Guadalupe City Council
April 25, 2023

April 25, 2023 City of Guadalupe Council Meeting Agenda Page 1 of 4 City of Guadalupe
AGENDA
Regular Meeting of the Guadalupe City Council
Tuesday, April 25, 2023, at 6:00 pm
City Hall, 918 Obispo Street, Council Chambers
The City Council meeting will broadcast live streamed on the City of Guadalupe’s Official YouTube channel: https://www.youtube.com/channel/UCaxeHWd9JkmvKnGFU8BAYQQ If you choose not to attend the City Council meeting but wish to make a comment during Community Participation Forum or on a specific agenda item, please submit via email to [email protected] no later than 2:00 pm on Tuesday, April 25, 2023.

Please be advised that, pursuant to State Law, any member of the public may address the City Council concerning any item on the Agenda, before or during Council consideration of that item. If you wish to speak on any item on the agenda, including any item on the Consent Calendar or the Ceremonial Calendar, please submit a speaker request form for that item. If you wish to speak on a matter that is not on the agenda, please do so during the Community Participation Forum.

The Agenda and related Staff reports are available on the City’s website: www.ci.guadalupe.ca.us Friday before Council meeting.

Any documents produced by the City and distributed to a majority of the City Council regarding any item on this agenda will be made available the Friday before Council meetings at the Administration Office at City Hall 918 Obispo Street, Monday through Friday between 8:00 am and 4:30 pm, and also posted 72 hours prior to the meeting. The City may charge customary photocopying charges for copies of such documents. Any documents distributed to a majority of the City Council regarding any item on this agenda less than 72 hours before the meeting will be made available for inspection at the meeting and will be posted on the City’s website and made available for inspection the day after the meeting at the Administrator Office at City Hall 918 Obispo Street, Monday through Friday between 8:00 am and 4:30 pm.

In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, including review of the Agenda and related documents, please contact the Administration Office at (805) 356.3891 at least 72 hours prior to the meeting. This will allow time for the City to make reasonable arrangements to ensure accessibility to the meeting.

1. ROLL CALL:

Council Member Christina Hernandez
Council Member Gilbert Robles
Council Member Megan Lizalde
Mayor Pro Tempore Eugene Costa Jr.

Mayor Ariston Julian

2. PLEDGE OF ALLEGIANCE
April 25, 2023 City of Guadalupe Council Meeting Agenda Page 2 of 4

3. MOMENT OF THANKS, APPRECIATION OR CONDOLENCES.

4. AGENDA REVIEW
At this time the City Council will review the order of business to be conducted and receive requests for, or make announcements regarding, any change(s) in the order of business.

5. COMMUNITY PARTICIPATION FORUM
Each person will be limited to a discussion of three (3) minutes or as directed by the Mayor.

Pursuant to the provisions of the Brown Act, no action may be taken on these matters unless they are listed on the agenda, or unless certain emergency or special circumstances exist. City Council may direct staff to investigate and/or schedule certain matters for consideration at a future City Council meeting.

6. CONSENT CALENDAR
The following items are presented for City Council approval without discussion as a single agenda item in order to expedite the meeting. Should a Council Member wish to discuss or disapprove an item, it must be dropped from the blanket motion of approval and considered as a separate item.

A. Waive the reading in full of all Ordinances and Resolutions. Ordinances on the Consent Calendar will be adopted by the same vote cast as the first meeting unless City Council indicates otherwise.

B. Approve payment of warrants for the period ending April 17, 2023.

C. Approve the Minutes of the City Council regular meeting of April 11, 2023.

D. Adopt Resolution No. 2023-29 approving a list of projects funded by Senate Bill 1 (SB 1): The Road Repair and Accountability Act.

E. MONTHLY REPORTS FROM DEPARTMENT HEADS

1. Public Safety Department:
a. Police Department report for March 2023
b. Fire Department report for March 2023
c. Code Compliance report for March 2023

2. Human Resources report for March 2023

3. Recreation and Parks report for March 2023

4. City Treasurer’s report for February 2023

7. CITY ADMINISTRATOR REPORT: (Information Only)

8. DIRECTOR OF PUBLIC SAFETY REPORT: (Information Only) April 25, 2023 City of Guadalupe Council Meeting Agenda Page 3 of 4

REGULAR BUSINESS

9. Approval of the Guadalupe Community Resilience Plan 2023.

Written report: Tiffany Gonzales, Community Development Director, LADG Recommendation: That the City Council adopt Resolution No. 2023-30 approving the Guadalupe Resilience Plan as written.

10. City Hall Parking Restrictions.

Written report: Philip F. Sinco, City Attorney
Recommendation: That the City Council:

1. Introduce on the first reading, and continue to its meeting of May 9, 2023, for second reading and adoption, Ordinance No. 2023-510 amending Chapter 10.24 of the Guadalupe Municipal Code to restrict designated twelve (12) parking spaces on the east side of Obispo Street between Ninth and Tenth Streets for the use of City of Guadalupe employees and to create 10-minute limited public parking; and

2. Adopt Resolution No. 2023-31 to establish preferential permit parking for City of Guadalupe employees for these twelve (12) designated parking spaces on the east side of Obispo Street between Ninth and Tenth Streets.

11. FUTURE AGENDA ITEMS

12. ANNOUNCEMENTS – COUNCIL ACTIVITY/COMMITTEE REPORTS

13. ADJOURNMENT TO CLOSED SESSION MEETING

CLOSED SESSION

14. Conference with Labor Negotiators
(Subdivision (a) of Gov. Code Section 54957.6)
Agency designated representatives: City Administrator and Human Resources Manager Employee organizations: Service Employees International Union (SEIU), Local 620 and Guadalupe Police Officers Association (POA)

15. Conference with Legal Counsel – Existing Litigation Subdivision (d) (1) of Government Code Section 54956.9
Name of case: City of Guadalupe v. Guadalupe Post #371 of the American Legion, Santa Barbara Superior Court Case No. 22CV042488

16. ADJOURNMENT TO OPEN SESSION MEETING

17. CLOSED SESSION ANNOUNCEMENTS
April 25, 2023 City of Guadalupe Council Meeting Agenda Page 4 of 4

18. ADJOURNMENT
I hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted on the City Hall display case and website not less than 72 hours prior to the meeting. Dated this 21st day of April 2023.
______________________________
Todd Bodem, City Administrator

PROPOSED FUTURE CITY COUNCIL AGENDA ITEMS
Council Meeting: Date and Subject Department Agenda Category City Council & Recreation Joint Meeting
Facility Fee Schedule Workshop Recreation & Parks Dept. Workshop Tuesday, May 9, 2023, at 6:00 pm / Regular Meeting
Amend Job Description for City’s Permit Technician Human Resources Consent Calendar Pioneer Street Flooding After Action Report Public Safety Dept. Consent Calendar Second Reading Ordinance No. 2023-510 City Hall
Parking Restrictions
City Attorney Consent Calendar
Fiscal Year 2021-2022 Audited Financial Statements and
Single Audit Report
Finance Department Regular Business
Appeal of Code Compliance Hearing Officer’s Decision
(866 Guadalupe Street)
City Attorney Regular Business
Elevated Water Tank Painting Public Works Department Regular Business Tuesday, May 23, 2023, at 6:00 pm / Regular Meeting
Notice of Completion – 2022 Pavement Rehab Project Public Works Department Consent Calendar Waste Management Agreement Extension Public Works Department Regular Business Tuesday, June 13, 2023, at 6:00 pm / Regular Meeting
Other Unscheduled Items Proposed
Date of Item
Department Agenda Category
Tree Ordinance Public Works New Business
Sidewalk Vending Ordinance Planning Department New Business Food Truck and Special Event Ordinance Planning Dept New Business Gift Policy City Attorney New Business
Benefit for Unrepresented Employees Human Resources New Business Al’s Union Property New Business
Rent Stabilization New Business
Central Coast Community Energy 3CE July 25, 2023 Presentation Central Coast Processing – Community Benefit
Agreement
Admin Dept. New Business
Todd Bodem
Agenda Item No. 6B

REPORT TO THE CITY COUNCIL OF THE CITY OF GUADALUPE
Agenda of April 25, 2023
eviewed by: Approved by:

Veronica Fabian
Finance Account Clerk
ngie Pereyra-Leon
Accounting Supervisor
Todd Bodem
City Administrator
SUBJECT:

RECOMMENDATION:

Payment of warrants for the period ending April 17, 2023, to be approved for payment by the City Council. Subject to having been certified as being in conformity with the budget by the Finance Department staff.

That the City Council review and approved the listing of hand checks and warrants to be paid on April 26, 2023.

BACKGROUND:

Submittal of the listing of warrants issued by the City to vendors for the period and explanations for disbursement of these warrants. An exception, such as an emergency hand check may be required to be issued and paid prior to submittal of the warrant listing, however, this warrant will be identified as "Ratify" on the warrant listing.
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55 April 11, 2023 City of Guadalupe Council Meeting Minutes Page 1 of 14

MINUTES
City of Guadalupe
Regular Meeting of the Guadalupe City Council
Tuesday, April 11, 2023, at 6:00 pm
City Hall, 918 Obispo Street, Council Chambers

1. ROLL CALL:

Council Member Christina Hernandez
Council Member Gilbert Robles
Council Member Megan Lizalde
Mayor Pro Tempore Eugene Costa Jr.

Mayor Ariston Julian
The meeting was called to order at 6:00 p.m. All members were present. (NOTE: The abbreviation, “CM”, will be used for “Council Member” in these minutes.)

2. PLEDGE OF ALLEGIANCE

3. MOMENT OF THANKS, APPRECIATION OR CONDOLENCES.

Mayor Julian said that there have been 146 shootings so far this year. He mentioned the recent Louisville Bank shooting where five (5) were killed: Joshua Barrick, 40; Deana Echert, 57; Tommy Elliott, 63, Juliana Farmer, 45, and James Tutt, 64. We offer special prayers and a quick recovery to Police Officer Nicholas Wilt, 26 years of age, who was only 10 days out of the academy. Special prayers, as well, for the recovery of those who remain hospitalized. Our condolences and prayers to the victims, family members, those injured and the entire community.

4. AGENDA REVIEW
Mayor Julian requested that Item #12 – Appointments to various Boards and Committees be moved, becoming Item #10. Item #10 – Social Media Use Policy becomes Item #11. Item #11 – Approving the Associate Planner job description pay scale, and authorizing the recruitment process for this position becomes Item #12.

5. CEREMONIAL CALENDAR
a. Swearing-in Andrew Breda, Police Officer
b. Life Saving Award:
• Fire Engineer David Bonifacio
• Police Officer Michael Kuhbander
Agenda Item No. 6C
April 11, 2023 City of Guadalupe Council Meeting Minutes Page 2 of 14 • Police Officer Omar Ruiz
Chief Cash gave a brief background on the events resulting in this Life Saving Award: “Fire Captain Garcia and Fire Engineer Bonifacio had a medical assist call. When they arrived at the scene, an individual was lying on the floor, unconscious. A roommate had called 911. Captain Garcia and Engineer Bonifacio placed a pulse oximeter on the individual to gain a pulse reading. Then Police Officers Kuhbander and Ruiz administered CPR, attempting to get air into the lungs. Captain Garcia placed AED pads to the individual’s chest but there was no rhythm coming from the heart. After several minutes of CPR attempts, a pulse was finally found. Engineer Bonifacio rode in the ambulance to the hospital continuing rescued breathing. The CCU doctor at Marian Hospital stated that the first responders’ actions enabled the life of the individual to be saved.” Officer Ruiz spoke for those receiving the award: “Was it stressful? Yes, but we do this on a daily basis. Officer Kuhbander has tons of experience that rubs off. It was pretty intense. We did what we’re trained to do. We performed CPR for about half an hour…we all cycled out. We don’t need this award, but it’s appreciated. It’s something we do on a daily basis. On behalf of the department and Fire, this is what we do for the City. So, thank you.” c. Proclamations:
• Guadalupe Food Bank Volunteer Recognition
CM Robles read the proclamation which, in part, said: “The City of Guadalupe became an acting agent with the Foodbank of Santa Barbara County as a United States Department of Agriculture distribution site since March 2020. Volunteers participated in over 121 weeks of food distribution and provided food to a minimum of 188 families per session averaging 4.38 individuals per family.

Over 55,380 cases of food were sorted, packed and distributed to participants. An average of 18 volunteers participated per session in the food distribution efforts. These volunteers established a core group of individuals who gave of their time, committed to serving their fellow neighbors. Those impacted by the Pioneer Street flood disaster also benefited from these volunteers in their relief efforts.”
Ms. Lourdes Ramirez spoke on behalf of the Food Bank saying, “The mayor came up with the idea for the food bank at the start of the pandemic. He called the Food Bank for the County. Then he said that we needed volunteers. A lot of people came over to help wherever needed. We have a lot of friends. The Police Department and Fire Department also came to help out….City staff…Rotary…retired teachers, teachers who weren’t working. A lot of good things came out of this.

We served 400 families per week for a long time. There’s a saying that goes: ‘When you do good things for people, you also gain good feelings from all of that’. I feel that I gained some really good feelings, and I also gained some really good friends. When we got back to distributing once a month, they weren’t upset that we weren’t going to be working so hard. They were upset that we weren’t going to be seeing each other every week. We have made some great friends. I did invite them to come today. They told me to say that they love the Food Bank, they love Guadalupe, and they thank you. I’ll take this proclamation back to them and share it with them.” Mayor Julian also gave thanks to the volunteers and all the Food Bank staff for what you do and continue to do.

April 11, 2023 City of Guadalupe Council Meeting Minutes Page 3 of 14 • Donate Life Month
The proclamation was read by Mayor Julian which, in part, said: “More than 100,000 individuals nationwide and more than 20,000 in California are currently on the national organ transplant waiting list, and on average, 17 people die each day while waiting. The need for donated organs is especially urgent in Hispanic, Latino, and African American communities. Organ donors saved more than 40,000 lives last year, the most ever. Tissue donations can save and heal the lives of more than 75 others. California residents can sign up with the Donate Life California Donor Registry online at any time by visiting www.donateLIFEcalifornia.or Go to www.doneVIDAcaliforia.org for those who are Spanish speaking. For California residents, you can find information on living kidney donations by going to www.LivingDonationCalifornia.org “
Mr. Scott Burns relayed information on how he, as someone with kidney failure, received his donated kidney, which was three years in waiting. Mr. Burns said, “There is an average of 7 to 8 years on the waiting list here in California. In Santa Barbara County, there are 250 people waiting and there are four (4) here in Guadalupe. There is an individual who was the recipient of one of five organs donated by the family of a registered nurse at Cottage Hospital who died from a brain aneurysm.” He read a letter from the individual who received the donated liver. Mr. Burns re-emphasized the need to donate.

Mayor Julian said that Deek Segovia had donated a kidney. He said, “It’s powerful to see how many people are saved by donations.”
• National Child Abuse Awareness and Prevention Month
CM Lizalde read the proclamation which, in part, said: “Child Welfare Services had 3,801 referrals in the north county for possible abuse in 2020/2021. The effects of child abuse and neglect are felt by communities and need to be addressed by the entire community. North County Rape Crisis and Child Protection Center and its CAPC partners are committed to educating this community on child abuse and neglect with several events throughout this month. Effective child abuse prevention programs succeed because of partnerships created among social agencies, schools’ youth organizations, religious organizations, civic organizations, law enforcement agencies, the business community, and residents. Child abuse and neglect are a community condition and problem. The City of Guadalupe calls upon all residents, community agencies, religious organizations, businesses, and medical facilities to increase their participation in the effort to prevent child abuse and neglect.” Ms. Alison Wales thanked the City Council and the City of Guadalupe for being supportive of the North County Rape Crisis and Child Protection Center. She said, “In 2016, child abuse was made visual. There were 2,000 pinwheels distributed over the years representing child abuse. In 2022 in the Santa Maria Valley, which Guadalupe is a part of, there were 1,681 cases to be investigated.

There is a fear of reporting child and domestic abuse. Abuse may not be out of malice, but families may need help and children’s voices need to be heard.”
CM Lizalde added, “This is a topic that is near and dear to me. For about fifteen years I worked at Child Welfare and Adult Services. It’s about helping and supporting these children and their families.

It takes all of us to nurture children when they’re young. Doing so can change the trajectory of these children.”
April 11, 2023 City of Guadalupe Council Meeting Minutes Page 4 of 14 • Sexual Assault Awareness & Prevention Month
The proclamation was read by CM Hernandez which, in part, said: “People of all racial, cultural, and economic backgrounds fall victim to sexual assault. Sexual violence is widespread and impacts every person in this community. Rape, sexual assault, and sexual harassment harm our community.

Statistics show child abuse prevention must be a priority to confront the reality that one in six boys and one in four girls will experience a sexual assault before age 18. Those numbers change to more than 1 in 3 women and 1 in 4 men will experience sexual violence in their lifetime. California has the most reported rapes in the United States…an American is sexually assaulted every 98 seconds in the United States. Prevention is possible when everyone gets involved increasing education, awareness, and community involvement. We recognize the compassion and dedication of the individuals involved in this effort and note the challenges of the survivors of sexual assault and their families and friends as they struggle to cope with the reality of sexual violence. The City Council encourages all residents and businesses to participate in a month full of recognition and activities promoted by the North County Rape Crisis and Child Protection Center to increase awareness of sexual assault and to create solutions in an effort to eliminate sexual violence from this City.” Ms. Emily Dreiling mentioned that she is a board member of the North County Rape Crisis and Child Protection Center for three (3) years. I’ve been affiliated with them for approximately ten years.

When you quote the statistics and you look at 1 in 4 and 1 in 6, even if you haven’t been personally impacted by sexual violence, you are ‘one degree of separation’ typically of someone who has. It’s something that impacts our community. It’s important for everyone is our community to step up in some capacity and a part of the solution, however small that part is, such as knowing the resources that are available…taking that extra look if you see something ‘out of the norm’, and just familiarize yourself in how you can get involved. The work that the Center does is really important and vital to our community to understand why they’re here and how we can support them. So, thank you for this proclamation and making this important to the City of Guadalupe.” Ms. Alison Wales, again, thanked the City Council and City for our support. She said, “Since 1974, The National County Rape Crisis Center has covered from ‘tunnel to bridge’. On average, there are about 88 cases per year. Sexual violence…it is just ‘violence’. Victims and perpetrators are both female and male. Boys and girls…female and male – violence. Please take that extra step if you see something that may not appear ‘normal’ to you.” She also mentioned that on May 20th, they will have their major fundraiser.

CM Hernandez said, “I’ve worked with families from Santa Maria and Lompoc where youth have been affected by such violence. It’s something that everyone should stand up against.”

6. COMMUNITY PARTICIPATION FORUM
George Alvarez: In line with the two proclamations regarding child abuse and sexual violence, etc., Mr. Alvarez questioned where organizations were here to protect women as this is a serious matter.

Then he said, “What I actually came to speak about was Cal Trans. I hear that Cal Trans is going to expand Hwy 1. They may have to excavate the cemetery, and some residents may have to give up their property. That’s what I hear. If so, it’s the responsibility of the Council to tell us the purpose of the expansion and how it will impact us as citizens. Also, the flooding…we have a school and a April 11, 2023 City of Guadalupe Council Meeting Minutes Page 5 of 14 community center that needs to be protected….what’s going on with all of that? There was one meeting with FEMA…the Army Corps of Engineers, but nothing else. What is the City Council going to do about all of this to ensure the safety of those facilities? Put a moratorium on building until problems are resolved and we can protect the structures of the new buildings.”

7. CONSENT CALENDAR
The following items are presented for City Council approval without discussion as a single agenda item in order to expedite the meeting. Should a Council Member wish to discuss or disapprove an item, it must be dropped from the blanket motion of approval and considered as a separate item.

A. Waive the reading in full of all Ordinances and Resolutions. Ordinances on the Consent Calendar will be adopted by the same vote cast as the first meeting unless City Council indicates otherwise.

B. Approve payment of warrants for the period ending April 3, 2023.

C. Approve the Minutes of the City Council regular meeting of March 28, 2023.

D. Adopt Resolution No. 2023-23 authorizing the City Clerk to file a Notice of Completion with the County Recorder for the Wastewater Effluent Irrigation Pump Station Rehabilitation Project.

E. Adopt Resolution No. 2023-24 approving a contract with Ashley & Vance Engineering, Inc. in the amount of $95,792.00 for development of a conceptual site plan document, including specifications and an engineer’s estimate to complete the minimum improvements necessary for the City’s corporation yard at 303 Obispo St., to serve as an effective electric bus parking area, and authorizing the Mayor to sign on behalf of the City.

F. Adopt Resolution No. 2023-25 authorizing the Mayor to execute a professional services contract with Andrew Goodwin Designs (AGD) for the design of the Le Roy Park Phase II Project.

G. Adopt Resolution No. 2023-26 approving an update to the City of Guadalupe Local Hazard Mitigation Plan and incorporating it by reference into the Air Quality and Safety Element of the City’s General Plan 2042.

H. Approve Amendment No. 1 to the City’s agreement with Los Amigos de Guadalupe (LADG) and approve an agreement with Tom Brandeberry for the Royal Theater Project.

I. MONTHLY REPORTS FROM DEPARTMENT HEADS

1. Planning Department report for March 2023

2. Building Department report for March 2023

3. Public Works / Engineering report for March 2023
April 11, 2023 City of Guadalupe Council Meeting Minutes Page 6 of 14 CM Hernandez questioned whether she should recuse herself from voting on Item #7.H., City’s agreement with Los Amigos de Guadalupe (LADG) and approve an agreement with Tom Brandeberry for the Royal Theatre Project, as she is a LADG board member. City Attorney Sinco said, “Because you don’t receive any compensation for serving on the board, there’s no financial conflict and you can participate on that item.”
Request to Speak:

Shirley Boydstun sent an email with the following: On Agenda Item #7.G. – Local Hazard Mitigation Plan – “This is the most comprehensive and clearly written plan I have read in several years. To whomever wrote it, a hundred thanks. It clearly details all the dangers – past, current, and future – to Guadalupe. My hometown and, I dare to say, 95% of the citizens.

Since the dangers to homes and the water treatment plant were clearly stated, do we dare to hope that minds can be changed to make improvements along the Santa Maria riverbed to reduce the dangers that will surely come again…about every 5 years. Losing access to the Beach Preserve is a blow not only to adults but the children, some of whom are just getting acquainted with that gem.

I cannot disagree more strongly with the cost-benefit test for doing ANYTHING to stabilize the flowing menace. Signed, Shirley Boydstun, Guadalupe
Motion was made by Council Member Hernandez and seconded by Council Member Costa, Jr. to approve the Consent Calendar. 5-0 Motion passed.

8. CITY ADMINISTRATOR REPORT: (Information Only)
Mr. Bodem said, “The City Attorney, Mr. Philip Sinco, and I are in the process of negotiating Community Benefit agreements for all three (3) cannabis applicants. We gave a draft Community benefit agreement regarding the proposed cannabis processing plant located at 151 Obispo Street.

They will bel coming back to the City Council, probably the first meeting in May.” Mayor Julian added, “Cal Trans is scheduling a meeting with Cal Trans directors regarding Hwy 166 and Hwy 1 and all projects that will affect the City. This meeting will be in May here at City Hall.” Mr. Bodem said, “It’s scheduled for May 3rd. It will be an internal working meeting, still public.” The mayor added that we should let people know.

CM Robles asked, “Will we be discussing with Cal Trans the needed stop sign for 9 th & Guadalupe
Streets to slow some of the traffic down?” Ms. Sweeney responded, “I just need to put an encroachment permit application in for it. Hwy 1 has a large project. There were a number of items that the Council requested back in December 2021 and that was one of them. Last December I had made a comment that Cal Trans wasn’t listening to us, and I think they got the hint. We got Cal Trans’ attention, and we will be pushing to have those items in that list included in that project. The stop sign at 9th & Guadalupe Streets is one of them.”
April 11, 2023 City of Guadalupe Council Meeting Minutes Page 7 of 14 CM Lizalde then asked, “Should we ask the public what they want of Cal Trans?” Mayor Julian said that everything will be on the table to discuss.”
On Parks and Recreation, CM Lizalde asked about the decision-making process for naming Central Park. Ms. Hannah Sanchez said, “We will be discussing this at the next meeting. The Recreation Commission has suggested the name, ‘Las Mujeres Park’. Emily Dreiling had mentioned that all but one park in California is named after a female. We didn’t want to narrow it down to one female from Guadalupe. We wanted to make it broader and maybe put a plaque each year showing a different name.”
CM Lizalde then asked about the type of ground to be used for the dog park. Ms. Sanchez said, “The design team is requesting that information from the Recreation Commission. That information is needed by April 24th. The information will be in the next monthly report.” Another question asked by CM Lizalde was, “The Townsend Memo…are they actively working on these, or do we need to work on these? Several of them caught my eye.” Mr. Bodem said, “We received $5.0M for the Royal Theatre. We asked this group to continue to send updates. This was sent out to department heads. These might tip off the City Council and department heads. It’s more informational than anything right now.” CM Lizalde added, “Grants are really important. This (memo) is a good tool…it’s clear and concise. I just want to make sure we’re taking advantage of grants that are available.”

9. DIRECTOR OF PUBLIC SAFETY REPORT: (Information Only) Chief Cash mentioned that he had sent in his written report…issues had been brought up by council members and others:

Concern and request raised by Mr. Romo at the last council meeting in reference to parking in front of his business on Guadalupe Street. There are two (2) options: extend the 2-hour parking zone from 8 th Street all the way through to 6th Street or have timed parking directly in front of his business, spanning the property lines, with 15–20-minute parking, with appropriate green curb marking and signage on a pole in the sidewalk.

Operations Night Tow – the procedure is in three steps. It’s always been ongoing but now we’re collecting information on vehicles. There are no towing companies in town. It has to be fiscally viable for these towing companies to come to town to tow vehicles.

Code Compliance: A new website is being designed to allow for online complaints and reports. All Information will be captured together.

The State awarded the Police Department $15,000 for our Wellness Program. Officers are submitting suggestions for an Officer Wellness Program. All police departments received funding allocated based on the number of sworn officers within their department.

April 11, 2023 City of Guadalupe Council Meeting Minutes Page 8 of 14 CM Lizalde mentioned the Firehouse Grant. Chief Cash said, “You have to have a Firehouse Store in your jurisdiction to be eligible.” CM Lizalde said that a Firehouse Sub Store was coming to Santa Maria soon.

Flooding – after action report is completed. It’s been sent to managers and directors for their review…the City Administrator and City Attorney…it’s being reviewed by staff. Everyone has given their input and I’ll put it all together and have it presented at the next council meeting.

Chief Cash also mentioned that there was a federal grant available to hire police officers. However, he felt that Guadalupe didn’t qualify as rules had been changed regarding how officers are to be paid. The grant will fund 75% of the officer’s salary, then 50% and in the third year, the agency would need to pay the full 100%. We just don’t have the funds for that. He said, “We’re still looking for grant writers. It’s an art and a special skill. We really don’t have the talent now…we have great people…but we’re working on it.”
Request to Speak:

George Alvarez: “It’s about time we hired a police officer. U-turnville in the middle of town. A multitude of people are doing U-turns in town. This happens every day. Public safety is a real concern. We need more police officers.

Floods – has Representative Carbajal reached out to our public safety person to have a meeting with our supervisor, Steve Lavagnino? I’ve talked to him. I’m in the thick of this thing because it’s been neglected. I hope this report will tell us that this is what we need. I want to know. We’re the public.

I love transparency. Unfortunately, politicians don’t deal in transparencies. It’s wrong. We’re a small Latino community. We’re always behind the 8-ball. Use our being behind the 8-ball to get federal funding. Use our demographics. It’s because of Guadalupe that we got Righetti High School in the 60’s.”
Mayor Julian spoke about the closed access to the beach. He said, “The County took pictures. The river is south of the gate. The road between the gate and sand plant is gone. The County thinks that maybe it’ll be about six (6) months before we get something going on. They’re contacting the Corps of Engineers, FEMA…Carbajal is in the mix for potential funds for all of that. It will be a while before things will be happening. The County is getting a lot of calls wanting access to the beach. You physically can’t. It’s in the works but we’ve got our eyes on it. It’s important to Guadalupe and Santa Maria to have access to the beach.”

REGULAR BUSINESS

10. Social Media Use Policy.

Written report: Hannah Sanchez, Recreation Services Manager April 11, 2023 City of Guadalupe Council Meeting Minutes Page 9 of 14 Recommendation: That the City Council adopt Resolution No. 2023-27 approving a social media use policy.

Ms. Sanchez briefly explained the intent of this policy: The purpose of this proposed Social Media Use Policy is to establish guidelines for the City’s participation in and City staff use of third-party platforms commonly known as social media sites, channels, networks, and technology such as Facebook, Google+, Twitter, Instagram, YouTube, etc. for City business. In addition, the policy is also to establish guidelines and standards for all City employees, officers, volunteers, and any consultants, providers, and contractors acting in an official capacity and who are authorized to post information on social media websites on behalf of the City. Also, this policy would require use of any social media site to relate solely to matters of City business. It is not intended to create general public forums. It establishes guidelines for posting information and provides a uniform policy to be used by all departments. This is on the City-side…it is not telling employees how they can post personally. It’s for City use.

Ms. Sanchez said, “I am the only one that had social media right now. (However, she was told that both Police and Fire use social media, too.) This policy, then, would apply to both Police and Fire, as well.”
Mayor Julian then asked, “Police and Fire have theirs. How does this policy impact them?” CM Lizalde also asked, “Correct me if I’m wrong…this is a social media use policy, correct? It’s not whether they’re going to have one or not…that’s a departmental decision. Is that correct?” Ms.

Sanchez said, “Yes, within the policy it does say that any department that wants to use social media has to send a request to the City Administrator/or designee. So that’s another question as to who the designee would be. I could do it or it could be HR.” Teg Butler indicated he would be the designee.

Ms. Sanchez said that with Police and Fire, they would just submit paperwork, but they already have their social media in place. CM Lizalde said, “It’s really important to move forward with this, especially with our revised website coming soon and if we’re trying to get programs out there to the community. It’s just another way for us to communicate to them.” Ms. Sanchez added, “This policy doesn’t mean I would no longer be doing ‘physical advertising’, such as the with the marquee. This will just help me out.”
City Attorney Sinco said that Lexipol, a standard police policy company, already has a social media policy. He said, “I don’t think there’s a problem. What Chief Cash may be mentioning is if someone appeared on social media in uniform but that’s different. If I find that PD is using something inconsistent, it will come back to the Council.”
Motion was made by Council Member Costa, Jr. and seconded by Council Member Robles to approve Resolution No. 2023-27 approving a social media use policy. Roll Call: Ayes: 5 Nos:0 5-0 Motion passed.

11. Approving the Associate Planner job description, pay scale, and authorizing the recruitment process for this position.

