Grover Beach City Council
January 23, 2023

• Fair value measurements of investments
• Actuarial assumptions, accrual and disclosure for pension plans • Depreciation estimates and depreciable lives of property and equipment • Implementation of GASB 87, Leases
Certain financial statement disclosure are particularly sensitive because of their significance to financial statement users. The most sensitive disclosure affecting the financial statements were:
• The disclosure of pensions in Notes 7 to the financial statements which included significant actuarial estimates, liabilities and related plan disclosures • Contingencies and commitments in Note 10
The financial statement disclosures are neutral, consistent, and clear.

Difficulties Encountered in Performing the Audit
We encountered no significant difficulties in dealing with management in performing and completing our audit.

Corrected and Uncorrected Misstatements
Professional standards require us to accumulate all known and likely misstatements identified during the audit, other than those that are clearly trivial, and communicate them to the appropriate level of management. Management has corrected all such misstatements. In addition, none of the misstatements detected as a result of audit procedures and corrected by management were material, either individually or in the aggregate, to the financial statements taken as a whole.

Disagreements with Management
For purposes of this letter, a disagreement with management is a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report. We are pleased to report that no such disagreements arose during the course of our audit.

Management Representations
We have requested certain representations from management that are included in the management representation letter dated December 16, 2022.

Management Consultations with Other Independent Accountants In some cases, management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a “second opinion” on certain situations. If a consultation involves application of an accounting principle to the Organization’s financial statements or a determination of the type of auditor’s opinion that may be expressed on those statements, our professional standards require the Honorable Mayor and City Council
City of Grover Beach

consulting accountant to check with us to determine that the consultant has all the relevant facts. To our knowledge, there were no such consultations with other accountants.

Other Audit Findings or Issues
We generally discuss a variety of matters, including the application of accounting principles and auditing standards, with management each year prior to retention as the Organization’s auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention.

Other Matters
We were engaged to report on the supplementary information, which accompany the financial statements but are not RSI. With respect to this supplementary information, we made certain inquiries of management and evaluated the form, content, and methods of preparing the information to determine that the information complies with accounting principles generally accepted in the United States of America, the method of preparing it has not changed from the prior period, and the information is appropriate and complete in relation to our audit of the financial statements. We compared and reconciled the supplementary information to the underlying accounting records used to prepare the financial statements or to the financial statements themselves.

Restriction on Use
This information is intended solely for the use of City Council and management of the City of Grover Beach and is not intended to be, and should not be, used by anyone other than these specified parties.

Sincerely,
Glenn Burdette Attest Corporation
City of Grover Beach, California
Recommendations to Management
June 30, 2022
Attachment 3
December 16, 2022
Honorable Mayor and City Council
c/o Matthew Bronson, City Manager and Deanne Purcell, Director of Administrative Services City of Grover Beach
Grover Beach, California
In planning and performing our audit of the financial statements of the City of Grover Beach (the City) as of and for the year ended June 30, 2022, in accordance with auditing standards generally accepted in the United States of America, we considered the City’s internal control over financial reporting (internal control) as a basis for designing our auditing procedures for the purpose of expressing our opinion on the financial statement, but not for the purpose of expressing an opinion on the effectiveness of the City’s internal control. Accordingly, we do not express an opinion on the effectiveness of the City’s internal control.

This letter does not affect our report dated December 16, 2022 on the financial statements of the City.

During our audit we became aware of matters that are opportunities for strengthening internal controls and operating efficiency. Our comments and suggestions regarding those matters are as follows:

Investment in Capital Assets
During the audit of the financial statements for the years ended June 30, 2022 and 2021, we noted that the net investment in capital assets component of net position is decreasing and is currently negative. The calculation requires all capital related debt, excluding unspent bond proceeds, to be subtracted from total capital assets. As the majority of bond proceeds in the Street Rehab and Repair Fund have been used for the repair and maintenance of city streets, they are expended in the year incurred rather than being capitalized. This has caused the net investment in capital assets component of net position to become negative in 2021 and continue to grow negatively in 2022.

Although capitalization is not required when the capital expenditures simply preserve the assets’ utility or does no more than return a capital asset to its original condition, we recommend the City closely monitor for street rehabilitation and repair projects that either increases the roads’ serviceability or extends their total estimated useful life for possible capitalization. We further recommend the City to re-examine the capitalization policy and Honorable Mayor and City Council
City of Grover Beach

threshold for road repair work to ascertain that all capital outlay activity is being properly recognized in accordance with Generally Accepted Accounting Principles.

Our comments are not intended as criticisms of any individuals within the organization, but rather are presented as constructive suggestions to assist in the continuing effort to strengthen operating controls and procedures and to improve the effectiveness of its financial management. We would like to take this opportunity to express our appreciation for the courtesy and cooperation extended to us by the management and staff of the City during the audit.

We will review the status of these comments during our next audit engagement. We are available to answer any questions that you may have related to the control deficiencies we identified during your audit or discuss the benefits and associated costs of any options you have for remedying them if you would like to do so. If you would like to set up a meeting to discuss this communication or the City’s internal controls, please feel free to contact us.

Glenn Burdette Attest Corporation
San Luis Obispo, California
Agenda Item No. 11

CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: January 23, 2023 FROM: Matthew Bronson, City Manager
PREPARED BY: Deanne Purcell, Administrative Services Director SUBJECT: FY 2021-22 Citizens Oversight Committee for City Revenue Measures Report including K-14 Street Repair Bond, X-06 Transaction and Use Tax, and Measure F-20 Transaction and Use Tax

RECOMMENDATION
Receive and file the FY 2021-22 Citizens Oversight Committee for City Revenue Measures Report.

BACKGROUND
On January 11, 2023, the Citizens Oversight Committee for City Revenue Measures held its annual meeting. The committee consists of five members and includes reporting revenue and expenditures for Measure K-14 Street Bonds, Measure X-06 half cent Transaction and Use Tax and Measure F-20 one cent Transaction and Use Tax and submitting an annual report to the Council. In attendance at the meetings were four of the five committee members (Anne Holden, Karen Kass, Jonathon Reynolds, and Paula Tripp). Donna De La Rosa was unable to attend. Ms.

Holden was selected by the Committee at the meeting as Chair for 2023 with Mr. Reynolds selected as Vice Chair. Staff in attendance included City Manager Bronson, Administrative Services Director Purcell, and Public Works Director/City Engineer Ray. City Attorney Hale was also present at the meeting.

During the committee meeting, staff provided a review of Measure K-14 completed projects and projects currently underway along with the audited revenues and expenditures related to Measure K-14 and both sales tax measures including Measure X-06 and Measure F-20. To date, 260 blocks of roadway or 65% of all local streets have been completed since the beginning of the Measure K-14 street rehabilitation program. The City is authorized to issue general obligation bonds in an amount not to exceed $48,000,000 to finance improvements to streets within the City.

On January 26, 2022, the City issued an additional $10,000,000 in bonds. Total revenue for Measure K-14 includes four bonds issued for a total of $38,000,000 and interest revenue of $109,000, or a total project fund of $38,109,000, with $10,000,000 remaining in unissued bonds.

Expenditures through June 30, 2022 totaled $28,674,600 leaving a net balance of $9,434,400 in project funds. For comparison, there was a net balance of $4,137,600 in project funds as of June 30, 2021 as approximately $4.7 million was expended on Measure K-14 street repairs during FY 2021-22.

The City has two transaction and use tax measures (X-06 and F-20). Measure X-06, half cent sales tax revenue generated $1,215,000 in FY 2021-22 compared to $1,185,000 in the prior FY 2020-21 or an increase of 2.5%. In November 2020, voters approved Measure F-20, a one cent sales tax, which became effective April 1, 2021, and generated $573,000 for the last quarter of Staff Report: FY 2021-22 Citizen Oversight Committee Report Page 2 January 23, 2023
FY 2020-21 and $2,352,000 in FY 2021-22. Both sales tax measures are general revenue used to support City services and projects.

Consistent with previous years, staff prepared a draft Citizen Oversight Committee Annual Report which was reviewed and approved by the Committee for Council acceptance at the January 23rd meeting on a 3-1 vote (Vice Chair Reynolds voted no). The financial information cited in the report includes previously audited expenditures along with the audited FY 2021-22 financial information consistent with the Annual Comprehensive Financial Report also on the January 23rd agenda.

The final report is attached and will be placed on the City’s website pending Council acceptance.

The report includes a message from the committee members, a message from the City Manager, financial information regarding the status of Measure X-06 and Measure F-20 revenues from inception to date, Measure K-14 street projects to June 30, 2022, and a map of the completed street projects.

FISCAL IMPACT
There is no fiscal impact from this report.

ALTERNA
The Council has the following alternatives to consider:

1. Receive and file the FY 2021-22 Citizens Oversight Committee for the City Revenue Measures Report; or

2. Provide staff with additional direction

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

Attachments

1. Citizen Oversight Committee Annual Report

Citizen Oversight Committee
Measures X-06 and F-20 Transactions and Use Tax
& K-14 Street Bonds
Report to City Council as of June 30, 2022
Attachment 1

Donna De La Rosa
Anne Holden
Karen Kass
Jonathon Reynolds
Paula Tripp
Matthew Bronson
City Manager
Deanne Purcell
Administrative Services Director
Greg Ray
Public Works Director/City Engineer
Public Works Dept
154 South 8th Street
Grover Beach, CA 93433
Phone: 805-473-4520
Fax: 805-489-9657
[email protected]
Citizen Oversight
Committee Members
Measures X-06, F-20 & K-14

S TA F F
Please visit
www.groverbeach.org
for more information
regarding these
Measures
A Message from the City Manager
Thank you for your interest in the report of the Citizen Oversight Committee for City Revenue Measures. The oversight committee is an advisory body of the City Council and tasked by the Council with reviewing revenues and expenditures for Transactions and Use Tax Measures X-06 and F-20 along with the Measure K-14 Street Bond Program. Measure X -06 was approved by voters in 2006 and established a half-cent sales tax as a general revenue to fund City services and projects. Measure F-20 was approved by voters in 2020 and established an additional one-cent sales tax as general revenue to fund City services and projects. Measure K-14 was authorization approved by voters in 2014 to issue up to $48 million in general obligation bond funding to repair local streets and roads. The City has successfully completed 14 street rehabilitation projects as of June 30, 2022 with repair of 260 blocks representing approximately 65% of local city streets. This report provides the taxpayers a summary of how these voter-approved revenues are being spent consistent with the parameters of each measure.

A Message from the Citizen Oversight Committee
The Citizen Oversight Committee is pleased to forward its 2022 report on Measures X-06 and F-20 Transactions and Use Tax revenue and the progress of the $48 Million Measure K-14 Street Bond Program. The committee’s role is to ensure that revenues from these measures have been expended for the purposes set forth in the ballot language, report progress annually to the public, and provide a compliance statement.

The funding provided by Transactions and Use Taxes Measures X-06 and F-20 is used to support general City services including police, fire, public works, parks and recreation and general City administration. The committee’s task is to review the annual summary of revenues generated from the supplemental sales tax and budgeted expenditures for the upcoming fiscal year. The committee reviewed this information, which disclosed no issues or concerns.

The City to date has issued $38 million of the $48 million in approved bonds.

The funding provided by Measure K-14 is a community investment in improving local streets in Grover Beach. The improvements are essential to improve roadway conditions, maintain emergency response times, enhance safety for pedestrians, bicyclists, drivers, and promote economic growth in the City.

The committee wishes to report that, to the best of its knowledge, the City is in full compliance with the parameters of Measures X-06 and F-20 in generating general revenues to support general city services and Measure K-14 which states that “The object and specific single purpose of issuing the Bonds is the acquisition, construction and improvement of street improvements throughout the City” (the “Street Improvements”), and the proceeds of the Bonds may only be applied to that purpose.

Summary
In 2006, voters approved Measure X-06, a
transactions and use tax at the rate of one
-half percent (0.5%) to be administered by
the State Board of Equalization as a general revenue to support City services and projects.

The trend continues to show consistent increases in the Measure X-06 sales tax with a two-year average increase of 9.5% and
five-year average increase of 9.7%. The
larger increases in 2019-2021 can be
attributed to the introduction of cannabis
sales. Although cannabis tax revenues
have declined, other taxable sales have increased, including restaurants and service stations.

Measure X-06 Status Report
General Sales Tax Trends
Fiscal
Year
Ending Amount % Change
2011 518,873
2012 562,988 8.5%
2013 618,041 9.8%
2014 615,900 -0.3%
2015 695,089 12.9%
2016 747,043 7.5%
2017 771,475 3.3%
2018 770,164 -0.2%
2019 884,366 14.8%
2020 1,017,779 15.1%
2021 1,185,109 16.4%
2022 1,215,174 2.5%
Average Annual % Change
Last 2 Years 9.5%
Last 5 Years 9.7%
Last 10 Years 8.2%

Summary
In November 2020, voters approved
Measure F-20, a transactions and
use tax at the rate of one percent
(1.0%) to be administered by the
State Board of Equalization as a
general revenue to support City services and projects.

This new tax measure became effective April 1, 2021 or the fourth quarter of FY 2020-21 and total
Measure F-20 sales tax revenue
collected for 3 months (April, May &
June) was $572,799.Total collected
in the first full year or FY 2021-22
was $2,351,626.

Measure F-20 Status Report
C o m b i n e d R e p o r t
General Sales Tax Trends
Fiscal Year
Ending Amount % Change
2021 572,799
2022 2,351,626 310.5%
Average Annual % Change
Estimated 2 Years 310.5%

Revenues
History of Issuance
March 2015 Bond Sale $ 5,000,000
April 2016 Bond Sale 8,000,000
December 2017 Bond Sale 15,000.000
January 2022 Bond Sale 10,000,000
Interest 109,069
Total Revenues $ 38,109,069
Capital Expenditures
Prior Capital Expenditures $ 22,360,046
FY 2021-22 Expenditures:

Project #2295-10 $ 1,980,334
Project #2295-11 247,627
Project #2295-12 27,236
Project #2295-13 2,211,304
Project #2295-14 190,972
FY 2021-22 Expenditures $ 4,657,473
Total Capital Expenditures $ 27,017,519
Non Capital Expenditures
Prior Non-Capital Expend. $ 1,608,713
FY 2021-22 48,420
Total Non-Capital Expend. $ 1,657,133
Total Expenditures $ 28,674,652
Fund Balance June 30, 2022 $ 9,434,417
(After Accruals)
Summary
Through funds provided by the Measure K-14
Street Bond, the City of Grover Beach has completed 14 street projects, and the 15th project is currently out to bid with construction expected
to start in March. These projects, outlined in the
attached map, provided maintenance and repair
of 260 blocks, representing about 65% of all local
streets.

Design efforts for project 2295-16 will begin next
month. The project will provide maintenance and
repair of 14 city blocks. The construction is expected to start in the fall.

Measure K-14 Status Report
City of Grover Beach Street
Rehabilitation & Repair Program
Page
6 Completed Projects
2295-1 thru 2295-14
Current Projects
2295-15 and 2295-16
(projects under design or under construction)
Map Rev 1-5-2023
Agenda Item No. 12

CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: January 23, 2023 FROM: Matthew Bronson, City Manager
PREPARED BY: Kristin Eriksson, Deputy City Manager
SUBJECT: Approval of a Software as a Service Agreement with Tyler Technologies for an Enterprise Resource Planning System

RECOMMENDATION
Approve an agreement with Tyler Technologies, Inc. for an initial three-year term for implementation of a new Enterprise Resource Planning (ERP) system and for ongoing Software as a Service (SaaS).

BACKGROUND:

The City currently uses the Innoprise software system from Harris Computer Systems as its main financial and permit tracking system. The current system was implemented in 2014 and has since become obsolete and presents security concerns for the City’s data. The vendor does not follow industry standard patch management procedures and there are currently hundreds of known, patched, vulnerabilities with the most critical rating of 10 listed in the US Department of Homeland Security Common Vulnerabilities Exposure database that our vendor has not implemented to the existing software. Additionally, the current system lacks the full functionality for the City’s financial, development review, permitting processing and asset management needs. Therefore, staff recommends implementation of a new, updated ERP system that will better meet the City’s needs.

Request for Proposals (RFP) Process:

The City issued an RFP for a new ERP System in August 2022 after scoping out organizational needs in a new system earlier in the year. The RFP requested proposals for a new ERP system for financials, HR and payroll, as well as optional scopes of work for permit processing and asset management modules. The sole proposal for the overall ERP was received from Tyler Technologies (Tyler) to implement the Tyler Pro ERP system (Tyler Pro). Staff believes only one proposal was received for several reasons: 1) many larger companies in the ERP space (Tyler, Oracle, SAP) have merged with smaller companies and absorbed their systems; 2) due to the City’s size, there is not a need for more complex, highly customizable ERP systems, such as Oracle or SAP; and 3) due to the relative simplicity and lower cost of an implementation for a city of our size, third-party implementers may not have been interested in proposing (e.g.:
implementers of Oracle and SAP). The City also received a proposal from CitizenServe for the optional scope Community Development module.

System Demonstration and Selection Process:

Throughout September and October 2022, subject matter expert staff representing every department in the City participated in demonstrations of Tyler Pro. During this process, staff asked numerous questions about the system’s capabilities and Tyler’s implementation process. During Staff Report: Agreement with Tyler Technologies for ERP System Page 2 January 23, 2023
this review period, Tyler recommended that the Community Development Department’s needs for the optional development review and permit processing scopes may be better met by their upgraded Community Development system, EnerGov, than the initially proposed Tyler Pro module. Staff then scheduled a demonstration of the EnerGov system with participation from the Community Development and Public Works departments, as well as the Steering Committee members. Those participants also participated in a demonstration of the CitizenServe Community Development module.

Ultimately, staff’s consensus was in favor of implementation of Tyler Pro for the financial, Utility Billing/Customer Information System, Online Payment and Customer Portal, HR, Payroll, Business License and Code Enforcement modules. The subgroup of Community Development and Public Works staff each concluded that EnerGov is a better solution than Tyler Pro for the development review and permit processing. The group noted that the CitizenServe option would not represent an improvement over the current system and the base Tyler Pro module would actually be a worse solution than the current system. Staff noted that the EnerGov modules will provide new ability to generate metrics, more efficiently track permits and provide better customer service.

Staff would note that Public Works had previously conducted a separate process for an asset management system and had selected a system called Sedaru. Public Works staff concluded that Sedaru is a better solution than Tyler Pro for the asset management module. Staff noted that the Tyler Pro asset management tool does not integrate with the USA/811 tickets or allow staff to select assets from a map view in the field, which Sedaru does offer. IT staff noted that Sedaru will not integrate directly with Tyler, which the Public Works Department understands will mean they will need to report certain information separately to the Administrative Services Department moving forward.

On November 9, 2022, the ERP Steering Committee met and considered the information contained in the proposals, learned in the demonstrations and subsequent questions and answers in communications with the proposers. Additionally, the Steering Committee considered the input from other staff. The Steering Committee voted 3-0 in favor of the following recommendation:
1) Approve the selection of Tyler Technologies to implement Tyler Pro as the City’s new ERP system; and
2) Approve the selection of Tyler Technologies to implement EnerGov Development Review and Building Permitting modules; and
3) Approve the selection of Aquatic Informatics to implement the Sedaru Asset Management System for Public Works asset management;
The City Manager agreed with the Steering Committee’s recommendations and directed staff to enter into negotiations with Tyler to implement Tyler Pro and EnerGov. The City Manager also directed staff to enter into negotiations with Aquatic Informatics to implement the Sedaru asset management system. The contract for Sedaru is within the City Manager’s purchasing authority and does not require Council approval. The Public Works department has already budgeted for the expense of the Sedaru system in the FY 2022-23 operating budget.

