Mayor Pro Tem Bright and Mayor Lee
NOES: Council Members – None.

ABSENT: Council Members – None.

ABSTAIN: Council Members – None.

9. Treasurer’s Report for the Period September 1, through September 30, 2022.

Action: Approved the Treasure’s Report as submitted.

10. Treasurer’s Report for the 2022 Streets Bond Account - $10,000,000 for the Period September 1, through September 30, 2022.

Action: Approved the Treasurer’s Report as submitted.

11. Minutes of the City Council Meeting held on Monday, September 26, 2022.

Action: Approved the minutes as submitted.

12. Adoption of Findings Related to AB 361 Allowing Continued Teleconferencing Meetings
Action: Adopted required findings with respect to the City of Grover Beach’s continued utilization of teleconferencing meetings in conformance with AB 361 (Government Code Section 54953).

13. Adoption of the 2022 Update to the City’s Sewer System Management Plan Action: Adopted the 2022 update to the City’s Sewer System Management Plan.

14. Request for No Parking Zones on Front Street and South 7th Street Action: Adopted the Resolution No. 22-41 establishing No Parking Zones on Front Street and South 7th Street.

Resolution No. 22-41: A Resolution of the City Council of the City of Grover Beach, California, Establishing No Parking Zones on Portions of Front Street and South 7th Street.

PUBLIC HEARING

15. Introduction and First Reading of an Ordinance to Amend Municipal Code Article VIII – Building Regulations, Chapter 1 – California Building Code, to Adopt by Reference the 2022 California Building Codes and 2021 International Property Maintenance Code with Local Amendments: Finding of California Environmental Quality Act (CEQA) exemption consistent with CEQA Guidelines Section 15061 (b)(3)
Mayor Lee read the title to the foregoing item and deferred to staff for a report.

Minutes: City Council Meeting Page 4
Tuesday, October 11, 2022
Senior Planner Castillo presented a PowerPoint presentation reviewing the amended Building Regulations.

Mayor Lee invited public comment on this matter. No public comments were received at this time and the Mayor closed public comment.

Action: It was motioned by Mayor Pro Tem Bright and seconded by Council Member Robert to introduced the Ordinance, by title only, to amend Grover Beach Municipal Code Article VIII – Building Regulations, Chapter 1 – California Building Code to Adopt the 2022 California Building Codes and the 2021 International Property Maintenance Code with Local Amendments; and 2) Adopted Resolution No. 22-42 setting forth the findings required by the California Health and Safety Code to support local amendments; and 3) Make the determination consistent with CEQA Guidelines Section 15061 (b)(3); and 4) Schedule the second reading and adoption a the next regularly scheduled City Council Meeting.

The motion carried on the following roll call vote:

AYES: Council Members – Miller, Robert, Rushing, Mayor Pro Tem Bright and Mayor Lee
NOES: Council Members – None.

ABSENT: Council Members – None.

ABSTAIN: Council Members – None.

Resolution No. 22-42: A Resolution of the City Council of the City of Grover Beach, California, Adopting Legislative Findings supporting Amendments and Changes to the California Building Standards Code Pursuant to Health and Safety Code Sections 17958.35, 17958.7 and 18941.5.

16. Second Reading and Adoption of an Ordinance to Approve a Speed Survey of South Oak Park Boulevard and Adopt a New Speed Limit
Mayor Lee read the title to the foregoing item and deferred to staff for a report.

Public Works Director/City Engineer Ray presented a PowerPoint presentation reviewing the speed survey of South Oak Park Boulevard.

Mayor Lee invited public comment on this matter. No public comments were received at this time and the Mayor closed public comment.

Action: It was motioned by Council Member Miller and seconded by Mayor Pro Tem Bright conducted a Second Reading and Adopt Ordinance No. 22-08 Amending Section 16 of Section 3302 of Chapter 3 – Traffic Regulations of Article III – Public Welfare, Morals and Conduct, of the Grover Beach Municipal Code to reflect and updated speed limit recommendation for South Oak Park Boulevard from West Grand Avenue to Mentone Avenue based on Speed Survey.

Minutes: City Council Meeting Page 5
Tuesday, October 11, 2022
AYES: Council Members – Miller, Robert, Rushing, Mayor Pro Tem Bright, and Mayor Lee
NOES: Council Members – None.

ABSENT: Council Members – None.

ABSTAIN: Council Members – None.

Ordinance No. 22-08: An Ordinance of the City Council of the City of Grover Beach, California, Amending Section 16 of Section 3302 of Chapter 3 of Article III of the Grover Beach Municipal Code.

ORDER OF THE DAY: Upon request of Mayor Lee with consensus of the Council the Order of the Day was amended to move Item #18 Economic Development Activities Update before Item #17 under Regular Business.

REGULAR BUSINESS

18. Economic Development Activities Update
Mayor Lee read the title to the foregoing item and deferred to staff for a report.

Deputy City Manager Eriksson presented a PowerPoint Presentation and introduced Project Manager Michael Foot with REACH who discussed our Regional Economic Development Activities.

Mayor Lee invited public comment on this matter.
• Kassi Dee
• Ligia Zavala
• Brenda Auer
No further public comments were received at this time and the Mayor closed public comment.

Action: The Council received the update of the City’s economic development activities.

ORDER OF THE DAY: At this time, the Order of the Day resumed to the agenda as posted.

17. Street Repair Update
Mayor Lee read the title to the foregoing item and deferred to staff for a report.

Public Works Director/City Engineer Ray presented a PowerPoint presentation discussing the Street Repair Update.

Minutes: City Council Meeting Page 6
Tuesday, October 11, 2022
RECESS: Mayor Lee requested a 10-minute break, due to Technical Difficulties, upon consensus of the City Council the meeting recessed at 7:54 p.m.

RECONVENE: At 8:08 p.m. the meeting reconvened with all members of Council present.

Mayor Lee invited public comment on this matter. No public comments were received at this time and the Mayor closed public comment.

Action: The Council received the update of the City’s Street Repairs.

PUBLIC COMMUNICATIONS The Mayor opened the floor to any member of the public for comment on items of interest which were within the jurisdiction of the City Council, but were not listed on the agenda. With no one coming forward and no one on the line, the mayor stated no need to open the second round of public comment.
• David Swift
• Brenda Auer
With no additional comments and no one on the line, the mayor closed public comment.

COUNCIL COMMITTEE REPORTS
Mayor Pro Tem Bright reported on the SLO Council of Government Meeting (SLOCOG) and the Air Pollution Control District Meeting (APCD).

COUNCIL COMMUNICATIONS
Council Member Miller addressed the comment by Mrs. Auer. Also, mentioned the ride along she was able to do with Grover Beach Police and thanked Grover Beach Police Chief and Police Officer Moses, Lopez, Wade and Ramirez for allowing her that experience Council Member Rushing mentioned that the Station Grill was announced as the Business of the Year by the South County Chambers of Commerce, and this is the 2nd year in a row a business from Grover Beach has won this award.

Mayor Pro Tem Bright responded to Ms. Auer’s public comments. Also, discussed correspondence received from Grover Beach resident with a non-profit Animals in Need.

Mayor Lee discussed the action the Council took on water conservation.

CITY MANAGER'S REPORTS AND COMMENTS
City Manager Bronson mentioned the City is recruiting for a few positions and they are available to apply for on our website, www.groverbeach.org and get a link to our employment page. He stated the Official Ballot Drop Box is now available in front of the Police Department and will be there every weekday from 8:00 am – 5:00 pm; expressing it is a great way to drop off a ballot in a safe and secured manner. And lastly, he informed the Council due to unforeseen developments there would not be a closed session item and it will be rescheduled for a later date.

Minutes: City Council Meeting Page 7
Tuesday, October 11, 2022
Mayor Lee requested City Manager Bronson clarify the information regarding the Joint meeting that is taking place next month. City Manager Bronson stated the Joint Special Meeting with the City Council and Parks, Recreation and Beautification Commission will take place on Tuesday, November 1, 2022, this will be a workshop discussing several Parks and Recreation items and as a result the regular City Council meeting on October 24th will be cancelled, the next regular City Council meeting will be on November 14, 2022.

CITY ATTORNEY’S REPORTS AND COMMENTS
None.

CLOSED SESSION
None.

ADJOURNMENT
There being no further business to come before the City Council, Mayor Lee adjourned the meeting at 8:40 p.m.
_____________________________

JEFF LEE, MAYOR
Attest:
______________________________

WENDI SIMS, CITY CLERK
(Approved at CC Mtg ______)
Agenda Item No. 7

CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: November 14, 2022 FROM: Matthew Bronson, City Manager
PREPARED BY: A. Rafael Castillo, AICP, Senior Planner
Bruce Buckingham, Community Development Director
SUBJECT: Second Reading and Adoption of an Ordinance to Amend Municipal Code Article VIII - Building Regulations, Chapter 1 – California Building Code, to Adopt by Reference the 2022 California Building Codes and 2021 International Property Maintenance Code

RECOMMENDATION
Conduct the second reading and adopt the Ordinance to amend Grover Beach Municipal Code Article VIII - Building Regulations Chapter 1 to adopt the 2022 California Building Codes and the 2021 International Property Maintenance Code with local amendments.

BACKGROUND
The State mandates that the building and construction codes are updated every three years in all cities and counties throughout the state, known as the tri-annual update. The State published the 2022 California Building Standards Code on July 1, 2022, which will become effective statewide on January 1, 2023. The City adopts the California Building Standards Code by amending the City’s Municipal Code (Article VIII).

On October 11, 2022, the Council introduced the ordinance for first reading and held a public hearing for the Ordinance to amend Chapter 1 of Article VIII of the Grover Beach Municipal Code to adopt the 2022 California Building Codes and the 2021 International Property Maintenance Code with local amendments (reference Attachment 1). There were no comments made during the public hearing. Staff recommends that the Council adopt the ordinance. If adopted, the ordinance will go into effect January 1, 2023.

ALTERNATIVES
The Council has the following alternatives to consider:

1. Conduct the second reading and adopt the Ordinance to amend Grover Beach Municipal Code Article VIII - Building Regulations Chapter 1 to adopt the 2022 California Building Codes and the 2021 International Property Maintenance Code with local amendments; or

2. Provide alternative direction to staff.

Staff Report: 2022 California Building Code Adoption Ordinance 2nd Reading Page 2 November 14, 2022

PUBLIC NOTIFICATION
On November 3, 2022, a public hearing notice was published in the New Times. The agenda was posted in accordance with the Brown Act. A copy of the agenda was sent to the Home Builders Association of the Central Coast.

Attachments

1. Ordinance
ORDINANCE NO. 22-10

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GROVER BEACH,

CALIFORNIA AMENDING ARTICLE VIII OF THE GROVER BEACH MUNICIPAL CODE ADOPTING BY REFERENCE THE 2022 CALIFORNIA BUILDING STANDARDS ADMINISTRATIVE CODE, 2022 CALIFORNIA BUILDING CODE, 2022 CALIFORNIA RESIDENTIAL CODE, 2022 CALIFORNIA ELECTRICAL CODE, 2022 CALIFORNIA MECHANICAL CODE, 2022 CALIFORNIA
PLUMBING CODE, 2022 CALIFORNIA ENERGY CODE, 2022 CALIFORNIA HISTORICAL BUILDING CODE, 2022 CALIFORNIA FIRE CODE, 2022 CALIFORNIA EXISTING BUILDING CODE, 2022 CALIFORNIA GREEN BUILDING STANDARDS CODE, 2022 CALIFORNIA REFERENCE STANDARDS CODE; THE 2021 INTERNATIONAL PROPERTY MAINTENANCE CODE WITH

LOCAL AMENDMENTS
WHEREAS, the City of Grover Beach is a municipal corporation organized under the laws of the State of California; and
WHEREAS, every three years the State of California adopts updated building codes referred to as the California Building Standards Code for the protection of the public; and WHEREAS, the State-adopted 2022 California Building Standards Code become effective on January 1, 2023; and
WHEREAS, the City seeks to amend its Municipal Code to adopt the 2022 California Building Standards Code, and the 2021 International Property Maintenance Code by reference; and
WHEREAS, it is the desire and intent of the City Council to adopt local amendments to the 2022 California Fire Code that affect the installation of fire sprinklers and common driveway access based on local climatic, geographical or topographical conditions; and WHEREAS, the California Health and Safety Code, Section 17958.5 requires the City Council make findings that the amendments to the 2022 California Fire Code are reasonably necessary because of local climatic, geographical or topographical conditions; and WHEREAS, the City Council has determined that local amendments to the 2022 California Fire Code are reasonably necessary because of local climatic, geographical, or topographical conditions in the City of Grover Beach as adopted by City Council Resolution No. 22-42 at its October 11, 2022 meeting; and
WHEREAS, the City Council introduced the ordinance and conducted the first reading of the ordinance at its October 11, 2022 meeting.

NOW, THEREFORE, BE IT ORDAINED by the City Council of the City of Grover Beach as follows:

Attachment 1
Ordinance No. 22-10 Page 2
PART 1. The above recitals and findings are true and correct and are incorporated herein by this reference.

ARTICLE VIII – BUILDING REGULATIONS
CHAPTER 1 – CALIFORNIA BUILDING CODE
Sec. 8100. Building Official. Appointment and Duties. The Building Official shall be appointed by the City Manager of the City of Grover Beach and shall hold office at the pleasure of said City Manager. The Building Official or his/her authorized representative shall work under the direction of the Community Development Director. The Building Official is authorized and directed to administer and enforce all provisions and codes adopted by this Chapter and for such purpose shall have the powers of a police officer.

Sec. 8101. Adoption of the California Building Standards Administrative Code. The 2022 edition of the California Building Standards Administrative Code, is hereby adopted as the Building Standards Administrative Code of the City of Grover Beach.

Sec. 8102. Adoption of the California Building Code. The 2022 edition of the California Building Code, including Appendix B, G, I, J, and P is hereby adopted as the Building Code of the City of Grover Beach except for the following revisions.

A. Sections 903.2 through 903.2.11.3 shall be deleted in its entirety and replaced with the following:

Section 903.2. Where required. Approved automatic sprinkler systems shall be installed in the following locations:

1. In all new buildings and structures.

2. In additions or alterations for all buildings or structures as follows:
a. Throughout structures where additions add more than 50% to the existing square footage, and results in a total square footage equal or greater than of 1,000 square feet.
b. Throughout structures where alterations remove more than 50% of the exterior walls and/or remove more than 50% of the roof framing.
c. Where there is a change of occupancy to a more hazardous use as determined by the Building Official or Fire Chief based on Table 903.2.1.

Table 903.2.1
Hazard Categories
Relative Hazard Occupancy Classifications
1 (Highest Hazard) H
2 I-2, I-2.1, I-3, I-4, L
3 A, E, I-1, M, R-1, R-2, R-2.1, R-4
4 B, F-1, R-3, R-3.1,S-1
5 (Lowest Hazard) F-2, S-2, U
Ordinance No. 22-10 Page 3
d. These requirements will be applicable to the combined square footage of all building permits issued for the address or site since January 1, 2012.

Sec. 8103. Adoption of the California Residential Code. The 2022 edition of the California Residential Code, including Appendix AH, AK, and AQ, AX, and AZ is hereby adopted as the Residential Code of the City of Grover Beach except for the following revisions.

A. Sections R313.1 Exception and R313.2 shall be deleted in its entirety and replaced with the following:

Section R313.1 Exception and R313.2. An automatic residential fire sprinkler system shall be installed in additions or alterations for all buildings or structures as follows:

1. Throughout structures where additions add more than 50% to the existing square footage and results in a total square footage in excess of 1,000 square feet.

2. Throughout structures where alterations remove more than 50% of the exterior walls and/or remove more than 50% of the roof framing.

3. Where there is a change of occupancy to a more hazardous use as determined by the Building Official or Fire Chief based on Table 903.2.1.

4. These requirements will be applicable to the combined square footage of all building permits issued for the address or site since January 1, 2012. Buildings or structures separated by less than ten feet shall be considered as a single building or structure.

B. Section R313.2.2. shall be added as follows:

1. Where an Accessory Dwelling Unit cannot comply with minimum access requirements, a horizontal dry pipe may be installed in lieu of fire sprinklers as approved by the Fire Chief.

Sec. 8104. Adoption of the California Electrical Code. The 2022 edition of the California Electrical Code, including Annex A, B, C, D, E, F, G, H and I is hereby adopted as the Electrical Code of the City of Grover Beach.

Sec. 8105. Adoption of the California Mechanical Code. The 2022 edition of the California Mechanical Code, including Appendix B, C and D, is hereby adopted as the Mechanical Code of the City of Grover Beach.

Sec. 8106. Adoption of the California Plumbing Code. The 2022 edition of the California Plumbing Code, including Appendix A, B, D, H, I and J, is hereby adopted as the Plumbing Code of the City of Grover Beach.

Ordinance No. 22-10 Page 4
Sec. 8107. Adoption of California Energy Code. The 2022 edition of the California Energy Code, including Appendix 1-A, is hereby adopted as the Energy Code of the City of Grover Beach.

Sec. 8108. Adoption of the California Historical Building Code. The 2022 edition of the California Historical Building Code, including Appendix A, is hereby adopted as the Historical Building Code of the City of Grover Beach.

Sec. 8109. Adoption of California Fire Code. The 2022 edition of the California Fire Code, including Appendix Chapters A, B, BB, C, CC, D, E, F, H, I and O is hereby adopted as the Fire Code of the City of Grover Beach except for the following revisions.

A. The following Sections of the 2022 California Fire Code shall be revised to delete and insert the following:

Section 101.1 Title. Delete “Name of Jurisdiction” and insert “The City of Grover Beach”.

Section 110.4 Violation Penalties. Delete “Specify Offense” and insert “Misdemeanor”.

Section 110.4 Violation Penalties. Delete “Amount” and insert “1,000.00”.

Section 110.4 Violation Penalties. Delete “Number of Days” and insert “365”.

Section 112.4 Failure to comply. Delete the first “Amount” and insert “triple the amount charged for the original permit fee(s)” and delete the second “Amount” and insert “$1,000.00”.

B. Section 503.1 of the 2022 California Fire Code shall be deleted in its entirety and replaced with the following:
503.1 Where required. Fire apparatus access roads shall be provided and maintained in accordance with Sections 503.1.1 through 503.1.3. In addition to fire access required by the California Fire Code and Article IX of the Grover Beach Municipal Code, alleys and common driveways are designated fire lanes and shall be maintained in accordance with sections 503.2.1, 503.3, and 503.4 of the California Fire Code.

EXCEPTION: Where common driveways were constructed prior to January 1, 1998, minimum width and height clearances may be modified by the Fire Chief.

EXCEPTION: Where common driveways do not exceed 40 feet in length.

EXCEPTION: Common driveways may be less than 20 feet in width as allowed by Article IX Section 3.50.100.C.2.

C. Section 903.2 through 903.2.11.3 of the 2022 California Fire Code shall be deleted in its entirety and replaced with the following:

Section 903.2. Where required. Approved automatic sprinkler systems shall be installed in the following locations:

1. In all new buildings and structures.

2. In additions or alterations for all buildings or structures as follows:

Ordinance No. 22-10 Page 5
a. Throughout structures where additions add more than 50% to the existing square footage, and results in a total square footage equal or greater than 1,000 square feet.
b. Throughout structures where alterations remove more than 50% of the exterior walls and/or remove more than 50% of the roof framing.
c. Where there is a change of occupancy to a more hazardous use as determined by the Building Official or Fire Chief based on Table 903.2.1.

Table 903.2.1
Hazard Categories
Relative Hazard Occupancy Classifications
1 (Highest Hazard) H
2 I-2, I-2.1, I-3, I-4, L
3 A, E, I-1, M, R-1, R-2, R-2.1, R-4
4 B, F-1, R-3, R-3.1,S-1
5 (Lowest Hazard) F-2, S-2, U
d. These requirements will be applicable to the combined square footage of all building permits issued for the address or site since January 1, 2012.

D. Appendix D Section D107.1 Exception 1 of the 2022 California Fire Code shall be deleted in its entirety.

Sec. 8109.1. Fire Code Official. The California Fire Code with amendments set forth in this Section shall be enforced by the Five Cities Fire Authority, which shall be operated under the Fire Chief of the Five Cities Fire Authority. The Fire Chief of the Five Cities Fire Authority may designate qualified individuals as inspectors as shall be necessary from time to time.

Sec. 8109.2. Recovery of Costs. Where an emergency situation is caused or exacerbated by a willful act, a negligent act, or a violation of the Fire Code, Building Code, or any other applicable law, ordinance or regulation, the cost of emergency service to mitigate and secure any emergency that is within the responsibility of the Fire Chief is a charge against the person who caused the emergency or who caused the circumstances leading to the creation of the emergency, and such person shall be liable for the costs of such services. Damages and expenses incurred by any public agency providing emergency services or mutual aid shall constitute a debt of such person and shall be collectible by the Fire Chief or City Manager or designee for proper distribution in the same manner as in the case of an obligation under contract expressed or implied. Costs and expenses as stated above shall include, but not be limited to, equipment and personnel committed and any payments required by the public agency to outside business firms requested by the public agency to mitigate or secure the emergency, monitor remediation, and clean up.

Sec. 8109.3. Issuance of Citations. Officers and employees within the City of Grover Beach authorized to issue citations are designated within Article I, Chapter 2 of the Grover Beach Municipal Code.

Ordinance No. 22-10 Page 6
Sec. 8110. Adoption of the California Existing Building Code. The 2022 edition of the California Existing Building Code, including Appendix A1, is hereby adopted as the Existing Building Code of the City of Grover Beach.

Sec. 8111. Adoption of the California Green Building Standards Code. The 2022 edition of the California Green Building Standards Code without appendices is hereby adopted as the Green Building Standards Code of the City of Grover Beach.

Sec. 8112. Adoption of the California Reference Standards Code. The 2022 edition of the California Reference Standards Code is hereby adopted as the Reference Standards Code of the City of Grover Beach.

Sec. 8113. Adoption of the International Property Maintenance Code. The 2021 edition of the International Property Maintenance Code is hereby adopted as the Property Maintenance Code of the City of Grover Beach, except for the following revisions.

A. The following Sections of the 2018 International Property Maintenance Code shall be revised to delete and insert the following:

Section 101.1 Title. Delete “Name of Jurisdiction” and insert “The City of Grover Beach”.

Section 103.5 Fees. Delete “Jurisdiction to insert appropriate schedule” and insert “The Grover Beach Master Fee Schedule”.

Section 112.4 Failure to comply. Delete the first “Amount” and insert “triple the amount charged for the original permit fee(s)” and delete the second “Amount” and insert “$1000.00”.

Section 302.4 Weeds. Delete “jurisdiction to insert height in inches” and insert “four inches”.