Written report: Todd Bodem, City Administrator
April 11, 2023 City of Guadalupe Council Meeting Minutes Page 10 of 14 Recommendation: That the City Council adopt Resolution No. 2023-28 establishing the classification and job description/pay scale for the Associate Planner position within the Building and Planning Department and authorizing the recruitment process.

Mr. Bodem briefly gave the background and rationale for creating this new Associate Planner position. The City is looking to replace two (2) consultants who have a combined 75 years of experience. The current Planning Director consultant has indicated that this new position makes sense as planning activities for the City will be increasing. One of the City’s goals is to create economic development. This proposed position may not be looked upon as important; however, it does drive revenue. Last year, the prior Human Resources Manager did a quick salary survey. This Associate Planner is not comparable to the position in Santa Maria with the same title. Because of our small staff, this position will be doing more. Applications will bring in fees.

Mr. Appel has said that he would need about 3-4 months to shadow. This proposed position is recommended for full time, or 2080 hours per year, as opposed to the current combined 1,016 hours per year for the two (2) consultants. This position will help build the department, along with the current Permit Technician. Having an onsite planning employee should significantly enhance customer service with questions being able to be answered in a more expeditious manner.

Mr. Appel then spoke on this new position. He said, “I brought this up several years ago, but there was no budget for it at the time. I wanted to have real good public service in planning…long-term for the City. It is better to have an in-house person. Right now, it’s impersonal and not very efficient.

I’ll be available to train and continue doing ordinances and 41 programs that have to be implemented for the General Plan. Depending on how much work the new person would have, I could take the long-term things. It’s very rare for an agency not to have an in-house planning department…makes all the difference. In terms of dollars, it’s kind of a wash.” Both Mayor Julian and CM Lizalde talked in terms of this new position being more efficient. CM Lizalde said, “Having someone here, onsite, adds to the efficiency of the department….the infrastructure for our future. This is vital and we should be serious in supporting it.” Mr. Appel added, “One good thing is that all the big items, such as the General Plan and Housing Element, will be done when the Associate Planner comes on board. Hopefully, a procedural manual will be developed by me and Bill Scott by the end of the year which will explain each of the different types of applications and what needs to be done.”
Mr. Bodem said that this person can digitize a lot of the ‘paper information’ in the department. Mr.

Appel said, “There’s a specific drive, P-drive, that I set up 5 years or so ago. That’s a good source of information for the new person, such as back projects, conditions of approval, etc.” CM Costa, Jr. asked Mr. Appel, “Do you know someone for this job?” Mr. Appel said, “You might pick up someone locally with the proposed salary range. Maybe someone from City of Santa Maria or the County of Santa Barbara.”
CM Lizalde asked Mr. Teg Butler, Human Resources Manager, if he had a chance to review the job description. Mr. Butler said he had reviewed it. CM Lizalde then asked him, “On the job description, there’s nothing for conditions of appointment. Would that be typical to be put on there like, pass April 11, 2023 City of Guadalupe Council Meeting Minutes Page 11 of 14 the DMV background, verification of experience, etc. It’s not on there. It may be something minor.” Mr. Butler said, “That’s a formality but we could include that on there, yes.” Another question from CM Lizalde was, “As for education and experience, is this the final that we’re leaning towards for this description or will be bullet-pointing out, making it a little more specific? Mr. Butler said, “That would probably require a discussion with Mr. Appel and Mr. Bodem to see what qualifications they want.” Mr. Bodem added, “Completion of substantial college level course work in planning or a related field, usually at the bachelor’s degree level and two (2) years of professional planning experience involving public or private sector planning.” Mr. Appel then said, “We’ve seen people who don’t have degrees, worked themselves up through the ranks and have done well. So, for here, I’d look at a requirement of at least two (2) years in the profession rather than a degree and no experience.” Mr. Bodem suggested, “With the salary range, we’ll probably get a degreed individual.”
Motion was made by Council Member Robles and seconded by Council Member Lizalde to approve Resolution No. 2023-28 establishing the classification and job description/pay scale for the Associate Planner position within the Building and Planning Department and authorizing the recruitment process. Roll Call: Ayes: 5 Nos: 0 5-0 Motion passed.

Addressing Mr. Appel, CM Lizalde added, “Thank you. I appreciate that we have such a wealth of knowledge, so dedicated to the City. Maybe we take it a little for granted that we have this precious resource. Your willingness to help in this transition is so huge and thank you.” Mr. Appel responded, “I really enjoy it. You all have been a great bunch of people through the years. I’ve been in a lot of political situations before, and this has been a joy working out here with you. So, thank you, too.”

12. Appointments to various board and committees.

Written report: Todd Bodem, City Administrator
Recommendation: That the Mayor, with the approval of the City Council, appoint Council members to various boards and committees representing the City of Guadalupe.

Mayor Julian said, “In the past, we’d have retired people who could attend various meetings. Not anymore with people working. With zoom meetings, a majority of a board has to be physically in the same place to proceed. This could be a problem with the inability to have people going to meetings. But if we don’t connect with these agencies, they’ll say that we don’t care, which isn’t the case.

The mayor further said, “Look at Twitchell Management Authority and Central Coast Water Authority. Shannon goes to some of these technical meetings, but we don’t have a primary person assigned. We had one but that person left.”
Council members asked questions about what the various agencies were all about, how often meetings were held, locations of such meetings, etc. City Attorney Sinco said that a motion needed to be made for Mayor Julian to appoint council members to these various agencies.

Motion was made by Council Member Costa, Jr. and seconded by Council Member Lizalde to allow the mayor to make appointments to the various boards and commissions. 5-0 Motion passed.

April 11, 2023 City of Guadalupe Council Meeting Minutes Page 12 of 14

CITY OF GUADALUPE BOARD APPOINTMENTS 2023-2024
Effective: April 11, 2023 - December 10, 2024

13. FUTURE AGENDA ITEMS

14. ANNOUNCEMENTS – COUNCIL ACTIVITY/COMMITTEE REPORTS
CM Lizalde: I attended McKenzie’s first wresting tournament. Very successful. Six medals were won…positive program for the young people. I also attended the Recreation & Parks Commission meeting.

CM Robles: There were 21 wrestlers at the tournament. There were six-1 st place winners; one-2nd
place winner and three-4
th place winners. The kids there didn’t know what to expect. It was a good development exercise for them, and all did really well. For the bus ride to Paso Robles, the kids met 2023-2024

BOARD/COMMISSION PRIMARY ALTERNATE
Santa Barbara County Association of
Governments (SBCAG)
Mayor
Ariston Julian
Council Member
Christina Hernandez
Santa Barbara County Air Pollution Control
District (APCD)
Mayor
Ariston Julian
Council Member
Christina Hernandez
Central Coast Water Authority (CCWA) Council Member
Megan Lizalde
Public Works Director
Shannon Sweeney
Twitchell Management Authority Council Member
Christina Hernandez
Council Member
Megan Lizalde
California Joint Powers Insurance Authority Council Member Eugene Costa Jr.

Council Member
Gilbert Robles
Central Coast Community Energy (3C Energy) Mayor
Ariston Julian
Council Member
Eugene Costa Jr.

Guadalupe Senior Center Advisory Committee Mayor
Ariston Julian
Council Member
Megan Lizalde
Microenterprise Advisory Committee Council Member
Megan Lizalde
Council Member
Christina Hernandez
April 11, 2023 City of Guadalupe Council Meeting Minutes Page 13 of 14 at McKenzie at 6:00 a.m. and got back at 5:00 p.m. There were quite a few parents there. We’re all looking forward to next month.

CM Hernandez: On 4/12 and 4/13, there will be two workshops for Recreation Economy for rural Communities Program (RERC). Tomorrow, 4/12, I’ll be doing a walking tour at Oso Flaco. Smooth will provide transportation. Saturday, 4/15, there will be a free concert to be held in the City auditorium. Saturday, 4/22, is Earth Day. There will be a clean-up day with Essence of Earth partnering with us.

Ms. Tiffany Gonzales, Community Development Director for Los Amigos de Guadalupe, and Ms.

Alejandra Mahoney, Executive Director, Los Amigos de Guadalupe, spoke briefly about the two (2) RERC workshops tomorrow, 4/12, and Thursday, 4/13. These workshops are to have participants share their perspectives about what makes Guadalupe special and to create an action plan for strengthening our recreation opportunities and downtown area.

Mayor Julian: The Economic Development Association (EDA) is negotiating a time to meet – zoom meeting Friday, 4/14, at 1:00 p.m. For the Food Bank, there were 212 families served. The Mormon Church brought packaged food to Grover Beach and had tons of food for Guadalupe. Last Wednesday, there were 100 boxes of food.

15. ADJOURNMENT TO CLOSED SESSION MEETING
Two (2) items to be discussed in closed session: 1) Conference with Labor Negotiators and 2) Public Employee Performance Evaluation, Director of Public Safety.

Motion was made by Council Member Costa, Jr and seconded by Council Member Hernandez to adjourn to closed session. 5-0 Motion passed. Meeting adjourned to closed session at 7:50 p.m.

CLOSED SESSION

16. Conference with Labor Negotiators
(Subdivision (a) of Gov. Code Section 54957.6)
Agency designated representatives: City Administrator and Human Resources Manager Employee organizations: Service Employees International Union (SEIU), Local 620 and Guadalupe Police Officers Association (POA)

17. Public Employee Performance Evaluation
(Pursuant to Government Code Section 54957(b))
Title: Director of Public Safety

18. ADJOURNMENT TO OPEN SESSION MEETING
Motion was made by Council Member Costa, Jr. and seconded by Council Member Lizalde to adjourn to open session. 5-0 Motion passed. Meeting adjourned to open session at 9:10 p.m.

April 11, 2023 City of Guadalupe Council Meeting Minutes Page 14 of 14

19. CLOSED SESSION ANNOUNCEMENTS
“No reportable action”.

20. ADJOURNMENT
Motion was made by Council Member Costa, Jr. and seconded by Council Member Lizalde to adjourn the meeting. 5-0 Motion passed.

Prepared by: Approved by:
__________________________________ ______________________________________ Amelia M. Villegas, City Clerk Ariston Julian, Mayor

Agenda Item No. 6D

REPORT TO THE CITY COUNCIL OF THE CITY OF GUADALUPE
Agenda of April 25, 2023

_______________________________ _________________________________ Prepared by: Approved by:

Shannon Sweeney Todd Bodem, City Administrator
Public Works Director/City Engineer
SUBJECT: Senate Bill 1 (SB 1) Funding Project List for FY 2023-24 RECOMMENDATION:

That the City Council adopt Resolution No. 2023-29 to approve a list of projects funded by Senate Bill 1 (SB 1): The Road Repair and Accountability Act.

BACKGROUND:

In April 2017, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and signed into law by the Governor. The bill addressed the significant multi-modal transportation funding shortfalls statewide.

SB 1 includes accountability and transparency provisions that will ensure the residents of the City of Guadalupe are aware of the projects proposed for funding in this community and which projects have been completed each fiscal year. The City must include a list of all projects proposed to receive funding from the Road Maintenance & Rehabilitation Account (RMRA), created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement.

DISCUSSION:

The City uses a Pavement Management System to evaluate the condition of the pavement on local roads and provide recommended maintenance of the pavement to extend the life of the pavement in a costeffective manner. The information from this Pavement Management System is used to develop the annual pavement maintenance program. SB 1 funds are used each year to pay for the design and construction of pavement maintenance program projects.

In FY 2022-23 staff used SB 1 funds, along with other funds restricted to roads, to rehabilitate the following streets:
• Pagaling Drive
• Mahoney Lane
Shannon Sweeney

• Carlin Drive
• Lindy Drive
• Wong Street
• Degasparis Street
• Santa Barbara Street
• segments of Pioneer Street
• segments of 2nd Street
• segments of Olivera Street
• Alley north of 7th Street
Last year’s resolution provided an estimated completion date of December 2022, at an estimated cost of $1.5 million. This project is scheduled to be completed in April 2023 for about that amount. The delay in completion is due to the significant amount of rain received this winter.

In FY 2023-24 staff, a total of $211,210 will be provided to the City pursuant to SB1. Staff proposes using these SB1 funds towards rehabilitation of the following streets:
• West Main Street west of Highway 1
• 12th Street from Pacheco Street to Highway 1
Estimated cost of these additional projects is $1.5 million.

FINANCIAL IMPACT
As of March 31, 2023, the cash balance of all funding restricted to roads is $2.1 million. $1.3 million remains to be paid to the contractor on the current pavement rehabilitation project. By the time the next project is due for construction, adequate funding may be available to proceed with the planned work. If not, work will be prioritized based on road condition, cost, and available funds.

ATTACHMENTS:

1. Resolution No. 2023-29

RESOLUTION NO. 2023-29

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GUADALUPE APPROVING A LIST OF PROJECTS FOR FISCAL YEAR 2023-24 FUNDED BY SB 1: THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017 WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and signed into law by the Governor in April 2017 to address the significant multi-modal transportation funding shortfalls statewide; and WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the residents of our City are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and
WHEREAS, the City must adopt by resolution a list of projects proposed to receive fiscal year funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and
WHEREAS, the City will receive an estimated $211,210 in RMRA funding in Fiscal Year 2023-24 from SB 1; and
WHEREAS, this is the seventh year in which the City is receiving SB 1 funding which will help the City to continue essential road maintenance and rehabilitation projects, safety improvements, repairing and replacing aging bridges, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and
WHEREAS, the City has undergone a robust public process to ensure public input into our community’s project list; and
WHEREAS, the City used a Pavement Management System to develop the SB 1 project list in its 2019 Pavement Maintenance Plan to ensure revenues are being used on the most high-priority and costeffective projects that also meet the communities priorities for transportation investment; and WHEREAS, the funding from SB 1 will help the City maintain and rehabilitate two streets this year and additional similar projects into the future; and
WHEREAS, the 2019 City of Guadalupe Pavement Maintenance Program Final Report found that the City’s streets and roads are generally in good condition and this revenue will help us maintain the overall quality of our road system and over the next decade will help to bring our streets and roads into an excellent condition; and
WHEREAS, the SB1 project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance and safety, investing in complete streets infrastructure, and using cuttingedge technology, materials and practices, will have significant positive co-benefits statewide.

ATTACHMENT 1

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Guadalupe as follows:

SECTION 1. The foregoing recitals are true and correct.

SECTION 2. The following list of proposed projects will be funded in-part with Fiscal Year 2023-24 Road Maintenance and Rehabilitation Account revenues in the amount of $211,210:

Title Description Location Project
Start
Project
Complete
Useful
Life
2023 Road Rehabilitation West Main Street West of Hwy 1 07/23 06/24 3-5 yrs 2023 Road Rehabilitation Twelfth Street Pacheco to Hwy 1 07/23 06/24 3-5 yrs SECTION 3. The City Clerk is hereby authorized to make minor changes herein to address clerical errors, so long as substantial conformance of the intent of this document is maintained.

In doing so, the City Clerk shall consult with the City Administrator and City Attorney concerning any changes deemed necessary.

PASSED, APPROVED AND ADOPTED at a regular meeting on the 25th day of April 2023 by the following vote:

MOTION:

AYES:

NOES:

ABSENT:

ABSTAINED:

I, Amelia M. Villegas, City Clerk of the City of Guadalupe DO HEREBY CERTIFY that the foregoing Resolution, being Resolution No. 2023-29, has been duly signed by the Mayor and attested by the City Clerk, all at a regular meeting of the City Council, held April 25, 2023, and that same was approved and adopted.

ATTEST:
______________________________ ____________________________________ Amelia M. Villegas, City Clerk Ariston Julian, Mayor
APPROVED AS TO FORM:
______________________________
Philip F. Sinco, City Attorney
Agenda Item No. 6E 1a.

Rev: 12/01/2022

GUADALUPE FIRE DEPARTMENT
TO: PUBLIC SAFETY DIRECTOR, MICHAEL CASH
FROM: CAPTAIN PATRICK SCHMITZ
SUBJECT: MONTHLY SUMMARY OF CODE ENFORCEMENT CASES
March 1, 2023 – March 31, 2023
DATE: 04/01/2023
CALLS FOR SERVICE March 2023
INCIDENT TYPE This
Month
Last
Month
Year to Date
(2022-2023)
Year to date
(2021-2022)
Medical 38 17 286 304
Structure Fire 0 1 3 0
Cooking Fire 0 1 1 4
Trash or Rubbish Fire 1 1 9 8
Vehicle Fire 0 0 2 4
Grass/Vegetation Fire 0 0 1 3
Other Fire 0 0 3 4
Motor Vehicle Accidents with Injuries 0 0 9 19
Motor Vehicle Accidents No Injuries 1 1 12 17
Motor Vehicle/Pedestrian Accident 0 0 4 0
Hazardous Materials Spill/Release 0 0 3 4
Hazardous Condition Other 1 9 21 8
Water Problem/Leak 0 0 4 5
Animal Problem 0 0 1 1
Search / Rescue 0 0 3 0
Public Assistance 4 1 18 29
Police Matter/Assistance 2 0 6 10
Illegal Burn 0 0 0 0
Smoke/CO Detector Activation 1 2 19 5
Dispatch and Canceled En-route 3 0 19 29
False Alarm 1 2 11 13
TOTAL 52 35 435 467
Additional Information
STAFFING: 1 Public Safety Director (Police/Fire Chief)
3 Fire Captains
3 Fire Engineers
0 Paid Call Firefighters 6 Position Vacant
Agenda Item No. 6E 1b.

Rev: 12/01/2022

GUADALUPE FIRE DEPARTMENT
Special Assignments / Coverage:
- Reading Across America (Mary Buren, 03/01)
- Reading Across America (Mary Buren, 03/02)
- Food Distribution (03/02)
- Career Day (McKenzie Jr. High, 03/06)
- Fire Drill (Mary Buren, 03/20)
- Food Distribution (03/22)
CODE COMPLIANCE CASES ` March 2023

INCIDENT TYPE
This
Month
Last
Month
Year to Date
(2022-2023)
Year to date
(2021-2022)
Business License (GMC 5.04.110) 0 0 0 2
Animal Nuisance (Odor, Noise) (GMC 6.04.100 (A, E)) 0 0 - - Fowl, Livestock, and Wild Animals (GMC 6.04.210) 0 0 2 - Residential Solid Waste Collection (GMC 8.08.070) 0 0 - - Litter Accumulation (GMC 8.12.020) 1 0 3 0
Burning Garbage Prohibited (GMC 8.12.150) 0 0 - -
Abatement of Weeds and Rubbish (GMC 8.16.010) 0 0 12 0
Discharge of Illegal Fireworks (GMC 8.24.020) 0 0 - -
Unlawful Property Nuisance (GMC 8.50.070) 0 0 - -
Graffiti Abatement (GMC 9.07.060) 0 0 - -
Parking of Large Vehicles / Trailers (GMC 10.24.190) 0 0 - - Abandoned Vehicles (GMC 10.36.010) 2 0 3 -
Portable/fixed basketball goals (GMC 10.48.050) 0 0 - - Address Number (GMC 15.08.020 (505.1)) 12 1 23 0
Illegal Garage Conversion 2 0 2 -
Wall, Fence, or Hedge Requirements (GMC 18.52.121) 0 0 - - Damage Fence (GMC 18.52.125) 0 0 - -
Trailers / Mobile Homes as Living Space (GMC 18.56.030) 0 0 - - Parking on Front Yard Setback (GMC 18.60.040) 3 3 19 -
Landscape Maintenance Required (GMC 18.64.120) 0 0 - -
Working Without Permits (GMC15.04.020) 1 0 3 0
Complaints (No Violation Found) 0 0 6 5
Apartment Inspections 0 88 91 80
Yearly Business Inspections 1 1 49 44
Other 1 1 12 11
TOTAL 23 94 225 142
Complaints Received 3 0 10 10
Miscellaneous This
Month
Last
Month
Year to Date
(2022-2023)
Year to date
(2021-2022)
Visitors 66 35 297 194
Public Relations 6 2 51 32
School Station Visits 0 0 4 1

GUADALUPE CODE COMPLIANCE
TO: PUBLIC SAFETY DIRECTOR, MICHAEL CASH
FROM: CODE COMPLIANCE OFFICER, JOSUE MERAZ
SUBJECT: MONTHLY SUMMARY OF CODE ENFORCEMENT CASES
MARCH 1, 2023 – MARCH 31, 2023
DATE: 4/01/2023

CODE ENFORCEMENT CASES

INCIDENT TYPE
This
Month
Last
Month
Year to Date
(2020-2021)
Prohibition of illicit discharge (GMC 13.24.050) 0 0 0
Animal Nuisance (Odor, Noise) (GMC 6.04.100 (A,E)) 0 1 3 Fowl, Livestock and Wild Animals (GMC 6.04.210) 0 0 0
Litter Accumulation (GMC 8.12.020) 0 0 1
Abatement of Weeds and Rubbish (GMC 8.16.010) 0 0 2
Unsafe Buildings-Collecting Rent for (GMC 8.40.030) 1 0 1 Unlawful Property Nuisance (GMC 8.50.070) 1 1 2
Graffiti Abatement (GMC 9.07.060) 0 0 0
Abandoned Vehicles/ Vehicle Covers (GMC 10.36.010) 0 0 0 Portable/fixed basketball goals (GMC 10.48.050) 0 0 0
Parking of large vehicles/trailers (GMC 10.24.190) 0 0 1 Wall,Fence,or Hedge Requirements (GMC 18.52.121) 0 0 0
Working Without Permits (GMC15.04.020) 0 0 0
Address Number (GMC 15.08.020 (505.1)) 0 0 0
Illegal Garage Conversion (GMC 18.08.120, 18.08.160) 0 0 0 Damage Fence (GMC 18.52.125) 0 0 0
Parking on Front Yard Setback (GMC 18.60.035) 0 0 2
Trailers/Mobile homes as living space (GMC 18.56.030) 0 0 1 Residential Solid Waste Collection (GMC 8.08.070) 0 0 0 Landscape Maintenance Required (GMC 18.64.120) 0 0 0
Discharge of illegal fireworks (GMC 8.24.020) 0 0 0
72hr Parking 4 1 7
Code 60 Citations 1 0 1
TOTAL 7 3 21
Complaints Received 4 4 13
Miscellaneous This
Month
Last
Month
Year to Date
(2020-2021)
Visitors 0 0 0
Public Relations (Food distribution, Covid Vaccination) 1 1 2 School Visits () 0 0 0
Agenda Item No. 6E 1c.

HUMAN RESOURCES MONTHLY REPORT
March 2023

RECRUITMENT
Finance 0 Inactive Employees
All positions are filled in this department with Finance Director and Finance clerk hired and starting in the last few months. Interim Finance Director is still scheduled to complete interim position in early April.

Police 2 Inactive Employees
One candidate officially started 3/22/23. This leaves one remaining funded Police Officer position for recruitment. Candidates are being reviewed currently by Chief of Police.

Emergency Preparedness Coordinator – Funding for this position (per City Council) has been put on hold until the next fiscal year (July 2023).

Public Works 0 Inactive Employees
Engineering Technician position filled and started on 3/8/23.

Maintenance Worker – Interviews completed with a selection of candidate from hiring manager. Conditional offer accepted by candidate with a proposed start date in early May.

Recreation/Facilities 0 Inactive Employees
Lead Maintenance position has been difficult to fill. Recreation and Parks Manager has selected four different candidates for HR to provide a conditional offer of employment.

All either have not accepted the position, counteroffered that could not be accepted by city, or withdrew from candidacy based on level of pay. Position currently has for a fifth Agenda Item No. 6E 2.

HR Monthly Report – March 2023

time been offered and accepted to a candidate who is currently completing preemployment requirements.

Building Attendant – Secondary interviewing completed in late march with hiring manager selecting candidate to give conditional job offer. To date, the position has not yet been accepted.

WORKERS’ COMPENSATION
One employee remains out on temporary total disability with a hip injury. A qualified medical evaluation (QME) occurred in January to determine the temporary total disability. Periodic follow-up appointments are scheduled with Akeso, City’s local health clinic. Workers’ compensation approved physical therapy, too.

RECREATION AND PARKS MONTHLY REPORT
For March 2023
Summary of Rentals/Usage for City Facilities & Parks

FACILITY THIS MONTH THIS MONTH

LAST YEAR
THIS YEARTO-DATE
(FY 22/23)
LAST YEARTO-DATE
(FY 21/22)
Auditorium/Gym 16 1 166 48
O’Connell Park 1 0 56 24
LeRoy Park 5 0 43 1
Senior Center 27 7 205 38
Veterans Memorial
Plaza
0 0 5 8
Council Chambers 9 14 60 35
Central Park 0 0 0 0
Veterans Hall 5 1 31 2
Facility Usage
Please see the attachments at the end of the report for all scheduled uses of facilities and parks for the month of May.

Recreation and Parks
918 Obispo Street
P.O. Box 908
Guadalupe, CA 93434
Ph: 805.356.3906
Fax: 805.343.5512
Email: [email protected]
Agenda Item No. 6E 3.

Auditorium
The auditorium floor was deep cleaned and rebuffed for use.

Central Park
• Recreation & Parks Meeting – 04.04.2023
o Central Park
 Presentation from Pacific Coast Land Design for 50% Design Development Plan for Central Park
• Design Team Requests of Rec & Park Commission by April 24 o Type of surface for dog park (pea gravel or
decomposed granite)
o Whether to use the art sculptures owned by the city or hire an artist
 Renaming of Central Park
• Idea to name the park Las Mujeres Park as all parks are currently named after males
o Add a female Guadalupe resident of influence each
year to a plaque
LeRoy Park
• FEMA
o The Recreation Services Manager is currently working with Public Safety and FEMA representatives to recover costs from damages/repairs of LeRoy Park
• Boys and Girls Club
o Monthly Report for March
 Current
• BAY was on Thursday, March 30, 2023 lots of fun
 Events
• Spring Break will be open from 7:30am to 5:30pm April 10 to April 14.
o We have about 90 kids registered for the program
 Facility Use
• McKenzie Wrestling Monday, Wednesday, and Thursday
from 6pm to 7:30pm
• Bulldog sign ups Saturday, April 8 & 22, May 20, June 3 & 10 • Woman & Infant Mobile Care last Tuesday of each month.

They use bathrooms and when it rains facility
• RERC will be meeting at the club on Wednesday, April 12, 2023 in the afternoon.
• GBA will be meeting on April 19, 2023 in the afternoon. • Next teen nigh will be Friday, April 14, 2023 5pm – 6pm.  Building & Grounds
• Overall looking good. We communicate with Hannah when we see a problem.
• Heater/AC in craft room makes a weird noise.

March Events
Dodgeball Tournament
Given the turn out of the tournament, the commission has decided to hold free drop-in dodgeball the first Saturday of each month (as city rentals permit). The idea is to increase interest and attendance through drop-in. Once we start to have a consistent group, then we would offer a tournament.

Upcoming Programs & Events
Drop-in Sports for ages 16+
Free Drop-in volleyball and basketball for ages 16+ are currently taking place.

The location/day of drop-in basketball varies depending on the availability of the auditorium. Participants ages 16 & 17 must provide a permission slip/liability waiver signed by a parent/legal guardian in order to participate.

This form can be found on the Recreation Page of the city website. Go to https://ci.guadalupe.ca.us/recreation/
April & May Drop In Schedule
Drop In Volleyball
• Wednesdays: 6:00pm – 8:00pm
Drop In Basketball
• Friday, April 7th – 6:00pm – 8:00pm
• Thursday, April 13th – 6:00pm – 8:00pm
• Friday, April 21st – 6:00pm – 8:00pm
• Thursday, April 27th – 6:00pm – 8:00pm
• Friday, May 5th – 6:00pm – 8:00pm
• Friday, May 12th – 6:00pm – 8:00pm
• Friday, May 19th – 6:00pm – 8:00pm
• Thursday, May 25th – 6:00pm – 8:00pm
2nd Annual Rec & Parks Cinco de Mayo Celebration
While admission is free, we ask that those that plan on attending the Cinco de Mayo event reserve tickets through EventBrite. This will allow the department to compare/measure attendance.

Coed Adult Softball League
Games will be held on Thursdays at Jack O’Connell Park with a 5:15pm first game start time. Games after that are scheduled accordingly. The game schedule will be set at the Manager’s Meeting. Teams must provide their own equipment (team shirts, gloves, cleats, etc.). The referee fee will be $15 per team per game. Referee fees for championship games will be $30 per team per game. The rulebook is being adjusted. Adjustments will be discussed at the Manager’s Meeting. Two females are required to be on the field/batting line up for the entirety of the game. While the game may still be played without the two females, failure to follow this requirement will result in an automatic forfeit.

Guadalupe’s Got Talent
Guadalupe Color Run
Volunteers are needed to assist with running the event. If interested in helping with this event, please contact the Recreation Services Manager by phone at (805)356-3906 or by email at [email protected].

Viva el Arte
Respectfully,
Hannah Sanchez
Recreation Services Manager
Hannah Sanchez 1 4/14/2023 4:33 PM
May 1, 2023
Monday
6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center May 2, 2023
Tuesday
6:00 PM - 8:00 PM Microenterprise Workshop
6:00 PM - 8:00 PM Recreation and Parks Commission Meeting -- Chambers May 3, 2023
Wednesday
9:00 AM - 11:00 AM Public Works -- Council Chambers
3:30 PM - 5:00 PM Public Works -- Council Chambers
6:00 PM - 8:00 PM Drop In Volleyball -- Auditorium
6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center 6:30 PM - 8:30 PM Narcotics Anonymous -- Senior Center
May 4, 2023
Thursday
8:30 AM - 1:00 PM Public Works -- Council Chambers
6:00 PM - 8:00 PM Drop In Basketball -- Auditorium
6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center May 6, 2023
Saturday
9:00 AM - 12:30 PM Drop In Dodgeball -- Auditorium
Hannah Sanchez 2 4/14/2023 4:33 PM
May 6, 2023 Continued
Saturday
12:00 PM - 2:00 PM BBQ Rental -- LeRoy Park and Community Center (11th St, Guadalupe, CA 93434) May 7, 2023
Sunday
1:00 PM - 5:00 PM Rec & Parks Cinco de Mayo Celebration -- LeRoy Park and Community Center (11th St, Guadalupe, CA 93434)
May 8, 2023
Monday
6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center May 9, 2023
Tuesday
6:00 PM - 9:00 PM City Council Meeting -- Council Chambers 6:00 PM - 8:00 PM Microenterprise Workshop
7:00 PM - 9:00 PM Post 371 Meeting -- Vet's Hall
May 10, 2023
Wednesday
5:00 PM - 5:00 PM Adult Softball League Registration Deadline -- Recreation Office 6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center 6:30 PM - 8:30 PM Narcotics Anonymous -- Senior Center
May 11, 2023
Thursday
6:00 PM - 8:00 PM Drop In Basketball -- Auditorium
6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center Hannah Sanchez 3 4/14/2023 4:33 PM
May 12, 2023
Friday
All Day BBQ Prep - Post 371 -- Vet's Hall
May 13, 2023
Saturday
All Day BBQ - Post 371 -- vet's hall
9:00 AM - 12:00 PM VVA Monthly Meeting -- Vet's Hall
May 15, 2023
Monday
6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center May 16, 2023
Tuesday
6:00 PM - 8:00 PM Microenterprise Workshop
May 17, 2023
Wednesday
6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center 6:30 PM - 8:30 PM Narcotics Anonymous -- Senior Center
7:00 PM - 9:00 PM Vet's Group Meeting -- Vet's Hall
May 18, 2023
Thursday
6:00 PM - 8:00 PM Drop In Basketball -- Auditorium
6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center Hannah Sanchez 4 4/14/2023 4:33 PM
May 20, 2023
Saturday
10:00 AM - 11:00 AM Bulldog Sign Ups -- LeRoy Park and Community Center (11th St, Guadalupe, CA 93434) May 22, 2023
Monday
5:30 PM - 6:00 PM Manager's Meeting - Adult Softball League -- Council Chambers 6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center May 23, 2023
Tuesday
All Day City Council Meeting -- Chambers
6:00 PM - 8:00 PM Microenterprise Workshop
May 24, 2023
Wednesday
6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center 6:30 PM - 8:30 PM Narcotics Anonymous -- Senior Center
May 25, 2023
Thursday
6:00 PM - 8:00 PM Drop In Basketball -- Auditorium
6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center May 26, 2023
Friday
5:00 PM - 5:00 PM Guadalupe's Got Talent Sign Up Deadline -- Recreation Office 6:00 PM - 8:00 PM Private Event Set Up -- auditorium
Hannah Sanchez 5 4/14/2023 4:33 PM
May 27, 2023
Saturday
10:00 AM - 11:00 PM Private Event -- Auditorium
May 29, 2023
Monday
All Day Memorial Day
6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center May 30, 2023
Tuesday
1:00 PM - 5:00 PM Woman & Infant Mobile Health Care
6:00 PM - 8:00 PM Microenterprise Workshop
May 31, 2023
Wednesday
6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center 6:30 PM - 8:30 PM Narcotics Anonymous -- Senior Center
June 1, 2023
Thursday
6:00 PM - 8:00 PM Drop In Basketball -- Auditorium
6:00 PM - 7:30 PM McKenzie Wrestling -- LeRoy Community Center June 3, 2023
Saturday
9:00 AM - 12:30 PM Drop In Dodgeball -- Auditorium
Agenda Item No. 6E 4.