FISCAL IMPACT
The cost of implementing Tyler Pro and EnerGov is $382,018 and the first year of SaaS services is $121,862, for a FY 2022-23 total cost of $503,880. The Community Development Department can contribute $49,744 in LEAP and PGP (SB 2) grant funding to the purchase of the EnerGov Community Development modules. Additionally, $400,000 in ARPA funding was allocated for FY Staff Report: Agreement with Tyler Technologies for ERP System Page 2 January 23, 2023
2022-23 for a new ERP system. The remaining cost of $54,136 is proposed to be funded with General Fund Reserves. Future annual costs of $121,862 will be built into operating budgets.

Once the systems are implemented, the City can retire its existing Innoprise system for a cost savings of approximately $60,000 per year, which will partially offset the costs of the new systems.

ALTERNATIVES
The Council has the following alternatives to consider:

1. Approve an agreement with Tyler Technologies, Inc. for an initial three-year term for implementation of a new ERP system and for ongoing Software as a Service; or

2. Do not approve the agreement; or

3. Provide alternative direction to staff.

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

Attachments

1. Agreement
1 SOFTWARE AS A SERVICE AGREEMENT
This Software as a Service Agreement is made between Tyler Technologies, Inc. and Client.

WHEREAS, Client selected Tyler to provide certain products and services set forth in the Investment Summary, including providing Client with access to Tyler’s proprietary software products, and Tyler desires to provide such products and services under the terms of this Agreement; NOW THEREFORE, in consideration of the foregoing and of the mutual covenants and promises set forth in this Agreement, Tyler and Client agree as follows:

SECTION A – DEFINITIONS
• “Agreement” means this Software as a Service Agreement. • “Business Travel Policy” means our business travel policy. A copy of our current Business Travel Policy is attached as Schedule 1 to Exhibit B.
• “Client” means the City of Grover Beach, California.
• “Data” means your data necessary to utilize the Tyler Software. • “Data Storage Capacity” means the contracted amount of storage capacity for your Data identified in the Investment Summary.
• “Defect” means a failure of the Tyler Software to substantially conform to the functional descriptions set forth in our written proposal to you, or their functional equivalent. Future functionality may be updated, modified, or otherwise enhanced through our maintenance and support services, and the governing functional descriptions for such future functionality will be set forth in our then-current Documentation.
• “Defined Users” means the number of users that are authorized to use the SaaS Services. The Defined Users for the Agreement are as identified in the Investment Summary. If Exhibit A contains Enterprise Permitting & Licensing labeled software, defined users mean the maximum number of named users that are authorized to use the Enterprise Permitting & Licensing labeled modules as indicated in the Investment Summary.
• “Developer” means a third party who owns the intellectual property rights to Third Party Software.
• “Documentation” means any online or written documentation related to the use or functionality of the Tyler Software that we provide or otherwise make available to you, including instructions, user guides, manuals and other training or self-help documentation. • “Effective Date” means the date by which both your and our authorized representatives have signed the Agreement.
• “Force Majeure” means an event beyond the reasonable control of you or us, including, without limitation, governmental action, war, riot or civil commotion, fire, natural disaster, or any other cause that could not with reasonable diligence be foreseen or prevented by you or us. • “Investment Summary” means the agreed upon cost proposal for the products and services attached as Exhibit A.

Attachment 1
2 • “Invoicing and Payment Policy” means the invoicing and payment policy. A copy of our current Invoicing and Payment Policy is attached as Exhibit B.
• “Order Form” means an ordering document that includes a quote or investment summary and specifying the items to be provided by Tyler to Client, including any addenda and supplements thereto.
• “SaaS Fees” means the fees for the SaaS Services identified in the Investment Summary. • “SaaS Services” means software as a service consisting of system administration, system management, and system monitoring activities that Tyler performs for the Tyler Software, and includes the right to access and use the Tyler Software, receive maintenance and support on the Tyler Software, including Downtime resolution under the terms of the SLA, and Data storage and archiving. SaaS Services do not include support of an operating system or hardware, support outside of our normal business hours, or training, consulting or other professional services. • “SLA” means the service level agreement. A copy of our current SLA is attached hereto as Exhibit C.
• “Statement of Work” means the industry standard implementation plan describing how our professional services will be provided to implement the Tyler Software, and outlining your and our roles and responsibilities in connection with that implementation. The Statement of Work is attached as Exhibit E.
• “Support Call Process” means the support call process applicable to all of our customers who have licensed the Tyler Software. A copy of our current Support Call Process is attached as Schedule 1 to Exhibit C.
• “Third Party Hardware” means the third party hardware, if any, identified in the Investment Summary.
• “Third Party Products” means the Third Party Software and Third Party Hardware. • “Third Party SaaS Services” means software as a service provided by a third party, if any, identified in the Investment Summary.
• “Third Party Services” means the third party services, if any, identified in the Investment Summary.
• “Third Party Software” means the third party software, if any, identified in the Investment Summary.
• “Third Party Terms” means, if any, the end user license agreement(s) or similar terms for the Third Party Products or other parties’ products or services, as applicable, and attached or indicated at Exhibit D.
• “Tyler” means Tyler Technologies, Inc., a Delaware corporation. • “Tyler Software” means our proprietary software, including any integrations, custom modifications, and/or other related interfaces identified in the Investment Summary and licensed by us to you through this Agreement.
• “we”, “us”, “our” and similar terms mean Tyler.
• “you” and similar terms mean Client.

SECTION B – SAAS SERVICES

1. Rights Granted. We grant to you the non-exclusive, non-assignable limited right to use the SaaS Services solely for your internal business purposes for the number of Defined Users only. The Tyler Software will be made available to you according to the terms of the SLA. You acknowledge that we have no delivery obligations and we will not ship copies of the Tyler Software as part of the SaaS Services. You may use the SaaS Services to access updates and enhancements to the Tyler Software, 3 as further described in Section C(9). The foregoing notwithstanding, to the extent we have sold you perpetual licenses for Tyler Software, if and listed in the Investment Summary, for which you are receiving SaaS Services, your rights to use such Tyler Software are perpetual, subject to the terms and conditions of this Agreement including, without limitation, Section B(4). We will make any such software available to you for download.

2. SaaS Fees. You agree to pay us the SaaS Fees. Those amounts are payable in accordance with our Invoicing and Payment Policy. The SaaS Fees are based on the number of Defined Users and amount of Data Storage Capacity. You may add additional users or additional data storage capacity on the terms set forth in Section H(1). In the event you regularly and/or meaningfully exceed the Defined Users or Data Storage Capacity, we reserve the right to charge you additional fees commensurate with the overage(s).

3. Ownership.

3.1 We retain all ownership and intellectual property rights to the SaaS Services, the Tyler Software, and anything developed by us under this Agreement. You do not acquire under this Agreement any license to use the Tyler Software in excess of the scope and/or duration of the SaaS Services.

3.2 The Documentation is licensed to you and may be used and copied by your employees for internal, non-commercial reference purposes only.

3.3 You retain all ownership and intellectual property rights to the Data. You expressly recognize that except to the extent necessary to carry out our obligations contained in this Agreement, we do not create or endorse any Data used in connection with the SaaS Services.

4. Restrictions. You may not: (a) make the Tyler Software or Documentation resulting from the SaaS Services available in any manner to any third party for use in the third party’s business operations; (b) modify, make derivative works of, disassemble, reverse compile, or reverse engineer any part of the SaaS Services; (c) access or use the SaaS Services in order to build or support, and/or assist a third party in building or supporting, products or services competitive to us; or (d) license, sell, rent, lease, transfer, assign, distribute, display, host, outsource, disclose, permit timesharing or service bureau use, or otherwise commercially exploit or make the SaaS Services, Tyler Software, or Documentation available to any third party other than as expressly permitted by this Agreement.

5. Software Warranty. We warrant that the Tyler Software will perform without Defects during the term of this Agreement. If the Tyler Software does not perform as warranted, we will use all reasonable efforts, consistent with industry standards, to cure the Defect in accordance with the maintenance and support process set forth in Section C(9), below, the SLA and our then current Support Call Process.

6. SaaS Services.

6.1 Our SaaS Services are audited at least yearly in accordance with the AICPA’s Statement on Standards for Attestation Engagements (“SSAE”) No. 21. We have attained, and will maintain, SOC 1 and SOC 2 compliance, or its equivalent, for so long as you are timely paying for SaaS Services.

The scope of audit coverage varies for some Tyler Software solutions. Upon execution of a mutually agreeable Non-Disclosure Agreement (“NDA”), we will provide you with a summary of 4 our compliance report(s) or its equivalent. Every year thereafter, for so long as the NDA is in effect and in which you make a written request, we will provide that same information. If our SaaS Services are provided using a 3rd party data center, we will provide available compliance reports for that data center.

6.2 You will be hosted on shared hardware in a Tyler data center or in a third-party data center. In either event, databases containing your Data will be dedicated to you and inaccessible to our other customers.

6.3 Our Tyler data centers have fully-redundant telecommunications access, electrical power, and the required hardware to provide access to the Tyler Software in the event of a disaster or component failure. In the event of a data center failure, we reserve the right to employ our disaster recovery plan for resumption of the SaaS Services. In that event, we commit to a Recovery Point Objective (“RPO”) of 24 hours and a Recovery Time Objective (“RTO”) of 24 hours. RPO represents the maximum duration of time between the most recent recoverable copy of your hosted Data and subsequent data center failure. RTO represents the maximum duration of time following data center failure within which your access to the Tyler Software must be restored.

6.4 We conduct annual penetration testing of either the production network and/or web application to be performed. We will maintain industry standard intrusion detection and prevention systems to monitor malicious activity in the network and to log and block any such activity. We will provide you with a written or electronic record of the actions taken by us in the event that any unauthorized access to your database(s) is detected as a result of our security protocols. We will undertake an additional security audit, on terms and timing to be mutually agreed to by the parties, at your written request. You may not attempt to bypass or subvert security restrictions in the SaaS Services or environments related to the Tyler Software. Unauthorized attempts to access files, passwords or other confidential information, and unauthorized vulnerability and penetration test scanning of our network and systems (hosted or otherwise) is prohibited without the prior written approval of our IT Security Officer.

6.5 We test our disaster recovery plan on an annual basis. Our standard test is not client-specific.

Should you request a client-specific disaster recovery test, we will work with you to schedule and execute such a test on a mutually agreeable schedule. At your written request, we will provide test results to you within a commercially reasonable timeframe after receipt of the request.

6.6 We will be responsible for importing back-up and verifying that you can log-in. You will be responsible for running reports and testing critical processes to verify the returned Data.

6.7 We provide secure Data transmission paths between each of your workstations and our servers.

6.8 Tyler data centers are accessible only by authorized personnel with a unique key entry. All other visitors to Tyler data centers must be signed in and accompanied by authorized personnel. Entry attempts to the data center are regularly audited by internal staff and external auditors to ensure no unauthorized access.

6.9 Where applicable with respect to our applications that take or process card payment data, we are responsible for the security of cardholder data that we possess, including functions relating to 5 storing, processing, and transmitting of the cardholder data and affirm that, as of the Effective Date, we comply with applicable requirements to be considered PCI DSS compliant and have performed the necessary steps to validate compliance with the PCI DSS. We agree to supply the current status of our PCI DSS compliance program in the form of an official Attestation of Compliance, which can be found at https://www.tylertech.com/about-us/compliance, and in the event of any change in our status, will comply with applicable notice requirements.

SECTION C – PROFESSIONAL SERVICES

1. Professional Services. We will provide you the various implementation-related services itemized in the Investment Summary and described in the Statement of Work.

2. Professional Services Fees. You agree to pay us the professional services fees in the amounts set forth in the Investment Summary. Those amounts are payable in accordance with our Invoicing and Payment Policy. You acknowledge that the fees stated in the Investment Summary are good-faith estimates of the amount of time and materials required for your implementation. We will bill you the actual fees incurred based on the in-scope services provided to you. Any discrepancies in the total values set forth in the Investment Summary will be resolved by multiplying the applicable hourly rate by the quoted hours.

3. Additional Services. The Investment Summary contains, and the Statement of Work describes, the scope of services and related costs (including programming and/or interface estimates) required for the project based on our understanding of the specifications you supplied. If additional work is required, or if you use or request additional services, we will provide you with an addendum or change order, as applicable, outlining the costs for the additional work. The price quotes in the addendum or change order will be valid for thirty (30) days from the date of the quote.

4. Cancellation. If travel is required, we will make all reasonable efforts to schedule travel for our personnel, including arranging travel reservations, at least two (2) weeks in advance of commitments.

Therefore, if you cancel services less than two (2) weeks in advance (other than for Force Majeure or breach by us), you will be liable for all (a) non-refundable expenses incurred by us on your behalf, and (b) daily fees associated with cancelled professional services if we are unable to reassign our personnel. We will make all reasonable efforts to reassign personnel in the event you cancel within two (2) weeks of scheduled commitments.

5. Services Warranty. We will perform the services in a professional, workmanlike manner, consistent with industry standards. In the event we provide services that do not conform to this warranty, we will re-perform such services at no additional cost to you.

6. Site Access and Requirements. At no cost to us, you agree to provide us with full and free access to your personnel, facilities, and equipment as may be reasonably necessary for us to provide implementation services, subject to any reasonable security protocols or other written policies provided to us as of the Effective Date, and thereafter as mutually agreed to by you and us.

7. Background Checks. For at least the past twelve (12) years, all of our employees have undergone criminal background checks prior to hire. All employees sign our confidentiality agreement and 6 security policies.

8. Client Assistance.

8.1 You acknowledge that the implementation of the Tyler Software is a cooperative process requiring the time and resources of your personnel. You agree to use all reasonable efforts to cooperate with and assist us as may be reasonably required to meet the agreed upon project deadlines and other milestones for implementation. This cooperation includes at least working with us to schedule the implementation-related services outlined in this Agreement. We will not be liable for failure to meet any deadlines and milestones when such failure is due to Force Majeure or to the failure by your personnel to provide such cooperation and assistance (either through action or omission).

9. Maintenance and Support. For so long as you timely pay your SaaS Fees according to the Invoicing and Payment Policy, then in addition to the terms set forth in the SLA and the Support Call Process, we will:

9.1 perform our maintenance and support obligations in a professional, good, and workmanlike manner, consistent with industry standards, to resolve Defects in the Tyler Software (subject to any applicable release life cycle policy);

9.2 provide support during our established support hours;

9.3 maintain personnel that are sufficiently trained to be familiar with the Tyler Software and Third Party Software, if any, in order to provide maintenance and support services;

9.4 make available to you all releases to the Tyler Software (including updates and enhancements) that we make generally available without additional charge to customers who have a maintenance and support agreement in effect; and

9.5 provide non-Defect resolution support of prior releases of the Tyler Software in accordance with any applicable release life cycle policy.

We will use all reasonable efforts to perform support services remotely. Currently, we use a thirdparty secure unattended connectivity tool called Bomgar, as well as GotoAssist by Citrix. Therefore, you agree to maintain a high-speed internet connection capable of connecting us to your PCs and server(s). You agree to provide us with a login account and local administrative privileges as we may reasonably require to perform remote services. We will, at our option, use the secure connection to assist with proper diagnosis and resolution, subject to any reasonably applicable security protocols.

If we cannot resolve a support issue remotely, we may be required to provide onsite services. In such event, we will be responsible for our travel expenses, unless it is determined that the reason onsite support was required was a reason outside our control. Either way, you agree to provide us with full and free access to the Tyler Software, working space, adequate facilities within a reasonable distance from the equipment, and use of machines, attachments, features, or other equipment reasonably necessary for us to provide the maintenance and support services, all at no charge to us. We strongly recommend that you also maintain your VPN for backup connectivity purposes. 7 For the avoidance of doubt, SaaS Fees do not include the following services: (a) onsite support (unless Tyler cannot remotely correct a Defect in the Tyler Software, as set forth above); (b) application design; (c) other consulting services; or (d) support outside our normal business hours as listed in our then-current Support Call Process. Requested services such as those outlined in this section will be billed to you on a time and materials basis at our then current rates. You must request those services with at least one (1) weeks’ advance notice.

10. Assignment and Removal of Personnel. If Tyler personnel provide services that do not conform to the services warranty contained in the agreement or are otherwise negatively impacting the project, Tyler must be provided with notice of the deficiency and a reasonable opportunity to cure (which may include removal of the individual from the project). If the deficiency persists, the Client may at that point require removal of such personnel. In the event of removal, Tyler will use commercially reasonable efforts to identify a replacement within 30 days.

SECTION D – THIRD PARTY PRODUCTS

1. Third Party Hardware. We will sell, deliver, and install onsite the Third Party Hardware, if you have purchased any, for the price set forth in the Investment Summary. Those amounts are payable in accordance with our Invoicing and Payment Policy.

2. Third Party Software. As part of the SaaS Services, you will receive access to the Third Party Software and related documentation for internal business purposes only. Your rights to the Third Party Software will be governed by the Third Party Terms.

3. Third Party Products Warranties.

3.1 We are authorized by each Developer to grant access to the Third Party Software.

3.2 The Third Party Hardware will be new and unused, and upon payment in full, you will receive free and clear title to the Third Party Hardware.

3.3 You acknowledge that we are not the manufacturer of the Third Party Products. We do not warrant or guarantee the performance of the Third Party Products. However, we grant and pass through to you any warranty that we may receive from the Developer or supplier of the Third Party Products.

4. Third Party Services. If you have purchased Third Party Services, those services will be provided independent of Tyler by such third-party at the rates set forth in the Investment Summary and in accordance with our Invoicing and Payment Policy.

SECTION E - INVOICING AND PAYMENT; INVOICE DISPUTES

1. Invoicing and Payment. We will invoice you the SaaS Fees and fees for other professional services in the Investment Summary per our Invoicing and Payment Policy, subject to Section E(2).

2. Invoice Disputes. If you believe any delivered software or service does not conform to the warranties in this Agreement, you will provide us with written notice within thirty (30) days of your receipt of the 8 applicable invoice. The written notice must contain reasonable detail of the issues you contend are in dispute so that we can confirm the issue and respond to your notice with either a justification of the invoice, an adjustment to the invoice, or a proposal addressing the issues presented in your notice.

We will work with you as may be necessary to develop an action plan that outlines reasonable steps to be taken by each of us to resolve any issues presented in your notice. You may withhold payment of the amount(s) actually in dispute, and only those amounts, until we complete the action items outlined in the plan. If we are unable to complete the action items outlined in the action plan because of your failure to complete the items agreed to be done by you, then you will remit full payment of the invoice. We reserve the right to suspend delivery of all SaaS Services, including maintenance and support services, if you fail to pay an invoice not disputed as described above within fifteen (15) days of notice of our intent to do so.

SECTION F – TERM AND TERMINATION

1. Term. The initial term of this Agreement is equal to the number of years indicated for SaaS Services in Exhibit A, commencing on the first day of the first month following the Effective Date, unless earlier terminated as set forth below. If no duration is indicated in Exhibit A, the initial term is one (1) year.

Upon expiration of the initial term, this Agreement will renew automatically for additional one (1) year renewal terms at our then-current SaaS Fees unless terminated in writing by either party at least sixty (60) days prior to the end of the then-current renewal term. Your right to access or use the Tyler Software and the SaaS Services will terminate at the end of this Agreement.