Section 304.14 Insect screens. Delete “during the period from [Date] to [Date]” and insert “year-round”.

Section 602.3 Heat supply. Delete “during the period from [Date] to [Date]” and insert “year-round”.

Section 602.4 Occupiable workspaces. Delete “during the period from [Date] to [Date]” and insert “year-round”.

Sec. 8114. Small Residential Rooftop Solar Energy System Review Process.

A. Definitions.

1. A "solar energy system" means either of the following:
(a) Any solar collector or other solar energy device whose primary purpose is to provide for the collection, storage, and distribution of solar energy for space heating, space cooling, electric generation, or water heating. (b) Any structural design feature of a building, whose primary purpose is to provide for the collection, storage, and distribution of solar energy for electricity generation, space heating or cooling, or for water heating.

2. A "small residential rooftop solar energy system" means all of the following:
a. A solar energy system that is no larger than ten (10) kilowatts alternating current nameplate rating or thirty (30) kilowatts thermal.
b. A solar energy system that conforms to all applicable state fire, structural, electrical, and other building codes as adopted or amended by the city and all state and city health and safety standards.
c. A solar energy system that is installed on a single or duplex family dwelling. d. A solar panel or module array that does not exceed the maximum legal building height as defined by the city.

Ordinance No. 22-10 Page 7

3. "Reasonable restrictions" on a solar energy system are those restrictions that do not significantly increase the cost of the system or significantly decrease its efficiency or specified performance, or that allow for an alternative system of comparable cost, efficiency, and energy conservation benefits.

B. Purpose. The purpose of the section is to adopt an expedited, streamlined solar permitting process that complies with the Solar Rights Act and AB 2188 to achieve timely and costeffective installations of small residential rooftop solar energy systems. The section encourages the use of solar systems by removing unreasonable barriers, minimizing costs to property owners and the city, and expanding the ability of property owners to install solar energy systems. The section allows the city to achieve these goals while protecting the public health and safety.

C. Applicability.

1. This ordinance applies to the permitting of all small residential rooftop solar energy systems in the city.

2. Small residential rooftop solar energy systems legally established or permitted prior to the effective date of this ordinance are not subject to the requirements of this ordinance unless physical modifications or alterations are undertaken that materially change the size, type, or components of a small rooftop energy system in such a way as to require new permitting. Routine operation and maintenance shall not require a permit.

D Solar Energy System Requirements.

1. All solar energy systems shall meet applicable health and safety standards and requirements imposed by the state and city.

2. Solar energy systems for heating water in single-family residences and for heating water in commercial or swimming pool applications shall be certified by an accredited listing agency as defined by the California Plumbing and Mechanical Code.

3. Solar energy systems for producing electricity shall meet all applicable safety and performance standards established by the California Electrical Code, the Institute of Electrical and Electronics Engineers, and accredited testing laboratories such as Underwriters Laboratories and, where applicable, rules of the Public Utilities Commission regarding safety and reliability.

E. Duties of Building Division.

1. All documents required for the submission of an expedited solar energy system application shall be made available on the publicly accessible city website.

2. Electronic submittal of the required permit application and documents by email, the internet, or facsimile shall be made available to all small residential rooftop solar energy system permit applicants.

3. An applicant's electronic signature shall be accepted on all forms, applications, and other documents in lieu of a wet signature. However, the final permit must be signed at the counter until the city develops an electronic permit issuance registration.

4. The building division shall adopt standard plan(s) and checklist(s) of all requirements with which small residential rooftop solar energy systems shall comply to be eligible for expedited review.

5. The small residential rooftop solar system permit process, standard plan(s), and checklist(s) shall substantially conform to recommendations for expedited permitting, including the checklist and standard plans contained in the most current version of the California Solar Permitting Guidebook adopted by the Governor's Office of Planning and Research.

Ordinance No. 22-10 Page 8

6. All fees prescribed for the permitting of small residential rooftop solar energy systems must comply with Government Code Section 65850.55, Government Code Section 66015, Government Code Section 66016, and State Health and Safety Code Section 17951.

F. Permit Review and Inspection Requirements.

1. The city shall adopt an administrative, nondiscretionary review process to expedite approval of small residential rooftop solar energy systems. The building division should issue a building permit or other nondiscretionary permit within the recommended timeframes contained in the most current version of the California Solar Permitting Guidebook adopted by the Governor's Office of Planning and Research upon receipt of a complete application that meets the requirements of the approved checklist and standard plan.

2. Review of the application shall be limited to the building official's review of whether the application meets local, state, and federal health and safety requirements.

3. The city shall not condition approval of an application on the approval of an association, as defined in Section 4080 of the Civil Code.

4. If an application is deemed incomplete, a written correction notice detailing all deficiencies in the application and any additional information or documentation required to be eligible for expedited permit issuance shall be sent to the applicant for resubmission.

5. The inspection shall be done in a timely manner and should include consolidated inspections.

6. If a small residential rooftop solar energy system fails inspection, a subsequent inspection is authorized.

Sec. 8115. Electrical Vehicle Charging Stations Review Process.

A. Definitions.

1. "Electric vehicle charging station" means any level of electric vehicle supply equipment station that is designed and built-in compliance with Article 625 of the California Electric Code, as it reads on the effective date of this section and delivers electricity from outside an electric vehicle into a plug-in electric vehicle.

2. A "feasible method to satisfactorily mitigate or avoid the specific, adverse impact" includes but is not limited to, any cost-effective method, condition or mitigation imposed on another similarly situated application in a prior successful application for a permit.

3. "Specific adverse impact" means a significant, quantifiable, direct, and unavoidable impact, based on objective, identified, and written public health or safety standards, policies or conditions as they existed on the date the application was deemed complete.

B. Purpose. The purpose of the section is to adopt an expedited, streamlined electrical vehicle charging station permitting process that complies with the Electrical Vehicle Charging Stations Open Access Law and AB 1236 to achieve timely and cost-effective installations of electric vehicle charging stations. The section encourages the use of electrical vehicle charging stations by removing unreasonable barriers, minimizing costs to property owners and the city, and expanding the ability of property owners to install electrical vehicle charging stations. The section allows the city to achieve these goals while protecting the public health and safety.

Ordinance No. 22-10 Page 9
C. Applicability.

1. This ordinance applies to the issuance of building permits for electric vehicle charging stations in the city. All requirements of building permit applications in Title 24 for electric vehicle charging stations that are not addressed in this section shall remain in effect.

2. Electric vehicle charging stations legally established or permitted prior to the effective date of the ordinance are not subject to the requirements of this ordinance unless physical modifications or alterations are undertaken that materially change the size, type, or components of an electronic vehicle charging station in such a way as to require new permitting. Routine operation and maintenance shall not require a permit.

D. Electric Vehicle Charging Station Requirements.

1. All electric vehicle charging stations shall meet applicable health and safety standards and requirements imposed by the state and the city.

2. Electric vehicle charging stations shall meet all applicable safety and performance standards established by the California Electrical Code, the Society of Automotive Engineers, the National Electrical Manufacturers Association, and accredited testing laboratories such as Underwriters Laboratories and, where applicable, rules of the Public Utilities Commission regarding safety and reliability.

E. Duties of Building Division.

1. All documents required for the submission of an expedited electric vehicle charging station building permit application shall be made available on the city website.

2. Electronic submittal of the required building permit application and documents by email, the internet, or facsimile shall be made available to all electric vehicle charging station permit applicants.

4. The building division shall adopt a checklist of all requirements with which electric vehicle charging stations shall comply to be eligible for expedited review.

5. The electric vehicle charging stations permit process and checklist shall substantially conform to recommendations for expedited permitting, including the checklist contained in the most current version of the Plug-In Electric Vehicle Infrastructure Permitting Checklist of the "Zero-Emission Vehicles in California: Community Readiness Guidebook" adopted by the Governor's Office of Planning and Research.

F. Permit Review and Inspection Requirements.

1. The city shall adopt an administrative, nondiscretionary review process to expedite approval of electrical vehicle charging stations. The building division should issue a building permit or other nondiscretionary permit as expeditiously as possibly upon receipt of a complete application that meets the requirements of the approved checklist and standard plan.

2. Review of the application shall be limited to the Building Official's review of whether the application meets local, state, and federal health and safety requirements.

3. If an application is deemed incomplete, a written correction notice detailing all deficiencies in the application and any additional information or documentation required to be eligible for expedited permit issuance shall be sent to the applicant for resubmission.

4. The Building Official may require an applicant to apply for a Use Permit if the Official finds, based on substantial evidence, that the electric vehicle charging station could Ordinance No. 22-10 Page 10
have a specific, adverse impact upon the public health and safety. Such decisions may be appealed to the Planning Commission pursuant to Article IX Chapter 7.

5. If a Use Permit is required, the Planning Commission may deny such application if it makes written findings based upon substantive evidence in the record that the proposed installation would have a specific, adverse impact upon public health or safety and there is no feasible method to satisfactorily mitigate or avoid the adverse impact. Such findings shall include the basis for the rejection of the potential feasible alternative for preventing the adverse impact.

6. Any condition imposed on an application shall be designed to mitigate the specific, adverse impact upon health and safety at the lowest possible cost.

Sec. 8116. Permits Issued to Correct Code Violation. Permits issued to correct code violations pursuant to an active code enforcement case shall be valid for a period of 90 days. Extensions to the permit may be granted at the discretion of the building official. Performance or approval of a required inspection will not automatically extend the permit.

PART 3. That each of the changes or modifications to measures referred to herein are reasonably necessary because of local climatic, geographical, or topographical conditions in the area encompassed by the boundaries of the City of Grover Beach and the findings set forth in a separate Resolution are hereby adopted and support the local necessity for the changes or modifications.

PART 4. This ordinance is exempt from the California Environmental Quality Act (CEQA) pursuant to the General Rule (14 C.C.R. Section 15061(b)(3)) because it can be seen with certainty that the project will have no possibility for causing a significant effect on the environment.

PART 5. If any section, subsection, subdivision, paragraph, sentence, clause, or phrase of this Ordinance or any part thereof is for any reason held to be in violation of the law, such decision shall not affect the validity of the remaining portion of this Ordinance or any part thereof. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause, or phrase thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses or phrases be declared in violation of the law.

PART 6. This Ordinance shall take effect January 1, 2023. Within fifteen (15) days after its adoption, it shall be published in full, together with the names of the Council Members voting in favor, in a newspaper of general circulation within the City.

Ordinance No. 22-10 Page 11
INTRODUCED at a regular meeting of the City Council held on October 11, 2022 and PASSED, APPROVED and ADOPTED by the City Council on November 14, 2022 on the following roll call vote, to wit:

AYES: Council Members –
NOES: Council Members –
ABSENT: Council Members –
ABSTAIN: Council Members –

JEFF LEE, MAYOR
ATTEST:
_________________________________

WENDI SIMS, CITY CLERK
APPROVED AS TO FORM:
_________________________________
DAVID P. HALE, CITY ATTORNEY
**DRAFT**
Agenda Item No. 8

CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: November 14, 2022 FROM: Matthew Bronson, City Manager
PREPARED BY: Greg Ray, Public Works Director/City Engineer SUBJECT: Award of Consulting Contract for Development Impact Fee Study

RECOMMENDATION
Award the contract for professional consulting services for the Development Impact Fee Study to Willdan Financial Services in the amount of $56,340 and authorize the City Manager to execute the contract on behalf of the City along with change orders not to exceed $10,000.

BACKGROUND
The City currently assesses a variety of development impact fees on new developments which are included in the City’s Master Fee Schedule. Development impact fees are a mechanism for new developments to provide funding for increases in the City’s infrastructure, facility, and service needs due to the development. The City has not adjusted these fees in 15 years despite the rising cost of addressing these needs.

The City solicited proposals from qualified consulting firms to prepare a Development Impact Fee Study and make recommendations to the Council on new and updated fees. The intent of this process is for the consultant to:
• Independently assess and evaluate the City’s proposed infrastructure and facility improvements and determine a reasonable build-out population • Provide a nexus and recommendation for new fees
• Propose a fair and reasonable fee structure that shall adequately fund capital costs of necessary infrastructure and facilities needed to serve new development in compliance with the Mitigation Fee Act (California Government Code Section 66000 et seq., also known as Assembly Bill 1600).

Proposals for the Development Impact Fee Study were opened on October 12, 2022. The City received proposals from Willdan Financial Services (Willdan) and DTA. A team consisting of staff from the Public Works and Community Development Departments reviewed and ranked the two proposals and determined that Willdan was the most qualified firm to conduct this work. The cost estimates are $56,340 from Willdan and $59,700 from DTA.

Staff is recommending award of contract to Willdan in the amount of $56,340. Pending this award, the preliminary work, data review and collection on this project is expected to begin in late November 2022. The actual project schedule will be determined following award of contract.

Staff Report: Award of Contract for Development Impact Fee Study Page 2 November 14, 2022

FISCAL IMPACT
The Development Impact Fee Study will be funded via a combination of funding from the General and Enterprise Funds. The total project cost is estimated at $56,340 and staff is recommending approval of the contract along with authority to execute change orders not to exceed $10,000.

ALTERNATIVES
The Council has the following alternatives to consider:

1. Award the contract for professional consulting services for the Development Impact Fee Study to Willdan Financial Services in the amount of $56,340 and authorize the City Manager to execute the contract on behalf of the City along with change orders not to exceed $10,000; or

2. Delay award of the project and provide additional direction to staff; or

3. Reject all proposals, modify the project, and re-advertise for proposals as soon as possible.

PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act.

Attachments

1. Willdan Proposal
City of
Grover Beach
October 11, 2022
Proposal for
Development Impact
Fee Study
Attachment 1
T 951.587.3500  800.755.6864 | F 951.587.3510  888.326.6864 | 27368 Via Industria, Suite 200, Temecula, CA 92590 www.willdan.com i October 11, 2022
Mr. Greg Ray
Public Works Director/City Engineer
City of Grover Beach
154 South Eighth Street
Grover Beach, California 93433
Re: Proposal to Prepare a Development Impact Fee Study for the City of Grover Beach Dear Mr. Ray;
Willdan Financial Services (“Willdan”) is pleased to present this proposal to the City of Grover Beach (“City”) to prepare a Development Impact Fee Study. Willdan’s project approach helps to ensure the preparation of an impact fee study that will withstand technical challenges and public scrutiny. Given Willdan’s unmatched impact fee experience, we are well positioned to serve the City and help achieve established long-term goals. Outlined below are the advantages and benefits that Willdan will provide to the City.

Direct ongoing experience with the City of Grover Beach. Since 2016, Willdan has provided professional consulting services to the City, specific to the Water and Wastewater Financial Analysis and Rate Study, as well as the Building User Fee Study. Where possible, we will leverage our knowledge of your operations and relationships with key staff to facilitate and expedite our data gathering and work, focusing less time on data gathering and more on analysis, allowing City staff to focus their time on direct City operations.

Unmatched experience implementing and defending fee programs. Willdan’s impact fee staff has assisted more than 100 California government agencies with the development and/or update of all fee types and is fortunate to be in a position that will provide a tremendous benefit to the City. Each project has required defensible documentation and thorough coordination of fee program changes for different agency departments and stakeholders within the business community. In some cases, Willdan has been required to negotiate fees with stakeholders and, on occasion, defend them in meetings and public forums.

We are particularly strong in advising our clients on the advantages and disadvantages of different fee schedule structures (citywide versus multiple-fee districts/zones; more versus fewer land-use categories; etc.) and methods of fee calculation that are based on the City’s and stakeholder priorities. Impact fees also need to be developed in compliance with the Mitigation Fee Act (California Government Code Section 66000 et seq., also known as Assembly Bill 1600) so that they are defensible and transparent.

Innovative methodologies. As Willdan operates nationally, we possess unique experiences in numerous jurisdictions dealing with multiple challenges. Our ability to produce studies that accommodate various options and viewpoints ensures fair-minded and sensible projects. Our methodology and approach to impact fees has proven to be effective for cities and counties, the development community, and the public. Utilizing focus groups, with established guidelines, during the study, fully informs the development community and the public of the justification of the impact fees, and their positive effect on community growth.

Best-in-class infrastructure financing team that can work immediately to prepare an impact fee program. The Willdan team begins a project by evaluating the agency’s existing fee program, if available, and current capital planning policies and funding programs. Not all capital projects are amenable to funding from impact fee programs, and we identify sources that complement fee revenues to fully fund the capital improvement program. The team’s Principal-in-Charge James Edison and Project Manager Carlos Villarreal are well respected by our clients for their skill in proactively organizing a clear, consensus-based project approach.

Mr. Gary Ray, City of Grover Beach
Proposal to Prepare a Development Impact Fee Study
October 11, 2022
Page ii
Successful project completion. Willdan has successfully completed many development impact fee studies, including most recently in the Cities of Bell Gardens, Cudahy, Fountain Valley, Gonzales, Hollister, Moreno Valley, Pomona, Pismo Beach, Riverbank, and Santa Clara. These fee programs were approved by their respective governing bodies. Furthermore, Willdan recently kicked off development impact fee engagements with the County of Santa Barbara and the Cities of Arroyo Grande, Carpinteria and Fillmore.

We are excited about this opportunity to use our skills and expertise to serve the City of Grover Beach. To discuss any aspect of this submittal, please contact Managing Principal James Edison, his information is provided in the table below.

Contact Information
Managing Principal
James Edison, JD, MPP
66 Franklin Street, Suite 300, Oakland, California 94607 Tel#: (510) 912-4687 | Email: [email protected]
We look forward to hearing from you.

Sincerely,

WILLDAN FINANCIAL SERVICES
Chris Fisher
Vice President / Director
Development Impact Fee Study iii
City of Grover Beach, CA
Table of Contents
Statement of Qualifications ...................................................................................................................................... 1 Firm Profile ............................................................................................................................................................... 1 Key Personnel .......................................................................................................................................................... 2 James Edison, JD, MPP .......................................................................................................................................... 3 Carlos Villarreal, MPP .............................................................................................................................................. 5 Acceptance of Terms and Conditions ...................................................................................................................... 7 Past Performance and References ....................................................................................................................... 8 Development Impact Fee Experience...................................................................................................................... 8 Client References .................................................................................................................................................. 10 Project Proposal and Work Scope ....................................................................................................................... 12 Project Understanding ........................................................................................................................................... 12 Project Objectives .................................................................................................................................................. 12 Summary of Approach ........................................................................................................................................... 13 Work Plan .............................................................................................................................................................. 16 Project Schedule .......................................................................................................................................................... 19 Cost of Services ............................................................................................................................................................ 20 Additional Information ............................................................................................................................................. 22 Project Management .............................................................................................................................................. 22 Quality Assurance / Quality Control Process ......................................................................................................... 23 Development Impact Fee Study 1
City of Grover Beach, CA
Statement of Qualifications
Firm Profile
Willdan Financial Services, a California Corporation,
is an operating division within Willdan Group, Inc.
(WGI), which was founded in 1964 as an engineering
firm working with local governments. Today, WGI is a
publicly traded company (NASDAQ ticker: WLDN).

WGI, through its subsidiaries, provides professional
technical and consulting services that ensure the
quality, value and security of our nation’s
infrastructure, systems, facilities, and environment.

The firm has pursued two primary service objectives
since its inception—ensuring the success of its clients and enhancing its surrounding communities.

Willdan has over 1,500 employees working in more
than a dozen states across the U.S. Our employees
include a number of nationally recognized subject
matter experts for all areas related to the broadest
definition of connected communities — a team who
will be committed to contribute their expertise
throughout the duration of the City of Grover
Beach’s Development Impact Fee Study.

Willdan has solved economic, engineering and
energy challenges for local communities and
delivered industry-leading solutions that have
transformed government and commerce. Today, we
are leading our clients into a future accelerated by
change in resources, infrastructure, technology, regulations, and industry trends.

Willdan Financial Services
Established on June 24, 1988, Willdan Financial Services (“Willdan”), is a national firm and one of the largest public sector economic and financial analysis consulting firms in the United States. Since that time, we have helped over 800 public agencies successfully address a broad range of infrastructure challenges.

Our staff of over 70 full-time employees supports our clients by conducting year-round workshops and on-site training to assist them in keeping current with the latest developments in our areas of expertise. Willdan assists local public agencies by providing the following services.

Willdan Financial Services
Professional Services
 User fee studies
 Cost allocation studies
 Utility rate and cost of service studies
 Real estate economic analysis
 Feasibility studies
 Municipal advisory services
 Arbitrage rebate and continuing disclosure
 Economic development strategic plans
 Development impact fee establishment and analysis
 District administration services
 Property tax audits
 Tax increment finance district formation and
amendment
 Housing development and implementation strategies
 Debt issuance support
 Long-term financial plans and cash flow modeling

Development Impact Fee Study 2
City of Grover Beach, CA
Key Personnel
Our management and supervision philosophy for the project team is very simple: staff every position in sufficient numbers with experienced personnel to deliver a superior product and convey results to decision makers in meetings, on time and on budget. With that philosophy in mind, we have selected experienced professionals for the City of Grover Beach’s engagement. We are confident that our team possesses the depth of experience that will successfully fulfill the desired work performance.

City of Grover Beach Project Team
Key Team Member Project Role Responsibility to the Engagement James Edison, JD, MPP
Managing Principal Principal-in-Charge
 Ensure client satisfaction, flow of communication, and management of the project
 Technical guidance
 Project oversight
 Quality assurance & control
 Meeting and presentation attendance
Carlos Villarreal, MPP
Principal Consultant Project Manager
 Collect, interpret, and disseminate key data
 Day-to-day contact
 Production of key elements of the analyses
 Model development
 Report preparation
 Meeting and presentation attendance
Resumes and Organizational Chart
Provided on the pages that follow are resumes for the project team, as well as an organizational chart that outlines the reporting relationship for the proposed project team.

Development Impact Fee Study 3
City of Grover Beach, CA
Education
Juris Doctorate,
University of
California, Berkeley,
School of Law
Master of Public
Policy, Goldman
School of Public
Policy, University of
California, Berkeley
Bachelor of Arts,
magna cum laude,
Harvard University
Professional
Registrations
Member of State Bar,
California
Affiliations
Council of
Development Finance
Agencies
CFA Society of
San Francisco
Congress for the
New Urbanism
Urban Land Institute
Seaside Institute
International Economic
Development Council
25 Years’ Experience
James Edison, JD, MPP
Principal-in-Charge
Mr. James Edison specializes in the nexus between public and private, with expertise in publicprivate partnerships, and the benefits of economic development to municipalities and state, provincial, regional, and national governments. He possesses deep expertise in land use economics, with a specialty in finance and implementation, including fiscal impact and the public and private financing of infrastructure and development projects, both in the U.S. and internationally. Mr. Edison’s public-sector experience includes local and regional economic impact studies; fiscal impact evaluations; new government formation strategies; and the creation of impact fees, assessments, and special taxes to fund infrastructure and public facilities. He has conducted numerous evaluations of the economic and fiscal impact of specific plans and consulted on a wide variety of land use planning topics related to community revitalization and the economic and fiscal impacts of development.