CITY ADMINISTRATOR’S REPORT
April 25, 2023
(Information below may be subject to change)

1. City Administrator and School Superintendent Monthly Meeting Update Each month, the City Administrator meets with Superintendent Dr. Emilio M. Handall, ED.D.

On April 19th, we both discussed having another Joint City and School District Council/Board meeting in October 2023. Also discussed, was the idea of having the city council consider the approval of social host regulations to promote the reduction of underage drinking, marijuana, and illegal drug use by imposing a general penalty on persons responsible for gatherings where these mind-altering chemicals are consumed by minors. The City Administrator also asked Dr. Handall his view of paying a monthly retainer to the Townsend Group (a grant writing firm). Handall indicated the school’s use of them and said the Return-on-Investment (ROI) far exceeds the cost of their services. Remember, Townsend submitted the grant for the $5M Royal Theater project. City staff will discuss this idea during the upcoming budget workshops.

2. Building Official Mark Green
Recently, city staff learned that the City Contract Building Official (Mark Green) has decided not to renew his contract when it expires mid-May 2023. The city is actively seeking a replacement as this is vital (legally required) and for the city building and economic development moving forward.

3. Guadalupe Senior Center Advisory Committee
According to Mayor Julian, please, everyone, be cognizant that the City of Guadalupe has been involved with this Advisory Committee for more than 15 years and, since the senior center is a city building and operating to be all inclusive of the Community at large, non-profit representatives, city representatives, county representative, etc. There are many who want to be involved and form committees but the Mayor would like to have details as history is best served when there is care in being inclusive.

The mayor’s advisory committee is being updated and there is a current city approved template for membership.

4. Earth Day April 22, 2023, 9:00 am 1025 Guadalupe Street- Vets Hall Parking Lot Guadalupe Community Clean Up and Climate Education.

Timeframe: 9:00 am -12:00 p.m.

See above location.

5. Guadalupe Business Association (GBA) Transportation Committee Meeting Agenda Item No. 7
On the evening of Wednesday, April 19th the City Administrator attended a GBA Transportation Committee meeting at Le Roy Park. It has come to several people’s attention that prior to the pandemic, there was a regional Transportation Committee that met semiregularly. Unfortunately, it has not been convened in some time. With so many postpandemic and storm-related challenges, it’s timely and important to get this going again! The meeting focused on reforging connections and relationships between our varied businesses and organizations. Main topic: slide presentation from the Santa Maria Valley Railroad.

6. EconAlliance Energy Forum April 26
If you can, please attend the EconAlliance’s Energy Forum on Wednesday, April 26 at the Corque Craft House from 9:00 am to noon. This in-depth meeting will focus on California’s path to a carbon neutral economy, and it will include snapshot presentations of local energy projects. 2023 Energy Forum – The Economic Alliance Foundation (econalliance.org) Not only will this information be interesting, but this is an excellent networking opportunity.

PG&E has a table at this event, and there are a limited number of seats to offer. Staff and Council, please let Eric Danials from PG&E know if you can attend.

Acceptance of this invite from PG&E will constitute a politically reportable gift with the FPCC in the amount of $45.00.

The Public Works Director and City Administrator cannot attend due to other meeting conflicts.

7. City Hall Painting
The painting of the outside of City Hall is anticipated to take 2 weeks and should be finished by the end of April. The inside is expected to take another 2 weeks and should be done by mid-May.

8. Santa Barbara Arts Council Central Coast Creative Corps (CCCC) Grant The City Administrator, Recreation and Parks Manager, and Council Member Christina Hernandez met again with LADG representatives (Alejandra Mahoney and Tiffany Gonzalez) on April 21 to talk about a potential grant from the Santa Barbara Arts Council. The Santa Barbara County Office of Arts and Culture announced the Central Coast Creative Corps (CCCC) Program, a new grant opportunity open to 501c3 nonprofits, tribal governments, and government agencies in the Central Coast Region. The pilot program offers 23 awards of $140,000 for organizations to hire a local artist or culture bearer to develop art-driven campaigns addressing public health, climate resilience/emergency preparedness, civic engagement, or social justice. Applications are due by May 1, 2023.

This arts committee of city and LADG also attended a zoom workshop meeting on April 13 to discuss how best to develop and apply for the grant application and they will sit in on a grant works shop coming soon. Link below.
www.sbac.ca.gov/creative-corps

9. Recreation Economy for Rural Communities (RERC)
Several community stakeholders, elected officials and city staff participated in the Recreation Economy for Rural Communities (RERC) Workshop – April 12-13 Le Roy Park.

On behalf of the facilitation team, the City Administrator wanted to say thanks to everyone for a wonderful and successful workshop! All the work everyone put into the planning and outreach really showed—all were so happy to see such a great turnout from across the community and so many creative ideas being shared. It felt like we got to a good place with the action planning too. The RERC consultants during the workshop submitted the following attachment 1 containing the slides and participant happenings.

10. California Financing Coordinating Committee (CFCC), USDA Rural Development As part of the California Financing Coordinating Committee (CFCC), USDA Rural Development cordially invites the city staff and our city council to attend the Free Spring 2023 Funding Fair.

The goal of these fairs is to provide communities with the opportunity to discuss infrastructure and/or community facilities project needs with state and federal agencies that have infrastructure financing programs. Various financing agencies will be available and ready to discuss possible city projects. The department heads have been informed to bring the facts regarding your project to determine which agency can meet our needs.

Attachment 2, please find the event flyer with all the details and registration links, there is no charge to attend, but registration is required.

For any questions regarding infrastructure or community facilities financing in rural areas, please contact Sally Tripp by email at [email protected] or by telephone at 559.276.7494 ext. 132.

11. Royal Theater Updates
Here is a Royal Theater update from staff and Tom Brandeberry as it pertains to the Royal Theater actions in the next couple weeks.

EDA: the main items staff is working on for them are:

1. Lot Merger

2. Evidence of Good Tile

3. Lien/Mortgage Recording

4. Site Certification
In the above order. Once the merger is complete, the city attorney will need to do the next two. We have sent him all the materials and TA on what is needed. Staff think if we can get the merger done and recorded before Tom Brandeberry gets back from vacation, that is optimal to keep this ship moving.

CAC: Staff is waiting for an executed contract.

HTC: Philip is working on putting the Tax Attorney to CC for the next meeting.

Second Application passed its first hurdle and has been moved to the feds.

12. One Time Funding
During its past management team meeting the City Administrator (last minute) told the TEAM about a one-time funding opportunity as part of the development of the FY 2023-24 State Budget from our Assembly Member Gregg Hart. City staff is stretched, but the TEAM decided to send a couple priorities from the city. Assembly Member Hart will consider them during the budget development process. The best chance of receiving are awards from $100,000 to $1,000,000.

Per the Assembly Budget Committee, funding requests must meet the following criteria:

1. Must be one-time in nature -- may not have any ongoing costs.

2. No funding is expected to be available for expenditure before March 1, 2024.

3. Cannot be used to fund or implement legislation; and,

4. Cannot be used for Proposition 98 program purposes (Community College or School District programming, training, or curricula).

With the projected State Budget deficit, it is not certain that Asm. Hart will be able to make any District funding requests. They do want to be prepared, however, should the opportunity arise.

Below are two Guadalupe departmental requests:

1. The city completed a qualitative structural evaluation of City Hall in 2022. Because this building provides essential services, it is subject to the Essential Services Building Seismic Safety Act of 1986 and requires in part that buildings be designed to resist forces generated by earthquakes, gravity, and wind. This document suggests that at a minimum, this building needs improvement such as a new roof and wall sheathing, new anchor bolts, and new seismic clips at the floor and roof. Total structural upgrades costs are estimated at $834,665. A complete project including plans and specifications, construction, and inspection are estimated at $1.1 million. This project could be completed in sections to fit a project within available funds. See the chart below for the various sections of the potential project.

2. Public Safety Building Upgrades
Guadalupe, CA
April 12-13, 2023
Facilitated by:

EPR, PC
Nuestra Tierra Conservation Project
ATTACHMENT 1

WELCOME FROM THE STEERING COMMITTEE
• Project contact - Alejandra Mahoney, Los Amigos
de Guadalupe
• Ariston Julian, Mayor, City of Guadalupe
• Lupe Alvarez, Lupe's Company
• Larry Appel, City of Guadalupe
• Cory Bantilan, 5th District, County of Santa Barbara
• Mira Beyeler, Guadalupe Visual and Performing
Arts Center
• Todd Bodem, City of Guadalupe
• Rachel Couch, Central Coast Program, State Coastal
Conservancy
• Emily Dreiling, Recreation Commission, City of
Guadalupe
• Hannah Fuentes, City of Guadalupe
• Bob Havlicek, Housing Authority of the County of
Santa Barbara
• Christina Hernandez, City Council and GuadalupeNipomo Dunes Center • Steve Lavagnino, 5th District, County of Santa
Barbara
• Garret Matsuura, Guadalupe Business Association
• Chachi Ramirez, Guadalupe Visual and Performing
Arts Center
• Roberto Rodriguez, Boys & Girls Clubs of Mid
Central Coast
• Brooks Van Wingerden, Guadalupe Social Club
• L Erika Weber, Guadalupe-Nipomo Dunes Center
• Mark Wilkinson, Santa Barbara County Trails
Council
• Smooth
• Boys & Girls Clubs
• Los Amigos de Guadalupe
• Lobo Butcher Shop
• El Tapatio
• Guadalupe Social Club
• Guadalupe Business
Association
• Guadalupe Coalition of NonProfits
THANK YOU TO OUR SPONSORS!
WORKSHOP AGENDA Day 1: April 12, 2023 • Community Tour • Community Meeting:

Introduction and
Visioning
Where are we now?
Where do we want
to be?
Day 2: April 13, 2023 • Opportunities and Strategies Work Session What needs to happen?
• Action Planning Work Session
How are we going to
make it happen?
TONIGHT’S SESSION Introduction and Visioning:

Where are we now and where do
we want to go? • Introductions & Orientation
• RERC Program Background
• The Power of the Recreation Economy
• Community Context & Workshop Goals
• Group Exercises: Establish visions and values to guide Day 2 action planning
• Wrap-up and next steps

WELCOME AND GROUND RULES
Welcome to the RERC Guadalupe workshop! We’re so grateful and excited that you’re here.

Ground rules - Please...
• Be ready to engage, listen, learn, and share!
• Share the talking time—provide room for others to speak. (Move up, move back) • Listen with respect. Try to understand what someone is saying before rushing to judgment. • If you don’t understand something, ask a question.
• Feel free to communicate in the language you feel most comfortable with. • Focus on the content at hand; hold unrelated topics in the “parking lot.” • Feel free to use the restroom, stretch your legs, and take phone breaks as needed. • Help us make this a safe event for all participants—stay home if you’re sick and wear a mask if you feel more comfortable.

INTRODUCTIONS • Your name
• Affiliation
• ONE word about
Guadalupe
Program
Background

PROGRAM PARTNERS
• A joint project of: • U.S. Environmental Protection Agency (EPA) • USDA Forest Service (FS) • Northern Border Regional Commission (NBRC) • Appalachian Regional Commission (ARC) • With participation from: • Other federal agencies • State, regional and local agencies and organizations
• Local businesses • Others

PARTNER COMMUNITIES

PROGRAM PURPOSE
Partner with communities to:
• Revitalize Main Streets through
outdoor recreation
• Strengthen economic
opportunities for residents and
businesses
• Enhance equitable access to the
outdoors as a key part of the
sustainable use of natural
resources
Expected results:
• New connections among people
to build capacity for success
• Implementable action plans with
goals and strategies for
achieving communities' desired
outcomes

FEDERAL AGENCY PARTNERS
U.S. Environmental Protection Agency (EPA)
• Lauryn Coombs, Office of Community Revitalization
• Reyes Barboza, Office of Community Revitalization
• Jasmine White, Office of Community Revitalization
• CJ Mishima, Region 9
• Abdulfetah Sigal, Region 9
• Noora Shehab-Sehovic, Region 9
USDA Forest Service (USDA FS)
• Andrea Giardina, Cooperative Forestry
• Sherry Hazelhurst, State and Private Forestry, Region 5 • Alicia Sanchez-Scott, Los Padres National Forest
• Michael Papa, Los Padres National Forest
• Matthew Nourmohama, Los Padres National Forest, Santa Lucia Ranger District • Helen Tarbet, Los Padres National Forest, Santa Lucia Ranger District U.S. Department of Transportation (DOT)
• Michael Morris, Federal Highway Administration, California Division, Planning and Environment
USDA Rural Development (USDA RD)
• Maria Gallegos-Herrera, California State Office
• Carol Pranka, California State Office, Area Director
• Lisa Butler, California State Office, Community Facilities Program • Marcos Ramos, California State Office
• Al Correale, California State Office
U.S. Department of Commerce (DOC)
• Andres Chong-Qui Torres, Faith Based and Neighborhood Partnerships • Ann Ngo, Faith Based and Neighborhood Partnerships
U.S. Economic Development Administration (EDA)
• Frances Sakaguchi, Seattle Regional Office
• Asia King, California State Office
U.S. Small Business Administration (SBA)
• Leigh Kearns, District Office
National Oceanic and Atmospheric Administration (NOAA)
• Grace Bottitta-Williamson, Marine Sanctuaries
U.S. National Park Service (NPS)
• Barbara Rice, Rivers, Trails, and Conservation Assistance Program • Patrick Johnston, Rivers, Trails, and Conservation Assistance Program • Anne Dove, Rivers, Trails, and Conservation Assistance Program • Carlos Flores, Rivers, Trails, and Conservation Assistance Program Amtrak, National Network
• Adam Krom, Planning

STATE AGENCY PARTNERS
California State Parks
• Kristine Schilpp, Office of Grants and Local Services, Santa Barbara County • Omar Shafqat, Office of Grants and Local Services, Santa Barbara County • Viktor Patiño, Office of Grants and Local Services, Santa Barbara County California Natural Resources Agency
• Andrea Ambriz, External Affairs
• Lisa Lien-Mager, Strategic Communications
• Albert Lundeen, Communications
California Department of Transportation
• Brandy Rider, District 5
• Ingrid Roberts, District 5
California Coastal Commission
• Annie Kohut Frankel, Grants and Education Programs
• Chris Parry, Public Education Program
• Noaki Schwartz, Communications, Environmental Justice, and Tribal Affairs • Linda Locklin, Public Access Program
• Eben Schwartz, Statewide Outreach
• Steve Hudson, South Central Coast and South Coast District California Waterboards
• Jane Gray, Central Coast Regional Board
Governor's Office of Business and Economic Development (GO-Biz) • Danna Stroud, Central California
California Association for Coordinated Transportation
• Jacklyn Cuddy
• Daniel Mundy
Central Coast Climate Justice Network
• Ana Rosa Rizo-Centino
Santa Barbara County Association of Governments
• Michael Becker, Planning
WORKSHOP: CREATE AN ACTION PLAN • Capture community’s
vision and values
• Assess what exists now
and what can be
strengthened or improved
• Identify needed
partnerships and
coordination
• Identify projects,
priorities, actions, roles
and responsibilities to
move forward
OUR MISSION: CREATE AN ACTION PLAN Community application and selection
Pre-workshop planning calls (x3)
Workshop
Post-workshop / pre-implementation
calls (x3)
Report with community action plan
WHY OUTDOOR RECREATION?
• Outdoor recreation increases
quality of life, which retains and
attracts residents
• Growing the outdoor recreation
sector can be part of a region's
diversified economic development
strategy
• Strengthening outdoor recreation
can help to revitalize downtowns
and main streets
• Improving access to outdoor
recreation allows more people to
enjoy and benefit from it

DEFINING OUTDOOR RECREATION
We all define outdoor recreation based on our lived experiences, where we live, where we visit, what we like to do, who in our lives have taught us or brought us places, what we value, our priorities, etc.
• Recreational activities that DEFINING OUTDOOR RECREATION occur outdoors or in natural
settings, or even your town,
garden, etc.
• In your community, this could
mean hiking, camping, hunting,
fishing, boating, horseback
riding, bird watching, or
something else.
• How you define outdoor
recreation for the purposes of
this workshop is up to you.

QUICK AUDIENCE QUESTION,
short, quick responses, with no wrong answers:
“What does outdoor
recreation mean / look like to
you?”
THE

RECREATION

ECONOMY

OUTDOOR PARTICIPATION AND TRENDS
2022 OUTDOOR PARTICIPATION TRENDS REPORT
https://outdoorindustry.org/resource/2022-outdoor-participation-trends-report/ In 2021, 164 million or 54% of Americans participated in at least one of 53 different outdoor activities.

The average age of the outdoor recreation participant was

37.4 years and their average income $70,635 USD.

OUTDOOR RECREATION: AN ECONOMIC DRIVER
“Inspiring the Future Outdoor Recreation Economy,” State Outdoor Business Alliance Network (Summer 2021) CALIFORNIA’S OUTDOOR RECREATION ECONOMY
Outdoor Industry Association:
https://outdoorindustry.org/state/california

LOCAL ECONOMIC IMPACT

TARGET AUDIENCE & SPENDING
Two Hour Driveshed
Population: 928,475
Median HH income: $85,155
Avg HH spending on entertainment/rec: $4,133
Five Hour Driveshed
Population: 31,752,830
Median HH income: $91,360
Avg HH spending on entertainment/rec: $4,447
“Inspiring the Future Outdoor Recreation Economy,” State Outdoor Business Alliance Network (Summer 2021) • Outdoor recreation is not
accessible, safe, and welcoming for
all
• Underrepresented communities
have faced traumatic experiences
in outdoor spaces, both in the past
and present
• Laws, cultural norms,
transportation and information
barriers, lack of access to gear, and
lack of representation have kept
people away

OUTDOOR RECREATION AND EQUITY
Sign on billboard in vicinity of Cherokee National Forest circa 2015

OUTDOOR RECREATION AND EQUITY
• Many communities want to be welcoming,
inclusive places where all residents and
visitors have access to the benefits of
outdoor recreation. They are:
• Doing inclusive community engagement and
planning around outdoor recreation
• Supporting the leadership and ownership of
underrepresented communities
• Offering a more diverse range of recreational
programs
• Overcoming barriers related to transportation
and infrastructure, information, gear
• Training frontline workers on DEI
• Improving the safety of outdoor spaces for all
users
• Educating users about histories of
discrimination and creating new norms of
behavior in outdoor spaces
• Doing inclusive marketing and outreach
• And more!

OUTDOOR RECREATION AND EQUITY

OPPORTUNITIES AND CHALLENGES
Take a few minutes to write on
colored post-it notes what you
see as your community’s biggest:

Opportunities (Blue Post-It
Notes)
• What is working well in Guadalupe
that could be built upon to support
outdoor recreation, a vibrant
downtown, and a healthy local
economy?
Challenges (Pink Post-It Notes)
• What barriers hinder the development
of abundant outdoor recreation, a
vibrant downtown, and a healthy local
economy?
Write one idea per post-it note.

Place each note on the poster
with the goal it most relates to.

Share your ideas in small groups.

BREAK TIME

COMMUNITY

CONTEXT & GOALS
Why RERC
(Recreation Economy for
Rural Communities)
RERC gives Guadalupe the opportunity
to build on the multiple outdoor
recreation opportunities in the city
and surrounding areas to revitalize
and promote economic development.

RERC allows us to involve citizens,
elected officials, business leaders,
community leaders, and outdoor
enthusiasts in the process.

RERC will give Guadalupe an expanded
roadmap to leverage our outdoor
resources to benefit all citizens
Guadalupe and the surrounding
communities.

Why Guadalupe?

WHAT MAKES OUR COMMUNITY THE PERFECT PARTNER FOR RERC
Historic Downtown
Highway One Downtown Businesses & Organizations
Photo Courtesy: Malcolm Ross
Unique & Expansive Outdoor Assets
Guadalupe-Nipomo Dunes Oso Flaco
Tourist Attractions
Dunes Center In Process Royal Theater
Recreation Facilities
LeRoy Park & Jack O’Connell Park Newly Updated Guadalupe City Hall Gymnasium Economic Development Projects
Royal Theater As a historic landmark that holds significant cultural and historical value for the community,
through restoration and reopening, the
community can once again enjoy the experience
of watching movies and live performances in a
traditional setting, which can serve as a source
of entertainment and education. Additionally,
the broad spectrum of films, concerts, comedy
acts, and musical acts that will be showcased at
the theater can help to create a more diverse
and inclusive cultural scene in Guadalupe,
providing a platform for artists from different
backgrounds to showcase their talents. Overall,
the reopening of the Royal Theater can help to
revitalize the community by promoting the arts,
preserving a valuable cultural asset, and
bringing people together in a shared cultural
experience.

Current Initiatives That Tie to RERC
Goals
-Resiliency Plan
-Extension of Santa Maria
rivertrail from Santa Maria to
Guadalupe
-Bike/Walk path from Downtown
Guadalupe to the beach (State
Coastal Conservancy, Dunes
Collaborative)
-Central Park Updates
-Royal Theater
These projects are just the beginning…
Below are some goals of these workshops:
-Gather community input
-Discover what’s happening
-Discover what the community wants/needs
-Develop a plan that can benefit all citizens of
Guadalupe and that meets the needs of the
community members who live and work right
here

RAILROAD

PARKING
LOT?
RIVER

WETLAND

W MAIN ST

CONCEPTUAL RECREATION PATH

SANTA MARIA

Community
tour

COMMUNITY TOUR HIGHLIGHTS

COMMUNITY TOUR HIGHLIGHTS

COMMUNITY TOUR -WHAT WE HEARD
- A LOT is happening!!
- Examples: Pasadero Development – Central Park improvement – Royal Theater addition and renovation – Far Western Tavern to museum
- “Guadalupe was my favorite spot to go growing up. It’s unbelievable to see and it’s right in our backyard”
- Main Street Dunes – it never gets old, you can’t compare it to anything else - Youth educational opportunities – whale watching, field trips - Birding attraction, very biodiverse
- Intentional development to build downtown to serve existing residents - Grand vision of the Royal Theater to be an entertainment hub - Many movies filmed in Guadalupe
- Transit service improvements. Developing a transit hub (Amtrak + Buses + Biking) - Agricultural town
- Artistic revitalization - murals

COMMUNITY TOUR -TAKEAWAYS
- Need: community wants to be in nature. Strong emphasis on local access. Currently only one access point to the dune that relies on a car as transportation + $5 parking as a barrier to access
- There are strong partnerships and collaborations among the City, Main Street, county and state agencies, recreation user groups/clubs, and more. - The ingredients are there for outdoor recreation to be a driver for the things you are hoping for: economic growth, quality of life, vibrant downtown and community. - Outdoor recreation could CONNECT THE COMMUNITY.
- Lots of ideas for actions already! Amtrak transit hub improvements, potential hotels, new historical museum, Chumash marine sanctuary, Royal Theater programming - Let’s use tonight and tomorrow to bring new people, ideas, and resources to the team and elevate the great work that you have already done.

COMMUNITY SELF-ASSESSMENT HIGHLIGHTS
• Guadalupe is a special community with many unique assets. • Guadalupe-Nipomo Dunes Complex
• Multiculturalism
• Three different cycling routes
• Young population (18 under = 36%)
• Historical, small agricultural town
• Royal Theater
• Amtrak Station
• Opportunity Zone…and so much more!
• Our community has had a lot of success making progress toward our vision (i.e. Royal Theater, Leroy Park, Dunes Center, Community Change Makers, Central Park, Boys & Girls Clubs). • We are excited to tap into outdoor recreation to support local quality of life, economic growth and diversity, and community pride.
• We need a focused plan that opens opportunities!
• This will allow us to make collaborative strategic and equitable investments to meet the needs of residents and generate economic, social, and environmental benefits for the entire community. • We would like to do this work while protecting our natural environment and our community identity and character.

GUADALUPE YOUTH SURVEY
• 264
respondents
between the
ages of 10-14 Daily, 84
More than once a
week, 57
Once a week, 53
Once a month, 20
Every 2-3 months, 12
2-3 times per year, 8 Not at all, 28

FREQUENCY OF OUTDOOR RECREATION

GUADALUPE YOUTH SURVEY

GUADALUPE YOUTH SURVEY
8 30
25 2
1 1
84 5
2 6
4 4
2 4
5 1
2 11
2 2
15 18
21 0 10 20 30 40 50 60 70 80 90
Playground
Jack O'Connell Park
Leroy Park
Santa Maria Park
Whale Park
Waller Park
Not Specified Park
The Bridge
The Dunes
School
Soccer Fields
The Boys and Girls Club
Pool
Oso Flaco Lake
Basketball Court
Minigolf
Softball Fields
Beach
Hiking Trails
City Hall
Own House
Unsure
None
WHERE ARE YOUR FAVORITE PLACES TO RECREATE IN GUADALUPE?

GUADALUPE YOUTH SURVEY
23 104
101
21 10
0 20
40 60
80 100
120
Very Satisfied Satisfied Neither satisfied nor
dissatisfied
Dissatisfied Very Dissatisfied

HOW SATISFIED ARE YOU WITH OUTDOOR RECREATIONAL OPPORTUNITIES IN GUADALUPE?

GUADALUPE YOUTH SURVEY
70 52
23 23
19 19
15 8
6 5 4 3
16 0
10 20
30 40
50 60
70 80
WHAT BARRIERS DO YOU FACE IN PARTICIPATING IN OUTDOOR RECREATION?

GUADALUPE YOUTH SURVEY
What’s missing/what would you like to see?
• More sports arenas/fields (65 mentions)
• Soccer (35 mentions)
• Basketball (11 mentions)
• Football (10 mentions)
• More parks (22 mentions)
• Swimming pool with lessons available (20 mentions)
• More/improved playgrounds (20 mentions)

DRAFT WORKSHOP GOALS
• Beach access: Create more opportunities for safe, convenient, resilient, and free multi-model access from Guadalupe to the beach.
• Youth engagement: Create opportunities for youth to pursue their interests outdoors, engage in science and nature learning, and take active roles in Guadalupe’s outdoor recreation economy.
• Downtown revitalization: Support a vibrant downtown that reflects the community’s rich cultural diversity and identity.
• Lodging: Increase lodging options to attract visitors to Guadalupe and lengthen their stays.
• Promotion: Promote Guadalupe as an attractive destination for adventure, heritage, and recreation tourism, agritourism, and ecotourism.

Accurately expressed?
Relevant for action planning?
TOMORROW’S WORK SESSION
Thursday, April 13
9:00 AM - 5:00 PM
Ron Estabillo Clubhouse
Leroy Park
4689 11th Street
AM
• Day 1 Recap
• Workshop goals revisited
• Case stories and discussion
• Small group exercises
• Action brainstorming
PM
• Action prioritization
• Action detailing
• Report out
• Next steps and wrap-up

WORKSHOP SURVEY
• Your input is essential for making future
improvements to the RERC program
• The survey should take about 15 minutes
• Survey results are anonymous and reported
only in aggregation
https://www.surveymonkey.com/r/QGFVQ88
CONTACT INFORMATION AND THANK YOU!
Local Point of Contact
Alejandra Mahoney, Los Amigos de Guadalupe
[email protected]
805-356-6155
EPA Point of Contact
Lauryn Coombs
U.S. EPA Office of Community Revitalization
[email protected]
202-566-2290
Facilitation Team
Megan McConville, Senior Planner, EPR PC
[email protected], 919-208-1210
Ángel Peña, Executive Director, Nuestra Tierra
Conservation Project
[email protected], 915-217-3688
Guadalupe, CA
April 12-13, 2023
Facilitated by:

EPR, PC
Nuestra Tierra Conservation Project

WELCOME FROM THE STEERING COMMITTEE
• Project contact - Alejandra Mahoney, Los Amigos
de Guadalupe
• Ariston Julian, Mayor, City of Guadalupe
• Lupe Alvarez, Lupe's Company
• Larry Appel, City of Guadalupe
• Cory Bantilan, 5th District, County of Santa Barbara
• Mira Beyeler, Guadalupe Visual and Performing
Arts Center
• Todd Bodem, City of Guadalupe
• Rachel Couch, Central Coast Program, State Coastal
Conservancy
• Emily Dreiling, Recreation Commission, City of
Guadalupe
• Hannah Fuentes, City of Guadalupe
• Bob Havlicek, Housing Authority of the County of
Santa Barbara
• Christina Hernandez, City Council and GuadalupeNipomo Dunes Center • Steve Lavagnino, 5th District, County of Santa
Barbara
• Garret Matsuura, Guadalupe Business Association
• Chachi Ramirez, Guadalupe Visual and Performing
Arts Center
• Roberto Rodriguez, Boys & Girls Clubs of Mid
Central Coast
• Brooks Van Wingerden, Guadalupe Social Club
• L Erika Weber, Guadalupe-Nipomo Dunes Center
• Mark Wilkinson, Santa Barbara County Trails
Council
• Smooth
• Boys & Girls Clubs
• Los Amigos de Guadalupe
• Lobo Butcher Shop
• El Tapatio
• Guadalupe Social Club
• Guadalupe Business
Association
• Guadalupe Coalition of NonProfits
THANK YOU TO OUR SPONSORS!