2. Termination. This Agreement may be terminated as set forth below. In the event of termination, you will pay us for all undisputed fees and expenses related to the software, products, and/or services you have received, or we have incurred or delivered, prior to the effective date of termination. Disputed fees and expenses in all terminations other than your termination for cause must have been submitted as invoice disputes in accordance with Section E(2).

2.1 Failure to Pay SaaS Fees. You acknowledge that continued access to the SaaS Services is contingent upon your timely payment of SaaS Fees. If you fail to timely pay the SaaS Fees, we may discontinue the SaaS Services and deny your access to the Tyler Software. We may also terminate this Agreement if you don’t cure such failure to pay within forty-five (45) days of receiving written notice of our intent to terminate.

2.2 For Cause. If you believe we have materially breached this Agreement, you will invoke the Dispute Resolution clause set forth in Section H(3). You may terminate this Agreement for cause in the event we do not cure, or create a mutually agreeable action plan to address, a material breach of this Agreement within the thirty (30) day window set forth in Section H(3).

2.3 Force Majeure. Either party has the right to terminate this Agreement if a Force Majeure event suspends performance of the SaaS Services for a period of forty-five (45) days or more.

2.4 Lack of Appropriations. If you should not appropriate or otherwise make available funds sufficient to utilize the SaaS Services, you may unilaterally terminate this Agreement upon thirty (30) days written notice to us. You will not be entitled to a refund or offset of previously paid, but unused SaaS Fees. You agree not to use termination for lack of appropriations as a substitute for termination for convenience.
9 3. Obligations Regarding Client Data upon Termination. Upon your request in connection with termination, expiration or non-renewal of this Agreement, we will return all Client Data in our possession in the same format as it exists in your company’s SaaS environment within a commercially reasonable timeframe.

SECTION G – INDEMNIFICATION, LIMITATION OF LIABILITY AND INSURANCE

1. Intellectual Property Infringement Indemnification.

1.1 We will indemnify and defend you against any third party claim(s) that the Tyler Software or Documentation infringes that third party’s patent, copyright, or trademark, or misappropriates its trade secrets, and will pay the amount of any resulting adverse final judgment (or settlement to which we consent). You must notify us promptly in writing of the claim and give us sole control over its defense or settlement. You agree to provide us with reasonable assistance, cooperation, and information in defending the claim at our expense.

1.2 Our obligations under this Section G(1) will not apply to the extent the claim or adverse final judgment is based on your use of the Tyler Software in contradiction of this Agreement, including with non-licensed third parties, or your willful infringement.

1.3 If we receive information concerning an infringement or misappropriation claim related to the Tyler Software, we may, at our expense and without obligation to do so, either: (a) procure for you the right to continue its use; (b) modify it to make it non-infringing; or (c) replace it with a functional equivalent, in which case you will stop running the allegedly infringing Tyler Software immediately upon written notice from Tyler Technologies. Alternatively, we may decide to litigate the claim to judgment, in which case you may continue to use the Tyler Software consistent with the terms of this Agreement.

1.4 If an infringement or misappropriation claim is fully litigated and your use of the Tyler Software is enjoined by a court of competent jurisdiction, in addition to paying any adverse final judgment (or settlement to which we consent), we will, at our option, either: (a) procure the right to continue its use; (b) modify it to make it non-infringing; or (c) replace it with a functional equivalent. This section provides your exclusive remedy for third party copyright, patent, or trademark infringement and trade secret misappropriation claims.

2. General Indemnification.

2.1 We will indemnify and hold harmless you and your agents, officials, and employees from and against any and all third-party claims, losses, liabilities, damages, costs, and expenses (including reasonable attorney's fees and costs) for (a) personal injury or property damage to the extent caused by our negligence or willful misconduct; or (b) our violation of PCI-DSS requirements or a law applicable to our performance under this Agreement. You must notify us promptly in writing of the claim and give us sole control over its defense or settlement. You agree to provide us with reasonable assistance, cooperation, and information in defending the claim at our expense.

2.2 To the extent permitted by applicable law, you will indemnify and hold harmless us and our agents, officials, and employees from and against any and all third-party claims, losses, liabilities, 10 damages, costs, and expenses (including reasonable attorney's fees and costs) for personal injury or property damage to the extent caused by your negligence or willful misconduct; or (b) your violation of a law applicable to your performance under this Agreement. We will notify you promptly in writing of the claim and will give you sole control over its defense or settlement. We agree to provide you with reasonable assistance, cooperation, and information in defending the claim at your expense.

3. DISCLAIMER. EXCEPT FOR THE EXPRESS WARRANTIES PROVIDED IN THIS AGREEMENT AND TO THE

MAXIMUM EXTENT PERMITTED BY APPLICABLE LAW, WE HEREBY DISCLAIM ALL OTHER

WARRANTIES AND CONDITIONS, WHETHER EXPRESS, IMPLIED, OR STATUTORY, INCLUDING, BUT

NOT LIMITED TO, ANY IMPLIED WARRANTIES, DUTIES, OR CONDITIONS OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. CLIENT UNDERSTANDS AND AGREES THAT TYLER DISCLAIMS ANY LIABILITY FOR ERRORS THAT RELATE TO USER ERROR.

4. LIMITATION OF LIABILITY. EXCEPT AS OTHERWISE EXPRESSLY SET FORTH IN THIS AGREEMENT, OUR

LIABILITY FOR DAMAGES ARISING OUT OF THIS AGREEMENT, WHETHER BASED ON A THEORY OF

CONTRACT OR TORT, INCLUDING NEGLIGENCE AND STRICT LIABILITY, SHALL BE LIMITED TO YOUR

ACTUAL DIRECT DAMAGES, NOT TO EXCEED (A) DURING THE INITIAL TERM, AS SET FORTH IN SECTION F(1), TOTAL FEES PAID AS OF THE TIME OF THE CLAIM; OR (B) DURING ANY RENEWAL TERM, THE THEN-CURRENT ANNUAL SAAS FEES PAYABLE IN THAT RENEWAL TERM. THE PARTIES

ACKNOWLEDGE AND AGREE THAT THE PRICES SET FORTH IN THIS AGREEMENT ARE SET IN RELIANCE

UPON THIS LIMITATION OF LIABILITY AND TO THE MAXIMUM EXTENT ALLOWED UNDER

APPLICABLE LAW, THE EXCLUSION OF CERTAIN DAMAGES, AND EACH SHALL APPLY REGARDLESS OF THE FAILURE OF AN ESSENTIAL PURPOSE OF ANY REMEDY. THE FOREGOING LIMITATION OF LIABILITY SHALL NOT APPLY TO CLAIMS THAT ARE SUBJECT TO SECTIONS G(1) AND G(2).

5. EXCLUSION OF CERTAIN DAMAGES. TO THE MAXIMUM EXTENT PERMITTED BY APPLICABLE LAW,

IN NO EVENT SHALL WE BE LIABLE FOR ANY SPECIAL, INCIDENTAL, PUNITIVE, INDIRECT, OR

CONSEQUENTIAL DAMAGES WHATSOEVER, EVEN IF WE HAVE BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES.

6. Insurance. During the course of performing services under this Agreement, we agree to maintain the following levels of insurance: (a) Commercial General Liability of at least $1,000,000; (b) Automobile Liability of at least $1,000,000; (c) Professional Liability of at least $1,000,000; (d) Workers Compensation complying with applicable statutory requirements; and (e) Excess/Umbrella Liability of at least $5,000,000. We will add you as an additional insured to our Commercial General Liability and Automobile Liability policies, which will automatically add you as an additional insured to our Excess/Umbrella Liability policy as well. We will provide you with copies of certificates of insurance upon your written request. The fact that insurance is obtained by Tyler Technologies shall not be deemed to release or diminish the liability of Tyler Technologies, including, without limitation, liability under the indemnity provisions of this Section G. The duty to indemnify the City of Grover Beach shall apply to all claims and liability as identified in this Section G regardless of whether any insurance policies are applicable. The policy limits do not act as a limitation upon the amount of indemnification to be provided by Tyler Technologies. Approval or purchase of any insurance contracts or policies shall in no way relieve from liability nor limit the liability of Tyler Technologies, its principals, officers, agents, employees, persons under the supervision of Tyler Technologies, vendors, suppliers, invitees, consultants, sub-consultants, subcontractors, or anyone employed directly or indirectly by any of them.
11 SECTION H – GENERAL TERMS AND CONDITIONS

1. Additional Products and Services. You may purchase additional products and services at the rates set forth in the Investment Summary for twelve (12) months from the Effective Date by executing a mutually agreed addendum. If no rate is provided in the Investment Summary, or those twelve (12) months have expired, you may purchase additional products and services at our then-current list price, also by executing a mutually agreed addendum. The terms of this Agreement will control any such additional purchase(s), unless otherwise specifically provided in the addendum.

2. Optional Items. Pricing for any listed optional products and services in the Investment Summary will be valid for twelve (12) months from the Effective Date.

3. Dispute Resolution. You agree to provide us with written notice within thirty (30) days of becoming aware of a dispute. You agree to cooperate with us in trying to reasonably resolve all disputes, including, if requested by either party, appointing a senior representative to meet and engage in good faith negotiations with our appointed senior representative. Senior representatives will convene within thirty (30) days of the written dispute notice, unless otherwise agreed. All meetings and discussions between senior representatives will be deemed confidential settlement discussions not subject to disclosure under Federal Rule of Evidence 408 or any similar applicable state rule. If we fail to resolve the dispute, then the parties shall participate in non-binding mediation in an effort to resolve the dispute. If the dispute remains unresolved after mediation, then either of us may assert our respective rights and remedies in a court of competent jurisdiction. Nothing in this section shall prevent you or us from seeking necessary injunctive relief during the dispute resolution procedures.

4. Taxes. The fees in the Investment Summary do not include any taxes, including, without limitation, sales, use, or excise tax. If you are a tax-exempt entity, you agree to provide us with a tax-exempt certificate. Otherwise, we will pay all applicable taxes to the proper authorities and you will reimburse us for such taxes. If you have a valid direct-pay permit, you agree to provide us with a copy. For clarity, we are responsible for paying our income taxes, both federal and state, as applicable, arising from our performance of this Agreement.

5. Nondiscrimination. We will not discriminate against any person employed or applying for employment concerning the performance of our responsibilities under this Agreement. This discrimination prohibition will apply to all matters of initial employment, tenure, and terms of employment, or otherwise with respect to any matter directly or indirectly relating to employment concerning race, color, religion, national origin, age, sex, sexual orientation, ancestry, disability that is unrelated to the individual's ability to perform the duties of a particular job or position, height, weight, marital status, or political affiliation. We will post, where appropriate, all notices related to nondiscrimination as may be required by applicable law.

6. E-Verify. We have complied, and will comply, with the E-Verify procedures administered by the U.S.

Citizenship and Immigration Services Verification Division for all of our employees assigned to your project.

7. Subcontractors. We will not subcontract any services under this Agreement without your prior written consent, not to be unreasonably withheld.
12 8. Binding Effect; No Assignment. This Agreement shall be binding on, and shall be for the benefit of, either your or our successor(s) or permitted assign(s). Neither party may assign this Agreement without the prior written consent of the other party; provided, however, your consent is not required for an assignment by us as a result of a corporate reorganization, merger, acquisition, or purchase of substantially all of our assets.

9. Force Majeure. Except for your payment obligations, neither party will be liable for delays in performing its obligations under this Agreement to the extent that the delay is caused by Force Majeure; provided, however, that within ten (10) business days of the Force Majeure event, the party whose performance is delayed provides the other party with written notice explaining the cause and extent thereof, as well as a request for a reasonable time extension equal to the estimated duration of the Force Majeure event.

10. No Intended Third Party Beneficiaries. This Agreement is entered into solely for the benefit of you and us. No third party will be deemed a beneficiary of this Agreement, and no third party will have the right to make any claim or assert any right under this Agreement. This provision does not affect the rights of third parties under any Third Party Terms.

11. Entire Agreement; Amendment. This Agreement represents the entire agreement between you and us with respect to the subject matter hereof, and supersedes any prior agreements, understandings, and representations, whether written, oral, expressed, implied, or statutory. Purchase orders submitted by you, if any, are for your internal administrative purposes only, and the terms and conditions contained in those purchase orders will have no force or effect. This Agreement may only be modified by a written amendment signed by an authorized representative of each party.

12. Severability. If any term or provision of this Agreement is held invalid or unenforceable, the remainder of this Agreement will be considered valid and enforceable to the fullest extent permitted by law.

13. No Waiver. In the event that the terms and conditions of this Agreement are not strictly enforced by either party, such non-enforcement will not act as or be deemed to act as a waiver or modification of this Agreement, nor will such non-enforcement prevent such party from enforcing each and every term of this Agreement thereafter.

14. Independent Contractor. We are an independent contractor for all purposes under this Agreement.

15. Notices. All notices or communications required or permitted as a part of this Agreement, such as notice of an alleged material breach for a termination for cause or a dispute that must be submitted to dispute resolution, must be in writing and will be deemed delivered upon the earlier of the following: (a) actual receipt by the receiving party; (b) upon receipt by sender of a certified mail, return receipt signed by an employee or agent of the receiving party; (c) upon receipt by sender of proof of email delivery; or (d) if not actually received, five (5) days after deposit with the United States Postal Service authorized mail center with proper postage (certified mail, return receipt requested) affixed and addressed to the other party at the address set forth on the signature page hereto or such other address as the party may have designated by proper notice. The consequences for the failure to receive a notice due to improper notification by the intended receiving party of a change in address will be borne by the intended receiving party.
13 16. Client Lists. You agree that we may identify you by name in client lists, marketing presentations, and promotional materials.

17. Confidentiality. Both parties recognize that their respective employees and agents, in the course of performance of this Agreement, may be exposed to confidential information and that disclosure of such information could violate rights to private individuals and entities, including the parties.

Confidential information is nonpublic information that a reasonable person would believe to be confidential and includes, without limitation, personal identifying information (e.g., social security numbers) and trade secrets, each as defined by applicable state law. Each party agrees that it will not disclose any confidential information of the other party and further agrees to take all reasonable and appropriate action to prevent such disclosure by its employees or agents. The confidentiality covenants contained herein will survive the termination or cancellation of this Agreement. This obligation of confidentiality will not apply to information that:
(a) is in the public domain, either at the time of disclosure or afterwards, except by breach of this Agreement by a party or its employees or agents;
(b) a party can establish by reasonable proof was in that party's possession at the time of initial disclosure;
(c) a party receives from a third party who has a right to disclose it to the receiving party; or (d) is the subject of a legitimate disclosure request under the open records laws or similar applicable public disclosure laws governing this Agreement; provided, however, that in the event you receive an open records or other similar applicable request, you will give us prompt notice and otherwise perform the functions required by applicable law.

18. Quarantining of Client Data. Some services provided by Tyler require us to be in possession of your Data. In the event we detect malware or other conditions associated with your Data that are reasonably suspected of putting Tyler resources or other Tyler clients’ data at risk, we reserve the absolute right to move your Data from its location within a multi-tenancy Tyler hosted environment to an isolated “quarantined” environment without advance notice. Your Data will remain in such quarantine for a period of at least six (6) months during which time we will review the Data, and all traffic associated with the Data, for signs of malware or other similar issues. If no issues are detected through such reviews during the six (6) month period of quarantine, we will coordinate with you the restoration of your Data to a non-quarantined environment. In the event your Data must remain in quarantine beyond this six (6) month period through no fault of Tyler’s, we reserve the right to require payment of additional fees for the extended duration of quarantine. We will provide an estimate of what those costs will be upon your request and, in any event, at least two (2) months prior to such charges being applicable.

19. Business License. In the event a local business license is required for us to perform services hereunder, you will promptly notify us and provide us with the necessary paperwork and/or contact information so that we may timely obtain such license.

20. Governing Law & Venue. . This Agreement shall be governed by, and construed and enforced in accordance with, the laws of the State of California, excluding, however, any conflict of laws rule which would apply the law of another jurisdiction. Venue for purposes of the filing of any action regarding the enforcement or interpretation of this Agreement and any rights and duties hereunder shall be San Luis Obispo County, California.
14 21. Multiple Originals and Authorized Signatures. This Agreement may be executed in multiple originals, any of which will be independently treated as an original document. Any electronic, faxed, scanned, photocopied, or similarly reproduced signature on this Agreement or any amendment hereto will be deemed an original signature and will be fully enforceable as if an original signature. Each party represents to the other that the signatory set forth below is duly authorized to bind that party to this Agreement.

22. Cooperative Procurement. To the maximum extent permitted by applicable law, we agree that this Agreement may be used as a cooperative procurement vehicle by eligible jurisdictions. We reserve the right to negotiate and customize the terms and conditions set forth herein, including but not limited to pricing, to the scope and circumstances of that cooperative procurement.

23. Data & Insights Solution Terms. Your use of certain Tyler solutions includes Tyler’s Data & Insights data platform. Your rights, and the rights of any of your end users, to use Tyler’s Data & Insights data platform is subject to the Data & Insights SaaS Services Terms of Service, available at https://www.tylertech.com/terms/data-insights-saas-services-terms-of-service. By signing a Tyler Agreement or Order Form, or accessing, installing, or using any of the Tyler solutions listed at the linked terms, you certify that you have reviewed, understand, and agree to said terms.

24. Contract Documents. This Agreement includes the following exhibits:

Exhibit A Investment Summary
Exhibit B Invoicing and Payment Policy
Schedule 1: Business Travel Policy
Exhibit C Service Level Agreement
Schedule 1: Support Call Process
Exhibit D Third Party Terms
Schedule 1: Hyperlinked Terms
Exhibit E Statement of Work
IN WITNESS WHEREOF, a duly authorized representative of each party has executed this Agreement as of the date(s) set forth below.

Tyler Technologies, Inc. City of Grover Beach, CA
By: By:

Name: Name:

Title: Title:

Date: Date:

Address for Notices: Address for Notices:

Tyler Technologies, Inc. City of Grover Beach
One Tyler Drive 154 South 8th Street
Yarmouth, ME 04096 Grover Beach, CA 93433
Attention: Chief Legal Officer Attention: ______________________________ Exhibit A
1 Exhibit A
Investment Summary
The following Investment Summary details the software and services to be delivered by us to you under the Agreement. This Investment Summary is effective as of the Effective Date, despite any expiration date in the Investment Summary that may have lapsed as of the Effective Date. Capitalized terms not otherwise defined will have the meaning assigned to such terms in the Agreement. In the event of conflict between the Agreement and terms in the Comments section of this Investment Summary, the language in the Agreement will prevail.

REMAINDER OF PAGE INTENTIONALLY LEFT BLANK
Exhibit B
1 Exhibit B
Invoicing and Payment Policy
We will provide you with the software and services set forth in the Investment Summary of the Agreement. Capitalized terms not otherwise defined will have the meaning assigned to such terms in the Agreement.

Invoicing: We will invoice you for the applicable software and services in the Investment Summary as set forth below. Your rights to dispute any invoice are set forth in the Agreement.

1. SaaS Fees. SaaS Fees are invoiced on an annual basis, beginning on the commencement of the initial term as set forth in Section F (1) of this Agreement. Your annual SaaS fees for the initial term are set forth in the Investment Summary. Upon expiration of the initial term, your annual SaaS fees will be at our then-current rates.

2. Other Tyler Software and Services.

2.1 VPN Device: The fee for the VPN device will be invoiced upon installation of the VPN.

2.2 Implementation and Other Professional Services (including training): Implementation and other professional services (including training) are billed and invoiced as delivered, at the rates set forth in the Investment Summary.