As a former bond attorney, Mr. Edison understands the legal underpinnings and technical requirements of public financing instruments and has advised both public and private clients on the use of individual instruments, and the interaction between those instruments and the needs of developers and project finance.

Related Experience
City of Fillmore, CA – North Fillmore Specific Plan Nexus Study: Mr. Edison is currently assisting the City with an analysis of development impact fees needed to finance public facilities necessary for the development of the North Filmore Specific Plan. Public facilities included in this analysis include water, sewer systems, recycled water, and streets.

City of Pismo Beach, CA – Development Impact Fee Update: Mr. Edison served in the role of principal-in-charge of an update to the City’s impact fee program. The program included the following facilities: police, fire protection, park and recreation improvements, water system improvements, wastewater, traffic, and general government/administrative facilities. Prior to fee program adoption, a stakeholder meeting was held to inform the public about the project, and to solicit feedback from the development community.

City of Morgan Hill, CA – Development Impact Fee Update: Mr. Edison was the principal-incharge of the update of the City’s existing nexus study, which included general government, fire, police, parks and recreation, library, and storm drain fee categories. The project scope included stakeholder outreach.

County of Riverside, CA – Comprehensive Impact Fee Update: Mr. Edison led the effort to establish a comprehensive fee program for the County, including facilities fees for fire, police, parks, criminal justice, libraries, and traffic. He prepared the technical and analytical documents necessary to calculate the fee and establish the necessary nexus to collect it, as well as presented the fees during public hearings to the County Board of Supervisors. Furthermore, Mr.

Edison is currently leading an update to the County’s development impact fees for 2030.

City of Murrieta, CA – Master Facilities Plan and Development Impact Fee Calculation Report Update: Mr. Edison served as the principal-in-charge of the City’s study to update their Master Facilities Plan and Development Impact Fee Calculation Report, to ensure that new development pays the capital costs associated with growth.

City of Alameda, CA – Comprehensive Impact Fee Update: Mr. Edison led the Willdan team that updated the City of Alameda’s impact fee programs, as well as created a separate impact fee program for Alameda Point, the former Alameda Naval Air Station.

City of Santa Clara, CA – Parks Fee Update: Mr. Edison served as principal-in-charge of the City’s park impact fee update. This project included a demographic analysis and estimation of the cost of acquiring and improving public park land.

Development Impact Fee Study 4
City of Grover Beach, CA
City of Fremont, CA – Comprehensive Impact Fee Update: From May 2013 through April 2015, Mr. Edison led the Willdan team in the successful update of the impact fee programs for the City of Fremont. The effort included an update of the City’s transportation impact fee program and capital improvement program. Willdan was re-selected to update the City’s impact fee program through a competitive bid process in early 2020. Mr. Edison is currently overseeing this project as well.

City of Pacifica, CA – Park Fee Update: Mr. Edison served as project manager to update the City’s park fee to include new costs and to impose fees for home expansion/remodels, in addition to new development. Mr. Edison is currently managing a park in-lieu fee study for the City.

J. Edison
Resume Continued
Development Impact Fee Study 5
City of Grover Beach, CA
Education
Master of Public
Policy, Goldman
School of Public
Policy, University of
California, Berkeley
Bachelor of Arts,
Geography, University
of California, Los
Angeles; Minor in
Public Policy and
Urban Planning
Areas of Expertise
Fiscal Impact Analyses
Development Impact
Fees
Public Facilities
Financing Plans
GIS Analysis
16 Years’ Experience
Carlos Villarreal, MPP
Project Manager
Principal Consultant Carlos Villarreal has been selected to serve in the role of project manager due to his experience documenting nexus findings for development impact fees, preparing capital improvement plans, facilitating stakeholder involvement, and analyzing the economic impacts of fee programs. He has supported adoption of fee programs funding a variety of facility types.

Related Experience
City of Pismo Beach, CA – Development Impact Fee Update: Mr. Villarreal served in the role of project manager for the City’s impact fee project. The program included: police, fire protection, park and recreation improvements, water system improvements, wastewater, traffic, and general government/administrative facilities. Prior to fee program adoption, a stakeholder meeting was held to inform the public about the project, and to solicit feedback from the development community.

City of Carpinteria, CA – Development Impact Fee Update: Mr. Villarreal served in the role of lead analyst to update the City of Carpinteria’s impact fees, which included highways and bridges, streets and thoroughfares, traffic control, parking, storm drain, general government, aquatic, park and recreation, and open space. The City has engaged Willdan again to update their impact fees and Mr. Villarreal is serving in the role of project manager.

City of McFarland, CA – Impact Fee Study Update: Mr. Villarreal served as project manager updating the City’s development impact fee program. The study comprehensively updated the City’s fee program, incorporating new facility master planning and infrastructure costs necessary to facilitate expected development in the City through 2040. The fees were adopted by the City Council in 2020.

County of Riverside, CA – Comprehensive Impact Fee Update: Mr. Villarreal served as the lead analyst in the effort to establish a comprehensive fee program for the County, including facilities fees for fire, police, parks, criminal justice, libraries, and traffic. He assisted in the preparation of the technical and analytical documents necessary to calculate the fees and establish the necessary nexus. Mr. Villarreal is once again serving on the project team to update the County’s impact fees through 2030.

County of San Benito, CA – Comprehensive Impact Fee Study: As project manager, Mr.

Villarreal assisted the County with the preparation of an updated and expanded impact fee program. The study included updates to the following fees: capital improvements, road equipment, fire mitigation, and park and recreation.

City of Soledad, CA – Development Impact Fee Study Update: Mr. Villarreal managed the update of the City’s impact fee program, specifically changes in demographics, growth projections, project costs, and facility standards. In particular, the City had to revise its capital facilities needs to accommodate a much lower amount of growth than what was projected before 2007. The resulting fees funded new development’s share of planned facilities, while not overburdening development with unnecessary costs.

City of Morgan Hill, CA – Development Impact Fee Update: Mr. Villarreal served as lead analyst assisting with an update to the City’s existing nexus study, including general government, fire, police, parks and recreation, library, and storm drain fee categories. The project scope included stakeholder outreach. The City engaged Willdan again to update the study and Mr.

Villarreal served in the role of project manager.

City of Oroville, CA – Impact Fee Study Update: Mr. Villarreal served as project manager for a study updating the City’s development impact fee program, including parks, law enforcement, general government, fire suppression, and traffic facilities. The fee program was adopted by the City Council in 2015. The City engaged Willdan again to update the 2015 study, and Mr. Villarreal served in the role of project manager.

Development Impact Fee Study 6
City of Grover Beach, CA
County of Stanislaus, CA – Impact Fee Study Update: Mr. Villarreal served in the role of project manager for a study updating the County’s existing impact fee program. The program includes a range of facilities, like public protection, library, and parks. The study also included a transportation facilities impact fee, with different fees calculated for two zones in the County.

Considerable stakeholder outreach was an integral component of this project.

County of Los Angeles/City of Santa Clarita, CA – Law Enforcement Facilities Fee Study:

Mr. Villarreal assisted with the development of an impact fee program to fund law enforcement facilities serving the City of Santa Clarita, and other Antelope Valley jurisdictions within the County of Los Angeles. The analysis involved the comparison of law enforcement facilities serving incorporated and unincorporated areas.

C. Villarreal
Resume Continued
Development Impact Fee Study 7
City of Grover Beach, CA
Acceptance of Terms and Conditions
Willdan’s counsel has reviewed the City’s Professional Services Agreement provided within the Request for Proposal (“RFP”) and the terms and conditions presented are acceptable as presented.

Development Impact Fee Study 8
City of Grover Beach, CA
Past Performance and References
Development Impact Fee Experience
Managing Principal James A. Edison and his team have worked with public agencies on many community development projects, including the full range of analysis related to feasibility, economic and fiscal impacts, infrastructure finance, and negotiations with private developers. Willdan has been preparing impact fee nexus studies since the passage of the Mitigation Fee Act and is thoroughly familiar with both the Act and with the technical and policy issues surrounding impact fees.

The table identifies a partial listing of our development impact fee clients. Agencies listed in bold type face, within the following table, denote impact fee projects completed by proposed team members Managing Principal James Edison and/or Principal Consultant Carlos Villarreal.

Willdan Financial Services
Development Impact Fee Experience
Partial Client List
City of Alameda, CA City of Pomona, CA
City of Antioch, CA City of Rancho Mirage, CA
City of Arroyo Grande, CA City of Rialto, CA
City of Artesia, CA City of Richmond, CA
City of Banning, CA City of Rio Rancho, NM
City of Bell Gardens, CA City of Rio Vista, CA
City of Bellflower, CA City of Riverbank, CA
City of Brea, CA City of Rosemead, CA
City of Calimesa, CA City of Roseville, CA
City of Carpinteria, CA City of San Carlos, CA
City of Clovis, CA City of San Fernando, CA
City of Coachella, CA City of San Ramon, CA
City of Commerce, CA City of Santa Clara, CA
City of Compton, CA City of Santa Clarita, CA
City of Corona, CA City of Sierra Madre, CA
City of Covina, CA City of Soledad, CA
City of Cudahy, CA City of South Gate, CA
City of Daly City, CA City of South San Francisco, CA
City of Dixon, CA City of St. Helena, CA
City of Dublin, CA City of Tehachapi, CA
City of El Monte, CA City of Thousand Oaks, CA
City of El Segundo, CA City of Tracy, CA
City of Emeryville, CA City of Upland, CA
City of Fillmore, CA City of Visalia, CA
City of Fountain Valley, CA Contra Costa Fire Protection District, CA City of Fremont, CA County of Butte, CA
City of Garden Grove, CA County of El Dorado, CA
City of Gilroy, CA County of Kern, CA
City of Gonzales, CA County of Kings, CA
Development Impact Fee Study 9
City of Grover Beach, CA
Willdan Financial Services
Development Impact Fee Experience
Partial Client List
City of Goose Creek, SC County of Los Angeles, CA
City of Greenfield, CA County of Madera, CA
City of Hawthorne, CA County of Merced, CA
City of Healdsburg, CA County of Placer, CA
City of Hercules, CA County of Riverside, CA
City of Hollister, CA County of Sacramento, CA
City of Huntington Beach, CA County of San Benito, CA
City of Huntington Park, CA County of San Diego, CA
City of Indian Wells, CA County of San Joaquin, CA
City of Irwindale, CA County of Santa Barbara, CA
City of Kingsburg, CA County of Shasta, CA
City of La Mesa, CA County of Solano, CA
City of La Verne, CA County of Sonoma, CA
City of Laguna Hills, CA County of Stanislaus, CA
City of Lake Elsinore, CA County of Tulare, CA
City of Lancaster, CA County of Yolo, CA
City of Livermore, CA Dixon Public Library District, CA City of Long Beach, CA East Contra Costa Fire Protection District, CA City of Madera, CA Kern Council of Governments, CA
City of Manteca, CA March Joint Powers Authority, CA
City of Menifee, CA Milpitas Unified School District, CA Town of Mead, CO Mountain View Fire Protection District, CA City of Montebello, CA Oakdale Rural Fire Protection District, CA City of Monterey, CA Rodeo-Hercules Fire Protection District, CA City of Moreno Valley, CA San Gorgonio Memorial Healthcare District, CA City of Morgan Hill, CA San Miguel Fire Protection District, CA City of Murrieta, CA Shasta County Regional Transportation Agency, CA City of Oroville, CA Stanislaus Council of Governments, CA City of Pacifica, CA Stanislaus County Fire Protection District, CA City of Parkland, FL Stockton-San Joaquin Library District, CA City of Petaluma, CA Suisun Fire Protection District, CA City of Pismo Beach, CA Tehachapi Valley Rec. & Park District, CA City of Pittsburg, CA Town of Windsor, CA
City of Placer Hills, CA Tulare County Association of Governments, CA City of Pleasant Hill, CA Village of Taos Ski Valley, NM Development Impact Fee Study 10
City of Grover Beach, CA
Client References
Provided below are client references for projects completed by Willdan and the project team members proposed herein, which demonstrates our ability to provide the requested services. We are proud of our reputation for customer service and encourage you to contact our past clients regarding our commitment to excellence.

City of Pismo Beach, CA
Development Impact Fee Study
Willdan assisted the City of Pismo Beach with an update to their impact fee program. The program included the following facilities: police, fire protection, park and recreation improvements, water system improvements, wastewater, traffic, and general government/administrative facilities. This project was warranted due to the amount of time that had elapsed since the prior update, coupled with the adoption of new and revised public facility master plans that complemented the updated impact fees.

Prior to fee program adoption, Willdan held a stakeholder meeting to inform the public about the project, and to solicit feedback from the development community.

Client Contact: Ms. Nadia Feeser, Administrative Services Director 760 Mattie Road, Pismo Beach, CA 93449
Tel #: (805) 773-7010 | Email: [email protected]
City of Pomona, CA
Master Fee Schedule Update and Development Impact Fee Review In 2020, Willdan was selected to prepare a Master Fee Schedule Update and Development Impact Fee Review for the City of Pomona. This project also included the establishment of a User Fee Cost Recovery Policy.

The impact fee study centered upon the review and update of the following fee categories: roadway facilities and traffic signals; storm drainage; public safety (fire and police); potable and recycled water; parks and recreation; and sewer. The community was particularly focused on updating the City’s park impact fees, which had not been updated since the late 1980s and did not adequately mitigate the demands of new development for parks. Willdan prepared the study and presented the results at several City Council workshops prior to a public hearing where the program was adopted in July 2021.

The user fee study portion of this engagement involved the development of a cost allocation plan and a review of existing user fee programs. Based upon conversations with staff, recommendations were provided for fees that should be added to the City’s fee schedule that were not currently being charged. A cost-of-service analysis and model was developed that updated existing fees, as well as incorporated new ones, which was used to create an updated comprehensive fee schedule. Fees were successfully implemented in early 2021.

Client Contact: Mr. Andrew Mowbray, Finance Director
505 South Garey Avenue, Pomona, CA 91766
Tel #: (909) 620-2353 | Email: [email protected] Development Impact Fee Study 11
City of Grover Beach, CA
City of Fountain Valley, CA
Development Impact Fee Update
Willdan comprehensively updated the City of Fountain Valley’s impact fee program to account for current infrastructure needs and costs. The fee program included traffic, as well as park and recreation facilities. The study also included fees for the Fountain Valley Crossings Specific Plan, which will fund a share of the infrastructure necessary to facilitate the redevelopment of the Specific Plan area.

Client Contact: Ms. Jennifer Lampman, Finance Director
10200 Slater Avenue, Fountain Valley, CA 92708
Tel #: (714) 593-4501 | Email: [email protected]

City of Lawndale, CA
Development Impact Fee Study
Willdan helped guide the City of Lawndale through establishing a development impact fee program to fund new development’s share of future facilities. Prior to this 2019/2020 engagement, the City had not adopted impact fees.

The fee program will fund the following categories: parking, transportation, parks, and public safety (police) facilities.

The City is largely built-out and most of the new development is in-fill, which required the nexus study to identify a reasonable share of future facilities that could be funded by growth.

Client Contact: Mr. Sean Moore, MPA, MPS, AICP (Former Lawndale Community Development Director) City of Rialto, Director of Community Development
150 South Palm Avenue, Rialto, CA 92376
Tel #: (909) 820-2505 | Email: [email protected]
City of Morgan Hill, CA
Development Impact Fee Study
Willdan was initially retained by the City of Morgan Hill, dating back to 2008, to conduct a development impact fee and nexus study, which included general government, fire, police, parks and recreation, library, and storm drain fee categories. This project also included stakeholder outreach.

Most recently, the City once again engaged Willdan to update their impact fees in October 2017, which was completed in July 2019. This update included the following facilities: traffic (roads and bikeways), water, sewer, drainage, police, fire, parks, library, and public facilities.

Client Contact: Mr. Dat Nguyen, Finance Director
17575 Peak Avenue, Morgan Hill, CA 95037
Tel #: (408) 779-7237 | Email: [email protected] Development Impact Fee Study 12
City of Grover Beach, CA
Project Proposal and Work Scope
Project Understanding
The City of Grover Beach (“City”) is located in the southern portion of the County of San Luis Obispo, along the Pacific Ocean. Approximately 13,000 residents reside within the 2 square miles that comprise Grover Beach. The City is almost built out, averaging less than 20 new residential units annually over the last decade. Although it is expected that in-fill multi-family and mixed-use project will increase in the next ten years.

At present it is the City’s desire to undergo a Development Impact Fee Study to ensure a fair and reasonable fee structure, while meeting the requirements of the California Mitigation Fee Act (California Government Code 66000 et seq). The goal of this study is to fund new development’s share of planned facilities, while not overburdening development with unnecessary costs.

Listed below are the City’s existing development impact fees, most of which were previously updated in 2005. It is understood that the City would like to explore new facility fee categories and that the transportation impact fee is not a part of this engagement.
 Administrative
 Fire Protection
 Law Enforcement
 Park Improvement
 Park Land
 Recreational Facilities
 Storm Water
 Water Infrastructure
 Water
 Wastewater
Project Objectives
The objective of this project is to establish/update development impact fees pursuant to State law. To accomplish this objective, this study will:
 Develop a technically defensible fee justification, based on the reasonable relationship and deferential review standards;
 Review and update facility standards, capital facilities plans and costs, and development and growth assumptions;
 Provide a schedule of maximum-justified fees by land use category; and  Provide comprehensive documentation of assumptions, methodologies, and results, including findings required by the Mitigation Fee Act.

Public Facilities Financing in California
The changing fiscal landscape in California during the past 40 years has steadily undercut the financial capacity of local governments to fund infrastructure. Four dominant trends stand out:

1. The passage of a string of tax limitation measures starting with Proposition 13 in 1978 and continuing through the passage of Proposition 218 in 1996;

2. Declining popular support for bond measures to finance infrastructure for the next generation of residents and businesses;

3. Steep reductions in Federal and State assistance; and

4. Permanent shifting by the State of local tax resources to the State General Fund to offset deficit spending brought on by recessions.

Faced with these trends, many cities and counties have had to adopt a policy of "growth pays its own way." This policy shifts the burden of funding infrastructure expansion from existing rate and taxpayers onto new development.

This funding shift has been accomplished primarily through the imposition of assessments, special taxes, and development impact fees, also known as public facilities fees. Assessments and special taxes require approval of property owners or registered voters and are appropriate when the funded facilities are directly related to the developing property. Development impact fees, on the other hand, are an appropriate funding source for facilities that benefit development jurisdiction-wide. Impact fees need only a majority vote of the legislative body for adoption.

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City of Grover Beach, CA
Summary of Approach
Willdan’s methodology for calculating public facilities fees is both simple and flexible. Simplicity is important so that the development community and the public can easily understand the justification for the fee program. At the same time, we use our expertise to reasonably ensure that the program is technically defensible.

Flexibility is important, so we can tailor our approach to the available data, and the agency’s policy objectives. Our understanding of the technical standards established by statutes and case law suggests that a range of approaches are technically defensible. Consequently, we can address policy objectives related to the fee program, such as economic development and affordable housing. Flexibility also enables us to avoid excessive engineering costs associated with detailed facility planning. We calculate the maximum justifiable impact fee and provide flexibility for the agency to adopt fees up to that amount.

Development impact fees are calculated to fund the cost of facilities required to accommodate growth. The four steps followed in an impact fee study include:
 Estimate existing development and future growth: Identify a base year for existing development and a growth forecast that reflects increased demand for public facilities;  Identify facility standards: Determine the facility standards used to plan for new and expanded facilities;  Determine facilities required to serve new development and their costs: Estimate the total amount and cost of planned facilities, and identify the share required to accommodate new development; and  Calculate fee schedule: Allocate facilities costs per unit of new development to calculate the public facilities fee schedule.

We discuss key aspects of our approach to each of these steps in the subsections that follow.

Growth Projections
In most cases, we recommend use of long-range market-based projections of new development. By “long-range” we suggest 20 to 30 years to capture the total demand often associated with major public facility investments; and support analysis of debt financing, if needed. In contrast to build out projections, market-based projections provide a more realistic estimate of development across all land uses.

Facility Standards
The key public policy issue in development impact fee studies is the identification of facility standards (second bullet above). Facility standards document a reasonable relationship between new development and the need for new facilities. Standards ensure that new development does not fund deficiencies associated with existing development.

Our approach recognizes three separate components of facility standards.

1. Demand standards determine the quantity of facilities required to accommodate growth. Examples include park acres per thousand residents, square feet of library space per capita, or gallons of water per day.

Demand standards may also reflect a level of service such as the vehicles-to-capacity (V/C) ratio used in traffic planning.

2. Design standards determine how a facility should be designed to meet expected demand, for example park improvement requirements and technology infrastructure for office space. Design standards are typically not explicitly evaluated as part of an impact fee analysis but can have a significant impact on the cost of facilities.

Our approach incorporates current facility design standards into the fee program to reflect the increasing construction cost of public facilities.

3. Cost standards are an alternate method for determining the amount of facilities required to accommodate growth based on facility costs per unit of demand. Cost standards are useful when demand standards were not explicitly developed for the facility planning process. Cost standards also enable different types of facilities to be analyzed based on a single measure (cost or value), useful when disparate facilities are funded by a single fee program. Examples include facility costs per capita, per vehicle trip, or cost per gallon of water per day.

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City of Grover Beach, CA
Identifying New Development Facility Needs and Costs
We can take several different approaches to identify facility needs and costs to serve new development. Typically, this is a two-step process: 1) identify total facility needs; and 2) allocate to new development its fair share of those needs. Total facility needs are often identified through a master facility planning process that typically takes place concurrent with or prior to conducting the fee study. Engineered facility plans are particularly important in the areas of traffic, water, sewer, and storm drain due to the specialized technical analysis required to identify facility needs.

There are three common methods for determining new development’s fair share of planned facilities costs:
1) the existing inventory method; 2) the planned facilities method; and 3) the system plan method. Often the method selected depends on the degree to which the community has engaged in comprehensive facility master planning to identify facility needs. The formula used by each approach and the advantages and disadvantages of each method is summarized as follows.

Existing Inventory Method
The existing inventory method allocates costs based on the ratio of existing facilities to demand from existing development as follows:

Current Value of Existing Facilities = $/unit of demand Existing Development Demand Under this method new development funds the expansion of facilities at the same standard currently serving existing development. By definition, the existing inventory method results in no facility deficiencies attributable to existing development. This method is often used when a long-range plan for new facilities is not available. Only the initial facilities to be funded with fees are identified in the fee study. Future facilities to serve growth are identified through an annual Capital Improvement Plan (CIP) and budget process, possibly after completion of a new facility master plan as is the case with this particular project.