FEDERAL AGENCY PARTNERS
U.S. Environmental Protection Agency (EPA)
• Lauryn Coombs, Office of Community Revitalization
• Reyes Barboza, Office of Community Revitalization
• Jasmine White, Office of Community Revitalization
• CJ Mishima, Region 9
• Abdulfetah Sigal, Region 9
• Noora Shehab-Sehovic, Region 9
USDA Forest Service (USDA FS)
• Andrea Giardina, Cooperative Forestry
• Sherry Hazelhurst, State and Private Forestry, Region 5 • Alicia Sanchez-Scott, Los Padres National Forest
• Michael Papa, Los Padres National Forest
• Matthew Nourmohama, Los Padres National Forest, Santa Lucia Ranger District • Helen Tarbet, Los Padres National Forest, Santa Lucia Ranger District U.S. Department of Transportation (DOT)
• Michael Morris, Federal Highway Administration, California Division, Planning and Environment
USDA Rural Development (USDA RD)
• Maria Gallegos-Herrera, California State Office
• Carol Pranka, California State Office, Area Director
• Lisa Butler, California State Office, Community Facilities Program • Marcos Ramos, California State Office
• Al Correale, California State Office
U.S. Department of Commerce (DOC)
• Andres Chong-Qui Torres, Faith Based and Neighborhood Partnerships • Ann Ngo, Faith Based and Neighborhood Partnerships
U.S. Economic Development Administration (EDA)
• Frances Sakaguchi, Seattle Regional Office
• Asia King, California State Office
U.S. Small Business Administration (SBA)
• Leigh Kearns, District Office
National Oceanic and Atmospheric Administration (NOAA)
• Grace Bottitta-Williamson, Marine Sanctuaries
U.S. National Park Service (NPS)
• Barbara Rice, Rivers, Trails, and Conservation Assistance Program • Patrick Johnston, Rivers, Trails, and Conservation Assistance Program • Anne Dove, Rivers, Trails, and Conservation Assistance Program • Carlos Flores, Rivers, Trails, and Conservation Assistance Program Amtrak, National Network
• Adam Krom, Planning

STATE AGENCY PARTNERS
California State Parks
• Kristine Schilpp, Office of Grants and Local Services, Santa Barbara County • Omar Shafqat, Office of Grants and Local Services, Santa Barbara County • Viktor Patiño, Office of Grants and Local Services, Santa Barbara County California Natural Resources Agency
• Andrea Ambriz, External Affairs
• Lisa Lien-Mager, Strategic Communications
• Albert Lundeen, Communications
California Department of Transportation
• Brandy Rider, District 5
• Ingrid Roberts, District 5
California Coastal Commission
• Annie Kohut Frankel, Grants and Education Programs
• Chris Parry, Public Education Program
• Noaki Schwartz, Communications, Environmental Justice, and Tribal Affairs • Linda Locklin, Public Access Program
• Eben Schwartz, Statewide Outreach
• Steve Hudson, South Central Coast and South Coast District California Waterboards
• Jane Gray, Central Coast Regional Board
Governor's Office of Business and Economic Development (GO-Biz) • Danna Stroud, Central California
California Association for Coordinated Transportation
• Jacklyn Cuddy
• Daniel Mundy
Central Coast Climate Justice Network
• Ana Rosa Rizo-Centino
Santa Barbara County Association of Governments
• Michael Becker, Planning
WORKSHOP AGENDA Day 1: April 12, 2023 • Community Tour • Community Meeting: Introduction and Visioning
Where are we now?
Where do we want
to be?
Day 2: April 13, 2023 • Opportunities and Strategies Work Session What needs to happen?
• Action Planning Work Session
How are we going to
make it happen?
TODAY’S WORK SESSIONS
AM
• Day 1 Recap
• Workshop goals revisited
• Case stories and discussion
• Small group exercises
• Action brainstorming
Lunch
• Federal and state partner
sharing
PM
• Action prioritization
• Action detailing
• Report out
• Next steps and wrap-up

WELCOME AND GROUND RULES
Welcome to the RERC Guadalupe workshop! We’re so grateful and excited that you’re here.

Ground rules - Please...
• Be ready to engage, listen, learn, and share!
• Share the talking time—provide room for others to speak. (Move up, move back) • Listen with respect. Try to understand what someone is saying before rushing to judgment. • If you don’t understand something, ask a question.
• Feel free to communicate in the language you feel most comfortable with. • Focus on the content at hand; hold unrelated topics in the “parking lot.” • Feel free to use the restroom, stretch your legs, and take phone breaks as needed. • Help us make this a safe event for all participants—stay home if you’re sick and wear a mask if you feel more comfortable.

INTRODUCTIONS • Your name
• Affiliation
• What are you most
excited about
today?
What We
Heard
DAY 1 ALL-STAR GROUP

ONE WORD ABOUT GUADALUPE
WHAT DOES OUTDOOR RECREATION LOOK LIKE?

CHALLENGES
• Affordable housing
• Access to the dunes
• Preservation of rural-ness and dunes
• Lack of lodging/hotels
• Downtown Infrastructure: Limits to accessibility/walk(bike)ability, traffic • Lack of green space/trails
• New businesses need support - available/affordable retail spaces • Activities for youth and adults
• More jobs
• Unsafe to walk/street crossings

OPPORTUNITIES
• Beach access, dunes
• Natural beauty
• Amazing weather
• Growing population
• Caring and tight community, good people, tons of heart! • Location
• New community buildings and parks
• Multipurpose trail between Guadalupe and Santa Maria, bike lanes and trails • Agriculture
• Recreation/community events downtown
• New businesses
• Highway 1 improvements
• Beautiful and historic buildings, vacant buildings
Current Initiatives That Tie to RERC
Goals
-Resiliency Plan
-Extension of Santa Maria
rivertrail from Santa Maria to
Guadalupe
-Bike/Walk path from Downtown
Guadalupe to the beach (State
Coastal Conservancy, Dunes
Collaborative)
-Central Park Updates
-Royal Theater

GUADALUPE YOUTH SURVEY

GUADALUPE YOUTH SURVEY
What’s missing/what would you like to see?
• More sports arenas/fields (65 mentions)
• Soccer (35 mentions)
• Basketball (11 mentions)
• Football (10 mentions)
• More parks (22 mentions)
• Swimming pool with lessons available (20 mentions)
• More/improved playgrounds (20 mentions)

WORKSHOP GOALS
• Beach access: Create more opportunities for safe, convenient, resilient, and free multi-model access from Guadalupe to the beach while preserving the area’s rural character.
• Youth engagement: Create opportunities for youth to pursue their interests outdoors, engage in science and nature learning, and take active roles in Guadalupe’s outdoor recreation economy.
• Downtown revitalization: Support a vibrant downtown that reflects and preserves the community’s rich cultural diversity and identity. • Lodging: Increase lodging options to attract visitors to Guadalupe and lengthen their stays.
• Promotion: Promote Guadalupe as an attractive destination for adventure, heritage, and recreation tourism, agritourism, and ecotourism.

Accurately expressed?
Relevant for action planning?
Case Story
Sharing
Revitalizing
The Lost
Sierra
We’ve been around since 2003. Sierra Buttes Trail
Stewardship is a volunteer driven non-profit dedicated to the maintenance and enhancement of trail systems in the Lost Sierra.
2022 Accomplishments:
● 67 Employees (30 youth)
● 25 Miles Trail Built
● 226 Miles Trail Maintained
● 592 Trail Volunteers
● 4,290 Volunteer Hours
● $1.45 Million Gross payroll
Sierra Buttes Trail
Stewardship (SBTS)
Why it will work:

Outdoor Participation Trends
“More than half (54%) of Americans ages 6 and
over participated in at least one outdoor activity in
2021, and the outdoor recreation participant base
grew 2.2% in 2021 to 164.2M participants.”
*Reporting by Outdoor Industry Association
A Bold
Plan
BUILD a new economic
base for 15 iconic Northern
Sierra communities
CREATE 600 miles of
trails for all trail users

REBUILD,

RECOVER,

RESILIENCE
Project Phases
● Phase 1 – Planning, Mapping
and Trails Master Plan
Development
● Phase 2 – Environmental
Review (NEPA & CEQA)
● Phase 3 – Construction
● Phase 4 – Maintenance
Youth
Crew
Program
The SBTS Youth Crew is an eight week
summer youth employment program that
engages young people in meaningful work
experiences on their local public lands.

SBTS Youth Crew Members work on multiuse public trails located on US Forest Service land in Plumas, Lassen and Sierra
Counties. This program promotes
awareness and appreciation of the public
lands and develops an ethic of
environmental stewardship and civic
responsibility.

Program History
● Began in 2012 with one 4 week crew
● 2013-2016 1 crew, 4-6 weeks
● 2017-2019 2 crews, 2-5 weeks
● 2020 COVID-19 - no YC
● 2021 3 crews, 4 weeks
● 2022 3 crews, 6 weeks
● 2023 2 crews, 8 weeks
Community Impact of Youth Crew
● Youth Crew Members are
employees of the stewardship
and are compensated for their
work
● Members can earn a college
certificate in Trail Building due
to our collaboration with
Feather River College
● The skills gained through the
Youth Crew Program are
applicable to many industries
outside of trail maintenance
Fire Impacts
Regional fire impacts to trails
● 162 miles existing trails
● 29 miles approved trail
● 295 miles Connected Communities Route

Recreation & Fuels Management
SBTS plans to answer Plumas National Forest call
to foster an “all-hands approach to fire and fuels
management” by:
- Ensure trails are recognized as a regional
economic asset
- Establish criteria for fuel reduction along trail
corredor to in order to:
- Create permanent fire control lines
around communities
- Create control lines for implementation
of prescribed fire
- Provide routes for ingress and egress
during a wildfire incident

QUESTIONS
CONTACT:

Nova Collinson - Human Resource Director
[email protected]
Photos provided by Ken Etzel and SBTS
WHAT

RESONATES
WITH YOU?
Guadalupe Workshop - Community Case Studies April 13, 2023 CASE STUDY #1 –

MARIPOSA COUNTY

RECREATION &

RESILIENCE PLAN
This planning effort advances the
implementation of a variety of community
objectives, especially those related to
public health, economic development,
creative placemaking, landscape
restoration, and climate change adaptation.

This Plan is a long range planning tool to
determine service gaps, analyze recreation
and resilience trends and identify
opportunities for the County to improve.

March 2021

A Systemwide Plan for Recreation and
Resilience: A resilient Mariposa County is one
that grows equitably and sustainably even with
the impacts of acute or chronic stressors.

Resilient planning begins with integrating
chronic stressors and acute shocks in design,
operation, and maintenance of Mariposa
County’s park, trail, and open space plans and
investments. Every decision, policy, institution,
and community member has a role to play in
achieving and maintaining a resilient
community. All identified goals and strategies of
this Plan result in health for the earth, the
individual and the community.
https://www.mariposacounty.org/
CASE STUDY #2 –

EASTERN SIERRA

SUSTAINABLE

RECREATION

PARTNERSHIP

THE EASTERN SIERRA SUSTAINABLE RECREATION
PARTNERSHIP IS:
•A unique "public/public" partnership between local and federal government agencies
•A regional voice - emerging as a leader for sustainable outdoor recreation in California
•Growing! In addition to the current signatories, other regional agencies are taking steps to join the
partnership
The ESSRP goals are to “… design, plan,
implement, and report out projects to improve
and maintain recreational opportunities as well
as restore ecosystems to their natural resiliency
and functions.”

The initiative is composed of four tracks, or areas of
focus, with specific deliverables: Regional
Recreation Stakeholder Engagement; Climate
Adaptation & Resilience Assessment; Connection to
the Eastern Sierra Visitor Audience; and Project
Development & Prioritization for Funding.
https://www.essrp.org/
Thank You
Danna Stroud
Community & Place-Based Solutions Regional Manager, Central CA [email protected]
https://business.ca.gov/
https://economicdevelopment.business.ca.gov/
WHAT

RESONATES
WITH YOU?

BREAK TIME
Priming the
“Action” Pump
Exercises
SMALL GROUP EXERCISES: BREAKOUT GROUPS
• Assets and Opportunities Mapping
• Itinerary Planning
We’ll do a quick overview of the options and then your small group facilitator will give more instructions!
A spokesperson from each group will be asked to share what they learned:
• What are the top 3 opportunities that your group identified? • What top 3 gaps did your group identify that need filling? • What 3 actions would your group recommend to make progress?

WORKSHOP GOALS
• Beach access: Create more opportunities for safe, convenient, resilient, and free multi-model access from Guadalupe to the beach while preserving the area’s rural character.
• Youth engagement: Create opportunities for youth to pursue their interests outdoors, engage in science and nature learning, and take active roles in Guadalupe’s outdoor recreation economy.
• Downtown revitalization: Support a vibrant downtown that reflects and preserves the community’s rich cultural diversity and identity. • Lodging: Increase lodging options to attract visitors to Guadalupe and lengthen their stays.
• Promotion: Promote Guadalupe as an attractive destination for adventure, heritage, and recreation tourism, agritourism, and ecotourism.

ASSETS AND OPPORTUNITIES MAPPING
Place colored dots on the map to
identify:

GREEN: Outdoor recreation assets, e.g.,
key destinations, activities, trails, signage,
visitor centers, guide services, gear
shops, sports facilities, etc.

BLUE: Supportive community assets,
e.g., libraries, cultural spaces, theaters,
businesses, gathering places, etc.

YELLOW: Opportunities and big ideas,
e.g., what would you like to add, see
happen, infrastructure or connectivity
needs, etc.

LINES can be drawn to identify
transportation connections among
assets.

Important: Number the dots and write on a flip chart the name and any other relevant information. Think specifically about your downtown and outdoor rec economy!
ASSETS & OPPORTUNITIES: SAMPLE RESULTS
Place colored dots on the map to
identify:

GREEN: Outdoor recreation assets,
e.g., key destinations, activities, trails,
signage, visitor centers, guide services,
gear shops, sports facilities, etc.

BLUE: Supportive community assets,
e.g., libraries, cultural spaces, theaters,
businesses, gathering places, etc.

YELLOW: Opportunities and big
ideas, e.g., what would you like to add,
see happen, infrastructure or
connectivity needs, etc.

LINES: Transportation connections.

When you place a dot on the map, number
and describe the dot (make a legend).

ASSETS & OPPORTUNITIES: SAMPLE RESULTS
EXERCISE: ITINERARY PLANNING
Create a 2-day itinerary in/around your
community for the following people:
• A group of cyclists
• A young couple traveling on Highway 1
• A local school group (middle-high school)
• A local resident new to outdoor activities
• A tourist in town for a local festival
Where would they go and what would
they do? Think about where they would:
• Recreate
• Buy or rent gear, supplies, and guide
services
• Eat, drink, and shop
• Sleep (if they’re not local)
• Get information
• How they would get around
• What they would do in different weather
conditions
Indicate what currently exists and what
you hope will exist in the future.

Activity Location/destination Supplies and services
needed, source
Transportation/route to
next stop
Arrive, have lunch
downtown
Walt’s Diner Information from
downtown kiosk
Drive Rts. 28 and 1
Canoe and swim Big Moose Lake Canoes from inn, maps?
Snacks? Waterproof
bags for phones?
Walk
Check in, have dinner Big Moose Inn
Evening activities? Big Moose Inn/ nearby?
SAMPLE ITINERARY: For a family with children on summer vacation Day 1
Day 2
Activity Location/destination Supplies and services
needed, source
Transportation/route to
next stop
Short, easy hike Bald Mountain Snacks from
convenience store?
Drive Rts. 1 and 28
Have lunch downtown Adirondack Dog House Drive
Scenic chairlift ride McCauley Mountain Souvenirs? Drive Ice cream Pied Piper Walk
Etc…
NEW EXERCISE IDEAS ANYONE?

SUSTAINABLE

TOURISM

CLUSTER
Venue
Amenities
(Goods &
Services)
Rental
Retail Outfitter/Guide
Wholesale
Manufacture
Asset-Based
Placed-Based
Economic
Development
ITINERARY PLANNING REPORT OUT Now, take another look at your itineraries and identify the
following:
• Strengths: What kinds of
recreation and downtown
amenities do you have a lot
of/in high quality?
• Gaps: What are you missing?
What could make your region
more attractive to visitors and
locals who want to recreate?
As you answer, think about the
items on the asset-based placebased economic development wheel. What opportunities exist
to build up this value chain,
particularly in your downtown?

REPORT OUTS
Breakout Group Report Outs:
• What are the top 3 opportunities that your group
identified?
• What top 3 gaps did your group identify that need
filling?
• What 3 actions would
your group recommend to
make progress?

BREAK TIME
Action
Planning Process

ACTION BRAINSTORMING
Action Brainstorming
Instructions • Identify one or two key actions for each goal you’re interested in. One per post-it
note.
• Begin with a verb; be specific; think near-
to medium-term (within 2 years);
• Which goal does it help advance? Include
the goal number.
• Please write a complete sentence. • Consider actions that you could help with.

Examples of actions…
• Provide small business counseling and technical assistance to outdoor recreation businesses.
• Hold a mountain film fest in 2023. • Engage local high school students in trail construction and maintenance projects.

BRAINSTORM INSTRUCTIONS
• Identify one or two key actions for each
goal you’re interested in. One per post-it
note.
• Begin with a verb; be specific; think
near- to medium-term (within 2 years);
• Which goal does it help advance?
Include the goal number.
• Please write a complete sentence.
• Consider actions that you could help
with.

Examples of actions…
• Provide small business counseling and
technical assistance to outdoor
recreation businesses.
• Hold a mountain film fest in 2023.
• Engage local high school students in
trail construction and maintenance
projects.

WORKSHOP GOALS
• Beach access: Create more opportunities for safe,
convenient, resilient, and free multi-model access from Guadalupe to the beach while preserving the area’s rural character.
• Youth engagement: Create opportunities for youth to
pursue their interests outdoors, engage in science and nature learning, and take active roles in Guadalupe’s outdoor
recreation economy.
• Downtown revitalization: Support a vibrant downtown that reflects and preserves the community’s rich cultural diversity and identity.
• Lodging: Increase lodging options to attract visitors to Guadalupe and lengthen their stays.
• Promotion: Promote Guadalupe as an attractive destination for adventure, heritage, and recreation tourism, agritourism, and ecotourism.

WORKSHOP GOALS
• Beach access: Create more opportunities for safe, convenient, resilient, and free multi-model access from Guadalupe to the beach while preserving the area’s rural character.
• Youth engagement: Create opportunities for youth to pursue their interests outdoors, engage in science and nature learning, and take active roles in Guadalupe’s outdoor recreation economy.
• Downtown revitalization: Support a vibrant downtown that reflects and preserves the community’s rich cultural diversity and identity. • Lodging: Increase lodging options to attract visitors to Guadalupe and lengthen their stays.
• Promotion: Promote Guadalupe as an attractive destination for adventure, heritage, and recreation tourism, agritourism, and ecotourism.

LUNCH! LUNCH
THIS WORK SESSION Action Planning: How are we
going to make it happen? • Introductions/recap of what we've done so far • Action prioritization • Review of voting results, Q&A/discussion • Action prioritization/detailing in breakout groups • Report out for each goal: call to action! • Offers & asks • Next steps and wrap-up ACTION PRIORITIZATION Which ideas are going to make it
happen? • Move around the room, using your stickers to mark the actions you think should be the highest
priority
• Your votes can be distributed however you like across any of the goals
• Can spend one extra (a double) on a favorite action, but no more please

ACTION PRIORITIZATION
• We will review the voting results
together, and work in small groups
to detail them out in the following
action detailing session.

ACTION

DETAILING

ACTION DETAILING BREAKOUTS
We’ll detail the top 3-5 actions in breakout groups focused on each goal.

Workshop Goals:
• Beach access: Create more opportunities for safe, convenient, resilient, and free multi-model access from Guadalupe to the beach while preserving the area’s rural character. • Youth engagement: Create opportunities for youth to pursue their interests outdoors, engage in science and nature learning, and take active roles in Guadalupe’s outdoor recreation economy. • Downtown revitalization: Support a vibrant downtown that reflects and preserves the community’s rich cultural diversity and identity.
• Lodging: Increase lodging options to attract visitors to Guadalupe and lengthen their stays. • Promotion: Promote Guadalupe as an attractive destination for adventure, heritage, and recreation tourism, agritourism, and ecotourism.

ACTION PLANNING - GETTING TO THE DETAILS
• Choose one goal to focus on first, but
feel free to move amongst groups.
• The group should decide on 3-5
actions to complete based on the
voting and what makes sense.

Consider:
• Are the top voted actions the right
first steps needed to advance the
goal?
• Does something else need to be
done first?
• Add or modify any actions
necessary. Feel free to split an action
into phases 1 and 2, to consolidate
similar actions, and to reprioritize.
• Re-write clustered actions as a unified
action.
• Complete the table as clearly and
specifically as possible.

This is the part of the process most critical for determining what will happen to support the community’s goals, why each action is important, who will need to be involved, how long actions will take, and what resources are available and needed for success.

REPORT OUTS
One Volunteer For Each
Goal to Prepare a
Report Out:

For each action in the
table, share your call to
action! • What is your first step and timeframe? • Who is taking the lea
d?
• What do you still
needto get it done?
On an index card, write:

Offer: What you can and/or
would like to provide to
advance the action plan.

Ask: What you hope and/or
expect from the process
moving forward.

Your full name
CLOSING – OFFERS & ASKS
THANK YOU! ALL DONE! TIME TO
CELEBRATE.

Keep an eye out for invitations
to the post-workshop calls and
the draft action plan!
Please complete the EPA survey.

THANK YOU!

WORKSHOP SURVEY
• Your input is essential for making future
improvements to the RERC program
• The survey should take about 15 minutes
• Survey results are anonymous and reported
only in aggregation
https://www.surveymonkey.com/r/QGFVQ88
CONTACT INFORMATION AND THANK YOU!
Local Point of Contact
Alejandra Mahoney, Los Amigos de Guadalupe
[email protected]
805-356-6155
EPA Point of Contact
Lauryn Coombs
U.S. EPA Office of Community Revitalization
[email protected]
202-566-2290
Facilitation Team
Megan McConville, Senior Planner, EPR PC
[email protected], 919-208-1210
Ángel Peña, Executive Director, Nuestra Tierra
Conservation Project
[email protected], 915-217-3688
California Financing Coordinating Committee
Invites You to Attend the
FREE Spring 2023 Virtual Funding Fair on
Presentations
9:00 a.m. to an estimated
time of 12:30 p.m.

Virtual Booths
Estimated time of 9:30 a.m. to
approximate time of 2:00 p.m.

The funding fair provides an opportunity
for attendees to speak directly with
program staff about specific projects
and issues affecting their community.

Please visit the CFCC website at www.cfcc.ca.gov for more information and member directory.

Connect with federal, state, and local agencies to discuss the financial and technical resources available.

Seeking Funding for Your Infrastructure Project
Obtain information about currently available infrastructure grant, loan and bond financing programs, and options
May 4, 16, and 25, 2023
Zoom Link information will be emailed to those who are registered

REGISTER TODAY
ZOOM
ATTACHMENT 2
California Financing Coordinating Committee
Federal, State, and Local Agencies
www.cfcc.ca.gov
1 Guadalupe City Council
Public Safety Director Report
Code Compliance - 04/25/2023
2/28/2023
11:28:38
Josue Meraz
(0795) 894 Guadalupe St GMC 8.40.030 Unsafe Buildings-Collecting Rent for Written 2/28/2023
11:29:53
Josue Meraz
(0795) 4532 Gusto Ct
GMC 18.40.050 Material and equipment storage
areas Written
3/30/2023
11:40:48
Josue Meraz
(0795) 4585 Eleventh St CVC 5204 No Valid Tags/Tags not Visible Written 3/30/2023
11:42:02
Josue Meraz
(0795) 4585 Eleventh St GMC 10.32.010 Parking 72 Hours Written 3/31/2023
10:57:00
Josue Meraz
(0795) 322 Obispo St GMC 10.32.010 Parking 72 Hours Verbal 3/31/2023
10:58:31
Josue Meraz
(0795) 234 Obispo St GMC 10.32.010 Parking 72 Hours Verbal 3/31/2023
10:59:50
Josue Meraz
(0795) 202 Tognazzini Ave GMC 10.32.010 Parking 72 Hours Verbal 4/4/2023 16:50:21
Josue Meraz
(0795) 4555 Castillo Dr CVC 5204 No Valid Tags/Tags not Visible Written 4/4/2023 16:51:48
Josue Meraz
(0795) 216 Pioneer St CVC 5204 No Valid Tags/Tags not Visible Written 4/4/2023 16:52:48
Josue Meraz
(0795) 216 Pioneer St GMC 10.32.010 Parking 72 Hours Written 4/6/2023 15:53:02
Josue Meraz
(0795) 307 Ninos Dr CVC 5204 No Valid Tags/Tags not Visible Written 4/6/2023 15:56:26
Josue Meraz
(0795) 307 Ninos Dr GMC 10.32.010 Parking 72 Hours Written 4/6/2023 15:57:27
Josue Meraz
(0795) 4461 La Joya Dr CVC 5204 No Valid Tags/Tags not Visible Written 4/6/2023 16:07:21
Josue Meraz
(0795) 4461 La Joya Dr GMC 10.32.010 Parking 72 Hours Written 4/6/2023 16:08:43
Josue Meraz
(0795) 4353 La Joya Dr CVC 5204 No Valid Tags/Tags not Visible Written 4/6/2023 16:09:37
Josue Meraz
(0795) 4353 La Joya Dr GMC 10.32.010 Parking 72 Hours Written 4/6/2023 16:12:07
Josue Meraz
(0795) 4425 La Joya Dr GMC 8.16.010 Removal of Grass and Weeds Written 4/7/2023 10:36:56
Josue Meraz
(0795) 226 Pioneer St CVC 5204 No Valid Tags/Tags not Visible Written 4/7/2023 10:39:52
Josue Meraz
(0795) 226 Pioneer St GMC 10.32.010 Parking 72 Hours
Pending /
Monitoring
4/7/2023 12:07:36
Josue Meraz
(0795)
205 Campodonico
Ave CVC 5204 No Valid Tags/Tags not Visible Written
4/7/2023 12:08:29
Josue Meraz
(0795)
205 Campodonico
Ave GMC 10.32.010 Parking 72 Hours
Pending /
Monitoring
Agenda Item No. 8
2 Timestamp Personnel Zone Address Violation type
Notice
Type
4/14/2023
10:28:56
Guadalupe
Reyes
Zone
Z 4772 Hernandez litter Verbal
4/14/2023
10:13:07
Guadalupe
Reyes
Zone
Z 4825 Chapman weeds and address number Verbal
4/14/2023
10:04:40
Guadalupe
Reyes
Zone
Z 4826 Pagaling weeds Verbal
4/14/2023
9:59:15
Guadalupe
Reyes
Zone
Z 4845 paging home address Written
4/14/2023
9:54:38
Guadalupe
Reyes
Zone
Z 295 Mahoney weeds Written
4/14/2023
9:47:52
Guadalupe
Reyes
Zone
Z 4727 wong st weeds Written
4/14/2023
9:43:25
Guadalupe
Reyes
Zone
Z fifth st vacant lot weeds Written
4/14/2023
9:33:32
Guadalupe
Reyes
Zone
Z 4690 fifth st weeds and accumulation of litter Verbal 4/14/2023
9:30:53
Guadalupe
Reyes
Zone
Z 4685 fifth st weed Verbal
4/14/2023
9:24:50
Guadalupe
Reyes
Zone
Z 595 campodonico weeds abatement Written
4/10/2023
9:30:31 Jacob Nuno
Zone
Y 4593 Twelfth St. Address Verbal
3/31/2023
17:48:12
Zone
X 380 campodonico Missing address Verbal
3/30/2023
11:46:07
Zone
X 4406 Fir Missing address Verbal
3/30/2023
11:43:07
Zone
X 4412 Fir Missing address Verbal
3/30/2023
11:38:35
Zone
X 4454 Fir
Address not available n contrast
with background Verbal
3/30/2023
10:45:24
Zone
X 4484 third Missing address Verbal
3/30/2023
10:42:46
Zone
X 4405 Second Verbal
3 3/30/2023
10:35:11
Zone
X 4411 second Missing address Verbal
3/30/2023
10:28:23
Zone
X 4459 Second Address missing number Verbal
3/30/2023
10:21:50
Zone
X 4426 Amber Address not in contrast Verbal
3/21/2023
12:53:51
Zone
Z 134 egret st vehicle in lawn Verbal
3/21/2023
12:47:40
Zone
Z
208 point sal
dunes way vehicle in lawn Verbal
3/21/2023
12:39:03
Zone
Z 4772 hernandez st litter Verbal
3/21/2023
12:34:05
Zone
Z 4834 Hernandez st vehicle in lawn Written
3/21/2023
12:28:03
Zone
Z 209 Camp Ln abandoned vehicle / disrepair Verbal
3/21/2023
12:24:41
Zone
Z 217 camp st abandoned vehicle Verbal
3/21/2023
12:17:35
Zone
Z 213 camp st no address Verbal
3/21/2023
12:07:58
Zone
Z 4825 Chapman no address Written
3/21/2023
12:04:14
Zone
Z 4829 Chapman Dr no address Verbal
3/8/2023
16:05:01
Zone
X 4588 Del Mar st oversize shed without permits Verbal
2/13/2023
11:43:51
Zone
Z 165 San Miguel Ct Veh on the yard Verbal
2/6/2023
15:08:11
Zone
Z
208 pacific dunes
way address and vehicle Verbal
2/6/2023
14:56:52
Zone
Z 184 san miguel vehicle in lawn Verbal
1/23/2023
14:51:17
Zone
X
390 Campodonico
Ave. weed abatement Written

Agenda Item No. 9

REPORT TO THE CITY COUNCIL OF THE CITY OF GUADALUPE
Agenda of April 25, 2023

________________________________ __________________________________ Prepared by: Approved by:

Tiffany Gonzales, Todd Bodem, City Administrator
Community Development Director, LADG
SUBJECT: Council approval of the Resilience-Guadalupe Plan.

RECOMMENDATION:

It is recommended that the City Council adopt Resolution No. 2023-30 approving the ResilienceGuadalupe Plan as written.

BACKGROUND:

The City of Guadalupe was awarded a planning grant from the State Community Development Block Grant (CDBG) program for the renovation of Le Roy Park. Los Amigos de Guadalupe (LADG) which at the time was called Rural Community Development Corporation of California (RCDCC), paid the $5,000 in required matching funds after the City Council approved submission of the planning grant application on November 14, 2018. LADG (RCDCC at the time) was awarded a contract with the City on October 9, 2018, to administer this grant which included a requirement for the preparation of the ResilienceGuadalupe Plan.