2.3 Consulting Services: If you have purchased any Business Process Consulting services, if they have been quoted as fixed-fee services, they will be invoiced 50% upon your acceptance of the Best Practice Recommendations, by module, and 50% upon your acceptance of custom desktop procedures, by module. If you have purchased any Business Process Consulting services and they are quoted as an estimate, then we will bill you the actual services delivered on a time and materials basis.

2.4 Conversions: Fixed-fee conversions are invoiced 50% upon initial delivery of the converted Data, by conversion option, and 50% upon Client acceptance to load the converted Data into Live/Production environment, by conversion option. Where conversions are quoted as estimated, we will bill you the actual services delivered on a time and materials basis.

2.5 Requested Modifications to the Tyler Software: Requested modifications to the Tyler Software are invoiced 50% upon delivery of specifications and 50% upon delivery of the applicable modification. You must report any failure of the modification to conform to the specifications within thirty (30) days of delivery; otherwise, the modification will be deemed to be in compliance with the specifications after the 30-day window has passed. You may still report Defects to us as set forth in this Agreement.

Exhibit B
2 2.6 Other Fixed Price Services: Other fixed price services are invoiced as delivered, at the rates set forth in the Investment Summary. For the avoidance of doubt, where “Project Planning Services” are provided, payment will be due upon delivery of the Implementation Planning document. Dedicated Project Management services, if any, will be billed monthly in arrears, beginning on the first day of the month immediately following initiation of project planning.

2.7 Web Services: Annual fees for web services are payable in advance, commencing upon the availability of the service. Your annual fees for the initial term are set forth in the Investment Summary. Upon expiration of the initial term, your annual fees will be at our then-current rates.

2.8 Annual Services: Unless otherwise indicated in this Exhibit B, fees for annual services are due annually, in advance, commencing on the availability of the service. Your annual fees for the initial term are set forth in the Investment Summary. Upon expiration of the initial term, your annual fees will be at our then-current rates.

3. Third Party Products.

3.1 Third Party Software License Fees: License fees for Third Party Software, if any, are invoiced when we make it available to you for downloading.

3.2 Third Party Software Maintenance: The first year maintenance for the Third Party Software is invoiced when we make it available to you for downloading.

3.3 Third Party Hardware: Third Party Hardware costs, if any, are invoiced upon delivery.

3.4 Third Party Services: Fees for Third Party Services, if any, are invoiced as delivered, along with applicable expenses, at the rates set forth in the Investment Summary. For the avoidance of doubt, Finite Matters will invoice Client directly for any services fees for Pattern Stream.

3.5 Third Party SaaS: Third Party SaaS Services fees, if any, are invoiced annually, in advance, commencing with availability of the respective Third Party SaaS Services. Pricing for the first year of Third Party SaaS Services is indicated in the Investment Summary. Pricing for subsequent years will be at the respective third party’s then-current rates.

4. Transaction Fees. Unless paid directly by an end user at the time of transaction, per transaction (call, message, etc.) fees are invoiced on a quarterly basis. Fees are indicated in Schedule A and may be increased by Tyler upon notice of no less than thirty (30) days.

5. Expenses. The service rates in the Investment Summary do not include travel expenses.

Expenses for Tyler delivered services will be billed as incurred and only in accordance with our then-current Business Travel Policy, plus a 10% travel agency processing fee. Our current Business Travel Policy is attached to this Exhibit B as Schedule 1. Copies of receipts will be provided upon request; we reserve the right to charge you an administrative fee depending on the extent of your requests. Receipts for miscellaneous items less than twenty-five dollars and mileage logs are not available.

Exhibit B
3 Payment. Payment for undisputed invoices is due within forty-five (45) days of the invoice date. We prefer to receive payments electronically. Our electronic payment information is available by contacting [email protected].

Exhibit B
Schedule 1
1 Exhibit B
Schedule 1
Business Travel Policy

1. Air Travel
A. Reservations & Tickets
The Travel Management Company (TMC) used by Tyler will provide an employee with a direct flight within two hours before or after the requested departure time, assuming that flight does not add more than three hours to the employee’s total trip duration and the fare is within $100 (each way) of the lowest logical fare. If a net savings of $200 or more (each way) is possible through a connecting flight that is within two hours before or after the requested departure time and that does not add more than three hours to the employee’s total trip duration, the connecting flight should be accepted.

Employees are encouraged to make advanced reservations to take full advantage of discount opportunities. Employees should use all reasonable efforts to make travel arrangements at least two (2) weeks in advance of commitments. A seven (7) day advance booking requirement is mandatory. When booking less than seven (7) days in advance, management approval will be required.

Except in the case of international travel where a segment of continuous air travel is six (6) or more consecutive hours in length, only economy or coach class seating is reimbursable. Employees shall not be reimbursed for “Basic Economy Fares” because these fares are non-refundable and have many restrictions that outweigh the cost-savings.

B. Baggage Fees
Reimbursement of personal baggage charges are based on trip duration as follows:
• Up to five (5) days = one (1) checked bag
• Six (6) or more days = two (2) checked bags
Baggage fees for sports equipment are not reimbursable.

Exhibit B
Schedule 1
2 2. Ground Transportation
A. Private Automobile
Mileage Allowance – Business use of an employee’s private automobile will be reimbursed at the current IRS allowable rate, plus out of pocket costs for tolls and parking. Mileage will be calculated by using the employee's office as the starting and ending point, in compliance with IRS regulations.

Employees who have been designated a home office should calculate miles from their home.

B. Rental Car
Employees are authorized to rent cars only in conjunction with air travel when cost, convenience, and the specific situation reasonably require their use. When renting a car for Tyler business, employees should select a “mid-size” or “intermediate” car. “Full” size cars may be rented when three or more employees are traveling together. Tyler carries leased vehicle coverage for business car rentals; except for employees traveling to Alaska and internationally (excluding Canada), additional insurance on the rental agreement should be declined.

C. Public Transportation
Taxi or airport limousine services may be considered when traveling in and around cities or to and from airports when less expensive means of transportation are unavailable or impractical. The actual fare plus a reasonable tip (15-18%) are reimbursable. In the case of a free hotel shuttle to the airport, tips are included in the per diem rates and will not be reimbursed separately.

D. Parking & Tolls
When parking at the airport, employees must use longer term parking areas that are measured in days as opposed to hours. Park and fly options located near some airports may also be used. For extended trips that would result in excessive parking charges, public transportation to/from the airport should be considered. Tolls will be reimbursed when receipts are presented.

3. Lodging
Tyler’s TMC will select hotel chains that are well established, reasonable in price, and conveniently located in relation to the traveler's work assignment. Typical hotel chains include Courtyard, Fairfield Inn, Hampton Inn, and Holiday Inn Express. If the employee has a discount rate with a local hotel, the hotel reservation should note that discount and the employee should confirm the lower rate with the hotel upon arrival. Employee memberships in travel clubs such as AAA should be noted in their travel profiles so that the employee can take advantage of any lower club rates. “No shows” or cancellation fees are not reimbursable if the employee does not comply with the hotel’s cancellation policy.

Tips for maids and other hotel staff are included in the per diem rate and are not reimbursed separately.

Exhibit B
Schedule 1
3 Employees are not authorized to reserve non-traditional short-term lodging, such as Airbnb, VRBO, and HomeAway. Employees who elect to make such reservations shall not be reimbursed.

4. Meals and Incidental Expenses
Employee meals and incidental expenses while on travel status within the continental U.S. are in accordance with the federal per diem rates published by the General Services Administration.

Incidental expenses include tips to maids, hotel staff, and shuttle drivers and other minor travel expenses. Per diem rates are available at www.gsa.gov/perdiem.

Per diem for Alaska, Hawaii, U.S. protectorates and international destinations are provided separately by the Department of State and will be determined as required.

A. Overnight Travel
For each full day of travel, all three meals are reimbursable. Per diems on the first and last day of a trip are governed as set forth below.

Departure Day
Depart before 12:00 noon Lunch and dinner
Depart after 12:00 noon
Return Day
Dinner
Return before 12:00 noon Breakfast
Return between 12:00 noon & 7:00 p.m. Breakfast and lunch Return after 7:00 p.m.* Breakfast, lunch and dinner
*7:00 p.m. is defined as direct travel time and does not include time taken to stop for dinner.

The reimbursement rates for individual meals are calculated as a percentage of the full day per diem as follows:

Breakfast 15%
Lunch 25%
Dinner 60%
B. Same Day Travel
Employees traveling at least 100 miles to a site and returning in the same day are eligible to claim lunch on an expense report. Employees on same day travel status are eligible to claim dinner in the event they return home after 7:00 p.m.*
*7:00 p.m. is defined as direct travel time and does not include time taken to stop for dinner.

Exhibit B
Schedule 1
4 5. Internet Access – Hotels and Airports
Employees who travel may need to access their e-mail at night. Many hotels provide free high speed internet access and Tyler employees are encouraged to use such hotels whenever possible. If an employee’s hotel charges for internet access it is reimbursable up to $10.00 per day. Charges for internet access at airports are not reimbursable.

6. International Travel
All international flights with the exception of flights between the U.S. and Canada should be reserved through TMC using the “lowest practical coach fare” with the exception of flights that are six (6) or more consecutive hours in length. In such event, the next available seating class above coach shall be reimbursed.

When required to travel internationally for business, employees shall be reimbursed for photo fees, application fees, and execution fees when obtaining a new passport book, but fees related to passport renewals are not reimbursable. Visa application and legal fees, entry taxes and departure taxes are reimbursable.

The cost of vaccinations that are either required for travel to specific countries or suggested by the U.S. Department of Health & Human Services for travel to specific countries, is reimbursable.

Section 4, Meals & Incidental Expenses, and Section 2.b., Rental Car, shall apply to this section.

Exhibit C
1 Exhibit C
Service Level Agreement
I. Agreement Overview
This SLA operates in conjunction with, and does not supersede or replace any part of, the Agreement. It outlines the information technology service levels that we will provide to you to ensure the availability of the application services that you have requested us to provide. This SLA does not apply to any Third Party SaaS Services. All other support services are documented in the Support Call Process.

II. Definitions. Except as defined below, all defined terms have the meaning set forth in the Agreement.

Actual Attainment: The percentage of time the Tyler Software is available during a calendar quarter, calculated as follows: (Service Availability – Downtime) ÷ Service Availability.

Client Error Incident: Any service unavailability resulting from your applications, content or equipment, or the acts or omissions of any of your service users or third-party providers over whom we exercise no control.

Downtime: Those minutes during Service Availability, as defined below, when all users cannot launch, login, search or save primary data in the Tyler Software. Downtime does not include those instances in which only a Defect is present.

Emergency Maintenance: (1) maintenance that is required to patch a critical security vulnerability; (2) maintenance that is required to prevent an imminent outage of Service Availability; or (3) maintenance that is mutually agreed upon in writing by Tyler and the Client.

Planned Downtime: Downtime that occurs during a Standard or Emergency Maintenance window.

Service Availability: The total number of minutes in a calendar quarter that the Tyler Software is capable of receiving, processing, and responding to requests, excluding Planned Downtime, Client Error Incidents, denial of service attacks and Force Majeure.

Standard Maintenance: Routine maintenance to the Tyler Software and infrastructure. Standard Maintenance is limited to five (5) hours per week.

III. Service Availability
a. Your Responsibilities
Whenever you experience Downtime, you must make a support call according to the procedures outlined in the Support Call Process. You will receive a support case number. b. Our Responsibilities
When oursupport team receives a call from you that Downtime has occurred or is occurring, we will work with you to identify the cause of the Downtime (including whether it may be the result of Planned Exhibit C
2 Downtime, a Client Error Incident, Denial of Service attack or Force Majeure). We will also work with you to resume normal operations.
c. Client Relief
Our targeted Attainment Goal is 100%. You may be entitled to credits as indicated in the Client Relief Schedule found below. Your relief credit is calculated as a percentage of the SaaS fees paid for the calendar quarter.

In order to receive relief credits, you must submit a request through one of the channels listed in our Support Call Process within fifteen days (15) of the end of the applicable quarter. We will respond to your relief request within thirty (30) day(s) of receipt.

The total credits confirmed by us will be applied to the SaaS Fee for the next billing cycle. Issuing of such credit does not relieve us of our obligations under the Agreement to correct the problem which created the service interruption.

Client Relief Schedule
Actual Attainment Client Relief

99.99% - 98.00% Remedial action will be taken

97.99% - 95.00% 4%
Below 95.00% 5%
IV. Maintenance Notifications
We perform Standard Maintenance during limited windows that are historically known to be reliably low-traffic times. If and when maintenance is predicted to occur during periods of higher traffic, we will provide advance notice of those windows and will coordinate to the greatest extent possible with you.

Not all maintenance activities will cause application unavailability. However, if Tyler anticipates that activities during a Standard or Emergency Maintenance window may make the Tyler Software unavailable, we will provide advance notice, as reasonably practicable that the Tyler Software will be unavailable during the maintenance window.

Exhibit C
Schedule 1
1 Exhibit C
Schedule 1
Support Call Process
Support Channels
Tyler Technologies, Inc. provides the following channels of software support for authorized users*:
(1) On-line submission (portal) – for less urgent and functionality-based questions, users may create support incidents through the Tyler Customer Portal available at the Tyler Technologies website.

A built-in Answer Panel provides users with resolutions to most “how-to” and configurationbased questions through a simplified search interface with machine learning, potentially eliminating the need to submit the support case.
(2) Email – for less urgent situations, users may submit emails directly to the software support group.
(3) Telephone – for urgent or complex questions, users receive toll-free, telephone software support.
* Channel availability may be limited for certain applications.

Support Resources
A number of additional resources are available to provide a comprehensive and complete support experience:
(1) Tyler Website – www.tylertech.com – for accessing client tools, documentation, and other information including support contact information.
(2) Tyler Search -a knowledge based search engine that lets you search multiple sources simultaneously to find the answers you need, 24x7.
(3) Tyler Community –provides a venue for all Tyler clients with current maintenance agreements to collaborate with one another, share best practices and resources, and access documentation. (4) Tyler University – online training courses on Tyler products.

Support Availability
Tyler Technologies support is available during the local business hours of 8 AM to 5 PM (Monday – Friday) across four US time zones (Pacific, Mountain, Central and Eastern). Tyler’s holiday schedule is outlined below. There will be no support coverage on these days.

New Year’s Day Labor Day
Martin Luther King, Jr. Day Thanksgiving Day
Memorial Day Day after Thanksgiving
Independence Day Christmas Day
For support teams that provide after-hours service, we will provide you with procedures for contacting support staff after normal business hours for reporting Priority Level 1 Defects only. Upon receipt of Exhibit C
Schedule 1
2 such a Defect notification, we will use commercially reasonable efforts to meet the resolution targets set forth below.

We will also make commercially reasonable efforts to be available for one pre-scheduled Saturday of each month to assist your IT staff with applying patches and release upgrades, as well as consulting with them on server maintenance and configuration of the Tyler Software environment.

Incident Handling
Incident Tracking
Every support incident is logged into Tyler’s Customer Relationship Management System and given a unique case number. This system tracks the history of each incident. The case number is used to track and reference open issues when clients contact support. Clients may track incidents, using the case number, through Tyler’s Customer Portal or by calling software support directly.

Incident Priority
Each incident is assigned a priority level, which corresponds to the Client’s needs. Tyler and the Client will reasonably set the priority of the incident per the chart below. This chart is not intended to address every type of support incident, and certain “characteristics” may or may not apply depending on whether the Tyler software has been deployed on customer infrastructure or the Tyler cloud. The goal is to help guide the Client towards clearly understanding and communicating the importance of the issue and to describe generally expected response and resolution targets in the production environment only.

References to a “confirmed support incident” mean that Tyler and the Client have successfully validated the reported Defect/support incident.

Priority
Level Characteristics of Support Incident Resolution Targets* 1 Critical
Support incident that causes (a)
complete application failure or
application unavailability; (b)
application failure or unavailability in
one or more of the client’s remote
location; or (c) systemic loss of
multiple essential system functions.

Tyler shall provide an initial response to Priority Level 1 incidents within one (1) business hour of receipt of
the incident. Once the incident has been confirmed,
Tyler shall use commercially reasonable efforts to
resolve such support incidents or provide a
circumvention procedure within one (1) business
day. For non-hosted customers, Tyler’s responsibility
for lost or corrupted data is limited to assisting the
Client in restoring its last available database.

Exhibit C
Schedule 1
3 Priority
Level Characteristics of Support Incident Resolution Targets* 2 High
Support incident that causes (a)
repeated, consistent failure of
essential functionality affecting more
than one user or (b) loss or corruption
of data.

Tyler shall provide an initial response to Priority Level 2 incidents within four (4) business hours of receipt of the incident. Once the incident has been confirmed,
Tyler shall use commercially reasonable efforts to
resolve such support incidents or provide a
circumvention procedure within ten (10) business
days. For non-hosted customers, Tyler’s
responsibility for loss or corrupted data is limited to assisting the Client in restoring its last available
database.
3 Medium
Priority Level 1 incident with an
existing circumvention procedure, or
a Priority Level 2 incident that affects
only one user or for which there is an
existing circumvention procedure.

Tyler shall provide an initial response to Priority Level 3 incidents within one (1) business day of receipt of
the incident. Once the incident has been confirmed,
Tyler shall use commercially reasonable efforts to
resolve such support incidents without the need for a
circumvention procedure with the next published
maintenance update or service pack, which shall
occur at least quarterly. For non-hosted customers,
Tyler’s responsibility for lost or corrupted data is
limited to assisting the Client in restoring its last
available database.
4 Noncritical
Support incident that causes failure of
non-essential functionality or a
cosmetic or other issue that does not
qualify as any other Priority Level.

Tyler shall provide an initial response to Priority Level 4 incidents within two (2) business days of receipt of
the incident. Once the incident has been confirmed,
Tyler shall use commercially reasonable efforts to
resolve such support incidents, as well as cosmetic
issues, with a future version release.
*
Response and Resolution Targets may differ by product or business need Incident Escalation
If Tyler is unable to resolve any priority level 1 or 2 defect as listed above or the priority of an issue has elevated since initiation, you may escalate the incident to the appropriate resource, as outlined by each product support team. The corresponding resource will meet with you and any Tyler staff to establish a mutually agreeable plan for addressing the defect.

Remote Support Tool
Some support calls may require further analysis of the Client’s database, processes or setup to diagnose a problem or to assist with a question. Tyler will, at its discretion, use an industry-standard remote support tool. Tyler’s support team must have the ability to quickly connect to the Client’s system and view the site’s setup, diagnose problems, or assist with screen navigation. More information about the remote support tool Tyler uses is available upon request.

Exhibit D
1 Exhibit D
Third Party Terms

REMAINDER OF PAGE INTENTIONALLY LEFT BLANK
Exhibit D
Schedule 1
1 Exhibit D
Schedule 1
Hyperlinked Terms
Fire Prevention Mobile Terms. Your use of Tyler’s Fire Prevention Mobile solutions is subject to the terms found here: https://www.tylertech.com/terms/mobileeyes-third-party-terms. By signing a Tyler Agreement or Order Form, or accessing, installing, or using the Fire Prevention Mobile solution, you agree that you have read, understood, and agree to such terms.

Pattern Stream Terms. Your use of Pattern Stream software and services is subject to the terms found here: https://www.tylertech.com/terms/finite-matters-ltd-consolidated-terms. By signing a Tyler Agreement or Order Form, or accessing, installing, or using Pattern Stream software or services, you agree that you have read, understood, and agree to such terms.