Planned Facilities Method
The planned facilities method allocates costs based on the ratio of planned facility costs to demand from new development as follows:

Cost of Planned Facilities = $/unit of demand New Development Demand This method is appropriate when specific planned facilities can be identified that only benefit new development.

Examples include street improvements to avoid deficient levels of service or a sewer trunk line extension to a previously undeveloped area. This method is appropriate when planned facilities would not serve existing development. Under this method new development funds the expansion of facilities at the standards used for the master facility plan.

System Plan Method
This method calculates the fee based on the ratio of the value of existing facilities plus the cost of planned facilities divided by demand from existing plus new development:

Value of Existing Facilities + Cost of Planned Facilities = $/unit of demand Existing + New Development Demand This method is useful when planned facilities need to be analyzed as part of a system that benefits both existing and new development. It is difficult, for example, to allocate a new fire station solely to new development when that station will operate as part of an integrated system of fire stations that work together to achieve the desired level of service.

Police substations, civic centers, and regional parks are examples of similar facilities.

The system plan method ensures that new development does not pay for existing deficiencies. Often, facility standards based on policies such as those found in General Plans are higher than existing facility standards. This method enables the calculation of the existing deficiency required to bring existing development up to the policybased standard. The local agency must secure non-fee funding for that portion of planned facilities, required to correct the deficiency, to ensure that new development receives the level of service funded by the impact fee.

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City of Grover Beach, CA
Calculating the Fee Schedule
At its simplest, the fee schedule uses the cost per unit of demand discussed in the last subsection to generate the fee schedule. This unit cost is multiplied by the demand associated with a new development project to calculate the fee for that project. The fee schedule uses different demand measures by land use category to provide a reasonable relationship between the type of development and the amount of the fee. We are familiar with a wide range of methods for identifying appropriate land use categories and demand measures depending on the particular study.

Related Approach Issues
Funding and Financing Strategies
In our experience, one of the most common problems with impact fee programs and with many CIPs is that the program or plan is not financially constrained to anticipated revenues. The result is a “wish list” of projects that generate community expectations that often cannot be fulfilled. Our approach is to integrate the impact fee program into the local agency’s existing CIPs while encouraging those plans to be financially constrained to available resources. We clearly state the cost of correcting existing deficiencies, if any, to document the relationship between the fee program and the need for additional non-fee funding.

We can also address one of the most significant drawbacks of an impact fee program – the inability to support conventional public debt financing, so projects can be built before all fee revenues have been received. In collaboration with financial advisors and underwriters, we have developed specific underwriting criteria so that fees can be used to pay back borrowing if another source of credit exists. Typically, this approach involves the use of Certificates of Participation or revenue bonds that are calibrated so that they can be fully repaid using impact fee revenues.

Economic Development Concerns
The development community often is concerned that fees and other exactions will become too high for development to be financially feasible under current market conditions. Local agencies have several strategies to address this concern, including:
 Conducting an analysis of the total burden placed on development, by exactions, to see if feasibility may be compromised by the proposed fees;
 Gathering similar data on the total fee burden imposed by neighboring or competing jurisdictions;  Developing a plan for phasing in the fees over several years to enable the real estate market to adjust;  Providing options for developers to finance impact fees through assessments and other types of financing districts; and
 Imposing less than the maximum justified fee.

If less than the maximum justified fee is imposed, we will work with staff to identify alternative revenues sources for the CIP. The CIP should remain financially feasible to maintain realistic expectations among developers, policymakers, and the public.

Stakeholder Participation
Stakeholder participation throughout the study supports a successful adoption process. Our approach is to create consensus first, around the need for facilities based on agreed upon facility standards. Second, we seek consensus around a feasible funding strategy for these needs, leading to an appropriate role for impact fees.

Gaining consensus among various groups requires a balanced discussion of both economic development and community service objectives. Often, our approach includes formation of an advisory committee to promote outreach to and input from the development community and other stakeholders. We have extensive experience facilitating meetings to explain the program and gain input.

Program Implementation
Fee programs require a certain level of administrative support for successful implementation. Our final report will include recommendations for appropriate procedures, such as:
 Regularly updating development forecasts;
 Regularly updating fees for capital project cost inflation; Development Impact Fee Study 16
City of Grover Beach, CA
 Regularly updating capital facility needs based on changing demands;  Developing procedures for developer credits and reimbursements; and  Including an administrative charge in the fee program.

Work Plan
Willdan will work with the City to prepare a Development Impact Fee Study that is consistent with the Mitigation Fee Act and other relevant laws. We want to ensure that our scope of services is responsive to the City’s needs and specific local circumstances. We will work with the City to revise our proposed scope based on input prior to approval of a contract, and as needed during the course of the study. The fee categories anticipated to be included are as follows:
 Administrative
 Fire Protection
 Law Enforcement
 Park Improvement
 Park Land
 Recreational Facilities
 Storm Water
 Water Infrastructure
 Water
 Wastewater
Task 1: Preliminary Work, Data Review and Collection
Following contract award, a project kick-off meeting will be scheduled to meet with City staff to refine the work plan details, develop a timeline based on available information, and discuss data needs. Following the initial meeting, Willdan will work with the various City departments to collect the necessary and available data to perform the analysis and to establish the nexus for each fee component.

Task 2: Determine Land Uses/Growth Forecasts
To ensure appropriate cost allocations, Willdan will review the existing growth forecasts prepared by the San Luis Obispo Council of Governments (SLOCOG), the General Plan Land Use Element and EIR (2010), and other sources, if appropriate. Willdan will also consider potential new residential unit growth as a result of recent changes to State law (SB 9 and ADUs). Using this information, we will develop a reasonable projection for growth within Grover Beach.

Willdan can also determine whether any existing public infrastructure deficiencies exist, as well as the percentage of impact coming from new development in relation to existing deficiencies. Willdan can calculate this for the purpose of the City’s infrastructure planning process. It is important to note that impact fee revenues cannot be used to fund existing deficiencies, but rather only deficiencies and needs created by new development and therefore any existing deficiencies will not be part of the impact fee calculation.

Task 3: Analysis and Fee Calculations
Based on the data collected and developed, Willdan will work interactively with City staff to determine the most appropriate methodology and nexus (consistent with Government Code Sections 66000) to assign portions of proposed improvements to existing needs and future growth and proportionally divide the costs and establish the fees for anticipated development types.

Program 6.1 of the City's Housing Element indicates that residential development impact fees shall be modified to index fees based on the unit size providing lower fees for smaller units where there is a demonstrated nexus. Impact fees for other uses shall be based on square footage or the type of use, such as a hotel room. It is important to note that AB 602, passed in 2021 and effective July 1, 2022, creates a preference, essentially a “safe harbor,” for the calculation of residential impact fees on a per square foot basis.

Willdan will review the existing impact fees and provide recommendations as to whether each fee should be retained or eliminated. In addition, Willdan will also calculate a new impact fee for the City’s advanced water treatment facility, Central Coast Blue. Recommendations will be provided regarding whether new impact fees should be considered, such as water conservation.

The City Council currently does not collect an impact fee for new accessory dwelling units (ADUs). Willdan will provide a methodology for the assessment of fees on ADUs greater than 750 square feet pursuant to State law.

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City of Grover Beach, CA
Review existing master facilities plans and advise if updates are necessary. Provide a well-documented and defensible cost-of-service plan identifying reasonable rates to be updated and implemented. Fees will be calculated to provide facilities, equipment, infrastructure and services necessary to support the forecasted growth.

Willdan will review existing impact fee-related ordinances in the Grover Beach Municipal Code Article VII Public Works and X Revenue and Taxation and draft a new ordinance for adoption.

Task 4: Fee Comparison
The proposed new DIF analysis will also provide a comparison to surrounding cities (including, but not limited to, Arroyo Grande, Pismo Beach, and San Luis Obispo County) for reference. Willdan will prepare an analysis of impact fees charged to a series of prototype developments (such as residential, retail, etc.) in order to provide an “apples to apples” comparison, but the exact methodology and prototypes will be set in consultation with the City.

Task 5: Meeting Attendance
Willdan will attend the meetings listed below, as detailed in the RFP. At this time Willdan does not believe any additional meetings will be necessary, but such meetings can be added on a case-by-case basis as the project develops.
 Kick-off meeting to review objectives of the study, agree to methodology, exchange information, timing and schedule for all tasks, and to determine information to be provided by City staff. It is understood that this will be a virtual meeting.
 Review findings with City staff. Willdan will provide information to support findings to date and proposed impact fees. This meeting will also be virtual.
 City Council meeting to present a PowerPoint on the draft study report that will include, but not be limited to, a discussion regarding the methodology, whether previously completed projects should be included in the impact fees, as well as findings, providing alternatives, answer questions, and collect input for preparation of final report. This meeting will be attended in-person.
 Final City Council meeting to follow up to prior Council meeting and present final report. This meeting will be attended by Willdan in-person as well.

In the event an additional meeting is required Willdan has provided a cost for such a meeting in the cost proposal.

Task 6: Final Development Impact Fee Study
Willdan will prepare a final report to be submitted to the City containing background information, methodology, findings, and recommendations. More specifically, it is anticipated that the final report will contain the following at a minimum:
 Background information;
 Description of the overall methodology;
 Supporting justification;
 Calculations that demonstrate the legal nexus between recommended fees and the impact created by new development;
 Relationship between the fee's use and the type of project on which it would be imposed;  Purpose of the fee;
 How the fee would be used;
 Description of the relationship between the need for any additional facilities and the type of development project on which the fee would be imposed;
 Supply information and data necessary to make the findings required within Government Code Section 66001;
 Recommendations for increasing each fee annually based on indices used in common practice; and  Any additional matters that City staff should be made aware of, findings, and recommendations.

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City of Grover Beach, CA
Task 7: Draft Ordinance
Willdan will prepare a draft impact fee ordinance to replace the existing related ordinances in Articles VII and Article X of the Grover Beach Municipal Code.

Deliverables
It is understood that Willdan will be responsible for preparation of all documents, in both draft and final forms, as required by the Mitigation Fee Act and City requirements under contract. It is anticipated that such documents will include the following, as detailed below:

1. Administrative Draft Study for staff review (editable digital copy);

2. Draft Study and Ordinance for public distribution (editable digital copy); and

3. Final Study and Ordinance (five hardcopies and editable digital copy).

Document delivery will include electronic files in Microsoft Word, Excel and/or other programs utilized, as fully editable and unlocked files.

Staff Support
To complete our tasks, we will need the cooperation of City staff. We suggest that the City assign a key individual to represent the City as the project manager who can function as our primary contact. We anticipate that the City’s project manager will:
 Coordinate responses to requests for information;
 Coordinate review of work products; and
 Help resolve policy issues.

Willdan will rely on the validity and accuracy of the City’s data and documentation to complete the analysis. Willdan will rely on the data as being accurate without performing an independent verification of accuracy and will not be responsible for any errors that result from inaccurate data provided by the client or a third party. City shall reimburse Willdan for any costs Willdan incurs, including without limitation, copying costs, digitizing costs, travel expenses, employee time and attorneys' fees, to respond to the legal process of any governmental agency relating to City or relating to the project. Reimbursement shall be at Willdan’s rates in effect at the time of such response.

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City of Grover Beach, CA
Project Schedule Willdan is aware that time is of the essence for the City to begin this engagement. Typically, an impact fee update requires approximately six months, or 26 weeks, from notice to proceed to adoption. The proposed schedule, lasting approximately 20 weeks, can only be met with the cooperation of City staff.

Delays in responding to our requests for data and review will result in corresponding delays to the project schedule. If that is the case, we will notify the City immediately of the possible impact on the schedule.Furthermore, the Project Schedule denoted on page 6 of the RFP, as well as the meeting attendance information within Project Proposal & Work Scope located on RFP page 4, was utilized to create the following. Also took into consideration your City Council typically meets the second and fourth Monday of each month. It is important to note that the dates outlined within the RFP are a bit aggressive, but the Willdan team members will make their best effort to achieve those denoted herein.
31 7 14 21 28 5 12 19 26 2 9 16 23 30 9 16 23 27 6 13 20 27 3 10 17 24 Task 1: Preliminary Work, Data Review & Collection z1Task 2: Determine Land Uses/Growth Forecasts z2Task 3: Analysis and Fee Calculations z3Task 4: Fee Comparison z4Task 5: Meeting Attendance VM VM PR PHTask 6: Final Development Impact Fee Study z5 z6Task 7: Draft Ordinance Deliverables:
z4: Fee Comparison
z2: Development Growth Projections (table format) z5: Draft Fee Tables & Textz3: Cost Estimates for Identified Facilities z6: Administrative/Public Draft Report(s), Final Nexus Report, PowerPoint Presentation City of Grover Beach
Development Impact Fee Study
Project Schedule
z1: Information Request, Revised Schedule,
Summary of Policy Decisions (if needed)
November December March April
Scope of Services
January '23 February
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City of Grover Beach, CA
Cost of Services
Based upon the scope of work identified herein, Willdan proposes a not-to-exceed fixed fee of $56,340 to prepare the City’s Development Impact Fee Study. The table below provides a breakdown of the proposed fee by task and team member.

Notes
Please note the following:
 The fee denoted above includes attendance at up to four in-person meetings with City staff, stakeholders, and City Council, which include:
o One project kick-off meeting to be held virtually;
o One virtual meeting to review findings with City staff; o One in-person City Council meeting to present the draft report; and o One in-person City Council meeting to present the final report and fees for adoption.  The fee associated with attendance at additional in-person meetings will be $2,500 per meeting. Internal conference calls for the purposes of project management, document review, etc., are not considered meetings for this provision.
 Comprehensive written responses to resolve conflicts or preparation of more than one set of major revisions to the draft report, will be classified as Additional Services, and may require additional billing at hourly rates stated in the hourly rate schedule listed below. These additional fees shall only take effect once the fixed fee stated above has been exceeded.
 Our fixed fee includes all direct expenses associated with the project.  We will invoice the City monthly based on percentage of project completed.  Optional/additional services beyond the listed Scope of Services may be authorized by the City and will be billed at our then-current hourly overhead consulting rates.

J. Edison
Principal-in-Charge
C. Villarreal
Project Manager Total
$ 240 $ 210 Hours Cost
Scope of Services
Task 1: Preliminary Work, Data Review & Collection 8.5 20.0 28.5 6,240 $ Task 2: Determine Land Uses/Growth Forecasts 14.0 28.0 42.0 9,240 Task 3: Analysis & Fee Calculations 16.0 34.0 50.0 10,980 Task 4: Fee Comparison 14.0 5.0 19.0 4,140
Task 5: Meeting Attendance 28.0 20.0 48.0 10,680
Task 6: Final Development Impact Fee Study 16.0 40.0 56.0 12,240 Task 7: Draft Ordinance 3.0 10.0 13.0 2,820
Total Hours & Cost 174.0 82.5 256.5 56,340 $
City of Grover Beach
Development Impact Fee Study
Fee Proposal
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City of Grover Beach, CA
Additional Services
Provided below is Willdan’s hourly rate table identifying current hourly rates for additional or optional services.

Willdan Financial Services
Hourly Rate Schedule
Position Hourly Rate
Group Director $250
Managing Principal $240
Principal Consultant $210
Senior Project Manager $185
Project Manager $165
Senior Project Analyst $135
Senior Analyst $125
Analyst II $110
Analyst I $100
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Additional Information
Project Management
At Willdan, we utilize a Project Management Process/Approach that ensures projects are completed on time, within budget and most importantly yield results that match our clients’ expectations. We will document discussions leading to important policy decisions and/or the choice of critical assumptions used in constructing the analysis and model.

Following key stakeholder discussions, we will schedule a call to summarize findings and direction with City staff, to make certain that we are in agreement with stated objectives, and that feedback is incorporated as appropriate.

Through the process of providing regular updates and conducting status conference calls, potential issues will be highlighted, discussed, and resolved. Any deviances from the project timeline will be identified and plans will be developed for course corrections. If necessary, changes in approach or strategy will be discussed with City staff, to meet your needs. In doing this, we will ensure the project stays on track and evolves, based upon current thinking and outside dynamics.

Project Management
Define the
Project
Plan
the Project
Manage
the Project
Review the
Project
Communicate
the Project
 Identify the project
scope, set
objectives, list
potential
constraints,
document
assumptions.
 Define a course of
action and develop
an effective
communication
plan.
 Provide a forum for
applying the team’s
collective expertise
to solving difficult
analytical issues
that arise in
complex projects.
 Collaborate with
the project team
and client staff and
agree upon
deliverable dates
to meet the
estimated project
timeline.
 Assign workload
functions to
appropriately
qualified staff to
ensure milestones
are met, on time.
 Pre-schedule
quality control
meetings with
project team to
maintain the
progressive motion
of the project.
 Manage the
execution of the
project.
 Direct existing and
upcoming project
tasks.
 Control and
monitor work in
progress.
 Provide feedback
to client and
project team.
 Identify and
resolve deviances
from project
timeline.
 Review all work
product and
deliverables.
 Utilize structured
quality assurance
process involving
up to three levels
of review at the
peer level, project
manager level.
 Procure executive
officer level review.
 Communicate with
the client
regarding work
status and
progress.
 Ensure client is in
receipt of regular
status updates.
 Schedule regular
conference calls to
touch base.
 Inform client of
roadblocks, work
outside of
projected scope.

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Quality Assurance / Quality Control Process
Our quality control program is incorporated as a required element of Willdan’s day-to-day activities. There are three levels of reviews incorporated for our deliverables:
1) Peer review;
2) Project Manager review; and
3) Final quality assurance
manager review.

Peer reviews involve one analyst
reviewing the work of another,
while project manager reviews
are conducted prior to delivery to
the quality assurance manager.

The quality assurance manager
then performs a final review. This
assures that our final product has
been thoroughly evaluated for
potential errors; thus, providing
quality client deliverables, and
high levels of integrity and outcomes.

The primary mission of our quality control plan is to provide staff with the technical and managerial expertise to plan, organize, implement, and control the overall quality effort, thereby ensuring the completion of a quality project within the time and budget established.

Quality Assurance Goals
Goal Lead Task
Quality Assurance /
Control Process James Edison
 Establish a set of planned and systematic actions for maintaining a high level of quality in the professional services performed;
 Emphasize quality in every phase of work;
 Ensure efficient use of resources;
 Establish a consistent and uniform approach to the services performed; and
 Implement appropriate quality control measures for each work task of the project.

Quality Control Plan James Edison;
Carlos Villareal
 Contract deliverables;
 Specific quality control procedures;
 Special quality control emphasis;
 Budget and manpower requirements;
 Overall project schedule and budget; and
 Project documentation requirements.
27368 Via Industria, Suite 200
Temecula, CA 92590-4856
951.587.3500 | 800.755.6864 | Fax: 951.587.3510
www.willdan.com
Agenda Item No. 9

CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: November 14, 2022 FROM: Matthew Bronson, City Manager
PREPARED BY: Bruce Buckingham, Community Development Director Janet Reese, Associate Planner
SUBJECT: Resolution Authorizing the Application for the Non-Entitlement Competitive Component of the Permanent Local Housing Allocation Program for Affordable Housing Project

RECOMMENDATION
Adopt the Resolution authorizing the application for the Non-Entitlement Competitive Component of the Permanent Local Housing Allocation Program for the affordable housing project located at 164 South 13th Street and 1206 West Grand Avenue.

BACKGROUND
On December 13, 2021, the Council approved a 53-unit affordable housing project proposed by People’s Self-Help Housing (PSHH) and the Housing Authority of San Luis Obispo (HASLO) located at 164 South 13th Street and 1206 West Grand Avenue, commonly known as Cleaver & Clark Commons. The project represents a significant contribution towards the Major City Goal for FY 2021-23 for “Housing and Homelessness” as follows:

Housing and Homelessness. Update City codes and standards to encourage housing construction to meet diverse needs; collaborate with developers and nonprofits in efforts to increase overall housing stock with a priority on affordable housing availability; and partner with regional agencies and organizations to address homelessness and related sheltering issues in the city and region.

Since the project was entitled, the applicants have been working on securing financing and preparing the construction drawings as discussed in Attachment 2. To date they have received a commitment of $1,100,000 from the San Luis Obispo Housing Trust Fund and are awaiting the award results for the State Department of Housing and Community Development (HCD) HOME Investment Partnerships Program for approximately $6,000,000 and HCD’s Multifamily Finance Super NOFA for almost $11,000,000.

An additional grant funding source recently made available is the Non-Entitlement Competitive Component of the Permanent Local Housing Allocation (CPLHA) Program Funds. Unlike the other grant applications referenced above, this grant requires the City apply for the funds with PSHH and HASLO being the sponsors/co-applicants. While PSHH will prepare most of the required documents for the application, the Council needs to authorize the submission of the application.

If the City is awarded the grant, staff would return for Council approval of the agreement between the City and PSHH and HASLO. HCD released a Notice of Funding of Availability (NOFA) on October 14, 2022 for approximately $24 million from the CPLHA Program Funds that were deposited in the Building Homes and Jobs Trust Fund in calendar year 2019. Funding for the Staff Report: Non-Competitive Permanent Local Housing Allocation Funding Application Page 2 November 14, 2022
PLHA program was authorized by Senate Bill 2 of 2017 to provide local governments a permanent, on-going source of funding for housing-related projects and programs that assist the unmet housing needs of their local communities. The CPLHA Program prioritizes assistance to persons experiencing or at risk of homelessness and investments that increase the supply of housing to households with incomes of 60 percent or less of area median income.

Eligible applicants are non-entitlement local governments who do not receive funds directly from the U.S. Department of Housing and Urban Development (HUD), such as the City. The maximum application amount, including administrative costs, for the development of new multifamily rental housing for income-eligible households is $5,000,000. Administrative costs to implement the proposed project may total up to 5 percent of the grant amount.

FISCAL IMPACT
There is no fiscal impact to the City’s General Fund.

ALTERNATIVES
The Council has the following alternatives to consider:

1. Adopt the Resolution authorizing the application for the Non-Entitlement Competitive Component of the Permanent Local Housing Allocation Program for the affordable housing project located at 164 South 13th Street and 1206 West Grand Avenue; or

2. Do not adopt Resolution authorizing application; or

3. Provide alternative direction to staff.

PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act.

Attachments

1. Resolution

2. Status Update and Projected Timeline from PSHH

[ ]
[ ]

AUTHORIZING RESOLUTION OF ( )

AUTHORIZING THE APPLICATION FOR THE PERMANENT LOCAL HOUSING

ALLOCATION PROGRAM NON-ENTITLEMENT LOCAL GOVERNMENT

COMPETITIVE COMPONENT
[ ] of the
[ _______________________________________________________ ] of [ ________________________________________________________________ ] (“Applicant”) hereby consents to, adopts and ratifies the following resolution:

A. WHEREAS, the Department is authorized to provide up to $24 million under the SB 2 Permanent Local Housing Allocation Program Competitive Component from the Building Homes and Jobs Trust Fund for assistance to Cities and Counties (as described in Health and Safety Code section 50470 et seq. (Chapter 364, Statutes of 2017 (SB 2)).