The work on Guadalupe’s Resiliency Plan began in early 2019, with an introductory presentation to the City Council on February 26th . Initial progress was strong, with leadership meetings in the spring of 2019 and the first stakeholder meetings in September and November of the same year. With the onset of COVID-19 in March 2020, the formal Resilience-Guadalupe effort was put on hold as the community shifted its energy to an immediate response to the pandemic.

Pre-Covid, LADG created a Facebook page, LADG developed a community survey, which had over 150 responses in both English and Spanish and created a Leadership Team (held over 12 meetings throughout the process). Additionally, well over 200 people attended one of many public community meetings, in Spanish and English, as part of this planning effort. Participants included 7th and 8th graders from Kermit McKenzie Jr. High School, teachers, city staff, council members, many service organizations, and community members.

The planning effort restarted with remote meetings via Zoom. Several remaining community groups were held along with 7 focus groups, all completed in 2021, which completed what was an extensive community participation.

Tiffany Gonzales

Due to Covid 19 and staffing changes/shortages within LADG, and after the outreach effort was completed, the plan was placed on the back burner for quite some time. The draft was formalized and released for public comment on February 10, 2023. The draft plan was placed on the LADG webpage, an email was sent out to the LADG email list (400 strong), which include everyone who participated in the planning effort and asked to be contacted and was announced on the Resilience-Guadalupe Facebook page, with a physical copy placed at City Hall in the Administration Department and at the Guadalupe Library. It should be noted no comments were received at the close of the comment period on March 10, 2023.

As part of the State CDBG planning grant requirement, the program requires that the ResilienceGuadalupe Plan be approved by the City Council via a resolution.

DISCUSSION:

The Final Draft has been placed on the LADG website. Past events, data collected, recorded Zoom meetings, presentation slides, and much more are also on this page which LADG will be leaving on their website to allow the City, community organizations, and community members to have access to the plan and all the materials and data for a future initiative to implement the plan.

Along with a list of Assets and Impediments and a comprehensive list of community data, the plan has some recommendations which are directed to the community as a whole and not just City staff or the City Council. While some recommendations would require the City to implement, others could be picked up by community organizations.

Some recommendations, due in part to the time this plan took to be complete, have already been implemented. For example, many community members voiced the need for better parks and since those comments, the City has renovated Le Roy Park and the Community Center and awarded $5M to renovate Central Park. As another example, early in the process business leaders and community members identified a need for a better relationship between the City and the business community. With the support of the City (staff and Council Members), LADG facilitated meetings with both the City and business leaders and local non-profit organizations which led to the incorporation of the Guadalupe Business Association.

FISCAL IMPACT:

While this plan has no direct fiscal impact, the plan has the potential to generate funds with the data and findings being a valuable reference document for grant writing for both the City and community organizations.

ATTACHMENTS:

1. Resolution No. 2023-30

2. Guadalupe Community Resilience Plan 2023

3. PowerPoint Presentation Slides

RESOLUTION NO. 2023-30

A RESOLUTION OF THE CITY COUNCIL OF THE CITY GUADALUPE APPROVING THE GUADALUPE

RESILIENCE PLAN
WHEREAS, the City Council approved the submission of a State Community Development Block Grant (CDBG) program application for, among other activities, a planning grant on November 14, 2017; and WHEREAS, on October 9, 2018, the City contracted with Los Amigos de Guadalupe (LADG) which at the time was called Rural Community Development Corporation of California, to administer the planning grant, which included as a requirement the preparation of the Resilience-Guadalupe Plan; and WHEREAS, LADG completed extensive community outreach to ensure that all segments of the community were given the opportunity to participate in this planning effort; and WHEREAS, LADG used multiple methods to glean data/input from creating a leadership team, including developing a survey, creating a Facebook page, creating Zoom meetings during the Covid epidemic, going into the Guadalupe Union School District schools to ensure youth involvement, organizing Spanish only community meetings, and researching all public data showing important demographic data; and WHEREAS, LADG organized a final leadership team meeting, opened a public comment period for the final draft version of the Resilience-Guadalupe Plan, which closed on March 10, 2023, with no comment; and
WHEREAS, as part of the State CDBG planning grant requirement, the program requires that the Resilience-Guadalupe Plan be approved by the City Council via a resolution; and WHEREAS, the City Council members received a hard copy of the “Final” Resilience-Guadalupe Plan; and NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Guadalupe as follows:

SECTION 1. The Resilience-Guadalupe Plan as given to as “Final” for the purpose of “closing” the awarded activity from the State CDBG program is approved.

SECTION 2. The City Clerk is hereby authorized to make minor changes herein to address clerical errors, so long as substantial conformance of the intent of this document is maintained. In doing so, the City Clerk shall consult with the City Administrator and City Attorney concerning any changes deemed necessary.

PASSED, APPROVED AND ADOPTED at a regular meeting on the 25th day of April 2023 by the following vote:

MOTION:

ATTACHMENT 1

AYES:

NOES:

ABSENT:

ABSTAINED:

I, Amelia M. Villegas, City Clerk of the City of Guadalupe DO HEREBY CERTIFY that the foregoing Resolution, being Resolution No. 2023-30, has been duly signed by the Mayor and attested by the City Clerk, all at a regular meeting of the City Council, held April 25, 2023, and that same was approved and adopted.

ATTEST:
______________________________ ____________________________________ Amelia M. Villegas, City Clerk Ariston Julian, Mayor
APPROVED AS TO FORM:
______________________________
Philip F. Sinco, City Attorney
City of Guadalupe
Community Resilience Plan
2023
City of Guadalupe
Community Resilience Plan
2023
Completed by: Los Amigos de Guadalupe
Photo Credit: Eric Larson, 2022 Written by: Sonia Rios-Ventura, Eric Larson, Tom Brandeberry ATTACHMENT 2
Contents
Foreword ................................................................................................................................................................ 5 Acknowledgements & Thanks .............................................................................................................................. 9 About the City of Guadalupe ................................................................................................................................. 15 Introduction .............................................................................................................................................. 15 Geography and Climate ........................................................................................................................... 16 History ..................................................................................................................................................... 21 Resiliency As Development................................................................................................................................... 25 Resilience Defined.................................................................................................................................... 25 Resiliency is Not Just Disaster Preparedness, nor A Specific Response to Climate Change........................................................................................................................................ 28 Planning for Community Resilience......................................................................................................... 29 A Portrait of Guadalupe -- by the Numbers .......................................................................................................... 33 Holistic Approaches to Vulnerability: Using Indices to Evaluate the Community ............................... 34 Vulnerability as Impediment.................................................................................................................... 45 The Core of Resiliency: Identifying Assets, Addressing Impediments............................................................... 49 Community Assets – A Community is More than Money ..................................................................... 49 LeRoy Park and Community Center: A Case in Point............................................................................. 51 Connecting Assets and Impediments to Resiliency Strategies and Planning...................................... 54 Identifying Impediments.......................................................................................................................... 55 Charting the Course Forward................................................................................................................................ 65 Guadalupe’s Dilemma: Developing Internal Resources to Increase Resilience Requires External Investment.................................................................................................................. 65 One Possible Path Forward: Guadalupe as a Destination ..................................................................... 66 Moving from Plan to Strategy: A Community-Owned Process ............................................................. 69 Final Thoughts ..................................................................................................................................................... 79 End Notes ..................................................................................................................................................... 82 Appendix A – City of Guadalupe Resilience Plan Economic Development Opportunities/Constraints and Recommendations by Lisa Wise Consulting, Inc................................................................................................. 83 Appendix B – US Census Data Summary............................................................................................................. 103

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Progress to Date
Since this report is over 4 years in the making, it is important to acknowledge that some of the identified impediments from the early data collecting have begun to be addressed by the City, the School District and community nonprofits, like Los Amigos de Guadalupe. This is not a meant to be exhausted list and it doesn’t mean the work is done, but it’s important to acknowledge progress and the hard work done to date to support a more resilient Guadalupe. This is not a complete list but it is meant to be here to update the community on progress in resilience.

City of Guadalupe
City staff work with developers and property owners to facilitate new business.

Often, there’s more than one way to address an issue. Staff will evaluate multiple options, then provide the developer or property owner with acceptable options so that meeting standards can be met in the most cost-efficient manner. • Guadalupe Business Association. The City, in partnership with Los Amigos de Guadalupe, worked with City staff and the Mayor, and local business leaders had a series of meeting with the goal of creating some sort of business group.

These meetings directly resulting in the incorporation of the Guadalupe Business Association (GBA) as a 501 (C)(6) nonprofit. Additionally, the GBA and the City have worked closely on a number of subjects with the City for example, inviting the GBA to participate in review of proposed new ordinances.
• Food Bank. With the Covid 19 pandemic, community members, led by the mayor and his wife, came together to address the urgent need for food security.

This food bank service continues today and shows the degree of resilience the community already has. Additionally, the City used state funding to ensure those at high risk did not stand in line for food bank supplies but were delivered by Los Amigos de Guadalupe staff.
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• With support from Los Amigos de Guadalupe, the City determine that some of the City’s social infrastructure (City Facilities) needed to be improved based on early data from this plan. The City approved finding funding for the LeRoy Park (considered the community’s unofficial town square), Central Park (funds in place, plans being developed) and Royal Theatre (funds in place, plans completed, clearing conditions, and developing bid documents).
• City staff have work with developers and property owners to facilitate new business. Often, there’s more than one way to address an issue. Staff have, for example, evaluated multiple options, then provide the developer or property owner with acceptable options so that meeting standards can be met in the most costefficient manner.

Guadalupe Unified School District (GUSD)
At the time this planning effort began, the GUSD had a new Superintendent (Dr. Emilio Handall). While, like the City, work is not finished, but a number of improvements/efforts should be acknowledged.
• The GUSD has expanded its Transitional Kindergarten Program to so that all four-year-old’s can now attend school full-day/expanded day prior to kindergarten at no cost.
• Building of a new Kindergarten wing at Buren Elementary School. Eight brand new classrooms built specifically for our kindergarten students and staff. • Installation of broadband internet to the entire district. Enhancing internet access for all staff and students
• Awarded funding to serve up to 100 three-year-old’s for a full-day throughout the year.
• Funding for a new junior high school (targeted to open in Fall of 2025), which will include a new gymnasium. The project will also include an adjacent new Early Learning Center with eight new classrooms to serve all four-year-old’s and State Preschool students, three-year-olds.

Los Amigos de Guadalupe
When this planning first started, a new statewide nonprofit called Rural Community Development Corporation of California (RCDCC) was hired by the City to support the renovation of LeRoy Park and complete this Resilience-Guadalupe plan. The Board, once the worked started determined that RCDCC would have greatly impact as a local, Guadalupe nonprofit by supporting the City and the Community build resilience and fill the gap in capacity. The statewide RCDCC Board became aa local Page | 3
LADG Board of Directors, and that Board voted on a new name: Los Amigos de Guadalupe. With LADG gathering data for the Plan and working closely with the City, LADG staff began addressing community impediments. The following is a list of actions, started during this planning effort. Much of the above, as it relates to the City was supported, and in some cases, implemented by LADG. The core of this new to Guadalupe nonprofit is to increase social capital for the community and support improving and increase social infrastructure.

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Foreword
Work on the Guadalupe Community-Resilience Plan started in early 2019, with an introductory presentation to the City Council on February 26th. Initial progress was strong, with leadership meetings in spring of 2019 and the first stakeholder meetings in September and November of the same year. It is notable that at least one key impediment – the lack of a business-focused organization in the city – was identified early in that process. An initial meeting of business and community leaders was held in February 2020 and the seeds of the Guadalupe Business Association were planted. With the onset of COVID-19 in March 2020, the formal Resilience-Guadalupe effort was put on hold as the community shifted energy to immediate response to the pandemic.

Far from killing the resilience plan, Guadalupe’s response to COVID-19 only served to demonstrate the community’s ability to act with common purpose and drive. It was a real-world test of Guadalupe’s resiliency and it passed! Business and city leaders continued to meet virtually to discuss how best to leverage government and private funding to maintain the city’s economic base and serve citizens hardest hit by the pandemic. Several different solutions were born from these meetings.

Cemented by the needs discussed in those conversations, the Guadalupe Business Association was formally incorporated on October 1st, 2020. Civic leaders and community groups organized and operated (and continue to operate) food banks to sustain those residents most vulnerable to the virus and its effects. In the midst of the third surge of cases in December 2020, the community came together to find a low-contact, open-air way to caravan Santa Claus, fire trucks, vintage cars, and civic leaders through every neighborhood in town. Whether we call it resiliency or just “community”, Guadalupe has it.

Unfortunately, no community can rest for too long on just one success. Resiliency is an ongoing effort, and our planet and the people who inhabit it will continue to throw challenges toward Guadalupe. While the COVID-19 emergency highlighted 1 Page | 5
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many of Guadalupe’s intangible strengths and assets, it also exposed impediments.

The next shock will not be the same as the pandemic, but it will stress many of the same foundations. Too many citizens remain in jobs that keep them too close to the floor of poverty, homelessness, and poor health. The education level and English skills of some residents are still a barrier to moving up the income ladder. While agriculture remains the lifeblood of the Santa Maria Valley and Guadalupe, a year of drought or crop-killing blight keeps the entire region vulnerable to losses in a singular industry. Over a year “on pandemic pause” in the improvement and development of Guadalupe’s historic downtown area has incrementally aged each building, giving risk-taking entrepreneurs yet another factor to consider. The pandemic caused the closure of several once-promising businesses in the diverse cluster that must take root if the historic downtown is to succeed.

Recovering the momentum of those pre-COVID days will be hard work and preparing for the next challenge remains an open and ongoing task. Community forums prior to COVID identified many impediments, but also a great number of assets. Few of those underlying strengths and weaknesses shifted dramatically as the result of the pandemic, and really only magnified or clarified their effects and opportunities. It is the hope of those involved in this revived Guadalupe Community-Resilience Plan effort that our work can now continue, comfortable that the lessons of the past 20-plus months have revealed our path to be true and the community ready and well-tested for the change and challenge of the future. We remain confident in the future of Guadalupe, and that this plan will serve as a reliable guide to a prosperous community.

Note on Data Sources: At the original time of writing, data from the 2020 Decennial Census had not been released. As a result, this report relies most heavily on the 2019 U.S. Census American Community Survey, whose estimates are a combination of past Census data and statistical sampling and provides the best current demographics for most communities, including Guadalupe.

The 2020 Census, conducted during the COVID pandemic, is still being evaluated for accuracy and with greater care to anonymize data in small populations. As the Census Bureau continues to evaluate 2020 data and conducts additional surveys (for example, the American Community Survey), Census data is likely to become more accurate and reliability will increase.

The authors remain confident in the broad trends portrayed in the previous year’s demographic data used to inform this plan, and urge caution using 2020 Census data or assuming that data is more accurate or reliable, especially for smaller communities. Although the Census Bureau has announced that the 2020 data is broadly within predicted parameters at high levels (national, state, Page | 7
and metropolitan areas), its accuracy becomes less reliable as the sample size decreases. For example, the 2020 Census reliable describes the population of Guadalupe as 8,057 people, though it may be 7,999 or 8,115 (a margin of error less than one percent). In broader terms, more appropriate for this plan, Guadalupe’s population has grown significantly from just over 7,000 in 2010.

However, the count of seniors within the population likely contains a greater margin of error; while the 2020 Census states there are 721 people age 65 or older in Guadalupe, that number may be off by 125 people more or less. Again, in terms applicable to this plan, the number of seniors grew from around 580 to around 720 between 2010 and 2020.

In all cases, the writers of this plan have striven to provide the most recent data available, in its most accessible form. Across the complete document, some numbers may conflict slightly when put side-by-side with data from different sources, depending on surveying, analytic, and presentation methods used by that particular agency or source. The reader is advised to check sourcing notes carefully when or if sources differ, and give more weight to broad trends in the data to make judgments or decisions, rather than specific numbers.

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Resilience-Guadalupe
Acknowledgements
A lot of active and dedicated people, some who have championed Guadalupe, some who work in Guadalupe, and many who are community members, have contributed to this plan in some way, from completing the surveys, to attending the many meetings, both remote and in-person. They all gave their views of Guadalupe, assets and impediments, strengths of Guadalupe and weaknesses of Guadalupe.

Well over 200 people were a part of this planning effort. In our local schools alone, we had participation from 7th and 8th graders to teachers and even the Superintendent. City staff, Council members, many service organizations, and community members were also involved in the process.

While the coronavirus has drawn out, and even interrupted the process, it never completely stopped its progress, which says a lot about the community and the people who remain invested in its success.

The State of California’s CDBG program has funded this planning grant, with the exception of $5,000, which was funded by Los Amigos de Guadalupe. The Community Development Block Grant (CDBG) program is a program under the U.S.

Department of Housing and Urban Development (HUD) that funds many different community and economic development activities. Without the CDBG program, many rural communities, especially disadvantaged ones, throughout the country would be left without a critical source of funding. The City of Guadalupe has been successful in applying for these competitive funds and is grateful for its existence.

From the LeRoy Park and Community Center renovation project to the Microenterprise Assistance program, to the food bank delivery program and the 2 Page | 10
Senior Meals program, CDBG is an important catalyst to support economic growth and helps the City leverage funds for community needs. Within this Plan, there are many initiatives both the City and the community will need to work on to ensure Guadalupe continues improving its community resilience. The CDBG program, while not a funding source for all the community’s needs, will continue to fund community programs both partially and in full.

Los Amigos de Guadalupe (LADG) is the lead organization for the development of this plan. LADG, formally known as RCDCC, and a 501(c)(3) nonprofit organization, wrote the application on behalf of the city to fund this planning effort. LADG funded the required $5,000 cash match, and led all efforts, events, data collecting, and the actual writing of this plan. LADG would like to acknowledge Sonia Rios-Ventura, who was the Community Development Manager, Eric Larson, who was the Vice President of the LADG Board, and Tom Brandeberry, who has held various roles within LADG, as the principal writers of this plan. LADG would also like to acknowledge Jack Boyce who worked for LADG, when it was RCDCC, as a CivicSpark Fellow. He was actively involved in the beginning of the planning process and instrumental in organizing the initial process.

Resilience Leadership Team
This group was composed of City Staff and key community leaders who helped LADG in the planning and implementation of the stakeholder groups. The Leadership Team was used as a group to test out processes and ideas, prior to going out to the community at large. They made suggestions on outreach, reviewed the community survey, and gave important feedback on what assets and impediments were critical to the future of Guadalupe. This group was the first to review the draft plan, and the final draft that went to council. While much of their work was done at the early stages of the plan process, their work was essential to getting to this final plan. • Ariston Julian, Mayor
• Joan Hartmann, District III County Supervisor
• Alma Hernandez, District III County Supervisor’s Office • Dr. Emilio Handall, Guadalupe Union School District Superintendent • Gina Rubalcaba, prior City Council Member
• Liliana Cardenas, prior City Council Member
• Todd Bodem, City Administrator
• Cruz Ramos, prior City Administrator
• Michael Cash, Chief of Police & Director of Public Safety • Shannon Sweeney, Public Works Director
• Larry Appel, Contract City Planner
• Amy Blanchard, Business Owner
• Mai Betancourt, Business Owner
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• Sonia Rios-Ventura, LADG Community Development Manager • Jack Boyce, prior CivicSpark Fellow
• Tom Brandeberry, LADG staff
Garret Matsuura with Arclight Media was hired to manage both the ResilienceGuadalupe web page, and the presentation of this plan. His work has been greatly appreciated.

Other Planning Efforts
We would also like to acknowledge these planning efforts which were also in process alongside our planning efforts, and those doing them helped greatly in informing this plan.
• Rachel Couch, Project Manager, State Coastal Conservancy, Trail to the Ocean • Josh Meyer, LGC - Multimodal Transportation and Revitalization Plan • Eileen Monahan, Early Childhood Education Consultant, Preschool Child Care Stakeholders Meetings
The following stakeholder meetings were held to gain general input into the plan, with a focus on community assets and impediments. We wish to thank everyone that participated in the events and hope we have not missed anyone who was in attendance. For the youth classroom presentations, names of the youth have been excluded due to their age and school confidentiality concerns. 09/29/2019: Stakeholders (open to all):

This group was advertised to the community as a whole. Everyone was encouraged to participate and give their input on what they saw as Guadalupe’s assets and impediments.
• Alma Hernandez, Ariston Julian, Bob Havlicek, Charlie Guzman, Eileen Monahan, Enrique Ortiz, Gina Rubalcava, Grace Ortiz, Joan Hartmann, Joanne Britton, Joe Talaugon, Joice Earleen Raguz, Joyce Ellen-Lippman, Kivin Sweeney, Larry Deese, Laurie Brummett, Penny Chamousis, Richard Segovia, Shannon Sweeney, Shirley Boydstun, Sonia Rios-Ventura, Suzanne Singh, Thomas Brandeberry, Victor Cobatuan
11/14/2019 - 11/15/2019: Youth Stakeholders (7 & 8th graders):

Sonia Rios-Ventura did a presentation to the students on what Resilience is and engaged the youth to get their input on what they saw as Guadalupe’s assets and Page | 12
impediments. The Guadalupe Unified School District, its schools’ principals and the teachers of these 7th and 8th grade students were very open to the idea of involving the youth in the planning effort.
• Maria J., Adan G., Nataly C., Natanael R., Paola D., Hector L., Henny B., Emily P., Sugey R., Crystal V., Joe O., Dulce M., Luis P., Velen V., Noah T., Jaylen M., Camila M., Natalie C., Daniela E., Zulema M., Bryan H., Guadalupe R., Sergio S. Ismael C., Jheovanny O., Bryanna B., Margarita B., Reylina M., Nevqeh R.,Lexie G., Daniel A., Shania G., Gabriel M., Marlen D., Diego D., Guadalupe T., Cerina M., Kevin R., Joaquin R., Priscilda M., Tatiana C., Alfonso C., Mateo P., Carolina G., George Z., Adilene P., Kaley C., Adrian S., Azariah Y., Olga R., Alberto D., Hector R., Lauren C., Malina S., Naomi M., Jonathan P., Sophia R., Polo C., Stephanie O., Xavier G., Alexis A., James D., Frankie S., Eva A., Isaiah H., Elizabeth M., Elahny G., Jacob M., Dylan C., Emily G., Lesly C., Juan L., Gazelle M., Dulce S., Samuel C., Vicente R., Patricia R., Berenice P., Quetzalli A., Dayra A., Akari D., Yesenia G., Douglas M., Carlos T., Benny M., Daniel R., Giselle H., Joe., Carmin., Alejandro E., William N., Jim S., Alessandro G., Anthony C., Daniel M., Na’shay S., Karen G., Junali C., Angelina S., Emily M., Shanreign F., Mario F., Linda Z., Gianna E., Pablo T., Ana C., Vanessa L., Joe L., Joseph N., Julieta A., Aaliyan R., Abraham L., Joselyn B., Lesie L., Alondra G., Victoria C., Esmeralda R., Jessica R., Jennifer H., Maddison M., Alberto P., Leonardo F., Bryan E., Briana D., Mia O., Bryhanna A., Nahomi Cr., Abigail R., Edgar V., Rolando G., Elias I., Robert G., Maria N., Melina A., Yareli A., Alexis M., Natalie B., Jonathan T., Beatriz S., Omar Q., Roland R., Jennifer J., Ivan P., Dulce M., Anthony B., Noah V., Leandro H., Jorge B., Maria D., Veronica C.,Nathan T., Brando C., Fabio E., Juan Z., Andres C., Noah G., Edgar O., Gladys S., Andrew L., Vanessa A., Yoselin F., Brenda A., Johnny H., Ovidio R., Jose F., Gabriel M., Alberto B., Arreanrah L., Selena O., Kassandra C., Corah T., Yareli P., Kevin M., Araceli G., Bryan B., Yuritzia R., Anabel M., Adam C., Jessica S., Suse C., Bibian P., Yolanda M., Synthia A., Naomi D., Miranda J., Ezekiel R., Jovanni M., Sergio S., Alex U., Fabian S., Joci E., Donns G., Diana L., Emily Q., Yartiza P. 12/09/2019: Spanish-only Stakeholders:

This group was advertised to the Spanish-speaking community and everyone was encouraged to participate and give their input on what they saw as Guadalupe’s assets and impediments. We would especially thank the Little House, and Samuel Duarte for their support of this stakeholder meeting.
• Liliana Cardenas, Samuel Duarte, Mireya Pina, Reina Chavez, Luila Hernandez, Maribel Zamora
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02/22/2021: Youth Stakeholder Group (Leos):

The leadership group expressed the need for more youth involvement; therefore we reached out to the local Leos club as they are seen as the leaders of the intermediate school students. Just prior to the Covid 19 pandemic, a group of adults who work with the youth of Guadalupe, were organizing a large meeting. This remote meeting was developed to ensure we had some youth representation. • Lisbeth A., Yesenia G., Xitlali B., Camelia Q., DIana L., Nadya R., Bryanna A., Elizabeth M., Adilene P., Natalia V., Mia M., Margarita B., Jassmine M., Crystal C.

Focus Groups
The focus groups were all completed remotely due to Covid 19. Focus Groups were divided into subject matters.

Each focus group was conducted to breakdown and combine the assets and impediments pertaining to that category. Focus Groups allow the Planning process to look more closely at what data we had up to that point and then priorities what the community should focus on.

Business - 01/26/2021:
• Larry Appel, Bill Bartels, Tom Brandeberry, Sonia Rios-Ventura, Teresa M. Young, Eric Larson, Bob Havlicek
Children, Youth, Seniors, and Health & Wellbeing - 04/29/2021:
• AM: Alhan Diaz-Correa, Aeron Arlin Genet, Christina Hernandez, Emilio Handell, Jesse Ortiz, Garrett Wong, Shannon Sweeney, Eric Larson, Tom Brandeberry • PM: Tom Brandeberry, Sonia Rios-Ventura, Teresa M. Young, Elieen Monoham, Unknown person,
Built Environment, Housing, Transportation - 05/06/2021:
• AM: Gregory Young, Garret Wong, Shannon Sweeney, Tom Brandeberry, Maggie with PSSH, Zoey Carlson, Lisa (Guadalupe Resident), 2 Unknown • PM: Tom Brandeberry, Sonia Rios-Ventura, Bob Havlicek, Christina Hernandez, Liliana Cardenas, 2 Unknown
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Safety and Governance 05/13/2021
• AM: Garret Wong, Belinda Popovich, Tom Brandeberry,
• PM: Tom Brandeberry, Sonia Rios-Ventura, Christina Hernandez, Bob Havlicek, Resilience Survey
The Resilience Survey was created in both English & Spanish to collect community input in regards to their thoughts about the community, health, family, and the local economy.

February 6, 2020 - March 31, 2020:
(The email survey was sent the to stakeholder’s list, shared to Facebook pages, and the losamigosdeguadalupe.org website)
It is likely we have forgotten some individuals that contributed to this planning effort.

Please accept our apology for the lapse in memory.

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About the City of
Guadalupe
Introduction
Guadalupe is a growing city of
about 8,000 people located in
the northwest corner of Santa
Barbara County. The city straddles
California Highway 1 – the
Pacific Coast Highway – and the
Union Pacific Railroad for northsouth transportation. California Highway 166 leads east and inland
toward Santa Maria. Guadalupe is
physically bounded on the north by
the San Luis Obispo County line and
southern bank of the seasonally dry
river bed of the Santa Maria River;
the remaining borders of the city
are unconstrained by geographic
features, yet undeveloped because
of political protections afforded the
adjacent cultivated croplands.

The Pacific Ocean and a wide,
sandy, and wild beach are three-anda-half miles to the west of the city, separated by just over two miles of those virtually Figure 1: Guadalupe’s Location in California
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untouchable, cultivated croplands and a mile and a quarter of protected sand dunes. Eight miles to Guadalupe’s east lies the commercial and population center of the Santa Maria Valley, the city of Santa Maria and its suburb of Orcutt. They are bordered by Highway 101 and provide big box stores, distractions, attractions, and services for almost 165,000 residents of northern Santa Barbara County and southern San Luis Obispo County.

Geography and Climate
The city of Guadalupe lies just over three miles inland from the beaches of California’s Central Coast, in the lowest part of the Santa Maria River Valley where that river flows into the Pacific Ocean via a dune-lined estuary-lagoon (see Figures 2 through 10 for a full depiction of Guadalupe’s location, immediate environs, and city overview, including historical growth of built-up areas).

The Central Coast has a Mediterranean-type climate, with hot, dry summers and a monsoon-like pattern that typically brings Pacific Ocean moisture onto land during cooler -- but not cold -- November to March. Owing both to year-round growing conditions and its position at the bottom (delta lands) of the Santa Maria River Valley, the farmland surrounding Guadalupe is some of the most valuable and productive cropland in the nation. The Santa Maria Valley is protected in almost all directions by coastal and inland mountain ranges, which blunt daily and some seasonal coastal wind in- and out-flows. This has a temperature-regulating effect within the valley which adds to the Valley’s agricultural productivity.

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Maps of Guadalupe and Surroundings
Figure 3: Guadalupe’s Location in Northern Santa Barbara County and the Santa Maria Valley Figure 2: Guadalupe’s Location in Santa Barbara County
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Figure 5: Guadalupe and Environs - Satellite Imagery
Figure 4: Guadalupe and Environs – Conventional Map
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Figure 7: Guadalupe and Environs - City to Dunes, Beach and Ocean Figure 6: Guadalupe and Environs - Satellite Imagery and Terrain Profile Page | 21
Figure 9: Guadalupe Overview - Satellite Imagery Dated September 1994 Depicting Built-up Areas Figure 8: Guadalupe Overview - Conventional Road and Street Map Page | 22
History
Prior to the era of European expansion into North America, the Santa Maria River Valley was known to various Native American tribes, but it was the Chumash tribe that had settled in the area from San Luis Obispo to Malibu. They were the first to meet Spanish expeditions traveling up
the Pacific Coast beginning in the 16th
century. Later, Spanish missionaries
spread north from Mexico into
California, and in 1878, the newly
founded La Purisima Mission’s land
holdings included the Santa Maria
Valley and land south to the Gaviota
Pass on the coast.

When Mexico gained independence
from Spain in 1820, land in the now
Mexican-governed California became
available for additional settlers. Other Europeans bought or were granted land in the valley and became the second round of permanent immigrant settlers. A Mexican land grant in the area known as Rancho Guadalupe was recorded in 1840 and gives Figure 11: The Palace Hotel, later home to the Far
Western Tavern (Photo Courtesy Doug Jenzen)
Figure 10: Guadalupe Overview - Satellite Imagery Dated February 2021 Depicting Comparative Builtup Area growth after 25 years; most notably to the west and south.

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the present city its name.