Quatred Terms. Your use of Quatred solutions is subject to the End User License Agreement terms found here: https://www.quatred.com/eula. By signing a Tyler Agreement or Order Form, or accessing, installing, or using Quatred solutions provided to you by Tyler, you agree that you have read, understood, and agree to such terms.

ThinPrint Terms. Your use of Tyler Forms software and forms is subject to the End User License Agreement terms for ThinPrint Engine, ThinPrint License Server, and Connected Gateway found here: https://www.thinprint.com/en/legal-notes/eula/. By signing a Tyler Agreement or Order Form, or accessing, installing, or using Tyler Forms software or forms, you agree that you have read, understood, and agree to such terms.

Twilio Acceptable Use Policy. Your use of the Tyler solutions listed below includes functionality provided by a Third Party Developer, Twilio. Your rights, and the rights of any of your end users, to use said functionality are subject to the terms of the Twilio Acceptable Use Policy, available at http://www.twilio.com/legal/aup. By signing a Tyler Agreement or Order Form, or accessing, installing, or using any such Tyler solution, you certify that you have reviewed, understand and agree to said terms. Tyler hereby disclaims any and all liability related to your or your end user’s failure to abide by the terms of the Twilio Acceptable Use Policy. Any liability for failure to abide by said terms shall rest solely with the person or entity whose conduct violated said terms. • Electronic Warrants
• Online Dispute Resolution
• Enterprise Justice Notifications Add On (text notifications) • Absence & Substitute
• Notify
• Enterprise Jury Manager
• Enterprise Supervision
• Virtual Court
Exhibit E
1 Exhibit E
Statement of Work
Agenda Item No. 13

CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: January 23, 2023 FROM: Matthew Bronson, City Manager
PREPARED BY: Matthew Bronson, City Manager
David Hale, City Attorney
SUBJECT: Appointment to Fill City Council Vacancy

RECOMMENDATION
Conduct interviews of applicants and make an appointment to fill an existing vacant City Council seat for the term ending in December 2024.

BACKGROUND
The November 8, 2022 election of Council Member Karen Bright as Mayor created a vacancy on the Grover Beach City Council. The Council decided on December 12, 2022 to fill this vacancy by appointment and invited registered voters in Grover Beach within Council District 4 given Mayor Bright’s residence within this district to apply for the remaining term of the position for the term ending in December 2024. Community members were asked to complete an application available on the City’s website and submit it to the City Clerk’s Office by 5:00 p.m. on December 30th. The applications will be provided to the Council at the regular meeting on January 23, 2023 where the Council will conduct interviews and make an appointment for this position.

The City received four qualified applications within this prescribed timeframe. Attachment 1 shows the names of the applicants along with their respective applications with personal information redacted. Applicants were sent a letter on January 4 (shown in Attachment 2) about the interview and selection process. This process follows previous selection processes and is outlined below for the Council’s requested concurrence:

Interview Process
• In the interest of fairness to all applicants, only the applicant being interviewed will be present in the Council Chamber while all other applicants remain in the Conference Room until called by the Council for their respective interview. The order of interviews will be selected at random prior to the meeting.
• Once the applicant’s interview is concluded, they may remain in the Council Chamber to hear any remaining interviews and the City Council’s deliberations. • The interview questions will be the same for all candidates. Candidates will be asked to provide a two-minute overview about themselves and why they are interested in serving on the City Council followed by questions from the Council. • Following the four interviews, there will be an opportunity for public comment on this agenda item consistent with other Council agenda items. This will provide an opportunity for members of the public to speak about one or more candidates.

Staff Report: Appointment to Fill City Council Vacancy Page 2 January 23, 2023
Appointment
• The Council has flexibility in the process used in deciding on the appointment. When filling a previous vacancy in 2021, each Council Member identified their top five applicants out of the nine applicants who interviewed with the Council which led to a group of three finalists before an appointment was made. The Council could use a similar process in individually identifying the top two applicants following the four interviews to determine a final group of applicants to consider for an appointment or conversely the Council could make a selection following the four interviews. The Council could also elect to use a different process in deciding on the appointment which ultimately must be made by a motion that is seconded and approved by a majority vote of the Council. • Once the Council reaches a decision on the appointment, the Oath of Office will be administered to the appointee and the newly appointed Council Member will be seated at the dais.
• Following the appointment, the Council will make 2023 appointments of Council Members to various external boards, commissions, and committees throughout the county.

Candidates were requested to be prepared to indicate their interest in serving on particular bodies should the candidate be appointed to the Council. • A new Council Member orientation will be scheduled with the City Manager, City Attorney, and City Clerk before the newly appointed Council Member attends the next regular City Council meeting scheduled for February 14, 2023.
• Lastly, pursuant to State law, the applicant appointed to the City Council will be required to file a Statement of Economic Interests (Fair Political Practices Commission - Form 700) reporting sources of income or financial interests for the appointed member, their spouse or registered domestic partner, or dependent children that are located in, doing business in, planning to do business in, or having done business within the City’s jurisdiction during the past two years.

Staff is recommending that the Council conduct interviews of applicants to fill this vacancy on the City Council and make a subsequent appointment. If the Council chooses not to make an appointment at the January 23rd Regular Meeting, the Council will need to make this appointment no later than 60 days from the commencement of the vacancy pursuant to Government Code Section 36512 (b) or call a special election. This appointment deadline is February 12, 2023, following the commencement of the vacancy on December 12, 2022.

FISCAL IMPACT
There is no fiscal impact from this action of appointing a new Council Member.

ALTERNATIVES
The Council has the following alternatives to consider:

1. Conduct interviews of applicants and make an appointment to fill an existing vacant City Council seat for the term ending in December 2024;

2. Conduct interviews but do not make appointment and continue the appointment process to a subsequent date within the specified timeframe identified herein;

3. Provide alternate direction to staff.

Staff Report: Appointment to Fill City Council Vacancy Page 3 January 23, 2023

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

Attachments

1. List of names of qualified applicants and associated applications (redacted)

2. Sample letter to applicants
City of Grover Beach
CITY CLERK’S OFFICE

LIST OF APPLICANTS WITH LETTERS SUBMITTED FOR

CONSIDERATION OF BEING APPOINTED TOO THE

VACANT SEAT ON THE GROVER BEACH CITY COUNCIL
(Listed in Alphabetic Order by Last Name)

1. Anthony “Wayne” Embrey

2. Bradley Hogan

3. Randall Myrick

4. Clint Weirick
Attachment 1
Name:

City of Grover JD each
City of Grover Beach
JAN 0 3 2022

RECEIVED
-

APPLICATION FOR APPOINTMENT TO SERVE

AS CITY COUNCIL MEMBER
This is a public record open for inspection and reproduction.

You must be a registered voter of Grover Beach to apply.

Applications due by 5:00 p.m., Friday, December 30, 2022 /.;,7i771,407/ Vcire "(4,4/.6r 7
(Please pri
Home Address.

Date:

Mailing Address:
(If different from home address)
Occupation/Employer: ix e if-CI
Home Phone: Work Phone: rei%
Cell Phone: E-mail:

May we contact you at work? U Yes 0 No r/11 Years lived in Grover Beach: /c-" Are you a registered voter of Grover Beach? Yes U No
Are you related or married to any elected or appointed City official or employee? 0 Yes No If yes, name of relative and their position with the City of Grover Beach:

Community Service Experience:

Organization Dates Served Position
Cz947)/27 /7/14/ ,90v6/1.51/ tQe7/ 4 .7t)/k'
Employment History (If applicable):

Company Dates Served Position ,
,,
7y)- e ire"
Application for Appointment to City Council Page 2
Other relevant experience, education, or training:

What is your understanding of the role and responsibilities of the City Council? Oe rre Se' /7 it ( Y2t,'/2-Si7I 241 ,62-e,4 67.7./(-
414, r- / nee/77e n
Please indicate the reasons for your interest in serving on the City Council. 7(-9 Q0/ 0 Ife/9rece, 7/. . r-d.s Lf91 c ,//c,7)/12/ ) ,c0-4 G sir/ c You may attach additional information that may be beneficial to the City Council when considering your application.

Please be advised that this application may be discussed by the City Council at an open meeting.

Information provided to the City Council at open meetings will be available as public information.

Have you ever attended or watched a meeting of this City Council? Yes CI N o If yes, how many? 'V .3 )/6, What led you to attend or watch? S /99/7s/ e2 7e'5-_ dx2c),, 6- -/-75 c
Financial Disclosure: In compliance with state law and the City's Conflict of Interest Code, all City Council Members are required to file a Statement of Economic Interests (Form 700) upon appointment, annually thereafter, and upon leaving office. The Form 700 is a public document regarding personal and business information including sources of income, ioans, investments, and interests in real property.

For more information visit: http //www.fppc ca ciov
Signature
Your interest in erving the-City of Grover Beach i cere/y appreciated! Please submit completed application to. Office of the City Clerk 154 South 8th Street
Grover Beach, CA 93433
Or via email gbadmIngroverbeach om
For Office Use Only
Interview Date Appointed L.IYes 0 No Appointed Date
Appointment is for: U Unexpired Term Ending 0 Full Term Ending /75/ 7.-c
; 10 I e2 -1/7a 777. 2 qZ e
49 L',Wg 402
. r, 7713:7
City of Grover Beach
DEC 28 2022

RECEIVED

APPLICATION FOR APPOINTMENT TO SERVE

AS CITY COUNCIL MEMBER
This is a public record open for inspection and reproduction You must be a registered voter of Grover Beach to apply.

Name:
(Peas
Home Address:

Mailing Address:

Occupation/Employer
Home Phone
Applications due by 5:00 p.m., Friday, December 30, 2022 _Clf different from home addrels1
0-
y
oFFIcee OF Aw-mio
Work Phone.

Cell Phone. E-mail:

May we contact you at work? 12/Yes 0 No Years lived in Grover Beach: 7`[7..

Are you a registered voter of Grover Beach? E(Yes 0 No
Are you related or married to any elected or appointed City official or employee? 0 Yes Nir-No If yes, name of relative and their position with the City of Grover Beach:

Community _ Service Experience:

Organization Dates Served Position
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Other relevant experience, education, or training: P3 A Q6c 6vT-Tag---

What is your understanding of the role and responsibilities of the City Council? -x\-\ Coo
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Please indicate the reasons for your interest in serving on the City Council.

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You may attach additional information that may be beneficial to the City Council when considering your application
Please be advised that this application may be discussed by the City Council at an open meeting.

Information provided to the City Council at open meetings will be available as public information.

Have you ever attended or watched a meeting of this City Council? glYes ON° If yes, how many? 't ft What led you to attend or watch? \iiNS04...„) "1"\JE.'S Financial Disclosure In compliance with state law and the City's Conflict of Interest Code, all City Council Members are required to file a Statement of Economic Interests (Form 700) upon appointment, annually thereafter, and upon leaving office The Form 700 is a public document regarding personal and business information including sources of income, loans, investments, and interests in real property For more information visit: htt //www f • ic ca ov
Slnnaturé
Your interest in serving the City of Grover Beach is sincerely appreciated! Please submit completed application to Office of the City Clerk 154 South 8th Street
Grover Beach, CA 93433
Or via email tiatIrgroverbeach.orq
For Office Use Only
Interview Date.

Appointment is for U Unexpired Term Ending L) Full Term Ending Appointed. CI Yes 0 No Appointed Date
Bradley Hogan
Professional Experience:

Patrol Officer Key Responsibilities & Duties
• Partner with internal colleagues to handle calls for service, which included updating, logging, and maintaining records internally.
• Maintain knowledge on everchanging police policy, techniques, and criminal law. • Evaluate and apply risk management techniques on an individual and organizational level. • Train fellow officers on written policy and procedures and submit daily observation reports to my supervisor.
• Articulate and discuss city policy and procedure to citizens to maintain and build enduring relationship of trust.

Analyze crime data to improve the effectiveness of policing strategies. • Approve and critique officers on District Attorney filings. • Use proper recall to clearly articulate elements of crime used in court testimony City of Arroyo Grande
• Certified as a Firearms Instructor
• Certified as a Field Training officer
• Certified as an Advanced California Peace Officer
• Certified as Less Lethal Instructor
2018— Present
City of Grover Beach 2016-2018
• Certified as a Police Trainer
• Awarded the Professional Service Award — 2017
• Certified as an Intermediate California Peace Officer City of Mendota 2014— 2016
• Certified as a Standardized Field Sobriety Test Instructor • Recognized by Mothers Against Drunk Driving (MADD) for highest DUI arrest in 2015 • Certified as a Drug Recognition Expert
• Department DUI Grant Administrator
• Certified as a Basic California Peace Officer
City of Visalia 2013— 2014
• Completed POST Field Training Program
Education:

Basic Academy Certificate of Completion
State Center Regional Training Facility — Fresno
• 5
th out of 32
Political Science, Bachelors of Science
Brigham Young University— Idaho
Distinctions:

National Eagle Scout Association
2013
2007— 2011
—
Name:

City of Grover Beach
DEC S 0 2022 -

PPLICATION FOR APPOINTMENT T SERVE
AS CITY COUNCIL MEMBER .

This is a public record open for inspection and re :lfoduction.

You mUst be a registered voter of Grover Beach 4 apply.

Applications due by 5:00 p.m., Friday, December00, 2022 PigivOALi Date: /Z-22--2-,
(Please print)
Home Address: _ G-rov CA q'Sif3S
Mailing Address:
(If different from home address)
Occupation/Employer: -1-11 e_ TYle-feett—
Home Phone:

Cell Phone:

Work Phon
E-mail: "
May we contact you t work? gi Yes El No Years live in Grover Beach: -2-0 Are you a registered voter of Grover Beach? iR1 Yes El No ,4 Are you related or mkried to any elected or appointed City official 4 employee? El Yes Ni No
If yes, name of relati+e and their position with the City of Grover BeLch:

Community Servic Ex erience:

Organization Dates Served Pition
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1 Application for Appointment to City Council
Other relevant experience, education, or training:

I \
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W ten 10- ci-)Inc___
1 What is your underlstanding of the role and responsibilities of e City Council? (71-iote4---g.Mbtio413 ci 4--/ Cry.die4 re‘ • 0L.* •
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Please indicate the reasons for your interest in serving on the ity Council. rce.L,04.04,,w coJce ibr)-71 ttleLk)I
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You may attach additional information that may be beneficial to th .4,,ity Council when considering your ap lication.

Please be advised ttjat this application may be discussed by the Cçi Council at an open meeting.

Information provided to the City Council at open meetings will be ay liable as public information.

Have you ever aftellided cm-watched a meeting of this City Cou cil? 1X1Yes EINIo If yes, how many? What led you to attend or watch . CONCet\IS Financial Disclosure: In compliance with state law and the City's Conflict Interest Code, all City Council Members are requireki to file a Statement of Economic Interests (Form *p) upon appointment, annually thereafter, and upori leaving office. The Form 700 is a public -doc ent regarding- persurral -and business information including sources of income, loans, investments nd interests in real property.

For more information visit: http://www fppc.ca.ciov
Signature: 0
IA
Your inter4t in serving the City of Grover Beach is silt erely appreciated! Please subkiit completed application to: Office of the Citylerk 154 South 8th Stet
Grover Beach, d4 93433
Or via email: gb mingroverbeach.orci
For Office Use Only
Interview Date:

Appointment is for:

Appointed: U Yes ID No Appointed D4 •
U Unexpired Term Ending U FuL 'Term Ending
Name'
City of Grover Beach

APPLICATION FOR APPOINTMENT TO SERVE

AS CITY COUNCIL MEMBER
This is a public record open for inspection and reproduction.

You must be a mgistered voter of Grover Beach to apply.

Applications due by 5:00 p.m., Friday, December 30, 2022 Clint Weirick
City of Grover Beach
DEC 21 2022
Date: Tuesday,December 20th, 2022
(Please print)
Home Address: Grover Beach, CA 93433
Mailing Address. (Same as above)
(If different from home address)
Occupation/Employer: California State Senate/ District Representative Home Phone: Not Applicable (N/A) Work Phone:

Cell Phone: E-mail:

May we contact you at work? Li Yes EX1 No Years lived in Grover Beach: Over 25 Years Are you a registered voter of Grover Beach? [XI Yes ED No Are you related or married to any elected or appointed City official or employee? CD Yes L3d No If yes, name of relative and their position with the City of Grover Beach: Not Applicable (N/A) (Very abbreviated list below I have served in a number of leadership roles over the Community Service Ex erience: years in many local community organizations in addition to many other memberships.) Organization
_
Dates Served Position
Grover City Grange #746 2011-Current 7th Degree Member/Past Assistant Male Stewart/Legislative Chair
Friends of the Grover Beach Library 2011-Current Member Grover Heights Elementary School
Parent-Teacher Association (PTA)
2012-Current Member/National Supporting Life Member/
Past Parliamentarian/Past Nomination Chair
Friends of the Five Cities Fire
Authority
2017-Current Battalion Chief (Lifetime Member)
South County Chambers of Commerce Governmental Affairs Committee 2018-Current x- CIO em er as Co-Chair Employment History (If applicable):

Company Dates Served Position
California State Senate December 2020-Current District Representative I
Application for Appointment to City Council Page 2
Other relevant experience, education, or training: -Leadership South County Class 1 Graduate (2019) -American Planning Association California Chapter-Central Coast Section's 3rd San Luis Obispo County atizens Planning Academy Graduate (2016) -National Recreation and Park Association Leadership Program Certificate of Completion (2018) -University of Southern California's Executive Education Forum for Local Leaders Program Cohort #14 (2017) What is your understanding of the role and responsibilities of the City Council? -First and foremost, to bring the voice of the city's residents, businesses, non-profits, and community organizations in decisions, priorities, and policy-making decisions within the confines of a general law City Council's abilities -Set and refine through broader public policy and decisions before the Council direction responsive to the city's needs Please indicate the reasons for your interest in serving on the City Council. -I'm born and raised in Grover Beach and have instilled a commitment to wanting to see the city succeed for all -I want to help advance the long-term vision of the City Council's Major City Goals as the highest community priorities -My experiences can help strike a balance between governance and the implementation of City Council decisions You may attach additional information that may be beneficial to the City Council when considering your application.

Please be advised that this application may be discussed by the City Council at an open meeting.

Information provided to the City Council at open meetings will be available as public information.