B. WHEREAS the State of California (the “State”), Department of Housing and Community Development (“Department”) issued a Notice of Funding Availability (“NOFA”) dated 10/14/2022 under the Permanent Local Housing Allocation (PLHA) Program Competitive Component;
C. WHEREAS [ ] is an eligible nonentitlement Local government who has applied for program funds to administer an eligible activity; for [________________________________] and the amount of CPLHA funds not to exceed [_______________________].

D. WHEREAS the Department may award, subject to selection criteria set forth in PLHA guidelines section 403, funding allocations for applicants recommended for funding, subject to the terms and conditions of the Guidelines, NOFA, Program requirements, the Standard Agreement and other contracts between the Department and PLHA competitive grant recipients;
NOW THEREFORE BE IT RESOLVED THAT:

1. If Applicant is awarded a grant of PLHA funds from the Department pursuant to the above referenced PLHA Competitive Component NOFA, it represents and certifies that it will use all such funds in a manner consistent and in compliance with all applicable state and federal statutes, rules, regulations, and laws, including without limitation all rules and laws regarding the PLHA Program, as well as any and all contracts Applicant may have with the Department.

2. Applicant hereby agrees to use the PLHA funds for the eligible activity for which the Applicant has submitted an application, as set forth in Section 401 of the Guidelines, and as awarded and approved by the Department in accordance with all Program requirements, Guidelines, other rules and laws, as well as in a manner consistent and in compliance with the Standard Agreement and other contracts between the Applicant and the Department.

Attachment 1

ABSTENTI

3. Pursuant to Applicant’s certification in this resolution, the PLHA funds will be expended only for the eligible Activity for which the Applicant has submitted an application, and consistent with all program requirements.

4. Applicant certifies that, if funds are awarded for the development of new multifamily housing at or below 60 AMI or substantial rehabilitation of multifamily rental housing at or below 60 percent of AMI, Applicant shall comply with Uniform Multifamily Regulations Subchapter 19, Title 25, Division 1, Chapter 7, commencing with Section 8300 and the Multifamily Housing Program Guidelines commencing with Section 7300,;

5. Applicant certifies that, if funds are awarded for the development of an Affordable Rental Housing Development, the Local Government shall make PLHA assistance in the form of a low-interest, deferred loan to the Sponsor of the Project, and such loan shall be evidenced through a Promissory Note secured by a Deed of Trust and a Regulatory Agreement shall restrict occupancy and rents in accordance with the Department-approved underwriting of the Project for a term of at least 55 years.

6. Applicant shall be subject to the terms and conditions as specified in the Standard Agreement, the PLHA Program Guidelines and any other applicable SB 2 Guidelines published by the Department.

7. If applicable, Applicant proposes allocation of funds for the awarded activity to ( ). Applicant certifies that the selection process
that resulted in the allocation to ( _____________________________) complied with all conflict of interest laws and prohibitions and was accessible to the public throughout the selection process and by request via the Public Records Act.

8. [ ] is/are authorized to execute the PLHA
Competitive Component Program Application, the PLHA Competitive Component Standard Agreement and any subsequent amendments or modifications thereto, as well as any other documents which are related to the Program or the PLHA Competitive Component grant awarded to Applicant, as the Department may deem appropriate.

PASSED AND ADOPTED at a regular meeting of the [ ] this day of , by the following vote:

AYES: ABSTENTIONS: NOES: ABSENT:

APPROVE:

Signature of Approving Officer
[ ]

INSTRUCTION: The attesting officer cannot be the person identified in the resolution as the authorized signor

CERTIFICATE AND SIGNATURE OF THE ATTESTING OFFICER
The undersigned, Officer of [ ] does hereby attest
and certify that the [ ______________ ] Resolution is a true, full and correct copy of a resolution duly adopted at a meeting of the [ _________________________] which was duly convened and held on the date stated thereon, and that said document has not been amended, modified, repealed or rescinded since its date of adoption and is in full force and effect as of the date hereof.

ATTEST:

Signature of Attesting Officer
[ ]
Cleaver & Clark Commons
Funding
Our team is working diligently to submit project plans for first plan check before end of the year (2022).

This design progress keeps on our projected track toward being able to begin construction in December of 2023. A major component of being able to begin construction at this estimated date is whether the project secures enough funding, including tax credits through the California Tax Credit Allocation Committee (CTCAC). CTCAC administers the tax credit program through a competitive biannual application process. Tax credits are awarded on a highly competitive basis based on several factors including commitment of public funding.

This Spring and Summer we have concentrated on applying for funding for the project. This Spring we received a very generous financing commitment from the San Luis Obispo Housing Trust Fund in the amount of $1.1 million. In March 2022, we applied for the Department of Housing and Community Development’s (HCD) HOME Investment Partnerships Program (HOME) funds in the amount of $6,158,882. Awards for this funding source are expected in winter 2022. In July 2022, we also applied for HCD’s Multifamily Finance Super Notice of Funding Availability (Super NOFA) for $10,851,831.00 in funding. Super NOFA awards are expected to be announced in the Winter 2022/2023. Currently, we are working on another application for HCD funding. This source of funding is through the Permanent Local Housing Allocation (PLHA) Program 2022 Non-entitlement Local Government Competitive Notice of Funding Availability dated October 14, 2022. Per this NOFA, this source of funding provides grants to non-entitlement local governments in California, such as the City of Grover Beach, for use in projects such as Cleaver & Clark Commons. Through this application we will be eligible to apply for up to $5 million in funding. While all these applications are competitive, our intent is to apply for the sources of funds that we are eligible for and that we would be likely to be awarded however, we would not expect to accept all of these awards. Once HCD issues scoring letters and awards later this year, we will have a better idea of the financing projected to be used for this project. At this time, we can provide another update and more context on the financing for the project.

With these applications in mind, we are working towards submitting a tax credit application for first round of credits in March 2023The next step would be to receive an award letter from the Tax Credit Allocation Committee in June of 2023. Once we receive this award, we would have 180-194 days to close on our financing and begin construction.

Timeline
Following is a projected timeline assuming the project receives sufficient public funding by March 2022 and a TCAC award in June 2023. The proposed dates below all meet the Schedule of Performance Milestones per the DDA including closing construction financing by December 31, 2024. The schedule referenced in the DDA is also included below.
• Submit CPLHA Application – December 5, 2022
• First plan check submittal – December 22, 2022
• HCD Awards (HOME, Super NOFA, and/or PLHA) – December 2022 / January 2023 • Submit 9% TCAC Application – March 2023
• TCAC Award/Commitment – June 15, 2023
Attachment 2
• Loan Closing/Notice to Proceed/Building Permit(s) – December 1, 2023 • Begin Construction – December 15, 2023
• Construction Completion (20 mo. est.) – August 2025
Schedule of Performance (per the DDA) with updated Status

MILESTONES OUTSIDE DEADLINE STATUS

1. Open Escrow (Escrow
Period)
14 Days after Effective
Date
Completed

2. Close of Escrow 30 Days after Satisfaction
of Contingencies
Completed

3. Obtain Building Permits December 31, 2024 Projected for December 1, 2023

4. Close Construction
Financing
December 31, 2024 Projected for December 1, 2023

5. Construction
Commencement
December 31, 2024 Projected for December 15, 2023

6. Completion of Project and
Issuance of Certificate of
Occupancy
December 31, 2026 Projected for August 2025
Agenda Item No. 10

CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: November 14, 2022 FROM: Matthew Bronson, City Manager
PREPARED BY: Deanne Purcell, Administrative Services Director SUBJECT: FY 2022-23 First Quarter Financial Review

RECOMMENDATION
Receive and file the FY 2022-23 First Quarter Financial Review.

BACKGROUND
General Fund
The City Council adopted a Revised Budget for FY 2022-23 with a General Fund budget of $18,284,549 in June 2022 as part of updating the second year of a two-year FY 2021-23 budget.

The FY 2022-23 General Fund budget assumed revenues and transfers in of $18,948,583 which leads to an projected surplus of $264,034 producing reserves equivalent to 40% of operating expenditures. This first quarter report covers revenue and expenditure activity in the beginning of FY 2022-23 from July-September 2022. The first quarter is early in the fiscal year and staff would caution about identifying trends with this initial information. The mid-year budget review scheduled for February 2023 will be a more accurate gauge of financial activity and trends impacting the City’s budget.

Overall, General Fund revenues are performing as expected in the first quarter of FY 2022-23 using historical trends and the timing of when revenues are received. The City’s top five revenues (sales tax, property tax, cannabis tax, transient occupancy tax, and franchise fees) are estimated to comprise 80% of total budgeted revenue for FY 2022-23, not including one-time American Rescue Plan Act (ARPA) funds. The table below compares the first quarter of the current fiscal year compared with the previous year as well as the previous year-end actual to the budgeted year-end estimate for the current year:

Table 1
Top 5 Revenues
7/1-9/30
(Q1)
Unaudited
Actuals
7/1-6/30 %
7/1-9/30
(Q1)
Budgeted
7/1-6/30 %
Incr (Decr)
PY
Sales Tax 415,143 5,649,554 7.3% 419,080 5,916,000 7.1% 3,938 Property Tax $ 129,139 $ 5,229,806 2.5% 70,286 $ $ 5,486,000 1.3% $ (58,853) Cannabis Tax 295,806 1,515,590 19.5% 205,206 1,632,000 12.6% (90,601) TOT (Hotel Tax) 249,684 952,228 26.2% 190,438 750,000 25.4% (59,246) Franchise Fees 54,562 619,416 8.8% 136,240 723,000 18.8% 81,678 Total 1,144,333 $ 13,966,594 8.2% 1,021,250 $ 14,507,000 7.0% (123,084) FY 2021-22 FY 2022-23
Staff Report: FY 2022-23 First Quarter Financial Review Page 2 November 14, 2022
Sales Tax – Sales tax reported in the first quarter of FY 2022-23 is $4,000 higher when compared to the first quarter in the previous FY 2021-22. Sales tax revenue for the first quarter represents revenue collected for one month only (July 2022) as there is a two-month lag of when the revenue is received by the City. Revenue received in the first quarter of FY 2022-23 for transactions in May and June 2022 was accrued back to FY 2021-22. Although it is still early, current projections from the City’s sales tax consultant show that sales tax revenue is on course to meet budgeted levels for FY 2022-23.

Property Tax- Property taxes are due November 1 and February 1, therefore property tax revenue collected in the first quarter is very minimal. With that said, there is a timing difference where some of the property taxes collected in the first quarter of FY 2021-22 will be collected in the second quarter in the current year. Property taxes overall have followed past years’ historical trends so far and no change to the budget/projected end of year amounts are being recognized at this time.

Cannabis Tax – Cannabis tax collected in the first quarter this year is lower than last fiscal year by approximately $91,000 given lower revenues reported at some of the cannabis businesses along with late payments that were paid in the second quarter of this fiscal year. Staff will continue to closely monitor and report on this revenue source and will share more information during the mid-year budget review.

Transient Occupancy Tax (TOT) – TOT revenue for the first quarter of FY 2022-23 is $59,000 lower than the first quarter of FY 2021-22. This is due to the one-time collection effort of $95,000 in FY 2021-22 from the prior year where some permitted STRs were not paying required revenues in a timely manner. Staff has worked with these STR permit holders to make sure they are staying current with their required tax payments.

Franchise Fees – Franchise fees for the first quarter of FY 2022-23 is $82,000 higher than the first quarter of FY 2021-22. This is partly due to a timing difference of collection where annual revenue that was collected in the first quarter of FY 2022-23 was received in the second quarter of FY 2021-22.

A more detailed estimate of City revenues will be presented with the mid-year budget review and included in the updated five-year financial forecast presented in February 2023. With regards to expenditures, staff has worked to keep expenditures on track as budgeted with first quarter General Fund expenditures listed below in Table 2:

Table 2
GF Department Adopted Q1 Actual
% of
Budget
Administrative Services $ 587,549 $ 150,956 25.7%
City Management 1,303,754 363,491 27.9%
Community Development 1,154,817 273,414 23.7%
Parks and Recreation 477,287 195,226 40.9%
Police 5,826,086 1,446,903 24.8%
Public Works 1,290,761 348,571 27.0%
Non-Departmental 7,823,814 820,012 10.5%
Total GF Expenditures $18,464,068 $3,598,574 19.5%
Staff Report: FY 2022-23 First Quarter Financial Review Page 3 November 14, 2022
As a general rule, expenditures should be approximately 25% of the budget at the end of the first quarter. Expenditures for City Management are 28% mainly due to annual maintenance agreements and sponsorships that are paid at the beginning of the year. Parks and Recreation expenditures are 41% for the first quarter mainly due to costs associated with the summer concerts held in July and August at the beginning of the fiscal year and child care grants that were funded by ARPA and budgeted in non-departmental. A budget adjustment to move ARPA funding to cover these expenditures in Parks and Recreation will be included with the mid-year budget review. Public Works expenditures are at 27% of budget for the first quarter and a review of department activity shows this is mainly due to the annual maintenance agreements paid in the first quarter.

American Rescue Plan Act Funding Update
On September 13, 2021, Council provided direction on the allocation of one-time American Rescue Plan Act (ARPA) funds in which the City was allocated $3.2 million over a two-year period. The first disbursement of $1.6 million was received in July 2021. The City’s total expenditures for FY 2021-22 was $1,132,856 with $476,983 remaining balance to be used in FY 2022-23. The second disbursement of $1.6 million was received in July 2022 for FY 2022-23 for a total available balance of $2,086,822 in FY 2022-23.

As part of the Revised Budget for FY 2022-23, Council approved use of the ARPA funding for programs and activities in the following general categories:
• Homelessness Services and Programs $1.3 million
• Enhancing Government Services $432,000
• Aid to Local Businesses/Support for Tourism $215,000
• Assistance to Households $158,000
• Assistance to Nonprofits $50,000
The ARPA funding is reflected in the Revised FY 2022-23 budget adopted by Council as nondepartment funding. Total ARPA funding spent through the first quarter (September 30, 2022) totals $198,718 with $1,888,104 remaining to spend in FY 2022-23. Additional details on ARPA expenditures for this fiscal year will be shared at the mid-year budget review in February.

Water Fund
Water Fund revenues are $15,000 lower from this time in FY 2021-22 which is mainly due to the City’s necessary water conservation efforts which has consequently reduced water usage and subsequent payments. Operating expenditures for the Water Fund in the first quarter are tracking with expectations which includes an annual payment for insurance, a semi-annual payment made to the County for the Lopez Lake water contract, and debt service payment for the water revenue bonds. The capital project expenditures are below budget for the first quarter due to capital projects that have not yet started.

Wastewater Fund
Wastewater Fund revenues are on track with the adopted budget though expenditures are below budget for the first quarter with only 10% expended to date. This is mainly due to capital projects that will start later this fiscal year and transfers-out that are reconciled and accounted for annually as a year-end adjustment. Operating expenditures that include salaries and benefits along with supplies and services are on track to meet budgeted expenditures.

Staff Report: FY 2022-23 First Quarter Financial Review Page 4 November 14, 2022

FISCAL IMPACT
There is no fiscal impact from receiving this report.

ALTERNATIVES
The Council has the following alternatives to consider:

1. Receive and file the FY 2022-23 First Quarter Financial Review; or

2. Provide alternative direction to staff

PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act.

Agenda Item No. 11

CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: November 14, 2022 FROM: Matthew Bronson, City Manager
PREPARED BY: Matthew Bronson, City Manager
John Peters, Chief of Police
Greg Ray, Public Works Director/City Engineer
David Hale, City Attorney
SUBJECT: Homelessness Response Update

RECOMMENDATION
Receive an update on the status of the City’s response to homelessness in Grover Beach and actions the City is taking to address this issue, and provide input and direction to staff.

BACKGROUND
This agenda item is an update on the City’s efforts to address homelessness issues in Grover Beach following previous updates provided to the Council on November 8, 2021, February 14, 2022, and May 9, 2022. Homelessness continues to be a significant challenge not only in Grover Beach but throughout the entire county and state. The Council has recognized the importance of addressing this challenge with the selection of Housing and Homelessness as a Major City Goal for FY 2021-23 which states:

Housing and Homelessness. Update City codes and standards to encourage housing construction to meet diverse needs; collaborate with developers and non-profits in efforts to increase overall housing stock with a priority on affordable housing availability; and partner with regional agencies and organizations to address homelessness and related sheltering issues in the city and region.

This issue has strong resonance with the community as evident by frequent resident communication to the City as well as the most recent community survey conducted in October 2021. Homelessness was identified by respondents to the survey as the most important issue facing Grover Beach (cited by 35% of respondents) exceeding the next most cited issues of road and infrastructure improvements (27%), affordable housing (11%), and crime and safety (11%).

When asked if the City should do more to address homelessness, 70% of respondents indicated yes with the most supported activity to address homelessness being temporary or permanent shelter space for homeless individuals (46%) followed by outreach to homeless on accessing services and housing (39%) and clearing encampments and enforcing camping ordinances (28%).

Summary of Previous City Actions
Homelessness response is a key priority for staff given the need expressed by the community and the Major City Goal identified by the Council. The City’s overarching goals in addressing homelessness are to demonstrate compassion in enabling unhoused individuals to obtain needed housing and services while ensuring order with maintenance and cleanliness of public spaces, Staff Report: Homelessness Response Update Page 2
November 14, 2022
including public parks. Homelessness is an issue much larger than the traditional role of cities and while cities did not create homelessness, cities are having to address it and the impacts it creates in our communities. This is truly a regional issue with engagement from each city along with the County in providing social and human services, establishing safe parking areas, and facilitating grant funding opportunities. The County has renewed focus in this area as exemplified by the Board of Supervisors’ recent adoption of a new five-year plan to address homelessness with a goal of reducing homelessness by 50 percent in five years. An overview of the County’s plan was shared with the Council at the May 9th meeting and the City’s actions are consistent with the goals and objectives of this plan which is shown in Attachment 3.

Below is a summary of previous actions taken by the City as shared with the Council in the City with an update on the status of these and other actions provided in the following section:
• The City has secured nearly $1.5 million in Community Development Block Grant (CDBG) funding in recent years for eviction prevention and security deposits administered by the 5Cities Homeless Coalition (5CHC) to prevent homelessness among Grover Beach residents. These funds have also supported the South County winter warming center, provided assistance to homeless individuals including mental health services, and expanded childcare opportunities which supports employment. • The City has supported 5CHC in its work to develop a temporary shelter of 20 “pallet homes” or “cabins” on County property at 1523 Long Branch Avenue. This temporary shelter would be co-located with other public facilities including the County Public Health Clinic and Alcohol and Drug Services along with a Superior Court courthouse. The facility will be managed and monitored 24/7 with 5CHC staff and will have security cameras and privacy fencing installed. Sheltering facilities of this type are in place in locations around the country though this would be the first such location in the county. • On March 14, 2022, the Council approved the acquisition of vacant property at 955 South 4th Street for use as a homeless housing facility. The acquisition cost was $425,000 which was funded through the City’s allocation of American Rescue Plan Act funding. The facility will be developed and managed by 5CHC for non-congregate temporary housing that could serve as bridge housing or an emergency shelter. The Council approved a longterm ground lease with the 5CHC on June 27, 2022 to develop and operate the facility. • The City has taken numerous actions to clean homeless encampments and remove trash and other debris. These actions began in November 2021 to clean areas and remove vegetation along El Camino Real followed by additional cleaning efforts in April and October 2022. The City also took additional action in Ramona Park in February 2022 including cleaning the area around an encampment and removing the gazebo slated for future removal as part of the Ramona Park Master Plan.

Current Status of City’s Homelessness Response
Below is an update on the current status of actions taken by the City and partner agencies since the May 9th Council meeting:
• “Cabins for Change” Temporary Housing Project. The 20-unit cabins project on County property at 1523 Long Branch Avenue is nearing completion. Site development occurred in early summer and the cabins were delivered and assembled in August/September.

Attachment 1 shows pictures of the assembled buildings which also include bathing and Staff Report: Homelessness Response Update Page 3
November 14, 2022
bathroom facilities, administrative offices, communal spaces, and a storage area. The site is not a drop-in shelter but a reservation-based temporary housing facility with mandatory case management services. All 20 units have been reserved for specific homeless individuals and though this is a regional facility serving the South County area, many of those reserving spots are from Grover Beach. The facility was supposed to open in September, but a necessary 600-amp power supply switch to operate the site has not yet been delivered due to supply chain issues. Given that this delivery has been delayed three times, 5CHC is working with the County and PG&E on a solution to provide temporary power to enable the cabins to have heating and lighting. 5CHC will host a community open house for the site prior to operation to demonstrate how the site will be used. • Barca Street Homeless Housing Facility. 5CHC continues to work on designing a housing facility at the City-owned property at 955 South 4th Street. The entrance to the facility will be located on the other side of the property on Barca Street, hence the naming of this project. The specific details of this facility are still undetermined, though in general, the facility would be used for non-congregate temporary housing that would be complementary to the cabins. 5CHC will seek grant funding from various sources to construct and operate this project, such as Project Homekey funds from the State. Both 5CHC and staff have met with the adjacent business owner to provide more information on the project concept and answer questions.
• Winter Warming Center. A significant challenge each year is locating a winter warming center for homeless individuals during inclement weather as no permanent facility exists in South County. Since 2016, six different facilities have served this role on a temporary basis in Grover Beach and Arroyo Grande. For this coming winter, the South County Regional Center in Arroyo Grande will be used for this purpose under an agreement between 5CHC and the South County Chambers of Commerce which operates the facility.