In addition to Mexican
vaqueros (ranch hands)
who remained after the
Mexican-American War in
1846, additional European
settlers began to arrive in
the newly created state of
California (1860) and started
farms and ranches in the
fertile soil and year-round
mild climate of the Santa
Maria Valley in the 1870s. A
more organized settlement
in the present location of
Guadalupe began to take
shape when the railroad link from San Francisco to Los Angeles was completed in 1901 and was further defined where a spur line of the Southern Pacific Railroad into the Santa Maria Valley was completed in 1912. That line connected the valley’s crude oil and agricultural products to larger California ports and markets (Contreras, 2018). By the time of official cityhood in 1946, the town at the junction of the railroad connection into the valley had become home to a multi-cultural mix of European, African-American, Jewish, Scottish, Irish, Japanese, Chinese, Filipino, Mexican, and other immigrants. The names of these founding community members still adorn businesses, buildings and streets in the town. Although it was primarily the European-origin settlers who built up the economic foundations of the settlement, Japanese residents notably raised the $2,800 needed to complete the school building in 1930 (Boydstun, 2021). The close-knit community bonds of that era remain to this day.

Guadalupe’s early and continuing
fortunes remain tied to agriculture
and its location on road and rail
networks. The arrival of U.S.

Highway 101 through Santa Maria
in the late 1920s as a trucking
route (versus a rail route) signaled
the shift of the agriculture industry
toward the growing city of Santa
Maria (Cal Poly Graduate Planning
Studio, 2009). The short line Santa Maria Valley Railroad runs from Guadalupe to Santa Maria and still carries diverse cargo loads. The railyard at Guadalupe remains vital for the onward movement of select heavy and bulk materials still produced in Figure 12: Looking north into Guadalupe, CA-1 and Union Pacific Rail lines run through the city (Photo Credit: Eric Larson) Page | 24
the valley. Guadalupe also remains a stop for the Amtrak passenger trains that run between Northern and Southern California. The scenic and historic Pacific Coast Highway (California Highway 1) carries international tourists and local commerce alike through town. For most of its history, Guadalupe has been an agricultural outpost and transportation hub at the entrance of the Santa Maria River Valley; a mixing pot community where descriptions like “multi-ethnic”, “immigrant”, and “working-class” have been badges of honor.

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Resiliency As
Development
The direct consequences of natural disasters are easy to understand. Earthquakes, fires, floods, and drought produce physical forces that rip pipes from the ground, reduce buildings to ash, wash away bridges, and turn plants to dust. Less certain and less tangible are the long-term economic and social impacts of recovery on a community. Recovery from any shock generally requires applying massive resources – personal savings, private insurance, and government relief – to compensate for losses and then apply those resources to rebuilding. In addition to the loss of business during a crisis, the resources committed to rebuilding become unavailable for future investments and uses. In some cases, individuals, companies, or organizations may simply choose to reduce vulnerability by moving to other locations, taking critical services or assets out of the community.

This reallocation and loss of resources is particularly hard on communities that had limited resources prior to a disaster event. In this case, resiliency efforts must be full-spectrum: increasing the assets available to the community through economic and community development, investing resources in mitigation efforts that reduce individual and community vulnerability to shocks, and organizing local government, business, and not-for-profit service providers to quickly restore critical community services. Ultimately, the purpose of this Community-Resilience Plan is to increase community cohesion, prosperity and well-being long before a disaster strikes.

Resilience Defined
Resilience, applied to the community, is the capacity to recover from events or conditions that affect the community. Resiliency can be considered the “toughness” of the community to absorb change, both gradual and sudden, as well as the 4 Page | 26
elasticity or flexibility of the community to return to its previous state. Resilience is not simply the ability to resist a specific type of event -- for example, it is not only building a wall around the community to resist floods. Rather, resilience builds across multiple fronts: reducing both vulnerability to predictable and unforeseen events of any type, increasing the capacity to reduce the effects of these events, and establishing and emplacing processes to return a community to its version of “normal”. Community-Resilience planning addresses both stresses and shocks, as described below. A resilient community is one in which the people living and working in a community – particularly the poor and vulnerable – survive and thrive no matter what stresses or shocks they encounter.

A word of caution: no community can be made completely invulnerable in the modern world without immense and unbearable cost. Local economies depend on interaction with markets both across the street and around the world. Buildings can be constructed to make them stronger against the harshest earthquakes, but only at great expense. Residents cannot lock themselves inside their houses for days or weeks without contact, and neither can the community isolate itself from business, goods, or visitors for any length of time without significant consequences on economic well-being, as well as physical and mental health. Shocks come from many directions and sources, not all of them predictable. While vulnerabilities can be reduced with physical barriers, communities must also increase resilience – to again be strong, healthy, and successful after something bad happens.

Community Resilience, the ecosystem call a “community,” focuses on two elements needed for a resilience response to sudden disasters (like Guadalupe recent floods) or stresses (the longer term pandemic of Covid 19, or the economic downturn of 2008): Social capital and Social infrastructure. In many ways, addressing, or focusing on these two elements of a community will improve a community’s resilience regardless of the type of disaster or stress.

Social capital refers to the networks of relationships and the resources that are embedded within them. It can refer to the value that is created by the connections between people and groups, and the ability to access these resources through these connections. These resources can be tangible, such as money or information, or intangible, such as trust or reputation. In general terms, social capital can be thought of as the “goodwill” that exists within a community or society, and that can be used to achieve certain goals or to create benefits for individuals or groups.

Social infrastructure refers to the institutions and systems that are in place in a society to support the well-being and quality of life of its members. These can include things like schools, hospitals, parks, public transportation, and community centers. These facilities and services provide the foundation for a healthy and functional society and are intended to meet the basic needs of the population and Page | 27
promote social cohesion. They are often provided and maintained by the government but can also be provided by non-profit organizations or private companies. In general terms, social infrastructure can be thought of as the “building blocks” of a society, which help to support and enhance the lives of the people who live there.

Stresses are underlying or foundational conditions that negatively affect a community – they may be economic, social, or environmental. In some ways, stresses are indirect threats to a community, in that they provide a poor foundation for the community’s response to specific events and long-term sustainability. A financially poor community suffers a particular form of stress, though a rich community with poor social connections may also be stressed – a condition which is only aggravated when disaster strikes. Unlike stresses which are often years in the making, shocks, in contrast, are discrete events that directly threaten a community. Shocks, such as an earthquake or fire, may lead to direct physical damage of infrastructure, property, and people. Other types of shocks, such as the loss of a large employer or industry, may have less physical effect, but still affect the financial prosperity of individuals and the community. Shocks vary in scope and severity, and may arise from both natural or man-made events, including those that start elsewhere on the globe.

Vulnerability is a difficult concept to describe because it has different meanings depending on the audience; it is often synonymous with “weakness”, “fragility”, “deficiency”, or “exposure”. It is better to think of vulnerability as susceptibility to harm, as well as the combination of wide environmental and social conditions that limit community response to the impacts of a hazard. “Vulnerability is not simply about poverty, but extensive research over the past 30 years has revealed that it is generally the poor who tend to suffer worst from disasters” (United Nations Office for Disaster Risk Reduction, 2017). Those that take steps to avoid driving a car are reducing their personal vulnerability by reducing their exposure to car accidents; drivers that can afford the latest safety improvements in automobiles are also reducing their vulnerability, but not their exposure to auto accidents.

Mitigation, or preemptive risk reduction, refers to actions which increase warning and/or lessen the consequences of an event on people and the built environment.

Mitigation is a key contributor to a community’s overall resiliency, and can reduce recovery time by lessening physical and economic damage. While Guadalupe’s residents may not be able to control the time and place of a major earthquake, there are some warning systems in place, buildings have been built or improved to be safer shelters, and Guadalupe’s fire department has practiced response to broken gas lines. All of those steps decrease the consequences of predictable and unpredictable disasters – reducing or mitigating the overall risk. Flood levees, redundant wastewater systems, planned emergency or contingency funds, and community shelters are all forms of mitigation. When speaking of secondary effects Page | 28
of a disaster, diversifying the economy of a community is also a form of mitigation.

It reduces the vulnerability of the community to economic and non-economic disruption by having immediately accessible resources within the community, rather than waiting for outside assistance to organize and respond. Simply stated:
mitigation improves resiliency. The recent flood damage and resident displacement show the value of levees.

Mitigation takes place before a disaster strikes and can have massive benefits for a community. In 2020, the Pew Charitable Trusts, using Federal Emergency Management Agency (FEMA) data, estimated every federal dollar spent on natural hazard mitigation saved an average of six dollars in post-disaster recovery costs (Stauffer, 2020). Where hazards are generally well-known and predictable (for example, hurricanes on the Gulf Coast or wildfire in California), mitigation strategies to address those hazards are particularly effective. Riverine and hurricane-driven flood mitigation saves post-disaster spending at a 1:7 investment to savings ratio, while wildfire and earthquake mitigation have a more modest 1:3 savings. The bottom line on mitigation is that spending resources to reduce vulnerability prior to a disaster is a significantly more efficient investment of the community’s resources than money spent on unmitigated disaster recovery. It should be noted here that small communities like Guadalupe are unlikely to receive mitigation investments from the state or the federal government since the cost, for example, of a levee is not economically justifiable for the size of the community.

Unlike some disaster mitigation investments that only show return value after a disaster, diversifying the economy of Guadalupe and investing in improvements to infrastructure now will begin to pay immediate dividends for the community.

For example, the community has both groundwater and water piped in from other locations. Considering the potential loss of water supplies from other locations as both the direct consequence of a natural disaster, or a manmade event such as a budget shortfall, the community may want to plan for ground water being the sole source of the community water supply. Contrarily, a community may decide to spend all of its resources on recovery alone, building a fleet of response vehicles, stockpiling medical supplies, and putting money into what may literally be a “rainy day fund”. While data shows this approach is generally more costly in the long-term, it may be the most politically palatable solution for some communities – it is still better than being completely unprepared for an inevitable disaster.

Resiliency is Not Just Disaster Preparedness, nor A Specific Response to Climate Change
As often as this resiliency plan may reference specific shock events, it is not a direct response to specific disaster scenarios. Many people choose to live in California, Page | 29
where the land is fertile, the sun is plentiful, and the views of the ocean and mountains are amazing, but also where any number of natural disasters can strike at any time. Hazards come in all forms, and all have consequences for the community. Some are instantaneous – such as a fire – while others can be seen coming from miles or years away – such as a drought. Still others are well-known and well-planned for – Guadalupe is just 19 miles from the nuclear power generating station and spent nuclear materials storage at Diablo Canyon and local emergency responders are well-trained to respond to an emergency, thanks in large part to funding by the plant’s owner, Pacific Gas and Electric.

This plan does not directly address the processes of specific disaster preparation or immediate response to the spectrum of natural and human-made hazards which may affect the community. Those steps are covered by the City of Guadalupe Emergency Response Plan (ERP), which outlines the actions the City and its departments would take for protection of people, property, and infrastructure immediately prior (where there is adequate warning), during, and after a crisis event. Rather, this Community-Resilience Plan seeks to work far in advance of any traumatic event, but with community stresses in mind, by building social cohesion and improving the community’s social infrastructures using identified community assets (strengthen) and impediments (improve) as a focal point.

Additionally, climate change has increased the severity of certain types of natural hazards in our lifetimes, specifically those involving weather. High temperatures are higher, seasonal rains have shifted in both location and timing, and predictable snow and rainfall that once sustained California have become very unpredictable.

While this plan does not specifically address climate change as a direct threat to Guadalupe, it acknowledges the severity of weather events – including those far from Guadalupe – does directly increase the impact on people, property, and infrastructure, and makes long-term recovery from all types of disaster more expensive.

Planning for Community Resilience
While recovery cannot begin until after a traumatic event, resilience can be planned and enhanced long before a shock event takes place, and as part of the effort in responding to historic stresses. In fact, a community’s resilience can be improved through the improvement of the social networks and increased social infrastructure development and use. This plan adopts this more holistic view of resilience by recognizing that the ability to recover after a shock is the direct outcome of preparing not just buildings and infrastructure for the most likely shocks, but recognizing the stresses which impede community response to shocks, and Page | 30
improving the capacity of the people within the community to react following an event that threatens it.

A concept fundamental to resiliency is understanding risk and prioritizing resources to the effort based on risk. Addressing and implementing mitigation strategies for every possible shock would be both expensive and foolhardy. However, investing in common tools that address multiple needs across the risk spectrum is both possible and advisable – for example, water infrastructure for a community must be as resilient in a flood as during an earthquake, and a reliable water supply is always good for businesses and residents.

Resiliency planning also addresses the capacity of the community to prepare, respond, and recover from shocks, by building, reinforcing, and channeling common interests – through community development. Complimentary to economic development, which seeks to increase the financial resources available to individuals and the community, community development increases the social cohesion of the community. A cohesive community believes in itself and its future, applies itself Figure 13: Model of Community Resiliency
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to common objectives decided by the community, and includes all members of the community in both planning and action. A community must believe it has value recovering after a disaster if it is to successfully survive a shock or to overcome stresses.

This plan recognizes executing a recovery effort after a shock is directly linked to the social and economic well-being of the community. To reiterate a key concept:
an impoverished community with bad relationships within the community is far less likely to recover from a major trauma, while a community with neighbors dedicated to helping other neighbors may be enough to overcome both the shock event and the many obstacles inherent to recovery. Community development is primarily concerned with reducing stresses in the community, where possible, which reduces the obstacles to recovery from a shock. As with mitigation, community development is best practiced prior to the shock and has direct benefits for the community whether the shock happens or not.

Finally, this plan primarily considers resilient actions that affect the whole community, but acknowledges that specific individuals and groups may find themselves at higher risk for the consequences of a specific type of shock or discrete event. For example, COVID-19 has been a shock to the entire community, though individuals with certain health conditions are at higher risk for infection, hospitalization, or even death. Individuals in certain jobs are more susceptible to layoffs and economic shifts. This plan proposes actions for and by the community in order to affect the greatest positive outcome for the greatest number of community members, as well as enabling individuals with tools that contribute directly to their personal success and then indirectly to the community’s well-being.

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A Portrait of Guadalupe:
by the Numbers
No single piece of demographic or economic data can adequately describe a community. There is no one variable that illustrates the stresses or strengths, nor a vulnerability to a specific type of shock. However, by drawing on multiple factors and analyzing their interaction, as well as using information from several indices, a community can begin to recognize potential items or patterns that affect resilience.

The community can then identify particular -- and actionable -- stresses that put the population at risk from any disaster, and may hinder recovery from a shock or shocks.

The indices used below are derived from publicly available data collected by the Census Bureau and other state or federal government sources, and the internal workings of each index are well-described in publicly available academic literature.

The data in these indices tends to lag by as much as two to three years, and typically comes from surveys that use statistical sampling to generate estimates, as opposed to going house-to-house like the official 10-year Census. Despite these cautions, when placed in context, they are highly reliable measures.

To that point, the score or scores generated by the indices are not particularly useful in isolation; they tend to reveal more about a community when compared with scores of nearby and/or similar communities, or in the context of regional, state, or national average scores, and may be used to determine progress (or decline) over time for a single location. In practice, this means the data most accurately portrays past trends, not future destiny. It is also stereotypical – meaning it portrays the situation of the average citizen, not any singular individual. This Data is also not useful for day-to-day decision-making in the community. The data does not tell anyone what is happening right now, only what has been happening. 5 Page | 34
Finally, these scores neither show the intangible heart or soul of a community, nor the degree to which the community members identify with or are proud of the community they live in. The perception of those outside a community may be that the numbers show it is an awful place to live, but the reality is quite different for those who experience that community daily. Despite these flaws, the indices below give us a common, evidence-based starting point for discussing Guadalupe’s baseline, and where its vulnerabilities are.

Holistic Approaches to Vulnerability: Using Indices to Evaluate the Community
The indices described here are useful tools that aggregate demographic, geographical, environmental, health, and other data sources to create a single score or combination of scores that describe the stresses within a community -- described in terms of vulnerability, deprivation, or distress. The Center for Disease Control Social Vulnerability Index (SVI) combines 15 indicators, while the Health Resources and Services Administration uses the Area Deprivation Index’s (ADI) 17 indicators to assess conditions at the Census Tract level of detail. Economic Innovation Group’s Distressed Communities Index (DCI) uses just seven indicators, but focuses more on specific indicators of poverty down to the zip code level of analysis (see Figure 14 for a map depicting Guadalupe’s single Census Tract overlaid on Guadalupe’s single zip code—for the purposes of this report, the two geographies produce equivalent results and analysis). A final index to draw from is the California Hard-to-Count (CA-HTC) Index, which is not specifically health or resiliency-focused, but still serves the purpose of aggregating data to portray a community’s vulnerability. In the case of CA-HTC, the vulnerability was undercount on the 2020 U.S. Census, which can affect the community’s ability to access resources from county, state, and federal government programs.

Guadalupe (Santa Barbara County Census Tract 25.02) has an SVI score of .8304 (on a scale from 0 to 1, where 1 is the highest vulnerability), putting it at a “high” vulnerability rating. Within the SVI are four themes with sub-scores:

Socioeconomic Status, Household Composition and Disability, and Housing Type and Transportation. Guadalupe is particularly vulnerable (a score of .9794) in the final theme of “Minority Status and Language”, reflecting the high concentration of minority population and those that speak English “less than well.” For comparison, Santa Barbara County has an overall SVI of .7111, and SVI scores in nearby Santa Maria and Orcutt range from .1697 (Census Tract 20.13, Orcutt west of Orcutt Expressway) to .9869 (Census Tract 22.06, bounded by Main Street, Broadway, Alvin Avenue, and US-101 in Santa Maria).

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The Area Deprivation Index (ADI) score for Guadalupe is 127.7 on a 160-point scale, indicating a score higher for deprivation than both the California and national average; it is in the 91st percentile of scores, placing Guadalupe in the top 10% of U.S. communities for deprivation and susceptibility to a number of poverty-linked risks, including preventable diseases and natural disasters. Within the ADI’s 17 indicators, Guadalupe scores lowest in the following categories:
- Under 9 years of education
- High School Graduation
- White collar employment
- Single parents with children
- Homes with crowding
Figure 14: Map Depicting Geographies of Guadalupe’s Zip Code versus U.S. Census Tract Page | 36
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3 Original source material available at: https://graphicacy-dci-pdf-images.s3.amazonaws.com/DCI_CA_Zip_ code_93434.pdf or https://eig.org/dci/interactive-map?path=zip/93434 4 Original source material available at: https://census.ca.gov/wp-content/uploads/sites/4/2021/05/cahtci_all. pdf (Warning: this document is over 1,000 pages long and over 50MB.) Page | 38
The Distressed Community Index (DCI) for Guadalupe paints a more positive picture of the community, and may be interpreted as a sign of hope and forward progress.

Currently, Guadalupe scores a 46.8 on a 100-point scale, and is firmly in the “midtier” of all California zip codes. States do not receive scores, though California itself fares well in the DCI, with just 8% of the population living in distressed communities; Santa Barbara County scores a 27.3, falling in the “comfortable” category. When compared to its 2000 score of 86.7, Guadalupe has made significant gains in the seven indicators used in the DCI. Lack of high school diploma (42.9% of population) is clearly a major factor that brings down the overall score, and is directly related to lower scores in Median Household Income and Poverty Rate.

Unlike some of the worst-hit communities in Appalachia, the rural Deep South and Midwest, and parts of California with concentrated logging, mining, or agriculture sectors, which lost jobs even during the economic recovery of 2014-2018, Guadalupe has defied those trends by growing out of its 2000 “Distressed” score. According to EIG’s 2020 DCI report, “two-thirds of zip codes that were distressed (in 2000), remained so” (Economic Innovation Group, 2020). It would appear at first glance Area Deprivation Index for the Census Block Groups in our 1-city area (Broadstreet 2021). Made at broadstreet.io
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that Guadalupe has risen above the “point of no return” that infects and then dooms many distressed communities – where industries, talent, and wealth have been lost or departed for better opportunities, and communities are “left behind” to wither and die. While much work remains, it should be comforting to know that Guadalupe no longer has to fight only for survival, it can begin to envision a more prosperous future.

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A final index comes from the State of California, and was prepared in 2020 (using 2019 American Community Survey data) as the 2020 Census was nearing, the California Hard-to-Count Index (CA-HTC). With billions of dollars each year allocated to state and local jurisdictions based solely on Census data, the state Page | 41
was legitimately concerned
about an accurate count
– and so, identified areas
where an undercount
was most likely, based
on a town or county’s
historical correlations with
low response rates to the
Census. Guadalupe’s rating
was 56 on a scale of 0-134,
above the statewide median.

The lowest score was found
in Imperial County (with a
county-wide score of 73);
Guadalupe was on-par
with nearby Kern County
(at a county-wide score of
55). Across California, those households most likely to be undercounted had the following characteristics:
• Live in large multi-unit housing
• Live in rented housing
• Do not have broadband internet
• Do not have family living with them
• Are foreign-born
• Have income below 150% of poverty level
Guadalupe’s highest-correlation factors were related to education and language and housing.

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A summary of all index findings discussed above is presented in Figure 15. These indices are good snapshots of how a community compares to others and over time. With a long time horizon (5-10 years), community and economic development plans can be evaluated using data from the indices. As discussed, Guadalupe made significant progress (whether by design or good luck) since 2000 in the CDI score. When this Resiliency Plan is implemented, a good measure of success will be improvements in scores across these indices over time, as well as in relation to other communities in the area, or with similar demographic profiles.

Figure 15: Index Finding Summary
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A complete demographic profile of Guadalupe is also made available as an appendix to this document. Those profiles are pulled directly from U.S. Census Bureau sources, and come primarily from the U.S. Census Bureau’s 2019 American Community Survey data. Guadalupe is presented in parallel with Santa Barbara County, California, and United States for easy comparison and to place Guadalupe’s data in a broader context.

Vulnerability as Impediment
In all four aforementioned indices, education is clearly a measurable impediment to Guadalupe’s future growth. Whether described as the predominance of English as a second language, High School Diploma/Graduation, or Years of Education, the story is the same: lower education levels correlate directly to lower earning potential, which correlates directly to lower community wealth, consequently resulting in higher levels of vulnerability for the community. Education is not fixed overnight – it is a generational change that may take a decade or more to overcome. Similarly, community wealth will not dramatically increase in just a year or two. Investment in the human capital – the earning potential – of Guadalupe is a long-term investment.

This is a high-priority investment, but one that is unlikely to bear significant fruit before the next natural or man-made shock strikes.

Simple poverty is also not necessarily an impediment to Guadalupe’s future.

Guadalupe’s poverty rate of 16.6% is only slightly higher than the national average of

13.9% and Santa Barbara County’s at 14.8%. High poverty rates generally have two long-term implications for a community: first, dwindling employment opportunities reduce household resources that contribute to the community’s economy and tax base; second, a diversion of remaining resources from future investments to alleviate current and pressing homelessness, food insecurity, and health issues.

These problems are often exacerbated when a community is isolated geographically and economically, with no neighboring communities (and their diversified resources) to turn to.

That is not the case for Guadalupe. The surrounding counties of Santa Barbara and San Luis Obispo are relatively wealthy, with an abundance of economic capital available to address short-term poverty. Guadalupe is only eight minutes from Santa Maria, 40 from San Luis Obispo, and 75 from Santa Barbara, so it remains physically accessible and connected to the surrounding region. Guadalupe is a desirable place to live with a housing vacancy rate of just 1.8%, pointing to a combination of affordability and buyer attraction to the opportunities and amenities of Guadalupe, the Santa Maria Valley, and Central Coast.

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Jobs are available in the area, and Guadalupe’s residents are actively engaged in them. According to Census and Labor data, many of those jobs are simply in lesserpaying industries such as agriculture and personal/household services. While Guadalupe’s unemployment rate is slightly higher than the national and state rates, rural areas and those with high agricultural employment tend to have wild swings in the employment market, reflecting the seasonal and even intra-seasonal needs for that type of labor. This means Guadalupe is essentially “normal” for a community in an agricultural area, but those seasonal swings in employment -- and household income -- make it difficult to confidently invest in the future. Again, this highlights a dilemma for Guadalupe: residents have jobs, are generally earning enough to make ends meet, and aren’t expending additional resources to simply survive, but there is very little excess wealth available in the community to invest beyond today’s needs.

It is clear, then, that Guadalupe will remain vulnerable to stresses as long as the city and residents are confined to their current earning potential and lack confidence required to invest for the future. This lack of economic capital to further resiliency objectives remains a major impediment for the foreseeable future, complicated by the long lead time to improve human capital through education. If Guadalupe is to grow in the near-term, economic capital will likely have to come from outside the community, and invested in non-economic assets in which Guadalupe is rich.

Analysis and solutions behind the categories “Children” and “Housing” require a more nuanced understanding of relationships between and within these areas. In general, households with children depend on one or more supporting elements: first, two parents are fully employed and expend resources to purchase child care, one parent is not fully employed in order to care for children full time or outside of school hours, or extended family or a community network provides child care while the parents work. In the ADI data, single parents are identified as a variable of concern; a single parent cannot depend on a second income to offset childcare costs but may have an older parent or other family present in the home to provide some child care.

Although single parents are typically more vulnerable to shocks that may come with the loss of or change in employment, any family that must provide childcare faces difficult decisions between full employment and childcare.

Housing also has wide and varying impact on household vulnerability, as housing is amongst the largest expenses for most Americans. Housing affordability in California is broadly recognized as a problem, and while the Central Coast is more affordable than some locations in the state, it remains a major source of stress on poor households especially, who are typically renters and more susceptible to annual and even monthly inflation in housing costs. In markets like Guadalupe, low vacancy rates cause housing prices to go up as renters and buyers alike compete for available openings.

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Finally, within the ADI data – which focuses on community health – the combination of single parent families and homes with crowding leads to situations where children may interact with family members across three age groups: children, parents, and grandparents. Children who attend school act as vectors for viruses such as influenza, which can then quickly spread to more vulnerable elderly members of the family. Crowded households are particularly susceptible to airborne diseases because their ability to isolate vulnerable family members from known contagions is limited. From a single-parent perspective, any illness for the primary money-earner could spell disaster for the household. Even a day or two away from a minimumwage job can cost the household enough to lose housing, go hungry, or skip a dose of medicine. Time and time again, it becomes apparent that these single indicators found within a community quickly compound in their effects on individual households, and then into the rest of the community.

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The Core of Resiliency:

Identifying Assets,
Addressing Impediments
Community Assets – A Community is More than Money
Communities contain a variety of assets that go well beyond what is in its collective bank account. The Community Capitals Framework, first outlined in 2004 by rural community development researcher-practitioners, catalogs seven types of assets (also referred to as “capitals”) that can be found within a community:
• Natural: the natural environment of a community, and the value derived from it through interaction with the community. The value of cultivated land (active engagement) and the value of protected natural spaces (passive engagement) are equally considered.
• Human: the intellectual talents and physical labor of a community, typically turned into paid work, but may also be dedicated to volunteer and other service activities.
• Cultural: often equated with artistic attractions, cultural capital is also the history and heritage of a community, as well as morals, ethics, and values passed between generations, i.e. a town’s cultural identity.
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• Social: the organization and cohesion of a community; how a community communicates, coordinates, and cooperates to achieve common purpose. • Political: the organization and operationalization of choices about resources in the community; who controls and how a community collects and distributes resources to address its current needs and future goals. • Built: physical assets within the community; permanent buildings, homes, parks, infrastructure and other items that support the daily productive activities of the community.
• Financial: any resource that can be leveraged to produce additional resources; not restricted to money in the bank, financial capital may also be how other capitals are monetized or produce monetary value.

Figure 16: LeRoy Park under reconstruction in May 2021 (Photo Credit: Eric Larson) Page | 51
LeRoy Park and Community Center: A Case in Point
LeRoy Park, first dedicated to the town in 1871, has long been a central part of the community and its culture. In the shared space of LeRoy Park, community and family BBQs, quinceañeras, and other family-focused events often brought together groups that didn’t normally interact with each other. Wealthy families, looking for space to host an event, used the park alongside poor families normally crammed into small apartments, but seeking a chance to create a special family memory. These small interactions created opportunity for improving social cohesion. With the Boys and Girls Club using the community center, there were additional opportunities for other social groups to build connections and cohesion.

Unfortunately, the 1990s and early 2000s witnessed a slow deterioration of the quality of the park and community center, with the community center officially closed due to mold in August of 2018. Just prior to its closure, the only organization that used the building was the Boys and Girls club from 2-6 PM, Monday through Friday -- simply stated, for most of the past 20 years, the building was seriously underutilized. The Park was also seldom used as facilities fell into disrepair.

In a city often described as close-knit, this major community gathering place (falling into the above categories of social, built, and cultural asset) had been lost. In other words, the deterioration of the park and community center has, over time, eroded community cohesion by eliminating a place where the “common” in community was being reinforced.

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Community assets are not exclusive, and a single one – such as a protected beach – may have value as natural, cultural, and financial capital. Birdwatchers may be attracted to a morning surrounded by the natural environment of the beach, then spend lunchtime at a favorite Main Street café catching up with fellow birders. In this example, one asset has become a source for multiple capitals. Similarly, a few talented artists (human capital) in a town may transform into a large, visible, and well-known mural (cultural capital) or an art shop (arguably, both cultural and financial capital). With the exception of financial capital, other capitals are not generally assigned a monetary value; rather, they are the raw materials that combine to create value for the community. A protected beach has natural value – hard to quantify as a dollar amount – but if it gains a reputation for attracting out-of-town tourists who spend money at local restaurants and shops, it creates financial capital out of the human (business owners and employees) and built capital (buildings, clean water, electric lines) of the community.

In the case of Guadalupe, the community is well-endowed with a variety of nonfinancial assets (the full set of which will be discussed with more depth later in this document). The community’s natural capital, set amongst fertile fields and adjacent to the Guadalupe-Nipomo Dunes complex, is foremost among a long list of assets that don’t have clear financial value, yet have outsize influence in Guadalupe’s future fortunes. Guadalupe’s social and political capitals are solid; there is little Page | 54
visible confrontation over social and political issues in the city, and the community generally agrees on a common direction for itself. Culturally, Guadalupe’s Hispanic and multicultural identity are well-known and well-respected; the community is proud of its people, history and place in the Santa Maria Valley. The community has a reputation as being hard-working and close-knit. Guadalupe’s list of assets is at least equivalent to its list of impediments, and none of the impediments are fundamentally insurmountable.

Connecting Assets and Impediments to Resiliency Strategies and Planning
Communities are an interactive and interconnected human ecosystem, and can be just as complex as their natural counterparts. In a community, as in nature, a problem at the lowest level can bubble up to cause major issues elsewhere in the system – the loss of a key food source, a severed migration route, or removal of a major rodent predator can all throw off the balance of the natural environment.

This is no less true for the human elements that make up a community. Although communities tend to focus on the scariest shocks at the apex of the community’s ecosystem – the loss of a major employer, a natural disaster, or local political scandal – smaller stressors can still have profound effects because the health of one component within the community affects many others. The complex interaction of residents, government, customers, businesses, and outside forces is difficult to describe and, therefore, hard to consistently achieve positive change with a set formula, because each community is a different combination of the interacting elements.