Have you ever attended or watched a meeting of this City Council? 114Yes El No Consistently numerous over the years
If yes, how many? What led you to attend or watch? Usually specific agenda items of interests on certain topics, but also in general to understand the direction of the city Financial Disclosure In compliance with state law and the City's Conflict of Interest Code, all City Council Members are required to file a Statement of Economic Interests (Form 700) upon appointment, annually thereafter, and upon leaving office The Form 700 is a public document regarding personal and business information including sources of income, loans, investments, and interests in real property For more information visit http.//www.fppc ca gov
Signature:

Your interest in serving the City of Grover Beach is sincerely appreciated! Please submit completed application to Office of the City Clerk 154 South 8th Street
Grover Beach, CA 93433
Or via email ,obadminagroverbeach oro
For Office Use Only
Interview Date Appointed 0 Yes 0 No Appointed Date
Appointment is for 0 Unexpired Term Ending U Full Term Ending City of Grover Beach
Mayor Karen Bright Mayor Pro Tem Anna Miller
Council Member Robert Robert, Council Member Daniel Rushing, Council Member Vacant Matthew Bronson
City Manager
154 South Eighth Street  Grover Beach, California 93433  www.groverbeach.org Administrative Services/Water (805) 473-4550  City Council/City Manager (805) 473-4567  City Clerk (805) 473-4568 Community Development - Building, Planning & Economic Development (805) 473-4520  Human Resources (805) 473-4564 Parks & Recreation (805) 473-4580  Police/Non-Emergency (805) 473-4511  Public Works (805) 473-4530 January 4, 2023
{Name}
{Address}
Grover Beach, CA 93433 SENT VIA EMAIL
SUBJECT: APPLICATION TO FILL VACANCY ON THE GROVER BEACH CITY COUNCIL Dear ________:

This letter is to confirm receipt of your application of interest to serve our community as an appointed member of the Grover Beach City Council. The City Council will be conducting interviews of four (4) qualified candidates at a public meeting to be held in the Council Chamber at City Hall on Monday, January 9, 2023, at 6:00 p.m. (City Council meetings are televised on Government Cable Access Channel 20 and may be viewed over the Internet at www.groverbeach.org) A copy of the agenda and staff report will be emailed to you prior to the meeting. If you are not available to attend the meeting and participate in the interviews, please contact the City Clerk’s Office by calling (805) 473-4567 or sending an email to [email protected].

Interview Process:
• In the interest of fairness to all applicants, the order of the interviewees will be randomly selected prior to the meeting. We respectfully request that only the applicant being interviewed be present in Council Chamber, while all other applicants will be in the adjoining Conference Room until called by the Council.
• The interview questions will be the same for all candidates. Candidates will be asked to provide a two-minute overview about themselves and why they are interested in serving on the City Council followed by questions from the Council. • Once your interview is concluded, you may remain in the Council Chamber to hear any remaining interviews and the City Council’s deliberations.

Appointment:
• Once the City Council reaches a decision regarding the appointment, the Oath of Office will be administered to the appointee at the meeting and the newly appointed Council Member will be seated at the dais.
• A new Council Member orientation will be scheduled with the City Manager, City Attorney, and City Clerk before the newly appointed Council Member attends the January 23rd Council meeting.

Attachment 2
• Immediately following the appointment process, the Council will make 2023 appointments of Council Members to various external boards, commissions, and committees throughout the county. Each candidate should therefore be prepared to indicate their interest in serving on particular bodies should the candidate be appointed to the Council. Attached is a list of these external boards, commission, and committees for your reference. • The League of California Cities is hosting its annual New Mayors and Council Members Academy in Sacramento on January 18-20. The appointed candidate is strongly encouraged to attend this academy to understand the role of local elected officials and connect with other Council Members from cities throughout our region and the state. The cost for the academy is paid by the City. A second academy is also scheduled for February 1-3 in Universal City.

Lastly, pursuant to State law, the applicant appointed to the City Council will be required to file a Statement of Economic Interests (Fair Political Practices Commission - Form 700). The statement requires reporting sources of income or financial interests (for you, your spouse or registered domestic partner, or dependent children) that are located in, doing business in, planning to do business in, or having done business within the City’s jurisdiction during the past two years.

Statements of Economic Interests are public documents. For reference, this form is available in the City Clerk’s office during regular business hours or online at www.fppc.ca.gov. Upon appointment, the Form 700 will be provided to you and must be completed within 30 days.

Please let me know if you have any questions. We look forward to seeing you on Monday, January 9, 2023 at 6:00 p.m.

Respectfully,
WENDI B. SIMS
City Clerk
c: Mayor and Council Members
City Manager Matthew Bronson
City Attorney David Hale
Agenda Item No. 14
/

CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: January 23, 2023 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 City’s response to homelessness in Grover Beach and provide input and direction to staff on a draft ordinance on camping on public and private property.

BACKGROUND
This agenda item is an update on the City’s efforts to address homelessness issues in Grover Beach following previous updates to the Council in November 2021 and February, May, and November 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.

The most recent Council update on November 14, 2022 provided detail about the importance of this issue to the City, previous City actions taken to address homelessness, current status of actions taken by the City and partner agencies, and legal requirements involved with this issue that the City must adhere to. The staff report for this previous agenda item is shown as Attachment

1. This report for tonight’s agenda item will provide updates on recent actions the City and partner agencies have taken since November including the opening of the “Cabins for Change” facility on Long Branch Avenue. In addition, the report summarizes a draft ordinance regarding camping on public and private property in response to Council direction to develop such an ordinance. Staff is seeking Council review of this draft ordinance and direction on proceeding with a formal version that would be introduced at an upcoming meeting.

Recent Actions by the City and Partner Agencies
• “Cabins for Change” Temporary Emergency Housing Facility. The most notable recent action is the completion and opening of this 20-unit cabins project by the 5Cities Homeless Coalition (5CHC) on County property at 1523 Long Branch Avenue. Attachment 2 shows pictures of Staff Report: Homelessness Response Update Page 2
January 23, 2023
the completed buildings which also include bathing and 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 and onsite facility management and security. The facility is intended to help clients find more permanent supportive housing within 90 days though more time may be needed in some cases. 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 opened on December 23, 2022 and is currently 2/3 occupied as 5CHC has ramped up site operations and management. The site is on track for full occupancy by the end of January. Staff reported previously that a delay in installing a power supply switch was preventing the facility from opening but this issue was resolved to enable the facility to open fully without a temporary power solution. This facility is the first use of small cabins as a shelter site in the county and is the first temporary housing facility of any kind in South County. • Barca Street Housing Facility. With the opening of the Cabins for Change facility, 5CHC is now placing additional focus on designing a housing facility at the City-owned property at 955 South 4th Street. The Council approved a long-term lease with 5CHC in June 2022 for development and operation of such a facility. 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 and target clientele of this facility is still undetermined though the facility is intended to be used for modular non-congregate temporary housing complementary or similar to the Cabins for Change on Long Branch. The use of this facility is tied to potential lease of an adjacent property which would provide a larger site plan as well as considerations for facilities in other South County communities. 5CHC is seeking grant funding from various sources to construct and operate this project, such as Project Homekey funds from the State with the funding application to be released shortly. Depending on funding availability, this facility could be open by early 2024 and provide additional homeless housing options for those in need while also helping the City meet the shelter space threshold for enforcing camping prohibitions under Martin vs. City of Boise, 920 F.3d. 584 (2019) (Martin v. Boise). • Encampment Access Limitations to Open Space Area. Staff has also worked diligently since November to limit camping access by homeless individuals in the El Camino Real/North 4th Street open space area given the environmental, safety, and neighborhood impacts.

Attachment 3 shows a map of this area which shows the jurisdictional boundaries along with property ownership. Staff estimates there are currently approximately 20 homeless individuals camping within Grover Beach’s jurisdiction with other homeless individuals in Pismo Beach’s jurisdiction with much of this owned by California State Parks. For the open space property within the City’s jurisdiction, staff has installed no parking” signage along El Camino Real, supported the hotel property owner at 950 El Camino Real in installing fencing along their property, and obtained quotes for rails to install along El Camino Real to impede vehicular access. However, in recent weeks the private property fencing has been frequently vandalized along with homeless individuals camping closer to the residences on Margarita Avenue and accessing the open space area at the Margarita Avenue/Charles Street bend leading to an increase in Police service calls.

Draft Ordinance on Camping/Sleeping on Public and Private Property At the November 14th meeting, staff outlined policy options for the Council to consider in providing greater legal enforcement capability to enforce the City’s camping prohibitions. These options included the following items for amending the City’s code:

Staff Report: Homelessness Response Update Page 3
January 23, 2023
• Prohibiting camping in certain locations such as the El Camino Real open space 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 provided direction to staff to bring a discussion of the options for an ordinance to the Council in early 2023 for consideration and discussion of benefits and impacts. Staff had originally aimed to bring this discussion to the Council on February 14 but advanced the timing to bring this topic to the Council on January 23 given the importance of getting an ordinance in place pending Council review.

Overview of Draft Ordinance
The ordinance is comprised of three different chapters. Chapter 14 sets forth the findings and purpose of the City’s Houselessness Response Policy. Chapter 14.1 regulates the use of any vehicles for human habitation on public property including the use of vehicle or tent camps on private property. Chapter 14.2 regulates camping on public rights-of-way and City property. The following enumerates portions of the regulations contained within the ordinance:

Chapter 14:

This chapter enumerates the findings and policy of the City related to houselessness. The chapter defines the City’s intent to balance the needs of the homeless with protecting the public health, welfare and safety of its residents by regulating the use of vehicles and camping on public and private property.

Chapter 14.1
• Prohibits the use of any vehicle for human habitation on public property between the hours of 9 p.m. and 6 a.m.
• Prohibits the use of any vehicle for human habitation within 500 feet of a residence or school
• Does not prohibit the use of a vehicle for habilitation on a public street if authorized by the City Manager pursuant to established rules and regulations • Allows for a permit to park recreational vehicles temporarily overnight on the street by a resident
• Allows for temporary parking of vehicles and camping on private property but establishes regulations for the property owner
Chapter 14.2
• Prohibits at all times any camping on City property unless otherwise authorized by the City Manager (camping is not defined as vehicular use for habitation purposes as regulated in Chapter 14.1)
• Allows the City Manager to designate City property that allows camping • Allows the City Manager to suspend enforcement of the ordinance in accordance with administrative rules and procedures
Staff Report: Homelessness Response Update Page 4
January 23, 2023
• Provides that camping on City property may only occur for 24 hours at a time. After 24 hours, the site may be posted requiring relocation and all camping materials must be moved within 72 hours.
• Provides that any personal property left after relocation will be removed and stored for 90 days by the City
• Provides that any camp material moved must be relocated at least 600 feet from the prior location
• Provides that campsites must be 1,000 feet from any homeless facility or shelter • Provides that campsites may not obstruct City rights-of-way • Provides that campsites must be limited to a total of 144 square feet in size • Provides that no more than three campsites may be set up in a City block • Requires all campsites to be 150 feet apart from each other • Prohibits open flames, recreational fires, and burning of garbage at campsites • Prohibits the erection of structures other than tents at campsites • Violations of this ordinance may be cited with either a criminal or administrative citation • Continued violations of this ordinance may be grounds for closure of the campsite subject to 72 hours notice and personal property not removed will be stored by the City for up to 90 days to allow the items to be retrieved.

Identification of Allowed Areas for Camping
As noted above, the draft ordinance includes a provision that allows for individuals to camp on identified public property if there was not sufficient shelter space available in compliance with Martin v. Boise which is currently the case for the City. This property or properties would be identified through an administrative policy approved by the City Manager and communicated publicly which would allow for greater flexibility of determining areas based on needs and impacts compared with specifying such areas in a formal ordinance. However, staff would share this information with the Council and seek input on such areas in order to be transparent with the Council and the public.

To begin this process, staff is seeking initial direction from the County on potential areas where camping could be allowed given the current insufficiency in shelter space in compliance with Martin v. Boise along with potential regulations of this activity. Achieving sufficient shelter space would enable the City to prohibit camping on public property throughout Grover Beach in compliance with the case law but this is not appliable at this time. To get initial direction on allowed areas for camping, staff has identified potential options where camping could be allowed and conversely where it could be prohibited. Following these options, staff will identify a potential approach towards regulating camping in an allowed area(s). • Option 1: Allow camping on all public properties within the city. This would be a formalization of what can currently occur given the lack of sufficient space in the city.

Under this option, camping would be allowed on all City-owned public properties including parks, open space areas, parking lots, storm water basins like Costa Bella basin, sidewalks, and vacant property including on South 4th Street with agreement with the site tenant 5CHC. This option could lead to a widespread increase of camping on public properties and staff would not recommend such an open-ended option. • Option 2: Allow camping only in open space areas and parks. This would allow camping in the El Camino Real open space along with City parks including Ramona, 16th Street, and others. Under this option, camping would be prohibited on other public property including parking lots, storm water basins, sidewalks, and vacant property. While this Staff Report: Homelessness Response Update Page 5
January 23, 2023
option would enable the City to prohibit camping in certain areas that have impacted other cities like sidewalks, allowing this activity in all open space and park areas would be particularly impactful throughout the community.
• Option 3: Allow camping only in open space areas or parks. This is a two-pronged option that would allow camping either only in the El Camino Real open space area or in City parks and prohibit this activity in all other public property including parking lots, storm water basins, sidewalks, and vacant property. The El Camino Real open space area is a large and passive area of land that has the most accessibility for camping though there are significant environmental and neighborhood impacts. City parks offer open land for camping and restroom facilities but are heavily used by residents and there would be significant neighborhood impacts. Allowed areas could be placed in a portion of the open space area or parks as well.
• Option 4: Allow camping only in parking lots, storm water basins, sidewalks, or vacant property. This would enable the City to prohibit camping in the El Camino Real open space area and City parks by allowing this activity on other public property. This option would respond to resident input on prohibiting this activity in the El Camino Real open space area though it could lead to an increase in such activity along West Grand Avenue with impacts to businesses which has occurred in past years. Camping on public sidewalks would also likely impede right-of-way access given the width of most sidewalks. • Option 5: Allow camping only on vacant property. This would enable the City to prohibit camping on public property throughout the city including the El Camino Real area and City parks by only allowing this activity on defined City-owned vacant property. One example is the property on South 4th Street though 5CHC would need to agree to this use as a tenant which would only be a temporary use given the future housing facility. The City could also purchase vacant land for this purpose. Staff would note while this type of site may have limited supervision, it would not have a structured housing or service component but just have space for tents and a portable bathroom facility. Such a site could be akin to a tent version of the County’s “safe parking” area on Oklahoma Avenue and attract other homeless individuals from the area and also impact nearby residences and businesses.

With regards to regulating camping in allowed areas, staff proposes a substantive change from the current approach of not regulating the time and manner of such activity. Below are key components of staff’s recommended approach:
• Allow only the use of a tent, sleeping bag, and pillow for camping in an allowed area. This would preclude the use of furniture, cooking equipment, and other items in compliance with the Johnson v. Grants Pass case.
• Allow camping in one location for only up to 24 hours after which point the individual would need to pack up and move their belongings. They could stay in an allowed area but the constant movement could act as a deterrent to the creation of large encampments that become entrenched and create incompatible land uses and secondary issues with surrounding properties.
• Prohibit camping/sleeping no closer than 500 feet from a residence, business, school, child care facility, or other sensitive uses as defined by the Council.

Staff is seeking Council direction on these proposed regulations and/or identification of other regulations for camping in public properties for whatever allowed areas are established given the current insufficiency of shelter space. Pending Council direction, staff would continue to work on this ordinance and related administrative policy with a goal of bringing it to the Council for a first reading and introduction by late February and a second reading and public hearing in March.

Staff Report: Homelessness Response Update Page 6
January 23, 2023

FISCAL IMPACT
Funding for potential homeless facilities and services has been allocated as part of the City’s ARPA funds appropriated in this year’s operating budget. This funding does not include the cost of enforcement or actions to inhibit access to public property which is funded through the General Fund. Staff would bring further information to the Council about cost impacts as part of the ordinance consideration.

ALTERNATIVES
The Council has the following alternatives to consider:

1. Receive an update on the City’s response to homelessness in Grover Beach and provide input and direction to staff on a draft ordinance on camping on public and private property; 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. November 14, 2022 Staff Report

2. Cabins for Change pictures

3. Open Space Jurisdiction and Property Boundaries

4. Draft Ordinance
Agenda Item No. 12

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, Attachment 1
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 2

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
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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.
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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.
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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
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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).
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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.
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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
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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
35 of 44
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
36 of 44
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
37 of 44
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.
39 of 44
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
41 of 44
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.
43 of 44
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
“Cabins for Change” Pictures
Attachment 2

Grover Beach/Pismo Beach Open Space Properties
Grover Beach
Pismo Beach
Attachment 3

ORDINANCE NO. 23-____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GROVER BEACH, CALIFORNIA, REPEALING CHAPTER 14 OF ARTICLE III IN TOTAL, AND ADDING NEW CHAPTERS 14, 14.1, AND 14.2 OF ARTICLE III OF THE GROVER

BEACH MUNICIPAL CODE FOR THE ADOPTION OF THE CITY RESPONSE TO

HOUSELESSNESS, VEHICULAR HABITATION ON PUBLIC PROPERTY,

VEHICULAR CAMPING ON PRIVATE PROPERTY AND CAMPING ON CITY

PROPERTY
WHEREAS, the City Council of the City of Grover Beach ("City") has considered the report from City staff and all public comment(s), if any, on the need to enact an ordinance in accordance prohibiting sleeping in vehicles on public property or in public rights-of-way, encampments at public parks, authorizing temporary overnight encampment at designated city-owned parcel(s) and regulating the camping on private property; and
WHEREAS, the City finds that it has a legitimate and compelling interest in protecting the public health, welfare and safety of its residents, as well as preserving the same within the City, its parks and other public property; and
WHEREAS, the City has determined that an ordinance is necessary to protect the public health, welfare and safety of residents of the City, by enacting regulatory requirements for encampments and authorizing temporary overnight camping at designated City-owned parcel(s) and private property; and
WHEREAS, the City now desires to proceed with the process of enacting this ordinance for the purpose of protection of the public health, welfare and safety of its residents.

NOW THEREFORE, BE IT HEREBY ORDAINED BY THE CITY COUNCIL OF THE CITY OF GROVER BEACH AS FOLLOWS:

Part 1. Chapter 14 of Article III, (Sleeping or Camping in Certain Areas Prohibited), of the Grover Beach Municipal Code, is hereby repealed in total.

Part 2. New Chapters 14. 14.1 and 14.2 of Article III, (CITY RESPONSES TO HOUSELESSNESS) is hereby added to the Grover Beach Municipal Code as follows:

Attachment 4

Chapter 14

CITY RESPONSES TO HOUSELESSNESS

HOUSELESSNESS RESPONSE POLICY
Section 3997.1. Findings and Purpose
A. The City must appropriately consider various interests and formulate policy to best protect public health, safety, welfare, property, and the environment, with limited resources.

B. The City Council acknowledges the lack of nightly shelter beds and housing currently available regionally and recognizes the systemic lack of state and federal investment in shelter and public health services for those experiencing homelessness which affects all communities in San Luis Obispo County.

C. The City Council acknowledges that it is currently unavoidable that some people will live or shelter for survival outdoors until they are able to access affordable or free shelter or housing.

In Grover Beach, this has typically meant sheltering, sometimes for extended periods of time, on City rights-of-way and City property, and at times on other agency property such as the California Department of Parks and Recreation property.

D. Public rights-of-way and public property are generally intended for public use and travel. The City Council is the authority for rights-of-way within the City; as such, the City must consider the safety of motorists and pedestrians travelling on roadways and sidewalks, including to and from neighboring properties, businesses, and residences. The City has had increasing concerns regarding safety due to camping on or in rights-of way and public property in or near streets, roads, sidewalks, and public access points.

E. Over the long term and working with other governmental agencies and non-profit organizations, the City’s goal is that people should not have to live outside and there should be safer options because long-term camping for survival sheltering outside is not a solution for unhoused people.

F. The City owns extremely limited property where camping can or should be allowed. City utility properties (stormwater, water, sewer) are sensitive and generally closed to the public or have limited access for safety, environmental and security reasons.

G. It is the purpose and intent of the City Council to provide standards for camping and survival sheltering on City rights-of-way and public property, which are intended to be as compatible as possible with the needs of everyone in Grover Beach to be healthy, safe, and have access to public places. Smaller sites support the safety of people who are camping for survival on public property.