A temporary location in Arroyo Grande was used as a warming center during the storm last week given the use of the regional center for election activities. The City’s CDBG funds have helped support the operation of the warming center and 5CHC continues to work with regional community partners on a permanent site that is suitable for this use. • Homeless Prevention Efforts. Since August, 5CHC has received an exponential increase in requests for homeless prevention assistance, going from 5-10 requests weekly in early summer to more than 30 requests weekly now. Most of these requests are complex involving high rental arears which illustrates the impacts of COVID along with rising rents and increased household costs. Many renters are experiencing standard rental increases of $150 to $300 per month and in some cases properties are being sold and renovated, resulting in significant rental increases. Two cases that 5CHC handled this month involved a 93-year-old tenant of more than 15 years facing a rent increase of $800 per month and an 87-year-old veteran tenant facing a rent increase from $1,100 to $2,100. Additionally, 5CHC anticipates another wave of requests once litigation involving the California Rental Relief Program is resolved as there are many pending cases from the program. Since July, 5CHC has spent more than $250,000 in homeless prevention assistance and over the past week alone has spent approximately $75,000 which was double the amount spent in the entire month of June. Overall, since January 5CHC has fielded 4,900 calls for assistance and 1,800 walk-in visits to their office. Additional information is shown in the October 2022 5CHC program report in Attachment 2. • Encampment Cleaning. As mentioned earlier, the City has carried out three encampment cleaning efforts in the El Camino Real/North 4th Street area over the past year with the Staff Report: Homelessness Response Update Page 4
November 14, 2022
most recent effort occurring in October. A City contractor carried out this work which included removal of trash and storing of personal property consistent with legal requirements including prior noticing. Many tons of trash have been removed during each cleaning effort with City maintenance crews responsible for picking up and storing personal property and Police Officers assisting with safety issues as needed. Each cleaning effort has costed the City approximately $10,000 in direct costs in addition to staff time spent on this response. However, staff believes these efforts are needed periodically to reduce the amount of trash and debris in this open space area. • Access Limitations to Open Space Area. Despite this cleaning work, the City faces significant challenges in continued camping by homeless individuals in the El Camino Real/North 4th Street open space area. These challenges include public safety issues involving both Police and Fire, environmental impacts to vegetation and wildlife, discharge of pollutants into the waterway, and aesthetic concerns about the condition of open space areas. Attachment 3 shows a map of this area which shows the jurisdictional boundary between Grover Beach and Pismo Beach along with property ownership. Staff estimates there are approximately 20 homeless individuals camping within Grover Beach’s jurisdiction with other homeless individuals in Pismo Beach’s jurisdiction with much of this area in Pismo Beach owned by California State Parks. For the open space property within the City’s jurisdiction, staff is working on numerous actions including installation of “no parking” signage along El Camino Real, installation of fencing along El Camino Real and Margarita Avenue to prevent access to the open space area, and enhanced enforcement activity with partner agencies to respond to criminal violations. Staff will share additional information during the Council meeting about these potential actions including cost information to receive further direction from the Council.

Legal Requirements
Lastly, staff wished to address the legal requirements involved with this issue beyond the requirements regarding storage of personal property mentioned above. The City’s efforts and those of other public agencies are complicated by the Martin vs. City of Boise, 920 F.3d. 584 (2019) case law from the 9th Circuit Court of Appeals (referred to as Boise). The Boise case law prohibits enforcement of camping prohibitions in public spaces by a public agency if there is no designated indoor shelter space sufficient to accommodate the number of estimated homeless individuals in that community or specific public space for these unhoused individuals to go. This case law, in which the U.S. Supreme Court declined to intervene, governs communities throughout the western United States and has a profound impact on the ability of local government to legally address homelessness particularly in areas like South County that do not currently have available shelter space. The City also has not designated specific public spaces for homeless individuals to go to such as public parks. Despite concerns about the scope of this case law, the City must abide by it given its legal implications and the risk of facing legal challenge.

At the October 11th Council meeting, a community member asked whether the opening of the 5CHC cabins project could allow the City to legally enforce its camping prohibitions under Boise.

Staff has reviewed this issue with the City Attorney and the response is that the City will not be able to conduct this enforcement at this time as there will not be enough shelter space for all the City’s homeless individuals at the cabins (which will be the only indoor shelter space in South County) or a designated public space available for these homeless individuals to go. While the cabins are not yet open, 5CHC has reserved all of them with individuals hoping to enter 5CHC’s case management and housing program. Unfortunately, no one in the El Camino Real/North 4th Street open space area has expressed interest in the program yet. However, 5CHC continues to offer services to these individuals and has successfully housed an individual from this area.

Staff Report: Homelessness Response Update Page 5
November 14, 2022
Moving forward, there are policy options for the Council to consider in providing greater legal enforcement capability to enforce the City’s camping prohibitions. The Council could consider directing staff to further research options for amending the City’s code to increase enforcement capabilities such as:
• Prohibiting camping in certain locations such as the El Camino Real area while designating defined permitted camping areas on public property or vacant property that could be purchased for this purpose
• Establishing limited camping hours at certain locations and requiring belongings to be removed outside of the hours
• Restricting belongings and supplies allowed when sleeping in public spaces to tents, blankets, pillows and sleeping bags to help enforce additional case law through the Johnson v. Grants Pass, 50 F.4th 787 (2022) decision.

Council could provide staff with direction to bring a discussion of the options for an ordinance to the Council in early 2023 for consideration and discussion of benefits and impacts from these policy options.

FISCAL IMPACT
Funding for operations of potential homeless facilities and services, including encampment cleaning, has been allocated as part of the City’s ARPA funds appropriated in this year’s operating budget.

ALTERNATIVES
The Council has the following alternatives to consider:

1. Receive an update on the status of the City’s response to homelessness in Grover Beach and actions the City is taking to address this issue, and provide input and direction to staff.; or

2. Provide alternative direction to staff.

PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act and a copy was provided to the 5Cities Homeless Coalition and to individuals who have contacted the City with concerns about homelessness.

Attachments

1. “Cabins for Change” Pictures

2. 5CHC Program Report for October 2022

3. Open Space Jurisdiction and Property Boundaries

4. San Luis Obispo Countywide Plan to Address Homelessness 2022-2027 “Cabins for Change” Pictures
Attachment 1

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

Total Number of
Calls:
864
Total Number of
Walk-ins:
244
Households with
Children: 35
Households
without children: 46
Number of Coordinated
Entry Surveys: 81
21 4 2
Single-Parent
Households: Seniors (62+): Disabled:

Youth
(under 25): Veterans:
26 10 15 5 2
Rapid Re-Housing and Homeless Prevention Programs
Information & Coordinated Entry
5Cities Homeless Coalition
October 2022 Program Report
Assistance begins with a Coordinated Entry Intake, a service utilized by Homeless Service Providers throughout the County that provides a standardized assessment to ensure a consistent, streamlined experience for those seeking services. Clients complete a comprehensive needs assessment, identify barriers to employment or housing, and develop an immediate action plan. Those visiting 5CHC’s offices are provided access to computer, internet, phone charging, mailing address, food, and hygiene supplies.

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

New
Contacts
Made
This
Month
Total # of
Case
Managed
Youth
Youth Who
Gained New
Housing,
Employment,
Benefits, or
Education
Permanently Housed This Month: 13
Rapid Rehousing Year to Date: 136 Families
Average Amount
Spent on Deposit
Year to Date:
$2,230
Average Amount
Spent on Deposit:
$2,176
Average Amount
Spent on Rental
Assistance:
$3,181
Prevented Homelessness (Eviction) This Month: 21
Prevented Homelessness (Eviction) Year to Date: 167
Average Amount
Spent on Rental
Assistance Year
to Date: $1,882
Attachment 2
Individuals Connected to
Resources This Month
Through Outreach
105
Cabins for Change Opening Soon!
New Benefits
Cases
0 New Benefits
Awarded
0 Cases Opened on
Behalf of Medically
Fragile
1 Outreach Efforts:
5CHC staff conducts outreach to ensure the health and safety of individuals and families living in local encampments. 5CHC works with law enforcement, County Public Health, and others to conduct health checks and provide food, hygiene, and access to case management. This month, we targeted Grover Beach extensively.

Immediate Needs:

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

Winter Warming Center
During the winter season, 5CHC operates an overnight warming center to provide a safe, warm, and dry place for homeless adults to find shelter on nights with specific forecasts of inclement weather. The Warming Center 2022 - 2023 Season will begin November 1st, 2022.

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

Total Nights
Open
18 Families with
Children
0 Avg. # of
Guests This
Season
7 # of 1st Time
Guests
24 5Cities Homeless Coalition
A 501(c)(3) Nonprofit | Tax ID #27-0413593
(805) 574-1638 | 5CHC.org
P.O. Box 558
Grover Beach, CA 93483-0558
@5citieshomelesscoalition
New Benefits
Cases
1 Grover Beach/Pismo Beach Open Space Properties
Grover Beach
Pismo Beach
Attachment 3
1 Version Approved by HSOC (July 20, 2022)
The San Luis Obispo
Countywide Plan
to Address Homelessness
2022-2027
Adopted by on [date]: Adopted by:

Homeless Services Oversight Council
(HSOC)
on July 20, 2022
[Insert County seal after adoption]
Attachment 1
1 of 44
Attachment 4
2 Preface: Why We Must Address Homelessness
Homelessness burdens our community in ways we can no longer afford. No matter the lens through which you examine this issue, the cost is high.

The toll of homelessness on the individual experiencing homelessness is well established. The average life expectancy for someone experiencing homelessness is approximately 25 years shorter than those with stable housing.1 Homelessness exacerbates existing health problems and causes new ones, both with chronic conditions (such as diabetes) and acute problems (such as infections and injuries). Accumulated trauma from insecure and at times dangerous situations can contribute to an unhoused individual’s behavioral health challenges. It is difficult to manage one’s health and heal when there is no place to rest and recuperate.

Further, high rents, stiff competition for lower-cost units, and the many bureaucratic, legal, and financial hurdles facing unhoused persons can make it hard for them to hold on to hope or envision and plan for a safer, more stable life in housing.

Less obvious is the combined toll on our community's wellbeing. As the numbers of those experiencing homeless in our region continues to rise, our community suffers immeasurable losses to our quality of life, environmental wellbeing, and economic vitality.

We mourn the loss of our parks and open spaces. The accessibility we once had to these community resources continues to diminish as more and more people make these locations their homes. The landscapes of our parks, our trails, our community centers and even our sidewalks have rapidly changed. We have long prided ourselves on a high quality of life here in the County of San Luis Obispo, but this quality is being significantly and rapidly degraded by the growing impact of homelessness.

Apart from the emotional toll on our community, the financial cost of homelessness is staggering and continues to grow. The U.S. Department of Housing and Urban Development (HUD) estimates that each homeless person costs their community more than $40,000 per year2 due to frequent use of public services such as ambulance rides, emergency room visits, hospitals, arrests, jail time and other services. These community costs are exacerbated by the financial impact of homelessness through the loss of a region’s business vitality. Whether in attracting 1 Source: Not One More: Honoring Those Who Died Homeless, NAEH, available at:
https://endhomelessness.org/blog/not-one-more-honoring-those-who-died-homeless/ 2 Source: The Cost of Homelessness, by Veronica Morley, available at https://www.turnto23.com/news/homeless/breaking-down-the-cost-of-homelessness 2 of 44
3 diverse business development or maintaining a reliable workforce, the existence and expanse of homelessness are a deterrent to our economic health.

While it is complicated to calculate the total individual and community costs of homelessness, it is even more complicated to understand its root causes. There is not one simple answer to the question of how people become unhoused. There is confusion as to why homelessness grows so rapidly despite expensive efforts to confront it. There is a waning belief, perhaps even a loss of hope, that this problem can ever be prevented from growing and permanently blemishing the texture of the society we leave to our children. While the cause of each instance of homelessness may be unique, there is one thing every case has in common: Once a person is homeless, it becomes increasingly more difficult for them to regain housing and stability as time goes on. Our whole community witnesses the daily suffering and tragedy that our unhoused neighbors experience. In the end, we all are affected.

There is no simple answer to addressing homelessness, but we can all agree that our approach needs to change. This strategy does not pretend to offer an end to homelessness in a community where rent is high, and wages are not. Instead, this strategy offers a bold, systematic, and integrated sequence of actions designed to make the goal of substantially reducing homelessness achievable, so that our children can come to know a region with the values and humanity that have long made our Nation and the County of San Luis Obispo a wonderful place to live. 3 of 44
4 Table of Contents
PREFACE: WHY WE MUST ADDRESS HOMELESSNESS.................................................................2 TABLE OF CONTENTS..............................................................................................................4 EXECUTIVE SUMMARY.............................................................................................................5 STATE OF HOMELESSNESS IN THE COUNTY OF SAN LUIS OBISPO ................................................6 ENDING HOMELESSNESS ........................................................................................................8 SUMMARY TIMELINE...............................................................................................................9 LINES OF EFFORT ................................................................................................................ 11 Lines of Effort 1: Create affordable and appropriately designed housing opportunities and shelter options for underserved populations. ...............................11 Line of Effort 2: Focus efforts to reduce or eliminate the barriers to housing stability for those experiencing homelessness or at risk of homelessness, including prevention, diversion, supportive services, and housing navigation efforts. .............17 Line of Effort 3: Improve and expand data management efforts through HMIS and coordinated entry system to strengthen data-driven operational guidance and strategic oversight. ............................................................................................................23 Line of Effort 4: Create, identify, and streamline funding and resources. ..................25 Line of Effort 5: Strengthen Regional Collaboration......................................................29 Line of Effort 6: Build public engagement through information-sharing and partnership. .......................................................................................................................31 SUMMARY OF REQUESTED JURISDICTIONAL COMMITMENTS..................................................... 33 APPENDICES ....................................................................................................................... 34 APPENDIX A: HOUSING GOAL METHODOLOGY...................................................................... 34 APPENDIX B: REGIONAL HOUSING NEED ALLOCATION (2019)................................................ 38 APPENDIX C: PLAN DEVELOPMENT ....................................................................................... 39 APPENDIX D: GLOSSARY...................................................................................................... 40 4 of 44
5 Executive Summary
Despite the expansion of homeless shelters and parking villages in the County of San Luis Obispo over the last several years, we have the capacity to shelter only 20-30% of our homeless citizens on any given night. Our community is rowing upstream against forces that have evolved over decades and are national in scope: high housing costs, low vacancy rates, chronic impacts of trauma, and behavioral healthcare challenges.

Making incremental increases in uncoordinated efforts to reduce homelessness is no longer an option for our region. This plan outlines a bold, housing-centric strategy to reduce the number of people experiencing homelessness to 50% of the current level within five years. Achieving this goal will require a whole-of-community effort that includes increasing the availability of non-congregate shelters; reexamining and diversifying funding sources; strengthening regional partnerships; and modernizing the data systems and structures that address homelessness.

Achieving this goal in a high-demand/low-supply local housing market requires a mix of housing approaches that vary by how they affect housing supply, the level of services they require, and the time and cost it takes to build them. The plan includes strategies to build or secure housing solutions for 2,050 additional people over five years.

The plan is organized into six Lines of Effort (LOE). Each Line of Effort represents a series of related events, actions or projects that combine to achieve a specific objective linked to the strategic goal of reducing homeless. This is a roadmap; details will be added as each area is addressed over time, using a data-based approach to inform decisions. While each LOE addresses a distinct aspect of the challenge, none stands alone. For example, LOE1 (the main effort) focuses on increasing the amount and types of housing and shelter available, while LOE2 is focused on preventing homelessness and supporting housing stability.

This plan recognizes that increased access to housing is necessary but insufficient.

While reducing homelessness is the goal, solely building housing is not. Reducing homelessness requires not just a physical increase in housing, but also the services needed to support people in securing and retaining that housing.

Reducing homelessness must also address specific barriers such as trauma, mental illness, addiction, and medical challenges, with attention on the needs that may differ by culture, language, family type, age, and an individual’s specific experience with trauma. Furthermore, this plan recognizes that a structured approach to regional collaboration is needed to implement and oversee these efforts, supported by new data capabilities and expanded efforts in communications and public engagement. 5 of 44
6 State of Homelessness in the County of San Luis Obispo How many people are experiencing homelessness in the County of San Luis Obispo?
• 1483 people were observed as
homeless throughout SLO
County in the 2019 Point-InTime Count. 2022 results are pending at the time of this
plan’s release. To see data from
the most recent local homeless
Point-In-Time Count, please
refer to [LINK].
• On average, each year since
2018, homeless system of care
inflow has exceeded outflow by
196 people.
• In 2020, among communities categorized as “largely suburban” nation-wide, the County of San Luis Obispo had the 3rd largest percentage of unsheltered homelessness nationwide—82.4% of the homeless population was unsheltered. San Luis Obispo also made the top 5 list for unsheltered youth, unsheltered veterans and unsheltered individuals.

Who is experiencing homelessness in the County of San Luis Obispo? • Programs to house families have been better funded than those that house individuals, so individuals are less likely to be receiving housing and service resources. Families make up 15% of the Point-In-Time Count census but 39% of the people served by the system of care. In contrast, individuals make up 85% of the Point-In-Time Count but only 61% of those served by the homeless system of care.
• Most people who access services for homelessness in the County of San Luis Obispo are from the County of San Luis Obispo. 92.9% of people who accessed homeless services in 2020 in the County of San Luis Obispo had not accessed services in any other community in California.

We know housing ends homelessness—what about housing?
• The County of San Luis Obispo is the second least affordable small metro area in the entire nation. The County’s cost of housing is about 51.7% higher What is the homeless system of
care?
The homeless system of care consists of all
the various community partners that provide
or support housing, shelter, services, and
resources for people who are experiencing
homelessness or who have recently
experienced homelessness in our community.

These include, among others, CAP-SLO, ECHO,
5 Cities Homeless Coalition, Lumina Alliance,
Transitions Mental Health Association, the
Salvation Army, HASLO, and County
departments.
6 of 44
7 than the national average, ranking it as a small metro area with the fourthhighest housing cost in the United States.3 • As of February 2022, rent in this County averaged at $2,347 per month – $719 more than the national average.4
• The apartment vacancy rate as of fourth quarter of 2020 was 3%, which is approximately half of the national rate 5.6%.
• Rapidly rising rents (13.5% increase from 2020 to 2021and 46% since 2016) have increased the financial burdens on low-income people.5 • The median rental household in the County spends 38% of its income on housing, meaning that over half of all rental households in the County are at increased risk of homelessness due to the burden that housing costs place on family budgets.
6 How has the homeless system of care been able to respond to these challenges?
• Since 2019, year-round emergency shelter capacity increased by 115 beds (73%) and maximum total capacity has doubled with the addition of 110 safe parking spaces. Despite these increases, on any given night we have the capacity to shelter only 20-30% of the number of people observed as homeless in 2019 (Point-In-Time Count)
• Federal efforts such as the CARES Act and ARP and state equivalent such as HHAP have resulted in several one-time grants that have launched new efforts.

As those close, challenges continue.
• At the same time, housing and service providers struggle to hire and maintain enough adequately trained staff. For example, in April 2022, the County Behavioral Health department had over 20 open positions. Similarly, the Atascadero Winter Shelter closed 6 weeks early due to lack of staffing.

What would be better?
• This community plan calls for strategic coordination across the region to create more housing and shelter, to improve system efficiencies and efficacy, and to support services that stabilize people in housing. • The substantial expansion in capacity for shelter and housing outlined in this plan – with the staffing needed for success – will save lives, reduce suffering, restore people to productive lives, improve the environment, and set all communities in the County on a path to improve how public spaces are shared.
3 Source: SLO County second least affordable small metro in America, San Luis Obispo Tribute, March 21, 2022. 4 Source: https://www.rentcafe.com/average-rent-market-trends/us/ca/san-luis-obispo/ 5 Source: Analysis of HUD Fair Market Rents, available at: https://www.huduser.gov/portal/datasets/fmr.html 6 Source: https://www.huduser.gov/portal/datasets/cp.html#2006-2017 7 of 44
8 Ending Homelessness
Vision
The San Luis Obispo region will reduce homelessness by
ensuring that people at risk of losing housing can retain it, and those experiencing homelessness can equitably secure safe housing with appropriate supports, minimizing trauma to the individual, the community, and the environment.

Goals of this Plan:

1. Reduce the number of people experiencing
homelessness to 50% of the current level
within five years.

2. Reduce unsheltered homelessness to 50% of
the current level within five years.

Six Lines of Effort:

1. Create affordable and appropriately
designed housing opportunities and
shelter options for underserved
populations.

2. Focus efforts on housing stability for
those experiencing homelessness or at risk
of homelessness, including expanding
prevention/diversion, supportive services,
and housing navigation efforts.

3. Improve and expand data management
efforts through HMIS and Coordinated
Entry to strengthen data-driven
operational guidance and strategic
oversite.

4. Create, identify, and streamline funding
and resources.

5. Strengthen regional collaboration.

6. Build public engagement through
information-sharing and partnership.

Our Guiding Principles:
• We must use a rapid cycle
implementation strategy to add capacity
in housing, shelter, and homelessness
prevention.
• We will build the train as it travels:

Strategic planning, action planning, and
implementation will be occurring
simultaneously.
• Innovation is needed to create lower cost
housing and shelter options.
• We will actively engage persons with
lived experience of homelessness in the
development, refinement, and execution
of plans.
• We must work together across
jurisdictional boundaries and across
sectors so that we can move forward with
strategically coordinated action.
• We will build community awareness of
the impacts of homelessness on our
community and support for countywide
initiatives.
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9 Summary Timeline
• First 12 Months: Rapid-Cycle Expansion of Interim Housing Capacity • Rapid-cycle implementation of non-congregate sheltering/interim housing capacity.
• Expand landlord partnership through incentive program and incentive/mitigation fund.
• Through launch of Homeless Action Committee, lay groundwork for a Regional Compact on homelessness to expand affordable and homelessdedicated housing regionally, including deeper analysis of needs and resources focused on populations that are medically vulnerable/age 65+, have behavioral health conditions, are chronically homeless, or are families with children.
• Increase diversion and prevention capacity.
• Expand staffing levels to meet needs in interim housing capacity and provide services for people with behavioral health conditions.
• Improve and expand HMIS and Coordinated Entry for data-driven strategic oversight capabilities and operational guidance.
• Actively engage persons with lived experience of homelessness into all phases of planning.
• Launch community education and media plan.
• Years 2-3: Regional Compact for Housing Development and Expanded Service Capacity
• Jurisdictions will develop a Regional Homelessness Compact to develop and align supportive housing goals, reducing barriers to housing and aligning resources to create and support housing.
• Expand supportive services available to ensure people are able to access and maintain housing, especially outreach, skills training, medical care and behavioral health services.
2022-2023
• Build Interim
Housing
Capacity
• Prevention
• Data
2023-2025
• Expanded
Service
Capacity
• Regional
Compact
2025-2027
• Increased
Housing
Capacity
• Data-driven
refinements
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10 • Create community standards for services and housing and expand training and other staff supports to ensure all resources support strategic plan goals and use of best practices.
• Improve data analytics and systematic reporting. Expand data connections and coordination with criminal legal system, hospitals, residential care and supported housing to offer more effective and efficient services, while respecting individual privacy rights.
• Review and learn from rapid cycle expansion of non-congregate sheltering/interim housing capacity and prevention and diversion capacity to fill in gaps and make improvements
• Years 4-5: Increase Housing Capacity
• Complete more affordable and supportive housing projects, both traditional and non-traditional, and meet Regional Housing Needs Allocation (RHNA) targets in all jurisdictions
• Develop housing solutions with consideration of water and other infrastructure needs
• Systematically speed up the path from homelessness to housing • Solidify gains with sustainable ongoing funding
• Implement incentives as needed to ensure implementation of the Regional Compact
• Enhance community partnerships to support system effectiveness 10 of 44
11 Lines of Effort
Line of Effort 1: Create affordable and appropriately designed housing opportunities and shelter options for underserved populations. 11 of 44
12 Focus: Increase the number of interim and permanent housing opportunities for prioritized beneficiary groups experiencing homelessness, to clear the backlog of households without appropriate housing options due to specific housing barriers and increase the overall effectiveness and efficiency of the homeless system of care.