Enhancing resilience in a community begins with first-hand knowledge of the community and an individual desire to contribute to positive change, usually on an issue or topic about which the individual is passionate. While we look at a community’s resilience as a holistic effort, we must also recognize the role that individuals or groups organized for a single purpose can play within that effort.

Those individuals or groups can pick an impediment and devote significant effort to it -- effort which is truly vital to the community’s success.

When this is done others in the community can then take a broader view as they consider alternative and supporting elements that can be effectively and efficiently addressed without unknowingly or radically changing the most desirable and valuable characteristics of the community. Simply put in the language of resiliency:
addressing an impediment in the community should not come at the price of diminishing the value of a corresponding asset or assets.

This requires understanding how the building blocks and connective mortar within the community will fit around the passions of individuals or groups, to create Page | 55
structures rather than separate piles of raw materials. It may require first addressing smaller issues under or around a single strong concern of residents; or making sure each part of the structure is set before moving on to the next.

Guadalupe clearly has impediments to further development as a resilient community. As described above, it is not simply one or two demographic statistics that place Guadalupe at a disadvantage – it is the combination of several complicating factors that appear to work against the community. Many of these factors are no surprise to residents, and it can be observed in interactions with Guadalupe residents by visitors or new residents that Guadalupe is very self-aware of its limitations. This was further confirmed as Guadalupe’s residents reflected on the assets and impediments in community engagement panel discussions.

While residents identified many specific items that reflect their personal experience and interests, such as not having a community swimming pool, there was also broad recognition that a swimming pool pointed to a larger issue concerning the lack of recreation facilities and opportunities and was – above all – a lack of financial capital within the community. Respondents were also keenly aware that the physical appearance of the community was related to attracting tourists and that tourists could contribute significant amounts of revenue so the city could afford to build new recreation facilities. In other words, Guadalupe’s residents accept the complexity of the ecosystem, and understand there is no single, cheap, or instantaneous action that will make Guadalupe a rich and resilient resort town -- but that with each small action toward a common goal, the community can get there.

Identifying Impediments
Across the series of focus groups, community members identified four major groupings of impediments, and an additional set of three more specific impediments that must be addressed. The four major groups were:

Starting from a position of disadvantage or “it takes money to make money”:

Guadalupe is an economically disadvantaged community, with a low tax base and few additional sources of revenue. In the words of focus group members, there are run-down buildings and vacant storefronts in the downtown that reflect poorly on the community. Without continued investment, visibly run-down buildings are unlikely to attract either new businesses or new customers to the downtown area. Community conversations revolve around this chicken-or-egg problem -- money is needed to improve decaying facades and the appearance of the city, but new businesses won’t move in to generate money until the appearance of the downtown area is improved.

Property owners with undeveloped sites are reluctant to build with little interest from businesses. Landlords also face higher costs to renovate and prepare for new businesses, while new businesses to occupy those storefronts face their own high Page | 56
startup costs and risk. Despite a resurgence in nationwide business starts during the pandemic, many of those were sole proprietorships and online, not the types of businesses that need physical locations.

Education and Language as barriers to advancement: the low average education level and prevalence of non-English speakers limits the job opportunities for local residents and reinforces stagnation in wages and income. Long viewed as a community of low-skill, low-paid workers, Guadalupe tends to attract businesses in search of those workers, and this is a hard stereotype to break. While absolutely vital to the success of the predominantly agricultural economy of the Santa Maria Valley, low-wage workers are unlikely to add significant new resources to the tax base. Limited incomes are spent on necessities like food and housing, not at restaurants and antique stores as disposble income. While the new Pasadera development has provided new housing opportunites and hundreds of new community members over the past five years, it is still a relatively small percentage of the population total and the lack of many new businesses that cater to a retiree or higher disposible income demographic has had a marginal effect on changing the aforementioned stereotype. Change may be happening but it is a slow process.

Transportation and Service Access: it is ironic that in the midst of fields that grow produce for the world, Guadalupe’s residents identify access to food as a major impediment. To reinforce this local view, the U.S. Department of Agriculture identifies Guadalupe as a “low-income, low-access” food desert because of a high number of households that lack transportation to get to a supermarket. Similarly, access to any number of vital services, including healthcare and workforce development programs, as well as routine transport to and from jobs around the Santa Maria Valley is too often restricted to those able to afford a car. Although the city has made important strides to improve bus transportation within Guadalupe and to Santa Maria, the necessity for private cars will continue to be a drain on the limited resources of households in Guadalupe, and draw city resources away from economic development to the more basic requirements of community sustainability.

Current and future relationships between citizens and city: Focus groups noted a lack of recreation facilities and after-school activities for children. Recreation facilities are a unique interaction between the city and citizens – beyond providing a well-maintained, safe open space of a park, specific facilities (like a pool) require a continuing relationship between the city and users. If the pool isn’t used, it won’t be maintained. If it isn’t maintained, it can’t be used. To have these amenities, the community must use them and be willing to calculate convenience and proximity into their price. Recreation facilities and activities are also an analog for both the perception of the community about its appearance and concerns about their children’s future in the city. Nearby Santa Maria has pools and soccer clubs, so why would Guadalupe’s kids remain engaged with their own town? The focus groups Page | 57
also mentioned the lack of diverse service businesses, especially grocery stores and child care, which also reflect citizen doubts about their relationship with the town, and the town’s ability to sustain their loyalty in the long-term.

Linked with the above concern about recreation facilities, and equally concerning as an issue of language and communication, Quality of Community Engagement was also identified as a specific impediment within at least one focus group. One possible interpretation of this impediment is related to the “Bedroom Community Problem,” in which community members who live in Guadalupe, but work elsewhere in the Santa Maria Valley or Central Coast, feel disengaged from the community for a variety of reasons. The lack of a local newspaper dedicated to Guadalupe -- along with Spanish-language news about current events in the city – also presents a challenge to broader community engagement by community leaders in government, development, and other citizen services.

Finally, the focus groups identified two additional specific impediments. The first of these is the so-called “missing middle” for Affordable Housing as a basis for future growth. Affordable housing is a major concern for the city, as it is across the Santa Maria Valley, Central Coast and the rest of California. Guadalupe’s General Plan Housing Element is expected to address that issue and extends beyond the reach of this Resiliency Plan at this time. Housing, of course, has an intricate relationship with economic development, both as a potential burden on households (keeping them from spending on other goods and services), and also as a source of capital for entrepreneurs and investors (against which they borrow to finance new or expanded businesses). The affordable rental units for low-income community members are being addressed by People Self Help Housing (PSHH) and the County’s Housing Authority; entry level for-sale housing (e.g.: manufactured housing, often referred to as mobile home parks, or condominiums) are not available. In the past, PSHH built several self-help houses. These homes, many still owned by the families that built them, have gained value and will allow their children to inherit wealth the previous generation never had. These homes are an example of how today’s lowincome families could also get on the housing ladder. But to do this, there needs to be available and attainable low-cost housing opportunities.

The second was Air Quality, which is a major contributor to health problems in Guadalupe, and represents yet another drain on the resources of individuals and the community, both to address mitigation (sealing windows, purchase of air conditioning and purification systems) and to address the results (healthcare). Air quality in Guadalupe is affected by proximity to agricultural chemicals, as well as airborne particles such as sand and salt blown into the valley by ocean winds, as well as the number of diesel trucks that pass through Guadalupe on an hourly basis.

While the impact of airborne particulates from the Dunes is unavoidable and must be addressed by sealing homes and businesses with improved materials, agricultural Page | 58
chemicals can be controlled and some vehicle-borne and -created pollution can be avoided. Air quality is a known impediment for Guadalupe, but is similarly beyond the scope of this Resiliency Plan -- it requires broader partnerships with the Air Pollution Control District, Coastal Commission, and local agricultural firms.

Addressing Impediments
A community’s impediments are not inherent or immutable. Impediments are identified in the community development process so the community can decide how to prioritize and then devote resources to address and reshape them. Addressing impediments is community development – as a minimum, knowing the impediments and marshaling the resources to fix them is building resilience in the community because it acknowledges real and potential stressors within the community. At best, addressing impediments leads to new or improved assets. The impediments identified above by residents could be addressed directly with a massive infusion of capital - by simply buying solutions - but this approach is both bad practice and wishful thinking.

Instead, this plan recommends an approach that simultaneously strengthens the underlying foundations of the community and begins to chip away at those impediments which are directly within the control of the community and can be tackled with assets already within the community. The recommended approach addresses four community development areas, described in detail below with possible actions for the community, which seek to shore up and build the foundations for the future.

1. Improving Social Capital with Community Engagement
(Non-Physical)
A unified community - one with a common vision, priorities, and perception of itself - embodies resiliency. When residents engage with each other, and have invested relationships with local businesses, the city government, school district, public benefit nonprofits, and other stakeholders in the community, they build social capital which can be harnessed and transformed into other forms of community capital.

Social capital is the inherent value attributed to the interpersonal relationships developed through community communication.

Social capital is built through social, relational and cognitive pathways where civic engagement is paired with social cohesion emphasizing norms and values, ultimately building strong social networks anchored in trust. The goal for Guadalupe is to be a community that is actively and visibly united in purpose because it is far more likely to be awarded resources by external sources or to find solutions formerly Page | 59
hidden within the community itself.

Actions:

Get the Word Out/Correr la Voz: Increase public awareness of events and endeavors in the community through bilingual paper and electronic newsletters with content provided by local civic groups and nonprofits; increased awareness and subscriptions to community-focused social media, and procurement of electronic bulletin boards announcing community news and events at all major city entrances.

Live and portray an active, united, and engaged community to both residents and visitors.

Show Off Progress and Possibilities: Community events hosted by local civic groups at both renovated and older community gathering places (parks, restaurants, museums, other public spaces), highlighting both the progress to make the community more attractive, and the work that is still needed. Generate the maximum exposure of community members to fellow residents with shared interests, the groups already engaged in community-building, and the physical assets of the community.

City Government Outreach: Increase transparency and interest in the activities Page | 60
of Guadalupe city government through bilingual newsletters, increased support, participation and visibility at local events, and increased engagement with civic groups as an additional conduit to the community. Increase engagement with Guadalupe high school students through “Youth City Council” and “Ambassador/ Embajador(a) de Guadalupe” programs, using their networks and language skills to reach non-native English households with city messages.

School District Outreach: The school district should partner with local businesses and civic groups to reach parents regarding issues, programs, and projects within the school system that directly impact the quality of education it is able to deliver to district students. Engage Guadalupe high school students (who attend high school outside of Guadalupe) as “Youth School Board” and ambassadors for the Guadalupe school district (their elementary and middle school) to reach English as Second Language households.

2. Enhancing Social Infrastructure with Community
Development (Physical)
The community needs physical spaces where they can engage with each other, both by design and by coincidence. In Guadalupe, parks, schools, churches, restaurants, and stores are the most important locations where residents interact with each other as equals, as will be future facilities such as the Royal Theater or a newer and larger library. Parks don’t discriminate because of race, riches, or religion – they welcome all families and individuals, where a wealthy family celebrates a quinceañera right next to the poor family playing soccer. Parks are also multi-generational, attracting kids to playgrounds, parents for a walk, and grandparents for a place to enjoy a sunny afternoon with friends. Schools can be a great mixing space for the community, especially when parents and guardians are fully invested in the quality of education their children are receiving. Businesses around town, especially those related to food, also draw in residents of all types. Good food, good service, and good quality draw loyal local customers from broad backgrounds.

Actions:

Parks are Community Centers: Integrate public spaces into all city planning for future development, including any future housing areas and areas where infill is likely. Discourage private parks and open spaces isolated within future housing developments. Continue to improve parks within the city and promote circulation of residents to all parks and neighborhoods by creating and maintaining unique facilities at each park, rather than build all-purpose parks. Ensure parks are connected by walkable or bikeable routes, as well as maintaining accessibility from adjacent neighborhoods.

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Schools are Community Centers, Too: The school district should arrange opportunities for the community and parents to see the facilities in which their children are learning, whether by holding some adult education in the elementary and junior high buildings, or regular “Take your Parents to School” events. Local organizations can sponsor and support events outside of normal school hours. The City Council may hold either formal or informal meetings using school facilities, and may also consider holding joint events with the school board.

Downtown Investment / The Center of the Community: Encourage restaurants and entertainment in a concentrated area (i.e., downtown) and improve the attractiveness of that area through creation of a formal Business Improvement District (BID) or a public-private foundation or fund for the same purpose. Since the downtown area is controlled in many ways by CalTrans, the City should work closely with Caltrans on improving the look and feel of the downtown portion of Highway 1.

3. Economic Development and Capital Generation
At some point, Guadalupe must begin to generate economic growth and its own sources of capital if any resilience effort is to be sustainable. The people who live in Guadalupe are the best source of local business intelligence, gained by listening to a few neighbors say “I wish there was a…in Guadalupe” and passing that information to the business association or seeking out advice from the local Small Business Development Center. To be clear, economic development is a long process and the goal is to increase wealth in the community, using local ideas and resources. It is best for the community to grow capital from within, which keeps that wealth in local circulation; however, making the community an attractive and welcoming place for outside investment has its place.

While some companies are purely attracted to the spending power of a community, an increasing number of small businesses are looking for places where employees will find quality-of-life opportunities that supplement and enrich their lives outside of work. Providing necessary services, as well as unique, high-quality, and authentic experiences to local customers, newcomers, and tourists will depend on locals identifying those opportunities, seeking both advice and funding to build successful businesses, and reinvesting in the community.

Actions:

Get to “Yes” for Business: The county and city should continue to examine building and business permitting processes and fees, educating business owners on common pitfalls, and continuing to facilitate the rapid movement of permits and other bureaucratic filings through their respective organizations. While the city Page | 62
has shown its ability to expedite the processing and approval of projects, being able to vocally espouse that “pro-business” approach becomes more important. If businesses are able to launch under conditions where minor deviations in process or code are waived for a specified period of time, allowing the business to begin generating capital to pay for expensive corrections or tap a funding source that doesn’t endanger conventional bank funding, then the cooperative nature of the city becomes part of the draw as a “business-friendly” location. Wherever possible, the city and county should continue to default to “yes” on new businesses or expansion of existing businesses, unless it means a true and expansive threat to the public welfare.

Build Business Infrastructure, Networks and Knowledge: Existing public benefit service providers (community development nonprofits) and mutual benefit organizations (business associations), with support from government entities, must continue to support local entrepreneurs and existing businesses through a variety of small business education and assistance, microenterprise loans and technical assistance, and business outreach programs. A full support network within the community is more likely to produce long-term success for new and expanded businesses, and will tend to produce more complementary than competitive outcomes. It should be noted that the microenterprise program has been incorporated into the final revisions of the recently adopted 2042 General Plan.

Be a Good Place to Do Business: Guadalupe’s businesses and governments must continue to cooperate in advertising the the town’s unique advantages for business, which may include less expensive rent, less regulation, and more loyal customers.

Publicizing Guadalupe as “business friendly”, can be a huge draw, especially to those businesses that may face higher costs or may be unwelcome in other locations.

Of course, this must be done in cooperation with citizens and residents to ensure new businesses remain consistent with the character of the community. The local business community can play an important role in this endeavor through outreach within the community and in marketing Guadalupe, both informally through personal and business contacts and a formal advertising campaign - either through traditional marketing methods or through digital means and social media.

Guadalupe as a Destination: Develop and deploy a strategic tourism marketing campaign (typically called “placemaking”) that highlights Guadalupe’s existing assets (natural environment, museums, restaurants) and begins to rebuild the quality behind Guadalupe’s motto of “Gateway to the Dunes.” As the Royal Theater renovation continues, begin to incorporate and build a reputation behind the theme of a “City of the Arts” with art events, performances, classes, and contests.

Cooperate with the Santa Maria Valley Chamber of Commerce to link Guadalupe more strongly with other attractions in the Valley, and ensure Guadalupe’s truly unique assets are highlighted and promoted.

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4. Workforce Development and Employment Diversification Census data from 2019 assesses over 30% of Guadalupe’s working population is employed in the agriculture sector and 33% of residents over the age of 25 have less than a 9th grade education. There is no denying the importance of agriculture to the community and it is impossible to untangle the links between low-skill labor and the American food supply. To be blunt, Guadalupe will need and have significant financial improvement; however, changes to the workforce are painfully slow, and depend on the evolution of both employers and employees in the area.

Despite these daunting realities, Guadalupe has some advantages that should give it hope. Economically, the larger Santa Maria Valley is relatively diverse, with light manufacturing, aerospace, energy, tourism, and healthcare industries augmenting agriculture. In other words, both today’s workers and their children can actually see alternatives to their current employment without leaving the Valley. Even within agriculture, there is growing recognition that English and math skills enhance the productivity of field workers, and that continuing technological evolution within the agriculture industry will require more than just nimble fingers and strong arms.

The scope of workforce development for Guadalupe must be realistically prioritized to raise the skill level of workers within key local industries, with English language training, adult education in math literacy, and technical training in areas identified by local firms. Increased skills translate to increased wages within the same industry, and the possibility of exporting a common skill to a new industry. To be clear, it will not be up to Guadalupe alone to evolve its workforce; partnerships will be the only way to significantly build resiliency through diversification and upskilling within the workforce.

Actions:

Workforce Advocacy and Coordination: Establish a Guadalupe workforce advocacy organization comprising local businesses (large and small) and workforce-focused nonprofits to establish prioritized workforce needs and resources specific to Guadalupe, and advocate in local adult education/workforce development groups for Guadalupe’s interests. Emphasize English literacy and basic math, with follow-on options for more advanced technical, scientific, and managerial skills roughly parallel to those found in high schools, agriculture clubs (4H, Future Farmers of America [FFA]), or industry-specific training. Identify and eliminate redundancies between organizations’ education programs and build a continuum of education that can take place entirely within Guadalupe.

Build Local Workforce Education Infrastructure: Survey local nonprofits and schools to Identify facilities with room capacity for adult education classes, as well as after- Page | 64
hours child care space. Keep classes short (no more than one hour) and offered more often to reduce strain on students, kids, and volunteers. Use distance-learning / remote teaching as necessary to provide students and instructors as many options as possible to attend classes. Partner with churches and civic organizations to staff after-hours child care and train volunteer child care providers.

Children Challenging Parents: Work with both Guadalupe Union and Santa Maria Joint Union School Districts to use Guadalupe’s elementary, junior high, and high school students as vectors for publicizing education and development opportunities for their parents, and ensure all materials are in Spanish. Use messages and programs that challenge parents to learn and develop alongside their children, emphasizing the long-term value of education and continued skills development for household prosperity.

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Charting the Course
Forward
Guadalupe’s Dilemma: Developing Internal Resources to
Increase Resilience Requires External Investment
Guadalupe has limited monetary resources to increase community resilience through large, flashy projects. Often, when the stresses on a community turn into cracks, it means a community has fallen below a certain level of vulnerability. This typically happens when and where monetary resources become limited – personal savings and public tax revenue dry up, and investments in future capacity are quickly forgotten in order to meet the urgent needs of the present. The good news is Guadalupe is not yet a city overwhelmed by this scenario. Guadalupe’s attractive assets are many, and capitalizing on them to grow and diversify the community’s economy and well-being is still a choice available to the city. The limited resources within the community will drive future growth toward reliance on investments, grants, and consumer/visitor spending from external sources, while harnessing and focusing the existing non-monetary assets of the community toward a common goal or goals.

In the simplest terms, Guadalupe’s most successful version of the future is one where the city, its assets, attractions, businesses, and residents are initially recognized as a good investment by outsiders. Assets are improved, new assets are created from existing community energy, talent, and ideas, and the community’s 7 Page | 66
reputation grows as a unique and attractive destination for both visitors and capital.

Over time, Guadalupe’s tangible assets grow in value and can be leveraged to drive self-investment from inside the community and reduce reliance on outside money.

To be clear, Guadalupe should remain very interested and welcoming of outside resources to the community – however, a more balanced mix of local and outside investment is better for long-term self-governance and either building or returning some assets that focus on residents rather than visitors.

This is not an easy path. It requires hard decisions to make the community more reliant on outsiders, to take risks on new businesses, to embrace a different type of uncertainty -- people need agriculture because they must eat, but they do not need to be tourists in Guadalupe. It requires hard work and monetary sacrifice to start new businesses, to improve buildings, to organize and put on new community events, to advertise attractions and restaurants, and create an environment and community that is uniquely Guadalupe.

One Possible Path Forward: Guadalupe as a Destination
Grounded in realistic expectations of what it is and what it can be, Guadalupe can begin diversifying and growing the local economy, including eco- and agritourism associated with the natural beauty of the Guadalupe-Nipomo Dunes complex and proximity to the freshest ingredients from local fields and farms. In addition, Guadalupe can grow as a community of art and culture, building on “Instagramworthy” murals and renovation of the historic Royal Theatre. The core of those efforts will be a resurgent historic downtown area, once again bustling with restaurants, shops, small offices, a classic small-town theater, and purposeful spaces where “grab your coffee, let’s walk in the park” is the norm. Renovating, rebuilding, and refilling storefronts will be the attractive force drawing additional entrepreneurs and small enterprises from multiple industries and professions, mixing new talent and ideas with old town charm, creating additional reasons for both tourists and locals to stop, stay, and enjoy. Buoyed by new blood, energy, and resources – and given new reasons and confidence that it can do better than just survive events -- Guadalupe will build both community and physical resiliency.

Guadalupe’s proximity to Santa Maria is both curse and blessing. There is a significant outflow of financial capital from Guadalupe to Santa Maria, primarily in the loss of commercial and consumer retail spending to the larger businesses and stores of the larger community. This is a common trend in the relationship between large cities and surrounding towns, and a curse that is unlikely to change significantly in Guadalupe’s favor. In order to recapture the loss of revenue to Santa Maria and other larger cities, Guadalupe must leverage its other capitals to attract visitors seeking unique cultural and natural experiences the cities cannot provide.

It must find and fill gaps in the convenience, quality, and shopping experience for Page | 67
items and services offered elsewhere in the Santa Maria Valley; put in business terms, it must find its comparative advantages in areas outside of pure cost. It must demonstrate that both the built and human resources of Guadalupe are uniquely positioned to provide higher nonmonetary value (for example, a feeling to the experience) that cannot be found in other locations. Guadalupe’s future is not being more like Santa Maria -- it is being less like Santa Maria.

Proximity to Santa Maria also means the unique assets, amenities, and attractions of Guadalupe are just eight miles from a major urban center supporting almost 175,000 people (read: customers from southern San Luis Obispo County and northern Santa Barbara County). Fostering the development of Guadalupe as a destination location is not just a matter of more loudly and insistently shouting the existing “Gateway to the Dunes” marketing slogan. Instead, Guadalupe must truly become the gateway, a mandatory stop for those exploring the Dunes – to grab lunch after a long walk, to relive the memory of the experience with a painting or postcard, and to catch a Saturday evening screening of Ten Commandments.

Four connected lines of effort are necessary to create Guadalupe as a destination for both visitors and resources:

Create and Foster Guadalupe as “A Community of Art”
• Preserve murals and create spaces / opportunities for additional public art • Renovate and revive Royal Theater as the center for art and artists in the community, and position it as a unique destination and talent incubator/host for both upcoming and established artists in the broader Latinx community • Encourage local and visiting artists and creators – especially Guadalupe’s kids – to highlight Guadalupe’s natural environment and cultural heritage as well as the artists’ connections to the city with contests and exhibitions Compliment the “Community of Art” with activities and amenities that extend the “loiter time” (the time visitors spend in Guadalupe) and increase the “revisit rate” (the number of times visitors return to Guadalupe) for visitors • Diversify and expand the restaurant experience in downtown Guadalupe • Improve the appearance of the downtown area by balancing a unified theme for the entire area, while still maintaining the uniqueness of each establishment • Foster the development of overnight accommodation in Guadalupe Page | 68
• Enable additional businesses that cater to visitors (cannabis, antiques & restorations, bike/motorcycle/auto services for CA-1 travelers, additional art and creative businesses)
• Coordinate with Dunes Center, Cultural Arts Center, Historical Society, and other cultural attractions to host and promote Regular, Special, and Rotating Events/ Exhibits by the community and cultural / arts organizations to promote recurring visits (“been there, done that” becomes “excited to visit again”) Harmonize Guadalupe’s internal business and political practices with external marketing messages
• Balance Guadalupe business community’s creation of a destination location while preserving services and quality of life for residents (downtown and “approaches” renovations, business practices and hours to support tourism) • Create and implement a marketing plan to reach near- (San Luis Obispo and Santa Barbara) and medium-distance (Ventura/Oxnard, North Los Angeles, Bakersfield, Fresno, San Jose/Southern San Francisco Bay Area) audiences • Ensure City of Guadalupe, County of Santa Barbara, and State policies create conditions for successful destination location build-out Internal Marketing – ensure Guadalupe residents know the attractions/ amenities/ opportunities in their community
• Market local restaurants for locals, especially those community members in new neighborhoods who may have more expendable income and less local knowledge as new transplants to the area, to keep money in Guadalupe rather than dinner in Santa Maria or Pismo Beach
• Revive local interest in local restaurants through marketing and specials for locals, reminding them the brand is about local flavor and retaining their access to restaurants as well
Two additional lines of effort are necessary to enhance the human capital of Guadalupe:

Broadband connections can expand high-speed Internet access through an internal or hybrid build of a community-owned network and attract of providers • Broadband connections will be Guadalupe’s method to “broadcast” its presence Page | 69
to the world, streaming live shows, conferences, and art classroom events from the Royal Theater
• Advertise broadband to attract additional businesses and services • Use broadband to expand educational opportunities
• Focus on broadband-enabled and broadband-enabling skills for workers • Leverage the County-wide commitment to Digital Equity for resources to improve access and availability
Create upskilling opportunities and additional jobs through workforce development and entrepreneurial skills training and small business support • Concentrate on business for tourism, creation of cultural attractions, and small business-enabling jobs (accounting, facilities services, information technology services, and human resources management)
• Train agricultural workforce into higher-skill areas within agriculture, where they enjoy more stable employment, and provide counseling on skills that are most transferable to other industries in the local economy
Moving from Plan to Strategy: A Community-Owned Process Up to this point, this document has presented the concepts behind resiliency, as well as a broad spectrum of possible resiliency-building activities that could be applied to Guadalupe. Both the concepts and activities are broadly consistent with the recommendations that are found in other documents and presentations either created by local stakeholders to inform citizens and city leadership or commissioned directly by the city. The following documents were referenced, in their most current version, which may be a draft or final:
• Guadalupe 2021 General Plan (Public Review Draft, July 30, 2021) – available on the city’s website
• City of Guadalupe 2019-2027 Housing Element (Draft Update, May 2, 2019) – available on the city’s website
• City of Guadalupe Resilience Plan Economic Development Opportunities/ Constraints and Recommendations (July 13, 2021) – available as an appendix to this document
The next steps of this resiliency effort are best placed into the hands of the community. To be most successful, the community will need to convene residents, leaders, and other stakeholders to build the implementation plan. The creation of Page | 70
an implementation plan for resiliency must pass through the process of strategybuilding. Strategy, in its purest form, is a five-part activity of setting goals, describing activities, assigning resources, implementing the plan, and adjusting the plan (See Figure 17). Good strategy-building also requires continuous improvement, and the team must be willing and empowered to review and improve previous steps, not simply plow ahead despite known or potential mistakes earlier in the process.

The strategy process begins with Goal-Setting, or deciding what goals the community wants for itself. Any goal or goals should be able to affirmatively answer the 3 As:
• Acceptable – does the community want this and support the goal? • Actionable – is there a specific action, set of actions, or activity that will contribute to the goal?
• Achievable – are there sufficient resources in the community to do this or a clear path to gain the necessary resources from other sources? The greatest danger in Goal-Setting is setting too many goals because the community and leaders cannot clearly articulate or agree on a vision for the Figure 17: The Strategy-Building Process
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community. Too many goals, without a unified purpose, dilutes the energy and resources of the community. Each goal should have actions that can be assigned to individuals or groups, and an understanding of the resources that activity will require. Finally, goals must be malleable through the strategy-building process; as activities are crafted and resources assigned, a goal may end up requiring too many resources to accomplish without hurting other activities (and their respective goals). The process is one of continual refinement, and should never shy away from returning to previous steps to ensure goals remain true to the 3 As – at least while the strategy is still being formed.

Once goals are crafted, the group must Describe the Activities that contribute to achieving them. Activities should be evaluated against 4 Cs:
• Clear – does everyone involved understand the activity and its connection to a goal?
• Connect – does this action connect with others, creating either dependency or synergy?
• Combine – can this activity be combined with any others to save resources? • Completion – does the activity have a way to call it complete or finished, so the resources can be moved to the next or a new activity?
It should go without saying that each activity must be clearly described, and linked to a goal, but it cannot be emphasized enough, especially in large and long-term endeavors like community development that involve many components. Clarity also comes from connecting each activity to others. Activities may need to be sequenced in time because one activity requires the other to be completed before it can start. For example, a church would first need to train volunteers to provide childcare for workforce education students before classes can begin at the Senior Center. While sequencing in time creates one form of dependency, other dependencies are based on available resources. The time of City Councilmembers, a large meeting room, or a critical advisor on external financing can also create the need to prioritize one activity before another. Some activities may need to take place at the same time to create synergistic effects. A project to engage Guadalupe youth in city government can be combined with a project to introduce new community message boards, asking young ambassadors to connect an important local issue with creative and bilingual messages to better reach the community.

Other activities may need to be combined to avoid duplicated efforts toward the same goal, blend two or more activities that would require too many resources to accomplish separately, or reach across several activities or goals with a similar Page | 72
resource. Advertising and media relations are typically activities that can be combined across multiple activities to avoid each activity having to use separate resources to do the same thing. Another example may also be a compromise between lights for a baseball field and a soccer pitch – could the two projects buy from the same company at a discount, or spend extra money to buy one set of lights between the fields that could be turned to cover one or the other (rather than both)? Finally, an activity should have a defined criteria for completion. Being able to say an activity is finished has multiple purposes, both practical and psychological.

In practical terms, the completion of an activity means the resources it has been using can be officially released to the next activity or project. It also means the activity can be evaluated for its effective use of those resources. Did the project cost too much or was there money left over? Did it take much longer than anticipated or was it quickly finished? As the resiliency effort continues, understanding both time and money required helps everyone understand the pace of progress. In a long-term effort such as resiliency, there is also a psychological satisfaction to saying “we’re making progress – we’ve completed 10 of 30 activities.” A goal without completed activities begins to feel like a never-ending quest, without the opportunity to celebrate smaller victories along the way.