H. It is the purpose and intent of the City Council to provide standards for camping and survival sheltering on City rights-of-way and public property which will address issues such as fire risk, unsanitary conditions, trash, and public safety hazards to people camping and neighboring

businesses and community members, and environmental degradation, which have occurred with longer-term camping in the City.

I. It is the intent of the City to evaluate each removal of a campsite in light of the criteria in Section 3997.10 and with considerations of public health and safety, including for the people who are sheltering in the camps, potential user conflicts, and available resources. The City will use a team approach and coordinate with other governmental agencies and non-profit organizations as appropriate.

J. When the City of Grover Beach removes a camp or closes a location people are sheltering in the public right-of-way or on public property, it will post notices a minimum 72-hours prior to the closure so everyone that would be affected by the move will have adequate notice, except in cases of exceptional emergency or criminal activity, as allowed by state law and set forth in this Chapter 14. The City looks for the safest options for cleaning the camp, often hiring a contract company that uses best practices and safe collection and works with service providers to minimize harm. Unless there is a public health or safety reason for emergency removal, service providers or other community resources will be notified in advance to be on hand for support and outreach ahead of time, consistent with State law.

Chapter 14.1
Section 3997.2. Use of Any Vehicle for Human Habitation on Public Property A. It is unlawful for any person to use a vehicle, camp-trailer, camper, coach, fifth-wheel travel trailer, house car, or recreational vehicle for human habitation on any street, city parking lot, city right-of-way or public property, as follows:

1. Between the hours of 9:00 p.m. and 6:00 a.m.; and

2. At any time, within 500 feet of a residence, meaning a building used for living, including a house, condominium, apartment unit, or other similar dwelling unit affixed to real property; and

3. At any time, within 500 feet of a school that offers instruction on those courses of study required by the California Education Code or that is maintained pursuant to standards set by the State Board of Education. School for purposes of this section does not include a vocational or professional institution of higher education, including a community or junior college, college, or university.

4. For purposes of this section, evidence of human habitation may include observations, considering all the circumstances, that a person is using a vehicle, camp-trailer, camper, coach, fifth-wheel travel trailer, house car, or recreational vehicle for: sleeping; bathing; preparing or cooking meals; possessing or storing items that are not associated with ordinary vehicle use, such as a sleeping bag, bedroll, blanket, sheet, pillow, used bedding, kitchen utensils, cookware, cooking equipment, camping gear, food, water, personal grooming items, or containers of feces or urine. Evidence of human habitation also may include observations, considering all the circumstances, that: a person has obscured some or all of the windows; there is litter, rubbish, or waste in or around the vehicle, camp-trailer, camper, coach, fifthwheel travel trailer, house car, or recreational vehicle; there is furniture set up in or around the

vehicle, camp-trailer, camper, coach, fifth-wheel travel trailer, house car, or recreational vehicle, such as chairs, tables, umbrellas, or portable cooking equipment; or there is evidence of human urination or defecation around the vehicle, camp-trailer, camper, coach, fifth-wheel travel trailer, house car, or recreational vehicle.

B. This Section shall not apply if the street, city parking lot, city right-of-way or public property is specifically authorized by the City Manager, or designee, as defined here to be used for habitation.

Section 3997.3. Permit Process for Temporary Overnight Parking on Public Streets A. The City Manager, or designee, has the authority to adopt procedural rules and regulations governing the permit process, and to issue a parking permit for the parking of a recreational vehicle on a public street to any resident of the City or a bona fide guest of such resident, if:

1. a written application is made to the City Manager including the address of the resident; and

2. the appropriate fees as described in section 3997.3 (G) are paid.

B. The permit shall state the address of the resident and the permit shall only be valid within the same block as the resident’s address, on either side of the street.

C. The duration of the permit shall not exceed 24 hours.

D. Multiple permits may be issued, but not exceed, three consecutive 24-hour periods.

E. No more than 72 permits shall be issued relating to any one address in any one calendar year period.

F. Proof of residency and proof of recreational vehicle ownership or recreational vehicle use and control shall be demonstrated in a manner determined by the City Manager.

G. The fee for obtaining a permit shall be established by resolution of the Council based upon the recommendation of the City Manager. A copy of the fee schedule shall be adopted into the Master Fee Schedule of City fees and charges on file in the Office of the City Clerk.

H. The recreational vehicle shall not be used for overnight camping, lodging or for accommodation purposes while parked on the public street.

Section 3997.4. Overnight Camping on Private Property
A. Notwithstanding any other provision of this code or the Grover Beach Development Code, a total of three vehicles or camp tents, may be used by people for overnight camping who lack access to permanent or safe shelter and who cannot obtain other low-income housing for overnight camping in a parking lot or paved or gravel surface of a parcel of any size owned or leased by a religious institution, or nonprofit, or business, with permission of the property owner and lessee, if applicable. For purposes of this section, the definitions of “Camp”, “Tent Camp” and “Camping” in Section 3997.6 (A) including “Camping Materials” in Section 3997.6 (B) shall apply to this Section.

B. A property owner or lessee who allows overnight camping on a property pursuant to this section shall:

1. Provide persons camping overnight with access to sanitary facilities, including but not limited to toilet, hand washing and trash disposal facilities at all times people are authorized to be present for overnight camping; and

2. Not require payment of any fee, rent or other monetary charge for overnight camping authorized by this section.

3. Restrict the use of owner’s or lessee’s property for no longer than 72 hours for each vehicle or tent.

C. A property owner who permits overnight camping pursuant to this section may revoke that permission at any time and for any reason. Any person who has permission to sleep on that property as provided in this section shall leave the property immediately after permission has been revoked.

D. The provisions of this section are not intended to limit or otherwise change any land uses that may be permitted on property under the Grover Beach Development Code.

E. This section shall not apply when the camping by tent or other removable structure is by minor children, under the direct care and supervision of a parent or guardian who is related to or visiting the owner of such property or the lessee of such property or the person in lawful possession of such property.

Chapter 14.2

USE OF PUBLIC RIGHTS-OF-WAY AND CITY PROPERTY FOR CAMPING Section 3997.5. Purpose and Scope
This Chapter is intended to balance and prioritize several interests: recognition of the essential human dignity of everyone in the City of Grover Beach; the need to have safe and orderly conditions in City rights-of-way and public property for the safety and benefit of everyone in Grover Beach; the right of everyone in Grover Beach to have shelter for sleep and safety; and respect for public spaces and public property in service to the entire community.

With this in mind, this Chapter is intended to regulate the use of public rights-of-way and City property to protect and preserve public places for their designed and intended purposes, while also making them available for shelter and sleeping by people who have no other options for shelter.

The City recognizes that surviving on City rights-of-way and property is typically an option of last resort. This Chapter and the City’s enforcement efforts will be focused on mitigating the impacts to public health and safety that can arise from survival camping in public places.

Section 3997.6. Definitions
A. To "camp", “tent camp” or the act of "camping" means to pitch a tent, use, or occupy camp materials or a camp for the purpose of occupancy, habitation, or sheltering for survival, and in such a way as will facilitate sleeping or storage of personal belongings, carrying on cooking activities, taking measures to keep protected from the elements including heat and cold, or any of these activities in combination with one another or in combination with either sleeping or making preparations to sleep. A “camp” is a location where people camp or are camping.

B. “Camp materials” may include, but are not limited to, tents, chairs, tarps or tarpaulins, cots, beds, sleeping bags, blankets, sleeping or bedding materials, food or food storage items, and/or similar items that are or appear to be used as living and/or sleeping accommodations, or to assist with living and/or sleeping activities.

C. “Established campsite” means a location or locations in the public right-of-way or on City property where a camp, camps, and/or camp materials have been set up for twenty-four (24) hours or more.

D. Note: “camp”, “camping”, “camp materials”, “tent camps” and “established campsite” do not include vehicles, automobile, or recreational vehicles used for shelter and/or sleeping on public property, which are regulated in Sections 3997.2, 3997.3 or 3997.4. “City parking lot or parking structure” is a type of City property, and means a developed or undeveloped area or facility owned, maintained, and/or leased by the City that is designated and/or used for parking vehicles.

E. “Public rights-of-way” means all City-owned or controlled rights-of-way, whether in fee title or as holder of a public easement for right-of-way or public access purposes. Public rights-ofway include but are not limited to any public road, street, sidewalk, or private street or other property that is subject to a public access easement dedicated or granted to the City for vehicular, pedestrian, utilities or other means, and any planter strip or landscaped area located adjacent to or contained within streets that is part of the public right-of-way.

F. “City property” includes all real property, land and public facilities owned, leased (either to the City or by the City), controlled, or managed by the City of Grover Beach including City parking lots or parking structures, but excluding City owned or managed rights-of-way.

Section 3997.7 Camping Prohibited on City Property
It is prohibited at all times for any person to use City property to camp or for camping or for the purpose of occupancy, habitation, or sheltering for survival unless otherwise authorized in this Chapter, provided that the City Manager may, in their discretion, designate certain City properties or portions of properties as exclusive areas where camping for sheltering and/or sleeping may be allowed on a limited basis, and may set the terms and conditions of any camping use that may be allowed. Any use of City property will follow the applicable processes, including, where applicable, the Grover Beach Development and/or Municipal Code.

Section 3997.8 Enforcement
A. The City Manager, or designee, is specifically authorized to modify or suspend enforcement of any section or element of this Chapter in the event of a declared emergency, pursuant to

administrative rules or policies, weather conditions (including but not limited to extreme heat or cold), or for any other reason within the City Manager’s authority, regardless of whether an emergency has been declared.

B. The City Manager, or designee may adopt administrative rules or policies governing or guiding enforcement of this Chapter, including but not limited to ensuring consistent and appropriate enforcement for various circumstances.

C. Enforcement should be tailored for various circumstances, including but not limited to situations where a person has a disability under the Americans with Disabilities Act, where minor children are present or otherwise involved, where a person has employment obligations that may relate to their ability to comply with the code, or for other reasons that may support discretion in enforcement.

D. Methods of enforcement for violations of this Chapter are not exclusive and may consist of multiple enforcement mechanisms where legally authorized and appropriate. However, the intent of the City is to always resolve violations at the lowest possible level, and to engage to seek compliance and solve problems while maintaining the dignity of all involved. To that end, violations of this Chapter should only result in citations or arrest when other means of achieving compliance have been unsuccessful or are not practicable for the particular situation.

Section 3997.9 Time, Place and Manner Regulations
A. People who do not have any other permanent residence or domicile and/or are involuntarily homeless are not prohibited from camping in the public rights-of-way, provided camping is occurring in compliance with the following time, place and manner regulations and consistent with any administrative rules and policies promulgated by the City Manager, or designee, in accordance with Section 3997.8.

B. Time

1. Unless otherwise specified, any camping or camp, where allowed, may only occur for 24-hours at a time in any one location. After a camp has been in one place for 24- hours or more, the City may post notice at the location that the camp, and all associated camp materials, must be removed no more than 72hours later and all personal property remaining will be removed, as described in Section 3997.10.

2. After 24-hours in one location, the camp and all associated camp materials must be moved at least a minimum of 600 feet.

3. Enforcement of time restrictions may be suspended when an individual does not have access to shelter and when an individual is engaged in case management or behavioral health services, or when necessary or appropriate to respond to an individual’s disability, as further set forth in the City’s comprehensive administrative policy implementing this Chapter 14 adopted by the City Manager, or designee.

C. Place.

1. In addition to the prohibition on camping on City property in Section 3997.7, camping is not allowed at any time in any of the following places:
a. Any area zoned Residential (we should list all zone districts we would preclude camping) on the City of Grover Beach Zoning Map in effect at the time.1 b. Within the __________Overlay Zone, as determined by the City of Grover Beach Zoning Map and Grover Beach Development Code.
c. Any place where camping, a camp, or camp materials create a physical impediment to emergency or non-emergency ingress, egress or access to property, whether private or public, or on public sidewalks or other public rightsof-way, including but not limited to driveways providing access to vehicles, and entrances or exits from buildings and/or other real property. d. Any vehicle lane, bicycle lane, or roundabout within any public right-of-way. e. Within 1000 feet from any shelter approved under the Grover Beach Development Code and/or any applicable provision of state law. f. On any street or public right-of-way, the City has closed to camping due to construction, heavy vehicle use, or other use of the roadway that is incompatible with camping in the right-of-way. The City does not need to close a street to vehicle traffic or to close a street to camping under this section.

D. Manner

1. Camping, when and where allowed, is subject to all of the following:
a. Individuals, camp materials, camps, or personal property may not obstruct sidewalk accessibility or passage, clear vision, fire hydrants, City or other public utility infrastructure, or otherwise interfere with the use of the right-ofway for vehicular, pedestrian, bicycle, or other passage. b. A camp or camping must be limited within a spatial footprint of 12 feet by 12 feet, or 144 square feet. The intent of this section is to allow a person to sleep protected from the elements and maintain the essentials for living, while still allowing others to use public spaces as designed and intended. c. To prevent larger camping sites from forming and the impacts that can result, no more than three camps may be set up per block. If there are any camps set up on a particular block, no other camp may be within 150 feet of any of those camps, including but not limited to across the street or on another block face. 1 Zone changes amend the City of Grover Beach Zoning Map but may not always be evident on the most recently published version of the map. The formal zoning designation of an area will control even if not reflected on the most recently published map. For public rights-of-way adjacent to properties with different zoning designations, the designation that is more restrictive for purposes of this Chapter will govern the use of that segment of the right-of-way.

A group of up to three camps may not be within 150 feet of any other group of camps.
d. Individuals may not accumulate, discard, or leave behind garbage, debris, unsanitary or hazardous materials, or other items of no apparent utility in public rights-of-way, on City property, or on any adjacent public or private property. e. Open flames, recreational fires, burning of garbage, bonfires, or other fires, flames, or heating deemed unsafe by the Five Cities Fire Authority, or the Grover Beach Police Department are prohibited. Types of cooking stoves and other devices for keeping warm are permitted, as allowed by adopted City policies.
f. Dumping of gray water (i.e., wastewater from baths, sinks, and the like) or black water (i.e., sewage) into any facilities or places not intended for gray water or black water disposal is prohibited. This includes but is not limited to city streets, public rights-of-way, and storm drains, which are not intended for disposal of gray water or black water.
g. Unauthorized connections or taps to electrical or other utilities, or violations of Building, Fire, or other relevant codes or standards, are prohibited. h. Connections or taps to electrical or other utilities, that cross over City property, roadways, driveways, streets, sidewalks, and fences are prohibited. i. Obstruction or attachment of camp materials or personal property to fire hydrants, utility poles or other utility or public infrastructure, fences, trees, vegetation, vehicles, or buildings is prohibited.
j. Individuals may not build or erect structures, whether by using plywood, wood materials, pallets, or other materials. Items such as tents and similar items used for shelter that are readily portable are not structures for purposes of this section.
k. Storage of personal property such as vehicle tires, bicycles or associated components (except as needed for an individual’s personal use), gasoline, generators, lumber, household furniture, extra propane tanks, combustible material, or other items or materials, is prohibited, other than what is related to camping, sleeping, or keeping warm and dry.
l. Digging, excavation, terracing of soil, alteration of ground, water or infrastructure, or damage to vegetation or trees is prohibited. m. All animals must be leashed or crated at all times. Dogs must be licensed with San Luis Obispo County Animal Services.

Section 3997.10 Violations
A. A citation for a violation of Chapters 14.1 and 14.2 will be for an infraction. At the City’s discretion, it may issue either Criminal or Administrative Citations under Article 1, Chapters 4

and 5. Citations will be issued only when other means of achieving compliance have been unsuccessful or are not practicable for the particular situation.

B. Before a citation is issued, the enforcement personnel will contact the person and provide a reasonable opportunity to cure or remedy the alleged violation. In most cases, enforcement personnel will assess whether the person subject to citation has been referred to service providers and/or local non-profit assistance organizations and make a referral if it appears none has been made. The following will be communicated to the person in a manner designed to help them understand the issue or problem:

1. A description or identification of the activity constituting the alleged violation and identification of the recipient as being the person responsible for the violation.

2. A written or verbal statement that the enforcement personnel has determined the activity to be a violation.

3. A written or verbal statement of the action required to fix the violation and the time and/or date by which the violation must be fixed; and

4. A written or verbal statement advising that if the violation is not fixed within the time specified, a citation will be issued and that a civil penalty in the maximum amount provided for the particular infraction or administrative citation may be imposed.

C. A violation of this Chapter may result in the removal and/or clean-up of the camp or camps, camp material, or other personal property that are creating or contributing to the violation(s), typically after a request for voluntary compliance has been made as described in Section B, above, except in the case of an exceptional emergency, such as possible site contamination by hazardous materials or when there is danger to human life or safety or illegal activities, where removal can be immediate or be accomplished more quickly, depending on the severity of the situation. Any camp, camp materials, or personal property in violation of any of the standards in this Chapter may be removed or cleaned-up by the City or its designated contractors, subject to the requirements of storage of personal property and notice of storage described in Section E, below. Camps in violation will generally be prioritized for removal or clean-up based on factors such as risks and negative impacts to public health and safety and repeated violations of this chapter. A camp may be subject to removal or citation, or both.

D. Upon a determination by enforcement personnel that a camp or camping is occurring in violation of this Chapter, an established campsite may be removed pursuant to the following procedures:

1. Prior to removing an established campsite on public rights-of-way or City property, at least 72-hours in advance, except in the case of exceptional emergency or criminal activity, the City must post notice at the location that the campsite must move and all personal property remaining will be removed and must inform local agencies that deliver services to homeless individuals where the notice has been posted that such notice has been posted.

2. A campsite may be removed for violation of this chapter without posting a 72-hour notice:

a. When there are grounds for law enforcement officials to believe that illegal activity, other than camping, is occurring on the campsite or in the immediate vicinity of the campsite, or the property that comprises the campsite is being used or is intended to be used to commit or facilitate the commission of otherwise illegal activity; or In the event of an exceptional emergency, such as possible site contamination by hazardous materials or when there is immediate danger to human life or safety. If the danger to human life or safety can be reduced by moving the established campsite to a safer location, such as an adjacent landscape strip, the campsite should be moved rather than removed.

3. Once the 72-hour notice has been posted, the City may act on the notice and remove the campsite beginning 72 hours after posting and for up to ten (10) days following the posting.

4. After a camp has been removed subject to a 72-hour notice or under circumstances when no advance notice is required, the camp and all associated camp facilities must be moved at least one block or 600 feet, whichever is greater, and the City may order that no camp be set up in that same location or a 100-foot radius for up to 30 days. The City will post signs informing the public that camping is prohibited at the location.

5. When removing individuals and property from an established campsite, personnel will make reasonable efforts to remove individuals without the use of force, arrest, or citation. No person may be arrested or cited for failing to move under this Chapter prior to being asked by City personnel to move.

6. When removing personal property, the City will make reasonable efforts to determine if the property belongs to an individual and has any apparent utility. The City will make reasonable efforts to identify which established campsite property was removed from, to aid in connecting people with their property. Items that are perishable, or that have no apparent use, or that are in an unsanitary condition due to saturation or contamination from bodily fluids, whether human or animal, or other contamination, will be considered garbage, discarded, and need not be stored.

7. Weapons, drug paraphernalia, or other contraband, and items that appear to be either stolen or evidence of a crime, shall be given to law enforcement officials. Items that appear to have a value of $1,000 or more shall be stored for storage and safekeeping and shall be made available as described in Section E. below.

8. Following removal of personal property from the right-of-way, the City must post a notice at or as near as possible to the location the property was collected, stating where the personal property is being stored, and listing the phone number and hours a person claiming ownership can collect or make arrangements to collect their personal property.