Metric: Create 2050 new housing opportunities for persons experiencing homelessness or at-risk of homelessness over a 5-year period across the County Summary of Timing:
• Year 1:
o Find locations and start building non-traditional interim supportive housing with the goal of creating 300 units within 3 years o Develop better data on how many people need what type of housing and supports, and where they need it, so that we can develop clear, datainformed, housing targets for specific populations.

Beneficiary groups have been identified
based on data analysis of community need.

These groups may change over time as
homelessness is addressed and community
needs change.

The following beneficiary groups have been
identified as this plan begins:
• Older Adults/Medically vulnerable
• People with Behavioral Health
Conditions
• Chronically Homeless
• Families
What do we mean by “creating housing opportunities”?
Creating housing opportunities includes any strategy to increasing housing access, including but not limited to:
• Constructing, acquiring, rehabilitating, or renovating housing units • Master leasing
• Funding housing subsidies for households to access apartments in the community • Non-traditional housing or shelter options, like tiny homes, pallet shelters, board & care facilities, shared housing, or other designs.
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13 • Years 2-3:
o Prioritize and accelerate development of permanent housing projects to meet the mix of needs in the community, including permanent supportive housing (PSH) dedicated to homeless households. o Keep building interim supportive housing.
• Years 4-5:
o Ensure the creation of permanent supportive housing and low income/very low-income housing, including small Accessory Dwelling Units (ADUs) to meet Regional Housing Needs Assessment (RHNA) targets in all jurisdictions.

See Appendix A for housing model definitions, targets, expected number of persons housed, and turnover assumptions.

A. Rapidly create and support low-cost, non-traditional interim supportive housing solutions.

1. Use rapid-cycle implementation to increase noncongregate sheltering/interim housing capacity through projects such as pallet shelters, cabins, tiny
homes, sober living homes, room and board settings,
and parking villages. Target one project in each City
and Supervisor District for a total of 300 new units
countywide within 3 years.

2. Ensure that these new interim housing projects countywide form a continuum of safe, accessible, low-barrier interim housing/shelter options for individuals and for families that include wet or damp shelters, which allow for people with substance use needs to have housing while beginning to address recovery, and options that allow partners and pets.

3. Expand the Oklahoma Avenue Parking Village and replicate on a smaller scale in additional locations, with housing navigation support.

4. Provide housing-focused services to address needs of specific populations, including chronically homeless, unsheltered, families, and elderly/medically vulnerable. (See also, LOE 2.C)

5. Develop community standards for temporary non-traditional supportive housing to ensure that people served in these settings exit to permanent housing.

6. Complete a quarterly analysis of existing projects to determine the utilization and need for interim housing based on geography, climate, and Housing Unit: A housing
unit serves one
household, which may
consist of one person.
13 of 44
14 population and outcomes of various models. Align and expand shelter resources based on analysis.

B. Remove barriers to building new units for homeless populations throughout the region, especially in cities.

1. Cities and County will adopt least restrictive interpretation of “low-barrier navigation centers” (based on state zoning requirements) into zoning codes.

2. Cities and County will consider deferring or waiving permit fees for new infrastructure related to homelessness (or commit permit and/or impacts fees to support building costs).

3. Complete a regional inventory of city- and county-owned properties (based on compilation of city housing inventories within each Housing Element).

4. Codify best practices and facilitate adoption of streamlined development of homeless housing through a Regional Homelessness Compact. (See also, LOE

5.A.)
C. Create and sustain permanent supportive housing for homeless households.

1. Work with healthcare partners to expand access to supportive housing environments appropriate for medically vulnerable individuals, chronically homeless persons and seniors. (See also, LOE 2.J.)

2. Commit to ongoing funding needed to sustain the operations and supportive services for existing permanent supportive housing projects.

3. Reduce the development cost of permanent supportive housing by removing fees and by aligning local land use policies to reduce barriers to siting.

4. Advocate at the state level for changes to housing development policies that would streamline the development of permanent supportive housing.

5. Accelerate project implementation to build 500 additional units of permanent supportive housing for homeless persons
within 5 years.

6. Prioritize production of a mix of project
sizes to serve different needs, including projects
of fewer that 12 units, projects for persons with
chronic mental illness, and larger projects using
tax credit financing to accommodate families
and seniors.

7. Ensure all housing created accounts for
water and other infrastructure needs.

Non- traditional supportive
housing options can include
the following:
• Pallet shelters
• Tiny Homes
• Board & Care
• Single Room
Occupancy (SRO)
• Sober living homes
14 of 44
15 8. Use clear prioritization and systematic tracking to ensure that medically vulnerable and chronically homeless individuals needing permanent supportive housing exit from stabilizing environments such as interim housing/shelter solutions into permanent supportive housing with sufficient clinical and other service supports.

D. Increase use of existing vouchers and rapid rehousing funds through a region-wide landlord incentive and outreach program to maximize available units with private landlords.

1. Bring the Housing Authority of City of San Luis Obispo’s (HASLO) Emergency Housing Voucher landlord incentive program to scale in all communities to increase the number of participating landlords by 15% over the next 5 years.

2. Create a countywide landlord incentive/mitigation fund and adjust available funding based on analysis of access, utilization, and outcome of current landlord engagement efforts.

3. Sustain current levels of vouchers and rapid rehousing. Add resources sufficient for an additional 160 persons to find housing.

4. Expand the Housing Now program by 5 additional persons each year.

E. Increase access to seasonal and weather-dependent shelter throughout the region.

1. Maximize opportunities for winter sheltering across the County. Start with identifying locations, then where possible, expand for less severe weather conditions and more days of service.

2. Consider cooling centers in each region (North, Central and South) to be available on days expected to exceed 100 degrees, to support both unhoused persons and vulnerable housed people without air conditioning.

F. Support achievement of Regional Housing Needs Assessment (RHNA) goals for affordable housing targeting low- and very low-income households in every jurisdiction.

1. Introduce policies and strategies to accelerate completion of affordable housing projects, including traditional housing and small accessory dwelling units or permanent tiny homes, to meet RHNA targets in all jurisdictions (one-half of 6th cycle RHNA targets for low-income and very low-income units within 5 years), to achieve 1667 units of low/very low-income housing and 500 supportive units dedicated to homeless persons or preventing homelessness (see also, LOE #1 C.4).
15 of 44
16 2. Create a public dashboard to demonstrate progress toward affordable housing goals.

3. Provide incentives to builders and developers of affordable housing to increase development, including increasing local matching funds to help make strategic local projects competitive for tax-credit financing.

4. Preserve existing affordable housing, such as mobile home parks and the Anderson building.

5. Support smaller homes of all kinds such as tiny homes, tiny homes on wheels and ADUs.

6. Support all levels of affordable housing (including deed restricted housing, moderate affordable units, affordable by design approaches) to provide housing for those exiting successfully from homeless-dedicated housing and stabilize moderate- and low-income households, including workforce.

7. Encourage development of workforce housing countywide to support staff who are currently working or moving to the area to work in this field.

8. Review City and County resources including Community Development Block Grant (CDBG) funding to increase the efficiency and timeliness of allocation and utilization. For example, consider combining funds to get projects qualified for tax-credit financing more quickly.

9. Through the HSOC Housing Committee, consider and encourage exploration of alternative housing finance models.
16 of 44
17 Line of Effort 2: Focus efforts to reduce or eliminate the barriers to housing stability for those experiencing homelessness or at risk of homelessness, including prevention, diversion, supportive services, and housing navigation efforts.

Focus: Strengthen supportive services across subpopulations to effectively assist people who are experiencing homelessness in obtaining and maintaining housing.

Metrics:
• System-wide, reduce the average length of time people experience homelessness by 10% each year.
• Increase the number of people being served in shelters or by outreach staff that access permanent housing by 10% each year.
• Increase the number of people exiting homelessness by at least 2050 over five years, compared with current level of effort.

Summary of Timing:
• Year 1: Prevention & Diversion; services sufficient to support new interim housing
• Years 2-3: Develop services, training and coordination, especially outreach, skill development, and behavioral health.
• Years 4-5: Maintain services, with ongoing assessments and refinements to maximize effectiveness
A. Implement housing-focused case management and services across the region.

1. Increase staff to meet the growing challenge of emerging needs (with increased efforts in coordinated entry, outreach, housing case management); utilizing best-practices to define appropriate client to staff caseload ratios and to hire individuals who are gender- and culturally diverse, including multilingual staff.

2. Recruit and support development of new staff, which may include outreach to and partnerships with high schools and colleges; and provide support for continued education for current staff.

3. Increase and create peer support positions including developing qualifications, providing training, and leveraging support from the Department of Rehabilitation and Department of Health Care Services. 17 of 44
18 4. Increase compensation and benefits to reduce turnover, standardize pay scales across providers, and provide livable wages for those working in the services sector.

B. Support program staff in delivering effective services

1. Develop and implement community standards and best practices for each service area (including outreach, case management, coordinated entry) with a universal focus on housing navigation.

2. Create a uniform, digital library, and schedule of trainings for supportive services (including housing first, motivational interviewing, harm reduction, trauma-informed care, vocational training, resource availability, and diversity/equity/inclusion competency).

3. Ensure that coordinated entry system is used as the foundation for service assessment across the continuum.

4. Develop a resource knowledge base and referral system to maximize community resources (including housing programs such as HASLO vouchers, HUD-VASH and other specialty vouchers, affordable/tax credit housing and legal resources).

5. Expand access to interpretation services for all providers.

6. Expand technology toolkit to ensure coordinated entry assessment can be done in real time in the field, with virtual client signatures.

7. Coordinate services and resources with public health and social service agencies to effectively respond to any emergencies, disaster events, and/or communicable diseases (including COVID).

8. Leverage the expertise and success of existing models with proven outcomes to inform new and expanding programs.

C. Structure services based on population need and geographical coverage.

1. Revamp the coordinated entry system to prioritize services based on need (including diversion, permanent supportive housing for higher threshold chronically homeless, rapid re-housing for lower threshold) throughout the geographic region.

2. Coordinate outreach strategies across multiple agencies to allocate and prioritize resources geographically and across populations and to improve information-sharing.

3. Coordinate efforts with first responders, including law enforcement and fire department agencies, to improve health and safety.
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19 4. Integrate services with jail, juvenile justice, probation and other criminal justice entities.

5. Include people experiencing homelessness in service design and implementation, and at the program and system level.

6. Target program services to address the specific needs of subpopulations, including people who are aging, youth, and people who have a physical, mental health and/or substance use disorder. Ensure services are culturally appropriate to the target populations and the household makeup (including families, singles, and couples) and that supports vary as needed (specifically, time-limited versus static ongoing services) to allow for growth, independence, self-reliance, and recovery.

7. Create multidisciplinary outreach teams, including either medical staff certified and trained to provide care for physical, mental health, and substance use disorders, including mobile medications, or, at minimum, telemedicine access.

8. Pilot a site-based Regional Homeless Operations Center to support housing navigation services at the Oklahoma Parking Village.

9. Assess the need and location for expanded mobile hygiene services to increase engagement with unsheltered population.

10.Create and expand job development opportunities for unhoused and newly housed individuals by partnering with job creation and support agencies in the community, including America’s Job Center of California, Vocational Rehabilitation, and others.

D. Prevent homelessness through expanded diversion efforts (also known as housing problem solving or family reunification) and homeless prevention capacity.

1. Find housing for an
additional 50 people each
year through expanded
diversion and homeless
prevention efforts.

2. Expand diversion efforts
through coordinated entry
system (including by adding
staff; improving program
outcomes and training;
increasing flexible funding for relocation, etc.). Ensure that frontline staff are trained in diversion and progressive engagement.

What is diversion or housing problem solving?
Diversion resolves an immediate housing crisis by
problem-solving to find an alternative solution to
entering the homelessness system, which may include
family reunification. Diversion programs may include
financial assistance, mediation, or connection to
resources. In one community, the average cost per
person in the homeless system was $3,700, whereas
per person cost for diversion was only $1,550.
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20 3. Expand community partnerships to help identify households at-risk of homelessness (for example, through schools, family resource centers, SAFE System of Care, food pantries).

4. Help households stabilize their housing through temporary financial support (rent, unpaid utility bills).

E. Implement culturally, linguistically, affirmative, and responsive programs and services to serve all individuals throughout the County in all regions.

1. Build community understanding of diversity, equity, and inclusion to ensure equitable access to culturally appropriate and responsive services throughout the homeless system of care.

2. Improve access to services for people with limited English proficiency.

3. Develop policies and programs to identify and address structural inequalities.

4. Regularly train staff throughout the homeless system of care to be responsive to a growing diverse population.

5. Create opportunities for formerly homeless persons to participate in creating mutually supportive neighborhoods and build connections to community resources for personal, social, and economic growth.

6. Develop and implement communication strategies to improve service access that are culturally and linguistically appropriate.

F. Expand mental health and substance abuse disorder services.

1. Increase capacity and training for behavioral health outreach in the field with ties to ongoing treatment, by adding behavioral health peers, case managers, and providers who are field-based and can connect individuals through technology (telehealth) to professional services. Ensure training related to harm reduction and trauma-informed services for professional and allied staff.

2. Create integrated service strategies to address chronic substance use and co-occurring disorders, such as creating sobering centers and residential treatment centers. Ensure that the outreach workers are trained to recognize and provide interventions, referrals, and care for both mental health and substance use disorders.

3. Provide additional services for individuals who are coming out of homelessness into housing to assist with the psychological impacts, development or renewal of daily living skills, and other post housing transitions including integration into the community.
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21 G. Support efforts of first responders to address high system utilizers

1. Design and develop a countywide intervention strategy to identify, engage and serve high system utilizers.

2. Expand and systematize the
interface with the jail to
reduce of frequency of postincarceration homelessness.

Expand jail in-reach to plan
for re-entry and prevent recidivism through jail-to-community bridge services.

3. Create 24/7 response systems with supportive services and transportation.

G. Structure services based on medical need of aging population

1. Develop and increase appropriate housing and home healthcare services to support housing retention among medically vulnerable and high need behavioral health populations.

2. Develop Medi-Cal-accepting nursing homes, assisted living facilities, and Supplemental Security Income/Social Security Administration (SSI/SSA) accepting licensed board and care homes across the aging spectrum.

3. Cultivate active partnerships with Dignity, Tenet, Community Health Centers, other healthcare providers and CenCal Health to better support people with complex needs.

4. Create respite care project for people exiting medical facilities, with support for ensuring housing access.

H. Expand services and housing targeted to Transitional-Age Youth (age 16- 25)

1. Strengthen the safety net to identify, assess and connect youth experiencing a housing crisis, ensure highest-risk youth receive priority for services.

2. Provide an immediate path to help youth access services for safety due to the consequences of homelessness, through enhanced outreach and mobile response.

3. Expand a continuum of age-appropriate, stable housing options to meet the diverse needs of youth (for example, host homes, master lease, and permanent supportive housing).

4. Provide a network of trauma-informed supportive services to help young people maintain stable housing, learn life skills (including parenting supports) High system utilizers are individuals that
disproportionately use emergency departments and
inpatient services. Often, obtaining stable housing
reduces system use in the first year of tenancy.
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22 and to achieve and sustain higher measures of success (including education and employment services).

5. Improve youth access and utilization of medical, behavioral, and dental care services.

6. Improve youth access and utilization of public benefits (for example, CalFresh).
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23 Line of Effort 3: Improve and expand data management efforts through HMIS and coordinated entry system to strengthen data-driven operational guidance and strategic oversight.

Focus: Improve homeless system data quality and reporting, increase data sharing, and analyze and share data to drive improvements in homeless system performance.

Metrics:
• HMIS access provided to all participating agencies for shared clients to the extent allowed by federal and state laws governing HMIS and privacy. • Law enforcement, healthcare organizations, government agencies and nonprofit organizations may make referrals to coordinated entry. • Mechanism exists to analyze aggregate data when individualized data cannot be shared due to privacy laws, regulations, or guidance.

Summary of Timing:
• Year 1: Create single HMIS database, data analysis and reporting to the community
• Years 2-3: Establish analytics and systematic reporting • Years 4-5: Data driven refinements in strategy and services A. Create a coordinated entry system that is open and accessible to all partner agencies to make referrals into the coordinated entry system and access data.

1. Establish one unified data system for the coordinated entry system and the Homeless Management Information System (HMIS). Acquire and implement software platform/vendor that meets community needs.

2. Create a streamlined and automated referral process and allow referrals from law enforcement, healthcare agencies, government agencies, and not-forprofit organizations.

3. Provide open access for HMIS participating agencies, consistent with client consent and relevant federal and state privacy laws.
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24 B. Expand access and usage of data in service coordination and decisionmaking.

1. Monitor participation from HMIS participating agencies to ensure compliance with HMIS policies and procedures.

2. Create and sustain HMIS technical support positions in proportion to number of users.

3. Streamline data processes to eliminate duplicate data entry and improve understanding of need across the community.

4. Design and implement a data quality improvement plan within HMIS for all program types.

5. Create a data analyst position to analyze performance and produce reports needed for data-driven management.

6. Community Action Teams, mobile outreach and engagement teams, and Mobile Crisis Units will have access to and utilize HMIS data to coordinate and maximize service provision.

7. Integrate GIS data and HMIS data so that street outreach teams have access to and can utilize real-time information to better assist homeless persons.

8. Expand data sharing and coordination with hospitals and managed care organizations to identify populations with greater medical and behavioral health needs and increase coordination of services.

9. Improve use of justice department, jail, police data (including TEMP data) and reports to improve services to people with criminal legal system involvement. Share aggregate data with criminal legal system.

10.Develop a dashboard and schedule of analytical reports that can be used to assess program effectiveness, identify and quantify trends in the mix of needs, and fine-tune recommendations for resource generation and allocation.

11.Provide reports on performance measures to the HSOC bimonthly.

12.Expand analysis of Stella, Homeless Data Integration System, Point-In-Time Count, Coordinated Entry, and HMIS and HUD System Performance Measures to provide a more comprehensive picture of homelessness.

13.Update data system to ensure timely monitoring of Release of Information authorizations.

14.Create data tracking and reporting mechanism to measure housing and shelter (including alternative housing models) production against Five-Year Plan development goals.
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25 Line of Effort 4: Create, identify, and streamline funding and resources.

Focus: Increase funding and resources through new federal, state and private grant opportunities, restructure County funding to support this strategy, and align all funding available to address homelessness with community needs and priorities.

Metrics:
• Identify and earmark existing and known projected incoming grant monies toward new efforts that specifically accomplish objectives set by this strategy. • Identify and analyze all current yet uncoordinated homelessnessdirected funding streams across multiple government departments and community projects and synchronize them for greater impact. • Increase grant-writing/grant-management capacity to improve our understanding and involvement with state, federal and other funding sources, improve accountability and contract performance through enhanced grant management, and achieve an optimal return on investment into this strategy.
• Improve understanding and communication between County, City, nonprofit and private entities regarding funding opportunities, processes, and accountability procedures through training and focused interaction.

Summary of Timing:
• Year 1:
o Earmark the Homeless Housing, Assistance and Prevention (HHAP) Program Rounds 2 and 3 funding and selected American Rescue Plan Act (ARPA) monies toward efforts to improve data processes, improve the coordinated entry system, bolster homeless prevention efforts, and build multiple non-congregate shelter operations throughout the region to accommodate 100-150 individuals.
o Quantify shortfalls in affordable special needs housing and service capacities and link existing and potential funding strategies to close these gaps in the next 4 years.
o Launch effort to streamline uncoordinated homelessness funding and efforts, including coordination with key external partners such as CenCal Health.
• Years 2-3:
o Continue to identify and steer funding in non-congregate shelter operations while shifting funding priorities to maximize service capacity 25 of 44
26 and permanent supportive/special needs/ very low-income housing construction efforts.
o Formalize budgeting processes and funding strategies between County and City departments in accordance with a Regional Compact. These efforts might include Bond Measure and working with jurisdictions to achieve local match to maximize other funding such as priority tax credit projects (currently $40k/unit).
o Work with CenCal Health to integrate new Cal AIM and Housing and Homelessness Incentive Program services with existing homeless services for maximum efficiency and impact.
o Evaluate progress towards plan goals and earmark HHAP Round 4 funding to activities with the greatest impact.
• Years 4-5:
o Shift investment priority from expanding non-congregate shelter operations to sustaining service capacity and traditional housing efforts.

A. Optimize the use of current funding streams and identify and obtain new resources

1. Collectively, community-wide and cross-jurisdictions, identify funding opportunities that are most likely to be profitable and pursue them collectively and strategically.

2. Develop a cross-jurisdictional team supported by local experts to drive an ongoing effort to connect the most urgent needs with ever-changing opportunities for funding, including orchestrating funding blending and coordination.

3. Establish clear priorities for grant programs for County- and city-controlled funding that align with the goals of the strategic plan.

4. Implement a new project review / housing program creation work group to review applications for new funding opportunities to ensure alignment with the strategic plan.

B. Advocate for state and federal funding.

1. Align efforts with state and federal plans to ensure that local efforts are prepared to seize funding and resource opportunities when presented.

2. Advocate for ongoing state funding for homeless services operations to sustain capabilities expanded with one-time funding.

3. Advocate for new federal and state funding for supportive services in permanent supportive housing.
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27 4. Advocate for federal and state funding to provide short-term housing stabilization services for residents of Affordable Housing and Housing Choice Voucher recipients, particularly persons in need of short-term mental health interventions.

5. Create priorities for new state funding opportunities to ensure alignment with the strategic plan.

6. Work with local, state, and other regulators to reduce barriers to creative interventions and increase funding sources.

7. Ensure governmental legislative platforms align to effectively advocate for resources and service reforms.

8. Work with jurisdictions to achieve local match to maximize other funding such as priority tax credit projects funded (currently approximately $40k/unit).

C. Strengthen and increase private philanthropic funding and health care funding for homelessness.

1. Partner with CenCal and local Healthcare Systems and organizations to identify opportunities to use CalAIM, Housing and Homeless Incentive Program (HHIP) and other initiatives to increase services and resources aligned with the strategic plan.

2. Strengthen and align local funders to support projects aligned with strategic plan.

3. Develop stronger relationships with the faith community to provide financial support services and funding.

4. Encourage local bankers and lenders to make it easy for homeowners to finance the building of Accessory Dwelling Units (ADUs) under 750 square feet for long-term rental use, since these units can also benefit from statemandated fee waivers and expedited processing.