E. Personal property or camp materials may be removed from City rights-of-way, City property, or a camp or campsite if in violation of the provisions of Chapters 14.1 or 14.2 . Advance notice and an opportunity to cure will be provided in most cases.

F. Personal property removed from City rights-of-way or City property and unclaimed at the time of removal will be stored by the City for a minimum of ninety (90) days, or the duration required by law at the time of the removal.

1. Items that are perishable, that have no apparent use, are not identifiable as belonging to an individual, or that are in an unsanitary condition due to saturation or contamination from bodily fluids, whether human or animal, or other contamination, will be considered garbage, discarded, and will not be stored. Property discarded, dumped, or otherwise abandoned in the City rights-of-way or on public property may be immediately discarded.

2. The City will store personal property at or near one of the City business locations, where people can reasonably retrieve belongings.

3. The City will make reasonable efforts to provide a range of times the storage location will be available for people to collect their personal property. The City may dispose of any personal property that remains unclaimed after ninety (90) days, or such duration as required or allowed by law.

INTRODUCED at a regular meeting of the City Council held on {enter date} and PASSED, APPROVED, and ADOPTED by the City Council on {enter date}, on the following roll call vote to wit:

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

KAREN BRIGHT, MAYOR
Attest:

WENDI B. SIMS, CITY CLERK
Approved as to Form
DAVID P. HALE, CITY ATTORNEY
**DRAFT**
Agenda Item No. 15

CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: January 23, 2023 FROM: Matthew Bronson, City Manager
PREPARED BY: Wendi Sims, City Clerk
SUBJECT: 2023 City Council Assignments to Boards, Commissions and Committees

RECOMMENDATION
Adopt the Resolution confirming certain Council assignments and authorize the City Clerk to update FPPC Form 806 for posting on the City’s website.

BACKGROUND
The Council annually reviews the list of assignments to determine interest in serving as the City's representative to various external boards, commissions, and committees throughout the county.

The Council’s practice has been to determine assignments (representatives and alternates) through a process of discussion and consensus. A draft Resolution is provided to confirm City Council appointments as shown in Attachment 1. Once appointments have been approved by the Council, the names of Council representatives will be submitted to the respective agencies. In addition to these assignments, the Council can create additional assignments to external groups or form Council subcommittees on specific topics on an ad-hoc basis.

One exception to the Council Committee appointment process is regarding the South SLO County Sanitation District. The Memorandum of Understanding between the City and the South SLO County Sanitation District indicates that “The District Board will be composed of the Presiding Officer of the City of Arroyo Grande, the Presiding Officer of the Oceano Community Services District, and the Presiding Officer of the City of Grover Beach, or their respective alternates.” Pursuant to regulations of the Fair Political Practices Commission (FPPC), members of the City Council may participate in the deliberations to appoint him or herself to a compensated position.

Those compensated positions are reported on a specific form available in the City Clerk’s Office and posted to the City website in accordance with FPPC Regulation §18702.5. The form (FPPC Form 806) is updated when there is a change in compensation or representation.

FISCAL IMPACT
There is no anticipated fiscal impact to the City from the recommended action.

ALTERNATIVES
The City Council has the following alternatives to consider:

1. Adopt the Resolution confirming appointments for 2023.

Staff Report: 2023 City Council Assignments Page 2
January 23, 2023

2. Take no action and carry this item over for discussion to a future meeting.

3. Provide alternative direction to staff.

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

Attachments

1. Resolution confirming certain City Council committee assignments Exhibit A - Assignment Template
Exhibit B – Description of External Boards, Committees, and Commissions (with updated meeting information)

2. FPPC Form 806, (currently posted on City website and scheduled to be revised subsequent to Council action on January 23, 2023).

RESOLUTION NO. 23-__

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GROVER BEACH,

CALIFORNIA, REVISING CITY COUNCIL COMMITTEE ASSIGNMENTS FOR CALENDAR YEAR 2023
WHEREAS, the City Council is involved in various committees, boards, and organizations that serve the City and provide representation of the City’s interests; and WHEREAS, the City Council considers committee assignments on an annual basis to ensure adequate representation of the City’s elected officials throughout the County; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Grover Beach that this Resolution does hereby supersede all prior Resolutions dealing with these Council appointments to various standing committees, boards, and organizations; and that the City representatives from this date forward are designated in the attached Exhibit A in accordance with the description of the assignments as described in Exhibit B.

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

AYES: Council Members –
NOES: Council Members –
ABSENT: Council Members –
ABSTAIN: Council Members –
RECUSED: Council Members –
the foregoing Resolution was PASSED, APPROVED, and ADOPTED at a regular meeting of the City Council of the City of Grover Beach, California this 23rd day of January 2023.

KAREN BRIGHT, MAYOR
Attest:

WENDI B. SIMS, CITY CLERK
Attachment 1
**DRAFT**
Exhibit A
Resolution No. 23-__
COUNCIL APPOINTMENTS FOR 2023
ASSIGNMENT 2023 REPRESENTATIVE ALTERNATE
Advisory Body Screening Committee 1 See below N/A
Air Pollution Control District (APCD)
Central Coast Blue Regional Recycled Water Authority (CCBRRWA) Five Cities Fire Joint Powers Authority
Homeless Services Oversight Council (HSOC)
Integrated Waste Management Authority (IWMA)
REACH SLO Advisory Commission
SLO County Water Resources Advisory Committee (WRAC)
SLO Council of Governments / SLO Regional Transit Authority (SLOCOG / SLORTA)
South County Transit Committee
South County Chambers of Commerce
South SLO County Sanitation District (SSLOCSD)
Visit SLO CAL Advisory Committee
Zone Three Advisory Committee
Note: The City updates and posts FPPC Form 806 to the City website to report additional compensation that officials receive when appointing themselves to positions on committees, boards or commissions of a public agency, special district, and joint powers agency or authority.(Pursuant to Regulation 18705.5, amended March 2012)
1Per City Council action on October 16, 2000, Council representation will be the Mayor and one Council Member selected by random drawing.

CITY OF GROVER BEACH

DESCRIPTION OF EXTERNAL BOARDS, COMMISSIONS, AND COMMITTEES Annually, the City Council makes appointments of City Council members to various external boards, commissions, and committees to ensure adequate representation of elected officials throughout the county. Below is further information about each external body along with assignment requirements and past representatives:

1. Advisory Body Screening Committee
Requirement: Mayor and 1 Council Member (who is selected by random drawing pursuant to Council direction on October 16, 2000.)
This committee serves as an interview board for interviewing prospective candidates for one of the City’s three (3) Advisory Bodies. The committee is comprised of the Mayor, one Council Member, and the Chairperson of the respective Advisory Body.

Meetings: Scheduled only when there are vacancies on an Advisory Body and applicants to be considered for appointment(s).

Estimated time commitment for City representative: Minimal. Primarily agenda review, attending meetings as scheduled to interview applicants, and making recommendation(s) to the City Council.

Stipend: None.

2. Air Pollution Control District (APCD)
Requirement: 1 Council Member and 1 Alternate
This is the County-wide legislative authority which deals with clean air maintenance and attainments. The District Board consists of twelve members: five (5) County Supervisors and one (1) City Council representative from each of the seven (7) incorporated cities. City representation was authorized in 1994. As of January 1, 2010, alternates may also be appointed (Health and Safety Code section 40100.5).

Meetings: The fourth Wednesday of every odd-numbered month at 9 a.m. (with some exceptions) in the County Board of Supervisors Chambers, 1055 Monterey Avenue, San Luis Obispo.

Estimated time commitment for City representative: Agenda review of technical materials / information and attending regular meetings (approx. 3 hours) and special meetings / workshops as needed. May require attendance at out of area meetings, if appointed as the APCD Representative or Alternate to the South-Central Coast Air Basin Control Council.

Stipend: $100 per regular meeting attendance (as of July 2009; no additional stipend for attending special meetings or workshops).
2022 Representatives: Karen Bright, Anna Miller (Alternate) Exhibit B
Description of External Boards, Commissions & Committees Page 2

3. Central Coast Blue Regional Recycled Water Authority (CCBRRWA) (Cities of Grover Beach, Arroyo Grande, and Pismo Beach) Requirement: 1 Council Member and 1 Alternate
The Central Coast Blue Regional Recycled Water Authority has responsibility for the operation and maintenance of the Central Coast Blue Project and owns the facility sites, facilities, ancillary facility sites and ancillary facilities. The Authority is governed through a joint powers agreement with the Cities of Grover Beach, Arroyo Grande, and Pismo Beach. The Authority Board consists of an elected official from each agency.

Meetings: Held quarterly on a schedule to be finalized in early 2023 at Grover Beach City Hall, Council Chamber, with special meetings scheduled as needed.

Estimated time commitment for City representative: Primarily agenda review and attending regular meetings (approximately 1.5 hours per quarter) and special meetings, as needed.

Stipend: None
2022 Representatives: Jeff Lee, Karen Bright (Alternate)

4. Five Cities Fire Joint Powers Authority
(Cities of Grover Beach and Arroyo Grande and the Oceano Community Services District) Requirement: 1 City Council Member and 1 Alternate
The Five Cities Fire Authority provides fire protection services through a joint powers agreement with the Cities of Grover Beach and Arroyo Grande and the Oceano Community Services District.

The Authority Board consists of an elected official from each member agency. The Fire Chief serves as the Executive Officer of the Authority.

Meetings: The third Friday of every month at 10:00 a.m. at Grover Beach City Hall, Council Chamber, with special meetings scheduled as needed.

Estimated time commitment for City representative: Primarily agenda review and attending regular meetings (approximately 1.5 hours per month) and special meetings, as needed.

Stipend: None
2022 Representatives: Jeff Lee, Daniel Rushing (Alternate)

5. Homeless Services Oversight Council (HSOC)
Requirement: 1 City Council Member and 1 Alternate
In 2008, a countywide coalition of cities, agencies, and civic groups formed to improve the County’s approach to homelessness which led to a report entitled A Path to A Home, San Luis Obispo Countywide 10-Year Plan to End Homelessness. The HSOC is an advisory committee formed from this process to discuss the countywide approach to homelessness and services for the homeless, including both housing and supportive services particularly given the County’s updated five-year plan to address homelessness adopted in 2022. Membership is comprised of a broad spectrum of representatives, including the County Board of Supervisors, each City, certain County government departments (health, planning, social services, veteran services, and Description of External Boards, Commissions & Committees Page 3 probation), law enforcement, business organizations, academic institution, faith community, as well as interested community members.

Meetings: Scheduled bi-monthly (six times per year), at a time and date determined by its members and may be changed by a majority vote of the HSOC at any regular meeting. Location varies in San Luis Obispo (County Government Center, San Luis Obispo Veterans’ Memorial Building or the Department of Social Services). The Full HSOC Meetings are held from 1:00 - 3:00 p.m. on the 3rd Wednesdays of every other month, with additional meetings for subcommittees.

Estimated time commitment for City representative: Primarily agenda review and attending meetings (approx. 2 hrs), as well as special meetings/workshops or events as needed.

Stipend: None.
2022 Representatives: Anna Miller, Jeff Lee (Alternate)

6. Integrated Waste Management Authority (IWMA)
Requirement: 1 City Council Member and 1 Alternate
Responsibility includes preparing an integrated waste management plan implementing state mandated legislation (AB 939). The plan will include elements for recycling, composting, education, and various other waste management areas. The role of the authority member is to guide the reduction of the County’s waste stream.

Meetings: Held at 1:30 p.m. on the second Wednesday of each month at the San Luis Obispo County Board of Supervisors Chambers, 1055 Monterey Street, San Luis Obispo.

Estimated time commitment for City representative: Primarily agenda review and attending regular meetings (approximately 2 hours).

Stipend: $100 per meeting.
2022 Representatives: Robert Robert, Karen Bright (Alternate)

7. REACH SLO County Advisory Commission
Requirement: 1 Council Member and 1 Alternate
The San Luis Obispo County Advisory Commission brings together a cross-section of business, government, education and nonprofit leaders convened by the Regional Economic Action Coalition (REACH) to keep a finger on the pulse of the issues, projects, and opportunities specifically in SLO County. Meeting four times a year, Commission members will hear from a variety of dynamic speakers, engage with a network of peers, make recommendations to the REACH Council on job creation initiatives and participate in the advocacy of the REACH mission.

Meetings: Scheduled on the fourth Wednesday in each quarter starting in February (February, May, August and November) from 4:00 p.m. to 5:30 p.m.

Estimated time commitment for City representative: Primarily agenda review and attending regular meetings (approximately 1.5 hours).

Description of External Boards, Commissions & Committees Page 4 Stipend: None.
2022 Representatives: Anna Miller, Robert Robert (Alternate)

8. San Luis Obispo County Water Resources Advisory Committee (WRAC) Requirement: 1 Council Member (*recommended) and 1 Alternate This organization is involved with water supplies and availability of water on a county-wide basis.

The purpose is to advise the County Board of Supervisors concerning all policy decisions relating to water resources of the SLO County Flood Control & Water Conservation District, to recommend specific water resource programs, and to recommend methods of financing water resource programs. (*Appointed representatives are not required to be elected officials, but should be individuals knowledgeable regarding water issues. According to WRAC staff, cities may appoint a Council Member as the lead representative who would be available when policy issues are discussed, with a staff member as the alternate for attending most of the meetings.) Note: Council appointed representatives require approval by the Board of Supervisors.

Meetings: First Wednesday of each month (except July and August), 1:30 p.m. - 3:30 p.m., San Luis Obispo City/County Library Community Room, 995 Palm Street, San Luis Obispo.

Estimated time commitment for City representative: Primarily agenda review of technical materials/information and attending regular meetings (approx. 2.5 - 3 hrs), and special meetings/workshops as needed. Additional time required if volunteering to serve on ad hoc subcommittee assignments approximately six times/year (eg., reviewing biennial water report for County). Ad hoc committee meetings are scheduled as needed.

Stipend: None.
2022 Representatives: Robert Robert, Staff (Alternate)

9. San Luis Obispo Council of Governments / San Luis Obispo Regional Transit Authority (SLOCOG / SLO RTA)
Requirement: 1 Council Member and 1 Alternate
SLOCOG is a regional governing body organized through a joint powers agreement that has responsibility for transportation planning, housing and infrastructure planning, and other regional coordination needs.

Meetings: First Wednesday of every month (more frequently, if needed) and start at 8:30 a.m. at the County Board of Supervisors Chambers in San Luis Obispo.

Estimated time commitment for City representative: Primarily agenda review of technical materials/information and attending regular meetings (approximately 4-5 hrs for SLOCOG), and special meetings/workshops as needed.

Stipend: $100 per meeting.

SLO RTA is operated through a joint powers agreement with SLOCOG to oversee the countywide transit system. The representative is usually the same representative as the SLOCOG Description of External Boards, Commissions & Committees Page 5 representative as SLORTA meetings start either before or after SLOCOG and has the same Board.

Meetings: First Wednesday of every month either before or after the SLOCOG meeting.

Location: County Board of Supervisors Chambers in San Luis Obispo.

Estimated time commitment for City representative: Primarily agenda review of technical materials/information and attending regular meetings (approximately 1.5 - 2 hours for SLORTA), and special meetings/workshops as needed.

Stipend: None.
2022 Representatives: Karen Bright, Anna Miller (Alternate)

10. South County Transit Committee (SCTC)
Requirement: 1 Council Member and 1 Alternate
This committee is an advisory body to the San Luis Obispo Regional Transit Authority Board and is tasked with providing a recommendation to the Board on the budget and services provided to the South County area in the subsequent fiscal year. The Cities of Grover Beach, Arroyo Grande, and Pismo Beach are represented on the Committee along with the County. The SCTC representative would be the representative of the SLOCOG/RTA.

Meeting: Held annually prior to May 1st at the Board of Supervisors’ Chambers.

Estimated time commitment for City representative: Primarily agenda review and attending regular meetings (approx. 1 – 1.5 hours) and special meetings as needed.

Stipend: None.
2022 Representatives: Karen Bright, Anna Miller (Alternate)

11. South County Chambers of Commerce
Requirement: None.

The Council annually designates a City Council representative to attend Chamber events and meetings of the Chamber’s Grover Beach Steering Committee and Government Affairs Committee. The City Manager, or designee, is the staff liaison and program manager for operational agreements and work efforts between the City and the Chamber.

Meetings: The Chamber holds monthly events for the entire membership - lunches, educational workshops, mixers, special events, ribbon cuttings, etc.

Estimated time commitment for City representative: Attending Chamber events, as scheduled and Government Affairs meeting (approx. 1-3 hours).

Stipend: None.
2022 Representatives: Daniel Rushing, Karen Bright (Alternate) Description of External Boards, Commissions & Committees Page 6

12. South San Luis Obispo County Sanitation District (SSLOCSD) Requirement: Mayor or Mayor’s Designee and 1 Alternate
The City contracts with the Sanitation District for wastewater collection and treatment. The District is governed by a Board of Directors composed of the presiding officer from the Cities of Grover Beach and Arroyo Grande and the Oceano Community Services District, or their respective alternates (per Memorandum of Understanding between the City and the Sanitation District, as well as Health and Safety Code sections 4730-4735)
Meetings: The first and third Wednesdays of each month at 6:00 p.m. Location rotates between member agencies - Arroyo Grande and Grover Beach Council Chambers, and the Board Chamber for the Oceano Community Services District.

Estimated time for City representative: Primarily agenda review and attendance at regular meetings (average 2-4 hours) with special meetings/workshops, as needed.

Stipend: $100 per meeting (2 meetings held/month)
2022 Representatives: Jeff Lee, Karen Bright (Alternate)

13. Visit SLO CAL - Advisory Committee
Requirement: 1 City Council Member and 1 Alternate (non-voting capacity) Visit SLO County promotes countywide tourism opportunities and complements the efforts of local communities and organizations. It is a private, non-profit organization with membership comprised of local businesses, chambers of commerce, County government, and most incorporated cities in the County.

With the formation of the Tourism Marketing District in 2015 and district renewal in 2020, voting members of the Board of Directors must be a representative of an assessed lodging business, except for the County representative. During formation of the Tourism Marketing District, an Advisory Committee was established. The Advisory Committee is made up of one elected official and the city manager from each jurisdiction, and a representative of the County.

Meetings: Twice annually (May and December).

Estimated time commitment for City representative: Consists primarily of agenda review and attending meetings and workshops, as needed. (approximately 1.5 - 2 hours).

Stipend: None
2022 Representatives: Daniel Rushing, Anna Miller (Alternate) Description of External Boards, Commissions & Committees Page 7

14. Zone Three Advisory Committee
Requirement: 1 Council Member and 1 Alternate
This is a County-organized committee to handle the operation of Lopez Lake for both recreation and water facilities. The Advisory Committee works closely with the Zone 3 Technical Advisory Committee. Council-appointed representatives require final approval by the Board of Supervisors.

Meetings: Scheduled on the third Thursday of every odd numbered month (Jan, Mar, May, etc.) at 6:30 p.m., and held in the Council or Board Chamber of the local member agencies on a rotating basis - Grover Beach, Arroyo Grande, Oceano, and Pismo Beach.

Estimated time commitment for City representative: Primarily agenda review of technical materials/information and attending regular meetings (approx. 2 hours) and special meetings/workshops as needed. May occasionally require additional time to meet with City staff, depending upon the complexity of the agenda item(s).

Stipend: None.
2022 Representatives: Daniel Rushing, Karen Bright (Alternate) Attachment 2