D. Align local city and County resources to support strategic plan.

1. Publish annual combined plan and budget for homelessness across all jurisdictions.

2. Incentivize achievement of RHNA goals.

3. Consider pooling CDBG funding between communities to speed housing development.

4. Ask cities and County to consider dedicating the year-over-year increase in transient occupancy taxes to supporting housing that is affordable to service sector workers.
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28 5. Seek pilot project status for the County and CoC to get more grant funding and more flexibility.

6. Develop additional resources to prevent and address homelessness due to domestic violence.

7. Seek County funding to/for:
• Fill in funding gaps to sustain operations and services • Data systems and analytics to leverage state funding and support continued data management
• Seed money for low-cost housing strategies
• Grant applications and management support including identifying new grant opportunities
• Local support for priority funding permanent housing projects considers pooling with the cities
• Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.).

8. Seek city and County funding for:
• Local support for priority permanent housing projects serving low-income and very low-income households
• Outreach services specific to the community
• Financial and operational support in partnership with other sources for interim housing and shelter projects benefiting the community • Exploring other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.). 28 of 44
29 Line of Effort 5: Strengthen Regional Collaboration.

Focus: Create regional, coordinated response to homelessness to minimize duplication of effort and improve system effectiveness to reduce homelessness.

Metric: Create and maintain a Homeless Action Committee for the plan duration.

Summary of Timing:
• Year 1: Homeless Action Committee created, meets regularly; Citizens Oversight body formed; quarterly discussion sessions begin for those with lived experience
• Years 2-3: Regional Homeless Compact adopted
• Years 4-5: Data-driven management
A. Create a mechanism to visualize, describe, unify, and equitably direct regional efforts to address homelessness.

1. Develop data-driven management: Through HSOC and its committees, conduct bimonthly data-driven oversight of the status of plan implementation and the extent to which desired outcomes are being achieved. Recommend action steps to the Board of Supervisors, the Homeless Action Committee and other stakeholder groups represented on HSOC as needed. Conduct periodic reviews of programs and services to identify activities that need to be initiated, terminated, sustained. Consider and communicate issues and opportunities initially vetted in HSOC committees.

2. For rapid implementation management, create a Homeless Action Committee, consisting of the County Principal Administrative Analyst on Homelessness (and select County staff as required) and all City Mangers (and select City Staff as required) that meets regularly (for example, biweekly) to promote a regional, strategically coordinated approach to addressing homelessness, including developing regional housing and shelter goals and plans. Each member will report back to their respective governing agencies and consult with people with lived experience, nonprofit organizations, law enforcement, fire departments, and other community-based entities, as relevant. Staff will receive strategic guidance for this implementation work from HSOC, and coordinate with HSOC and its committees on multidisciplinary matters and policy issues.

3. Building from the Homeless Action Committee, complete a Regional Homelessness Compact with principles and jurisdiction-specific targets, 29 of 44
30 overall and for special needs populations, and positive and negative incentives for compliance.

4. Secure approval of the Regional Homelessness Compact by all seven cities and the County Board of Supervisors.

5. Establish a Citizen’s Oversight body to meet once or twice yearly to review progress on implementation steps and outcomes achieved and to provide community feedback to HSOC and the Board of Supervisors.

6. Pursue reorganization within the County to consolidate and empower homeless-related staffing, create more stability and predictability in funding and program structure, reduce duplication, allow for more meaningful midterm and long-term planning, and braid together a significant amount of spending.

B. Elevate the voice of people experiencing homelessness to reduce stigma and marginalization of the homeless population.

1. Engage people with lived experience of homelessness to understand challenges faced by people experiencing homelessness in this community and highlight successes.

2. Ensure representation from people of lived experience on all committees or work groups focused on homeless issues.

3. Expand input from Spanish-speaking population and from all people with limited English proficiency throughout the homeless system.

4. Hold quarterly community discussion groups on homeless issues with content developed in partnership with people of lived experience. Refer insights, requests and recommendations to HSOC committees and the Homeless Action Committee for consideration and action. 30 of 44
31 Line of Effort 6: Build public engagement through information-sharing and partnership.

Focus: Sufficiently define the core homelessness issues and communicate the need to the community for these issues to be addressed. Educate and communicate with community members about the strategic plan, outcomes of plan efforts, and specific needs to improve community support for efforts to end and reduce homelessness.

Metric: Increase funding from the general public by 10% each year.

Summary of Timing:
• Year 1: Community education, media plan and “How can I help?” resources • Years 2-3: Establish accessible dashboards to report results to the community • Years 4-5: Enhance community partnerships to strengthen the effectiveness of individual projects and collective efforts to restore people more quickly and securely into housing.

A. Create a community education strategy to inform community leaders and citizens.

1. Develop and maintain a web-based information-sharing center about ongoing activities, plans, and structures responding to homelessness locally to improve communications.

2. Develop community-wide dashboards to share progress on addressing homelessness and developing affordable housing.

3. Circulate HSOC result reports to multiple constituencies. Develop talking points for report to distribute to cities, service providers, etc.

4. Ensure all communication is accessible to the full population (such as translations in Spanish, cultural appropriateness, readability, vision or hearing impaired, etc.)

5. Create a centralized resource to help answer the “How can I help” question and help link potential volunteers, donors and advocates with established organizations and each other

6. Create an online resource for individuals and families who are unhoused to share information about what is happening in the community, and for individuals experiencing homelessness to have a way to share their experiences with HSOC.
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32 7. Enhance engagement with front-line community groups and volunteers working with underserved homeless populations to build community ties and trust with the unhoused community.

8. Build community support for creating homelessness funding mechanisms (including both public and private funding).

B. Create a media plan for communication including professional and social media

1. Hire a public relations firm to create media plan to share information about homelessness and the system of care and more effectively engage the community in supportive action, using already-allocated funds.

2. Distribute shared talking points to city communications staff. 32 of 44
33 Summary of Requested Jurisdictional Commitments
To support this plan, each jurisdiction will be encouraged to:
• Participate in Homeless Action Committee and development of Regional Homeless Compact
• Adopt least restrictive interpretation of “low-barrier navigation centers” (based on state zoning requirements) into zoning codes
• Consider waiver of permit fees (or commit permit and/or impact fees to project) for new infrastructure related to homelessness
• Introduce policies and strategies to help accelerate completion of affordable housing projects, both traditional and non-traditional, to meet RHNA targets. • Consider pooling CDBG funding to speed housing development • Consider dedicating the year-over-year increase in transient occupancy taxes to supporting housing that is affordable to service sector workers • Align funding decisions with strategic plan priorities • Provide funding to:
o Local support for priority Low-Income/Extremely Low-Income permanent housing projects
o Outreach services specific to the community
o Financial and operational support in partnership with other sources for interim housing and shelter projects benefiting the community o Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.) • Create at least one non-congregate sheltering/interim housing project In addition, the County will:
• Consider reorganization within the County to consolidate and empower homeless-related staffing
• Provide funding to/for:
o Fill in funding gaps to sustain operations and services o Data systems and analytics to leverage state funding and support continued data management
o Seed money for low-cost housing strategies
o Grant applications and management support including identifying new grant opportunities
o Local support for priority funding permanent housing projects considers pooling with the cities
o Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.). 33 of 44
34 Appendices
Appendix A: Housing Goal Methodology
Housing Goal: 2050 additional housing placements
over 5 years
Why 2050?
• Our overall plan goal is to reduce the number of people experiencing homelessness to 50% of the current level within five years. So, if 2100 people are homeless now, we plan to house at least 1050 people homeless countywide before plan completion. • HMIS data from the past three years shows an average of approximately 200 more people coming into the system of care each year compared to those to exit, so we can estimate that roughly an additional 1000 people will become homeless during the plan implementation period.
• As a result, we plan to house 2050 (1050 + 1000) more people in housing over this 5-year period above and beyond the current level of effort.

How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight

1. Homelessness Prevention and Diversion
Homelessness prevention and
diversion programs both use
problem solving techniques, which
may include funding (for example,
utility arrears, transportation
support), services, and support to
either prevent or quickly end a
household’s homelessness. Both
efforts work from each households
existing relationships and
resources to avoid homelessness.

Target: 250 additional
direct placements
(50/year)
• New diversion
specialists
• Training across
system
• Funding to sustain
current level of
homelessness
prevention
• Data mechanism to
track, report
diversion
HSOC
Services
Committee
34 of 44
35 How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight

2. Rapid Rehousing (RRH)/Vouchers
Rapid rehousing (RRH) is a housing
intervention that provides financial
support, including short to
medium term rental assistance,
and services to support
households to stabilize in housing.

The goal is that households will
transition in place and take over
their full rent payment when they
exit the program.

Target: House an
additional 160 people
in existing units
through a combination
of RRH and new
housing vouchers.

Assumptions: Assume
20% turnover and 1.5
persons per unit.

Additional use of this
strategy is constrained
by the tight housing
market.
• Landlord support
and liaison(s)
• Landlord mitigation
and incentive
funding
• Funding for
vouchers and
move-in costs
• Case management
• Behavioral health
staffing
HSOC
Services
Committee

3. Housing NOW
A program of intensive mental
health and case management
support for high-vulnerability
persons with extensive support
needs, in master-leased or owned
units.

Target: House an
additional 25 people (5
additional persons per
year)
Assumption:

Additional use of this
strategy is constrained
by the tight housing
market.
• Additional masterleased or owned
units
• Case management
• Behavioral health
staffing (TMHA)
HSOC
Services
Committee

4. Non-Congregate Interim Housing & Sheltering Capacity Interim housing and sheltering
capacity can take many forms,
including tiny homes, cabins, pallet
shelters, safe parking, sober living,
and other creative approaches. A
mix of "wet, dry and damp"
environments will be needed. Case
management and diversion
techniques will be needed to
support households to move to
more stable housing, which may
include subsidized (for example,
rapid rehousing) or supportive
housing (for example, permanent
supportive housing).

Target: Build 300 units
within 3 years (90-120-
90; roughly 10 sites
with average of 30 units
per site (range 15-60
units)). With turnover,
will shelter 500 people.

Assumption: 25%
annual turnover to
start.
• Focused effort on
permits and
construction
• Operating oversight
with community
volunteers and
donors
• Case management,
behavioral health
services, and
housing-focused
services
HSOC
Housing
Committee
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36 How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight

5. Low and Very Low-Income Housing per RHNA
Ensure the construction of deedrestricted housing for low-income (LI) and very low-income (VLI)
households, plus ADUs
Target: House 500
additional homeless or
at-risk people by
building 1667 units.
(When added to the
500 units of PSH in #6,
this equals 1/2 of 10-
year RHNA targets
countywide).

Assumptions: 30%
yield: 10% homeless
set-aside plus another
20% ultimately
resulting in someone
avoiding homelessness.
• Match unit mix to
needs (more 1 BR
or studios)
• Local matching
funds (County and
City)
• Case management
to stabilize people
in housing
HSOC
Housing
Committee

6. Permanent Supportive Housing (PSH)
Permanent supportive housing
(PSH) is housing for formerly
homeless people with disabilities
that is not time-limited and
includes services to sustain
housing. The plan calls for units to
be created in new construction or
other structures.

Target: Build 500 new
units (by year,
50,50,80,160,160). With
turnover, house 580
people.

Assumption:

Continuation of current
14% average turnover
rate to house 600
people in 5 years. This
includes persons with
complex health
challenges.
• Local matching
funds (County and
City)
• Extensive
partnership with
healthcare
organizations
• Case management
and behavioral
health services
required to
stabilize housing
HSOC
Housing
Committee
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37 Existing New
Definitions:

PSH+ Permanent Supportive Housing + options for high-needs persons (for example, nursing home beds) Low Income Affordable Housing for Low Income and Very Low Income households, including ADUs Non-Traditional Non-traditional interim housing/shelter options, eg tiny home villages, cabins, sober homes NOW Housing NOW
RRH/V Rapid Re-Housing and new Vouchers
HP/Divert Homeless Prevention (HP) and Diversion services RHNA:

Level of Services Needed
Five-Year Targets by Housing Type
(accounting for turnover and percentage dedicated to homeless households)
Housing Stock Utilized
High Low
PSH+
600
500
Low-Income
500
1667x30%
NOW
25 HP / Divert
RRH/V 250
150
75 NonTraditional
525
300
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38 Appendix B: Regional Housing Need Allocation (2019)
Jurisdiction Total
Allocation
Very Low

24.6%
Low

15.5%
Moderate

17.9%
Above
Moderate

42.0%
Arroyo Grande 692 170 107 124 291
Atascadero 843 207 131 151 354
Grover Beach 369 91 57 66 155
Morro Bay 391 96 60 70 164
Paso Robles 1,446 356 224 259 607
Pismo Beach 459 113 71 82 193
San Luis Obispo
City
3,354 825 520 603 1,406
County of San
Luis Obispo
(unincorporated)
3,256 801 505 585 1,365
Total for County
of San Luis
Obispo
10,810 2,660 1,675 1,940 4,535
Data Source: Housing Element Implementation and APR Data Dashboard, Regional Housing Needs Allocation (RHNA) Overview for 6th Cycle (12/31/20-12/31/2028) (slide 9), available at:
https://www.hcd.ca.gov/apr-data-dashboard-and-downloads 38 of 44
39 Appendix C: Plan Development
This plan was developed between September 2021 and July 2022. The plan was led by a cross-community steering committee that included:

Anne Robin, County of San Luis Obispo Health Agency
Brenda Mack, Community Member
Elaine Archer, Housing Authority of San Luis Obispo
Janna Nichols, 5Cities Homeless Coalition
John Peters, Grover Beach Police Department
Kelsey Nocket, City of San Luis Obispo
Scott Collins, City of Morro Bay
Susan Funk, Councilmember from City of Atascadero (Chair) The committee was supported by Laurel Weir and other staff from the County of San Luis Obispo Department of Social Services Homeless Services Unit and Joseph Dzvonik, County of San Luis Obispo. Homebase/The Center for Common Concerns, Inc. provided technical support.

The committee reviewed data analyses from the following sources to inform the plan’s creation:
• Homelessness Management Information System (HMIS) data for the period from January 2018 to November 15, 2021
• Survey responses from 170 stakeholders
• Survey responses from 55 providers
• Eight stakeholder interviews
• One provider focus group
• One lived experience focus group
• Data provided or obtained by steering committee members The committee was unable to review the results of the 2022 Point-in-Time Count and coordinated entry data in the development of this plan. The committee desires additional reliable quantitative data to inform housing and service priorities and allocation, including from the coordinated entry system, which informed the creation of Line of Effort 3.
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40 Appendix D: Glossary
Accessory Dwelling Units (ADUs) are permanent units that exist besides, near, or in conjunction with a larger, pre-existing home.

At risk of homelessness is a status given to individuals and their families who have unstable housing and inadequate income and resources.7
Behavioral health describes the connection between a person's behaviors and the health and well-being of the body and mind.8
Case management includes assessment, planning, facilitation, care coordination, evaluation and advocacy with people experiencing homelessness. Staff work with individuals and families to address their comprehensive needs to help them exit homelessness and stay housed.

Chronically Homeless is when a person has been homeless for at least a year, either 12 months consecutively or over the course of at least 4 separate occasions in the past 3 years. To be chronically homeless, the individual or head of household must also have a disability.

Coordinated Entry (CE) System is a system for accessing homeless housing and services that prioritizes the highest need, most vulnerable households in the community and that ensures the housing and supportive services in the system are used as efficiently and effectively as possible.

Community Development Block Grant (CDBG) is a flexible program run by HUD that provides communities with resources to address a wide range of unique community development needs.

Continuum of Care (CoC) is the group organized to carry out the responsibilities prescribed in the CoC Program Interim Rule9 for a defined geographic area.

Responsibilities of a CoC include operating the CoC, designating and operating an HMIS, planning for the CoC (including coordinating the implementation of a housing and service system within its geographic area that meets the needs of the individuals and families who experience homelessness there), and designing and implementing the process associated with applying for CoC Program funds. 7 See 24 C.F.R. § 576.2 for complete definition of “at risk of homelessness” under the Emergency Solutions Grant Program. 8 CDC, The Critical Need for a Population Health Approach: Addressing the Nation’s Behavioral Health During the COVID-19 Pandemic and Beyond. Available at: https://www.cdc.gov/pcd/issues/2020/20_0261.htm 9 CoC Interim Rule, https://www.hudexchange.info/resource/2033/hearth-coc-program-interim-rule/ 40 of 44
41 CoC Program is designed to promote communitywide commitment to the goal of ending homelessness; provide funding for efforts by nonprofit providers, and state and local governments to quickly rehouse homeless individuals and families while minimizing the trauma and dislocation caused to homeless individuals, families, and communities by homelessness; promote access to and effect utilization of mainstream programs by homeless individuals and families; and optimize self-sufficiency among individuals and families experiencing homelessness.

Diversion is a strategy that prevents homelessness for people seeking shelter by helping them identify immediate alternate housing arrangements and, if necessary, connecting them with supportive services and financial assistance to help them return to permanent housing.

Emergency Shelter is any facility with overnight sleeping accommodations, the primary purpose of which is to provide temporary shelter for homeless people.

Shelter may include year-round emergency shelters, winter and warming shelters, navigation centers and transitional housing. These types of shelter have varying hours, lengths of stay, food service, and support services.

Flexible funds have increasingly been permitted and encouraged as an allowable expense by federal, state, and County funders. Flexible funds can be used for a variety of purposes that will result in an immediate solution to a housing crisis. For example, flexible funding can be used to purchase grocery cards, gas cards, certificates or licenses to work, car repair, furniture, pest extermination, storage, essential minor repairs to make living space more habitable, transportation vouchers/passes, costs for birth certificates or other documents, bus or train tickets, moving costs, housing application fees, credit checks, rental deposits, past due rent, one-month rent on new units, utility deposit, and/or utility payments.

Homeless is defined by HUD in four categories:
(1) individuals and families who lack a fixed, regular, and adequate nighttime residence and includes a subset for an individual who resided in an emergency shelter or a place not meant for human habitation and who is exiting an institution where he or she temporarily resided; (2) individuals and families who will imminently lose their primary nighttime residence;
(3) unaccompanied youth and families with children and youth who are defined as homeless under other federal statutes who do not otherwise qualify as homeless under this definition; and
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42 (4) individuals and families who are fleeing, or are attempting to flee, domestic violence, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member.

Homeless Management Information System (HMIS) is a local information technology system used to collect client-level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness.

Homeless system of care is another way of describing the Continuum of Care (CoC) and the network of partners who come together to work to support people experiencing homelessness or at risk of homelessness.

Housing and Urban Development (HUD), U.S. Department of, is the federal agency responsible for national policy and programs that address housing needs, improve and develop communities, and enforce fair housing laws.

Housing Choice Vouchers (HCVs), formerly known as the Section 8 program, are long-term rental subsidies funded by HUD and administered by Public Housing Authorities that can be used to help pay for rent.

Housing First is a well-accepted, national, evidenced-based best practice that eliminates barriers to housing, such as sobriety, treatment or service participation requirements, to ensure individuals and families can exit homelessness as quickly and successfully as possible. Supportive services are offered (on a voluntary basis) to maximize housing stability and prevent returns to homelessness as opposed to addressing predetermined treatment goals prior to permanent housing entry.10
Housing Inventory Count (HIC) is conducted annually to collect information about how many units of housing in the region are active and reserved for people experiencing homelessness. This includes Emergency Shelter, Transitional Housing, Rapid Re-Housing, and Permanent Supportive Housing. To be included in the HIC count, the units must be reserved for people experiencing homelessness. In addition, to be included on the HIC, any Rapid Re-Housing units must have been actively in use by a particular client on the night of the count – subsidies that are available but are not currently being used to pay rental assistance on a particular apartment are not included in the count.

Landlord incentive programs provide education and incentives to landlords to make it more likely they will rent to people experiencing homelessness. They can 10 What Housing First Really Means, National Alliance to End Homelessness (NAEH). 42 of 44
43 provide funding to support risk mitigation (compensating landlords if tenants harm their premises) and financial incentives that make landlords more likely to rent to people transitioning out of homelessness.

Low-barrier shelters are emergency shelters that have removed most requirements/obstacles for entry into the program so that households are more likely go indoors to connect to services rather than stay on the street. For example, unhoused residents are allowed to bring their pets and possessions, to live with their partners, and do not have to exit the shelter each morning. They are not expected to abstain from using alcohol or other drugs, so long as they do not engage in these activities in common areas of the shelter and are respectful of other residents and staff.

Motivational Interviewing is a client-centered, evidence-based approach used by direct service providers working with people experiencing homelessness. It allows individuals to direct their own path toward the change they seek, rather than trying to convince them of what they need to do. The provider builds trust, listens, and then acts as a guide to help the client to identify their own personal next steps.

Non-congregate shelters provide overnight sleeping accommodations with individual quarters, such as hotels, motels, and dormitories.

People with lived experience are people who have lived through the experience of homelessness and have first-hand knowledge of what it is like to live unsheltered and/or to move through the homeless system of care.

Point-in-Time (PIT) Count is an annual process required of CoCs by HUD to count the number of people experiencing homelessness on a single night in January. The PIT count provides a snapshot of data available on the size and characteristics of the homeless population in a CoC over time.

Permanent Supportive Housing (PSH) provides long-term housing with intensive supportive services to persons with disabilities. These programs typically target people with extensive experiences of homelessness and multiple vulnerabilities and needs who would not be able to retain housing without significant support.

Prevention is a strategy that targets financial resources and supportive services to people who are at imminent risk of homelessness (whereas Diversion usually targets people as they are initially trying to gain entry into shelter).

Rapid Rehousing (RRH) provides people experiencing homelessness with rental housing subsidies and tailored supportive services for up to 24 months, with the goal of helping people to transition during that time period to more permanent housing.
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44 Street outreach involves multi-disciplinary teams who work on the streets or in encampments to engage with people experiencing homelessness who may be disconnected or alienated from services and supports that are offered at an agency.

Supportive services include assistance applying for benefits, mental health and substance use services, outpatient health services, information and referral services, child care, education, life skills training, employment assistance and job training, housing search and counseling services, legal services, outreach services, transportation, food assistance, risk assessment and safety planning (particularly for individuals and families experiencing domestic violence), and case management services such as counseling, finding and coordinating services, and monitoring and evaluating progress in a program.

Trauma-informed care is a practice that focuses on understanding and compassion, especially in response to trauma. The practice utilizes tools that empower people to work toward stability. It recognizes a wide range of trauma that can impact people experiencing homelessness; physical, psychological, social, and emotional trauma. It emphasizes the safety of both clients and providers. 44 of 44

Grover Beach City CouncilNovember 14, 2022

Grover Beach City Council
November 14, 2022