Assigning Resources to each activity is typically the most laborious (and contentious) part of strategy-building, but getting it right saves effort and frustration during implementation. Once each activity has been described with enough detail, the assignment of resources should be relatively easy. The first resource to be assigned is the people – this can refer to just one individual working alone on a small project or an organization working on a larger project. Either way, the “people resource” has one of three roles in an activity:
• Leader: the group or individual responsible for implementing the activity; co-leads are possible, but avoid diluting the actual responsibility and accountability of leaders
• Contributor: a group or individuals who will provide additional resources to the activity, guided by the leader
• Coordinator: an individual whose job is to ensure related activities are synchronized or shared resources are used appropriately and in a timely fashion; it is best if this is not also a leader of the activity to avoid an appearance of favoritism
Clearly defining these roles early gives ownership of the activity to just one party. (This avoids the common error of diluting responsibility, as the cliché says, “when everyone is in charge, no one is in charge.”) Contributors may play a dual role as a Page | 73
resource. First, they are providing their time, talents, and assets as workers (labor) in the activity. While this is an important role, for this part of the discussion, though, they play a more vital role by assisting the leader with their own ideas, expertise, and attention. A contributor must take responsibility for their role in the activity and add value for the leader, by tracking resources expended, understanding the connection between project components, and even being prepared to step in for the leader. This level of responsibility is what distinguishes a person from being a contributor (a “people resource”) from a worker (a “labor resource”).

The assets assigned to activities vary widely, and can range from workers to money to shovels. Like those “people resources”, assets can also be divided into primary and contributing categories, where a primary asset is typically the main subject of the activity. The primary asset can be a physical building, the time of a nonprofit, or a community message board. If an activity is working on a primary asset, it will generally be unavailable to other activities, or it requires coordination between activities until that activity is completed (here, a reminder that activities should have a way to define when they are “complete” so the assets can be freed up). A contributing asset may be used by several activities at the same time, but must be carefully managed to ensure it is not spread too thin or is correctly sequenced and prioritized. Resources don’t need to be planned to the last detail or dollar, but should be planned to the level that helps show where conflicts between primary assets and shortages of contributing assets need to be addressed.

Time is a remarkably valuable asset for the community. The time of city staff, volunteers, the vulnerable, and everyone else in the community should be respected, whether by using that time efficiently and effectively, or by exercising patience as others accomplish their own share of the work. Much of the resiliency work in Guadalupe will be done by those who aren’t being paid – that is the very hard and time-consuming work of writing a business plan for a new antique store, preparing legal paperwork for a community arts center, and organizing a tree-planting by Boy Scouts on a Saturday afternoon. Again, if Guadalupe could pay for all of these improvements outright, this report would be a much shorter document and the community’s patience could be limited to whatever time limit was written in a construction contract. However, since that isn’t the case, it is best to realistic (overestimate) the time each activity will take, and be thankful when an activity finishes ahead of schedule.

Finally, when resources run low, priorities truly matter. At this point in the strategybuilding process, it is always advisable to “review and improve” previous steps to ensure the highest priority goals are still the first to receive the resources they will require. Some activities may require different sequencing or be combined to share those resources. Priorities, like any part of the plan, may shift over time, but they should remain relatively constant so they can be used to objectively adjudicate Page | 74
between competing needs at critical moments. With community consensus, it should not be a difficult or contentious decision to prioritize a specific resource required for the final completion of a community park improvement higher than the same resource for a third coordination meeting on the design for new lettering on the water tower.

After all of that, it is finally time to Implement Activities! Although this is the most rewarding part of community development, it doesn’t happen without significant work. Making an activity a success requires good planning, efficient logistics, controlled operations, and thoughtful evaluation. Every activity starts with a good understanding of the scope of work. What is the activity trying to accomplish, what resources are available, how will they be used, and what criteria determine when the activity is considered completed? Who will lead the activity, and who needs to be coordinated with? A great temptation in community development is to try to do more than originally planned. This is called “mission creep” and it can lead to using up resources that were tasked for other projects, or to not recognizing when an activity has actually completed the original task. The former endangers other projects; the latter can deny participants the moment of triumph when they see, feel, and understand what they’ve actually accomplished.

While the team or individual assigned to the activity may include people of all types and expertise, or be a small and highly skilled group, every activity should be able to “tell its story.” Some projects can use data (“a $45,000 playground installed in two days with 25 volunteers”), while others are more photogenic (a picture is worth a thousand words, especially when it comes to kids and pets). Either way, completed activities in community development are worthy of public celebration. Activity leaders should encourage anyone engaged in the project to take photos, write about their work, and gather data that can be fused into good news to be published on social media, newspapers, and other local media outlets. Especially in Guadalupe, all good news should be translated and disseminated in English and Spanish; having volunteers or participants in the project share their story on social media is especially impactful in a close-knit, well-connected community like Guadalupe.

In the midst of an activity, leaders need to remember that other projects may be dependent on theirs, so coordination and cooperation across projects is very important. Leaders across all projects should regularly meet to discuss progress, address concerns, and assess resources. Whether weekly, monthly, or quarterly, these progress meetings should become a matter of routine for the community.

Like all good meetings, they should have a time limit, a known agenda, and good record-keeping. They should happen often enough to be sure to catch up on all known projects, but not so often they interfere with actually getting the project done. The idea of a meeting is not as important as regularly checking in across all activities to record progress, hold each activity accountable, and evaluate resources; Page | 75
there are a variety of ways to accomplish this, from actual meetings to virtual dashboards, which should be decided by the community and activity leaders.

As activities are completed, Evaluating Progress is the final step. As discussed earlier, each activity should have a well-defined endpoint. That endpoint allows the activity leader to look back at the project, add up the cost (not just money, time must also be captured), gather lessons, and celebrate a victory. The activity leader also uses the regular progress meetings mentioned above to pass on those lessons, release resources for other purposes, and answer questions from the group. Although all activities may be accomplishing different objectives, reporting progress should have some standard measures: money, personnel, and time spent are all possible metrics to use, but the team should exercise some creativity to show the impact on the community. As always, the lessons of Evaluating Progress should feed back into the strategy-building cycle to update, revise, or simply confirm the original plans. If the next activity in the sequence can gain efficiency or effectiveness, it will be worth everyone’s time to conduct a review and pass those lessons to the group – in other words, embrace feedback.

As mentioned in the introduction to strategy-building and several times above, good strategy and the plans that come out of that process should be continuously reviewed and improved where required. For example, when assigning resources to an activity, the team realizes there is not enough money for a certain project, so they may have to return to the previous step describing activities to modify, shrink the scope, or cancel that activity. The process of reviewing and improving may even require going back to goal-setting to ensure the goal is still sound. A word of warning: reviewing previous steps does not mean the decisions and products made during strategy-building are “made of Jello” – they still must have structure and direction based on support of the community and the strategy-building team. The ability to review and improve based on new information provides confidence the plan is based on the best available ideas and information and that the plan itself is flexible and able to adjust to new conditions.

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Recommendations
In addition to the action suggested within this report, the following is a list of recommendations that are meant to pull out some important recommendations for the community to be aware of.

1. Study the value of applying for the Guadalupe downtown to be federally recognized as a Historic District. Additionally, an exploration of the Mills Act (a state program that compliments the Historic District) at the same time would be valuable. Both would support the City’s goal of making Guadalupe a destination location. There are tangible and intangible benefits to the community and property owners to going through this process. However, the process should be thoroughly discussed in open community meetings.

2. Increase, where possible, the number of advisory groups, or official Committees, to the City Council. This will help inform the Council of community needs, provide an additional pathway for citizen engagement with the City, and support increased community involvement. All of these build the social capital that underlies community resilience. Some examples may be:
a) Senior Center Advisory Committee (perhaps even a Senior Advisory Committee, not limited to just the Senior Center).
b) Public Safety Committee
c) Youth Advisory Group
d) Resilience-Guadalupe Advisory Group

3. The following planning efforts, funded by a combination of City and grant sources and with significant participation by community residents and community organizations, should be considered as stand-alone plans:
a) Climate Adaptation
b) Public Facilities Assessment
c) Hazard Mitigation-Guadalupe

4. Workforce Development. It would be valuable for community resilience for the City to work with other entities to develop a workforce development strategy.

This goal would be twofold: increase employment income and diversify career opportunities for residents of Guadalupe, especially youth. Hancock College, the Guadalupe Unified School District, the Housing Authority of Santa Barbara County, the Guadalupe Business Association, the County of Santa Barbara, and other local nonprofits could form a strong core for the task force.

5. Continue the City’s multiprong efforts toward an improved economic outlook for Guadalupe. While the formation of the Guadalupe Business Association, the Page | 77
Royal Theatre renovation project, the Microenterprise program, and the Rural Recreational Economy planning effort are all great steps forward, it is not time to stop. The need for small business support is fundamental to the growth of the community, both is creating a welcoming and supportive environment for Guadalupe businesses and for the City to continue providing technical and financial assistance. The fundamental goal for the city’s economic growth will always be keeping more earned dollars in Guadalupe and bringing more dollars into Guadalupe via local and distant tourists, all without losing the unique character of the community. See Appendix A – City of Guadalupe Resilience Plan Economic Development Opportunities/Constraints and Recommendations, for more information.

6. Allan Hancock College should be encouraged to have a greater presence in Guadalupe. From workforce development to English as a second language classes to adult education classes, their active presence in Guadalupe would support addressing a number of identified impediments.

7. Rural disadvantage communities will always have a capacity issue: not enough revenue coming into the City to support growth. It is typical for disadvantaged communities to say that they do not have the time or resources to look for grants/funding, write the application needed to apply for these funds, and commit staff needed to implement. The irony is these same disadvantaged communities are the communities at whom grants/funding are targeted, are often the most eligible, and critical to improving the resilience of the community.

Solutions exist, such as hiring temporary staff specific to the grant-funded program, working with nonprofits and volunteers for grant-writing, and/or city leadership emphasizing the important role of grants to staff and the community.

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8 Final Thoughts
This report has repeatedly emphasized that building resiliency is community development. When a community is internally engaged – when citizens talk to each other and their representatives, when residents act to improve conditions for themselves and others in the community – they create an environment that is better prepared to respond to shocks. When the community talks to themselves, they identify stressors they believe must be addressed and opportunities that no one outside of that community may notice. When community members invest both their sweat equity and money from their bank accounts to build up assets and address impediments, they become loyal to that community and to each other. Their sense of ownership, common causes, and pride becomes an asset unto itself, one that can overcome or bridge gaps in other resources.

This writing team has been engaged with community members in Guadalupe for over three years on this particular project, though we’ve been engaged in other projects with and in Guadalupe for longer. The most common theme we encounter in residents and former residents is overwhelming pride when they say “I grew up in Guadalupe.” That statement reveals the “good bones” that have kept Guadalupe a vibrant place to live and work. The next stage in Guadalupe’s development is to extend that sense of pride to the entire community, to those who moved here later in Page | 80
life for more affordable housing, a variety of work opportunities, or just to get away from the big city. Those community members need to know that Guadalupe isn’t just where they sleep – they need to see and feel that “here” is more valuable, more unique, and more attractive than “there.”
Resilience means that everyone in the community believes it is worthy of saving when faced with challenges, whether that is continuing stresses on the community or a violent shock. Residents gain ownership of the community by actively using and interacting with its assets and resources, not just when they are told there will be some street repairs the followingTuesday. When Guadalupe residents identify impediments and seek to address them using the resources of the community (time, talent, and money), they are creating a feedback loop that leads to more interest and investment in the community. They turn an asset – Guadalupe’s own sense of value – into tangible physical things like parks, businesses, and tax revenue.

No one individual, group, or agency will turn Guadalupe into a thriving community overnight. There is no lottery for cities that will deliver the amount of monetary capital required to start new restaurants downtown, build a hotel with a view out to the Dunes, and restore the old Far Western Tavern building to new glory as the home of the Dunes Center. It will only be through a concerted effort of individuals, businesses, and government that Guadalupe will be strengthened. Individuals must invest their ideas and money to start new businesses, businesses will provide the tax revenue to the city, and the city will invest in the infrastructure, services, and (where possible) facilities to make Guadalupe an even better place to live, work, and play.

Despite the challenges, new business formation in Guadalupe should be overwhelmingly the responsibility of “locals,” who are in the best position to understand the gaps and needs of the local market. Small businesses fill needs unmet by larger firms (culturally or religiously-specific foods or a more convenient location, for example). Local small businesses are also more responsive to customer feedback because those customers may also be their neighbors or have kids in the same class at school. For example, when a restaurant hears from customers they would like the place to be open just one hour later, that there is nowhere else that serves lengua like they had as a kid, or that they’re willing to pay one dollar more for a really great pizza, that restaurant owner can adjust much faster than a chain restaurant could. To succeed, however; businesses must also be backed by programs that give entrepreneurs the technical skills to get started, enhance their access to capital, build up local customer loyalty, and provide workers that are “right-skilled” for the jobs. None of that happens by accident.

Resiliency is ultimately focused on responding to local needs, using community assets to build physical and monetary resources as well as improving the community’s cohesion. This plan has both provided the framework for action and Page | 81
suggested actions that Guadalupe may choose to implement. There is a lot of work to do, and the task may appear daunting, but the authors of this report are confident in Guadalupe’s residents, leaders, and supporters’ ability to build their own successes in the city.

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Endnotes
1 Contreras, Shirley. 2018. “Timeline.” Santa Maria Valley Historical Society Museum. https:// santamariahistory.com/timeline.html.
2 Boydstun, Shirley, e-mail exchange with Eric Larson. 2021. E-mail Correspondence 3 Cal Poly Graduate Planning Studio. 2009. City of Guadalupe Volume 1: Background Report. San Luis Obispo, CA: California Polytechnic University, 7. https://digitalcommons.calpoly.edu/cgi/viewcontent. cgi?&article=1051&context=crp_fa c.
4 United Nations Office for Disaster Risk Reduction. 2017. “Vulnerability.” PreventionWeb.net. https:// www.preventionweb.net/disaster-risk/risk/vulnerability/. 5 Stauffer, Anne. 2020. “How states can manage the challenges of paying for natural disasters.” PreventionWeb.net. September 16. https://www.preventionweb.net/news/view/73660. 6 Cornelia Butler, Flora, Mary Emery, Susan Fey, and Corry Bergendahl. 2014. “Community Capitals:

A Tool for Evaluating Strategic Interventions and Projects.” North Central Regional Center for Rural Development (Iowa State University). August. https://aae.wisc.edu/ced/wp-content/uploads/ sites/8/2014/01/204.2-Handout-Community-Capitals.pdf.
7 SVI source material available at: https://svi.cdc.gov/index.html for addition information about SVI or https://www.atsdr.cdc.gov/placeandhealth/svi/data_documentation_download.html for data download
8 ADI source material available at: https://www.neighborhoodatlas.medicine.wisc.edu/ for additional information about ADI or https://www.neighborhoodatlas.medicine.wisc.edu/download for data download (requires registration)
9 DCI source material available at: https://graphicacy-dci-pdf-images.s3.amazonaws.com/DCI_CA_ Zip_code_93434.pdf or https://eig.org/dci/interactive-map?path=zip/93434 10 Economic Innovation Group. 2020. “The Spaces Between Us: The Evolution of American Communities in the New Century, 4th Edition.” eig.org. October. https://eig.org/wp-content/ uploads/2020/10/EIG-2020-DCI-Report.pdf.
11 CA-HTC source material available at: https://census.ca.gov/wp-content/uploads/sites/4/2021/05/ cahtci_all.pdf (Warning: this document is over 1,000 pages long and over 50MB.) Page | 83
Appendix A
The City of Guadalupe
Resilience Plan Economic Development
Opportunities/Constraints and Recommendations
by Lisa Wise Consulting, Inc.

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983 Osos Street, San Luis Obispo, CA 93401 | (805) 595 1345 | lisawiseconsulting.com | 2 State’s re-opening framework, pursuing strategies towards economic revitalization in light of COVID-19 impacts is now more important than ever.

Recent Initiatives
The following recent planning initiatives in Guadalupe complement this assessment:
• Guadalupe Mobility Revitalization Plan: The goal of this plan is to enhance connectivity and mobility options within and between neighborhoods, and to improve mobility between the neighborhoods and the historic town center. The plan also addresses regional connectivity between the city and regional destinations, taking into account the specific setting of Guadalupe in relation to the ocean and dunes to the west and the City of Santa Maria to the east. The community feedback and findings from this plan resulted in an award of $1.9 million from the California Transportation Committee’s State Highway Operations and Protection Program (SHOPP). These funds will address some of the priorities outlined in the plan, such as increasing connectivity to the Amtrak station and improving sidewalk landscaping. Investing in connectivity and streetscapes will also address some constraints to economic development outlined below. • LeRoy Park Rehabilitation: The City was awarded $4.1 million in CDBG funds to renovate LeRoy Park and Community Center, located near the Downtown study area, and make the open space more inviting while providing additional recreation and community-serving facilities for Guadalupe.

However, construction costs increased in the three-year period between grant submission and construction, threatening the timeline and scope of the project. Additional funds have been granted ($900,000 in CDBG and $177,000 on Prop 68) and the Capital Campaign has reach 70% of the remaining funds needed as of March 2021. With the present construction schedule showing completion in November 2021, the space that has in the past been the City’s unofficial town square will be up and operating.

Current Snapshot of the Economy
The City of Guadalupe generates lower retail sales per capita than many neighboring jurisdictions, such as Goleta, Lompoc, Buellton, Carpinteria, and Solvang. This disparity is in part due to lower median household incomes, which depresses the spending and investment potential of many Guadalupe residents. However, in the past 10 years, the City’s income distribution has shifted. Fewer households are earning under $75,000 and households earning $100,000 to $149,999 have increased more than sixfold, from 2.8% of all households in 2010 to 18.2% in 2019. This shift suggests the changing demographics of the city and growing near-term spending potential.

Additionally, retail sales for residents are disproportionately captured outside of the city where there are more options such as big box stores and full-service grocery stores. Due to the current size of the city and proximity to Santa Maria, its larger next-door neighbor, Guadalupe will have difficulty attracting more sizeable retail chains. For site selection, larger retail tenants typically seek regional visibility and accessibility, considering factors such as:
• Proximate location to major transportation corridors (e.g., Highway 101) • Intersection locations (i.e., where two streets converge there is double the traffic – whether vehicles or pedestrians – compared to a mid-block location)
• Access in and out of the property using both right and left turns • Ability to place signage that is clearly visible
• Parking (unless a very high level of pedestrian activity exists) However, an advantage for Guadalupe is its lower retail rents, which make it more attractive to businesses with low margins, such as restaurants. This could support a concentration of locally operated low-margin businesses in the city.

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983 Osos Street, San Luis Obispo, CA 93401 | (805) 595 1345 | lisawiseconsulting.com | 3 The City could take advantage of existing assets and momentum to absorb more revenue from residents with higher discretionary spending capacity and visitors who are drawn to Guadalupe for various reasons but are not yet incentivized to spend more time (and money) in Guadalupe.

City of Guadalupe Local Assets*
* Guadalupe is also home to a variety of murals that showcase Guadalupe’s heritage and culture. These murals are painted throughout the Downtown area.

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The following two tables identify economic development opportunities (Table 1) and constraints (Table 2) in Guadalupe. The tables are organized by priority (i.e., high, medium, and low), which is defined by the ability to effectively provide a relative level of economic value:
• High: Higher level of economic value
• Medium: Moderate level of economic value
• Low: Lower level of economic value
The topic areas are also coded by color to enable ease of review. • Access and Connectivity
• Tourism
• Retail/Local Businesses
• Community Identity
Table 1: Prioritized Opportunities
Priority Topic Area Opportunities
High Access and
Connectivity
Guadalupe is a regional destination location with many local assets in proximity to one another. The City is home to the world-famous Guadalupe-Nipomo Dunes, is close to the beach, has a walkable Downtown studded with murals and historical buildings, and connected to the larger region (and state) by Amtrak train service. Guadalupe is unique in terms of its diversity of urban and recreational offerings that provides something for everyone to enjoy.

High Access and
Connectivity
Streetscape improvements along commercial corridors can increase business visibility and activity. Promoting bicycle- and electric vehicle-friendly infrastructure along the Downtown corridor can take advantage of the City’s location along Highway 1 by encouraging cyclists and electric vehicle car owners to rest, eat, and/or shop.

High Access and
Connectivity
The Amtrak station provides an opportunity for train passengers to stop in Guadalupe. Trains on the Pacific Surfliner route, running from San Diego to San Luis Obispo, can pick up and drop off passengers in walking distance from the Downtown core. Some of these passengers, driven by train-centric enthusiasm and tourism, are also particularly attracted to the station. The City can capitalize on adventurers seeking to explore more natural parts of the California through the convenience of train travel.

High Tourism Guadalupe's downtown provides a historic urban experience that is unique in the area. Tourists tend to seek places that provide a unique experience and highlight the qualities that make an area special. While Santa Maria offers more shopping and dining options, it lacks a fully developed pedestrian-friendly area for shopping, dining, and community events that reflects the history of the area. With improvements to the public realm and unique local programming, Guadalupe Street could offer this experience for locals and tourists alike attracted to the Dunes.

Signage along W. Main Street and a coordinated wayfinding and branding strategy along Guadalupe Street could help raise awareness Page | 87
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of the businesses located there, providing a draw for tourists visiting the Dunes.

High Tourism The planned redevelopment of the Royal Theater will serve as a catalyst for Downtown revitalization. An RFP to renovate the Royal Theater building and its adjacent land was released in March 2020, the timing of which coincided with the COVID-19 global economic shutdown.

Future redevelopment is expected to contain a community arts facility and other commercial uses that take advantage of the Theater’s central location and historic characteristics.

High Retail/Local
Businesses
Guadalupe Street is home to unique small businesses and independent shops. Locating more businesses within proximity to existing businesses creates a convenient "one-stop" shopping environment that attracts more customers making daily and convenience purchases. An improved public realm that is inviting and comfortable for pedestrians is critical to support momentum among local businesses. To that end, vacant and underutilized parcels along Guadalupe Street can be targeted for infill development. Pleasant landscaping and clear, appropriately scaled signage can also enhance public commercial space.

Medium Tourism Unique programming can attract locals and tourists alike.

Guadalupe’s Downtown core is well-positioned to provide a space for outdoor events in underutilized parking lots, vacant lots, or the street (with Caltrans approval). Regular programming, such as live music, farmers markets, art and performance gatherings, and local food festivals can reinforce the Downtown’s identity while incentivizing visitors to patronize nearby businesses. These events also provide a space for communal gatherings, which are especially important after the COVID19 lockdowns.

Medium Tourism Regional and state tourism platforms can be further leveraged to promote Guadalupe’s assets. Existing tourism entities, such as the Santa Maria Valley Chamber or VisitCalifornia.com, market on behalf of and drive visitors to attractions around the region or state. Guadalupe could leverage existing platforms to develop greater visibility as a tourist destination.

Medium Retail/Local
Businesses
A Business/Merchant’s Association can align local businesses on priorities and projects. The recently formed Guadalupe Business Association (GBA) can more easily address the needs of the greater business community, such as maintaining landscaping to create a welcoming environment for customers, coordinating on parking, and improving business representation at City Hall. The GBA could eventually evolve into a more formal Business Improvement District (BID).

Medium Retail/Local
Businesses
Providing more resources for small businesses can spur
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small businesses, such as the County’s Small Business Development Center, and consider a façade improvement revolving loan program or other programs that could assist or incubate local businesses. Local business support in terms of online presence would be beneficial considering opportunities related to visitor attraction.

Low Community
Identity
Guadalupe has authentic character, a wealth of community culture, interesting history, and a strong branding strategy as "Gateway to the Dunes". Guadalupe's community identity is informed by a variety of inputs, including the community's agricultural economy, Chumash Native American culture, the nearby Guadalupe-Nipomo Dunes, a history of Spanish colonial activity, and the diverse cultural groups that settled in Guadalupe. Several key intersections offer gateway opportunities that could reinforce Guadalupe's identity through branding and signage.

Low Community
Identity
Guadalupe is currently host to many murals showcasing the City’s unique cultural heritage. Further investment in public art can enhance Guadalupe’s brand as well as help to draw and capture tourists. Eyecatching, large-scale murals not only support local artists, but also can promote awareness of the City through Instagram and other social media news feeds.

Low Retail/Local
Businesses
The Pasadera community is partially completed and includes 802 homes, a school, and small commercial center. This new housing is expected to boost the city’s population to around 11,000. In addition to an expected increase in property taxes, these new families will inject the city with more discretionary income to support existing and new businesses in Guadalupe. However, Pasadera residents would have to walk approximately one mile or more to get to Downtown Guadalupe, including crossing the railroad tracks and W. Main Street.

Low Access and
Connectivity
Improving the safety and operational efficiency of existing crossings could help improve connectivity within Guadalupe. The U.S. Department of Transportation provides guidance for pedestrian crossing features that could improve the safety of railroad crossings in Guadalupe, including fencing, gates, special paving, and pedestrianscale lighting and signage. These features could be especially helpful on routes with heavy or increasing automobile and truck traffic such as W.

Main Street and 11th Street. In addition, if passenger rail activity continues to rise, active transportation and connectivity between the Amtrak station and Pasadera, such as a walking/biking path, could be considered. A recent $1.9 million SHOPP grant will also be leveraged to repair existing Complete Streets facilities and address crossing issues.

Table 2: Prioritized Constraints
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High Retail/Local
Businesses
Unused/vacant storefronts can depress Downtown activity.

Especially in light of COVID-19 impacts on small businesses, more stores have shut down and have created greater hurdles to revitalization.

High Retail/Local
Businesses
Guadalupe's retail and services are limited, and don't meet shopping and dining needs of residents. Guadalupe is home to a variety of restaurants, stores, and service-oriented businesses. While these satisfy many of the shopping and dining needs of Guadalupe residents and workers, it is necessary to travel to Santa Maria or other nearby cities to shop at a full-service grocery store or dine at a restaurant with late-night operating hours. Additionally, high turnover of businesses in Guadalupe reflects the challenging operating environment for small businesses.

High Tourism The Guadalupe-Nipomo Dunes and Oso Flaco Lake attract tourists from around the world and across the region, but few visit Guadalupe on their way to or from these destinations. Tourism is a large and growing economic sector nationally and within California. While shops, restaurants, and historic attractions in Guadalupe could attract more tourism spending to the town, a lack of awareness has kept Guadalupe off most tourists' itineraries. As such, Guadalupe has no lodging to offer visitors that might consider an overnight stay. The elevated tank in Central Park advertises the community as the "Gateway to the Dunes." Additional branding and marketing efforts could do more to attract tourists to the community, or encourage visitors driving from one destination to the next to make a stop in Guadalupe.

Medium Retail/Local
Businesses
The City’s regulatory environment could inhibit the growth of small businesses. The City may benefit from a regulatory environment that is more predictable and business friendly. The City should reevaluate its fee schedule, ensure appropriate zoning and reasonable flexibility (especially in the Guadalupe Street corridor), and ensure its permitting procedures are easy-to-follow for new businesses.

Medium Access and
Connectivity
Current parking regulations impede direct customer access to businesses. Because the City parking lot has a 2-hour limit, parking spaces along the street can be used all day by employees, which decreases parking supply for customers.

Low Access and
Connectivity
The Union Pacific railroad bisects Guadalupe in the north-south direction and acts as a barrier between the east and west sides of the community. Between W. Main Street and 9th Street — a distance over three-quarters of a mile — there are no formalized crossings over the Union Pacific tracks. The Guadalupe Amtrak train station is located in between W. Main Street and 9th Street on the west side of the tracks, making access to the train station and businesses along Guadalupe Street inconvenient for residents living east of the tracks.

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Low Community
Identity
At entrances to Guadalupe and throughout the city, branding and signage is limited and lacks a consistent aesthetic expression. The built environment does not adequately reflect the history or identity of Guadalupe. The southern entrance on Guadalupe Street from W. Main Street is not cohesive, and the Amtrak station does not lead directly to a convenient or attractive entrance to the rest of town. While the downtown core includes a public plaza on Guadalupe Street, this public space could be enhanced as a center of activity and identity through the addition of public art, programming, and celebration of Guadalupe's history.

Recommendations
Based on the opportunities and constraints identified above, recommendations for economic development were prepared. These recommendations were also informed by case study research of cities similar to the size and position of Guadalupe. The following table provides a menu of actionable recommendations to support economic development in Downtown Guadalupe. The recommendations are organized by time horizon (short-, medium-, or long-term) for completion, as well as action topic area. The recommendations consist of four topic areas as mentioned above:
• Access and Connectivity: The Amtrak station and proximity to Highway 1 are crucial assets that connect Guadalupe with the rest of the region. The City should build upon these resources to improve the traveling experience and enhance mobility, both intra-city and inter-city, for residents and visitors alike.
• Tourism: Guadalupe is a destination city with many attractions, such as the Guadalupe-Nipomo Dunes, Oso Flaco Lake, and the historic Downtown. The City can support its tourism activities through unique programming and greater marketing efforts. • Retail/Local Business: Providing additional retail options should be a top priority for the City. In addition to retail diversity, the City can incentivize new business development and help to strengthen the existing business community.
• Community Identity: Guadalupe has a wealth of local culture, interesting history, and community pride. The City should amplify its brand and identity at major entrances and throughout the Downtown.

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Recommendations are presented in the following tables by time horizon for completion:
• Short-Term (less than 2 years)
• Medium-Term (2-5 years)
• Long-Term (5 or more years)
Table 3: Implementation Recommendations: Short-Term
Action Topic Area Description
Bike and EV Access and
Connectivity
Install a fast-charging electric vehicle station near Downtown and bike lanes along the 1, partnering with companies like EVGo (PPP) to provide fast-charging stations with no upfront capital costs or maintenance expenses. Promoting bicycle- and electric vehiclefriendly infrastructure along the Downtown corridor can take advantage of the City’s location along Highway 1 by encouraging cyclists and electric vehicle car owners to rest, eat, and/or shop.

Case Study Example: The State of Colorado is
planning on installing fast-charging EV stations
along popular driving routes to support its
climate action goals.

Link: https://energyoffice.colorado.gov/zero-emissionvehicles/electric-vehicle-fast-charging-corridors Maintenance
District
Access and
Connectivity
Explore the creation of a landscape, lighting, maintenance district to identify opportunities for and fund streetscape improvements, like street furniture, unique lighting, trees, and landscaping, etc. Such districts can provide economics of scale for property owners who can spread the cost of maintenance across many individuals.

Link to CA State Code regarding Maintenance Districts; Link to City of Santa Clarita Landscape Maintenance District information page Multi-Use
Zoning
Retail/Local
Businesses
Ensure Zoning Code is flexible enough to allow for multiple uses that can provide for the daily needs and services of residents. City can review the Mixed-Use District zoning and consider requiring at least 20% ground floor retail. This action addresses a regulatory barrier and supports meeting the needs of Guadalupe residents by providing goods, services, and dining within a short pedestrian shed.

Link to Sustainable Development Code Mixed-Use Zoning
description
GBA
Coordination
Retail/Local
Businesses
Regularly coordinate with the Business Association to solicit input on the needs of the business community. The Association could form a Business Improvement District (BID) when economic activity increases.

Case Study Example: The City of Fortuna’s
BID is made up of 500+ members. They
recently received a marketing grant to assist
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with tourism, business recruitment, and
retention.

Link to Fortuna BID; Link to Description of Mammoth Lakes Tourism BID
Small Biz
Guide
Retail/Local
Businesses
Develop a handbook to starting a small business in Guadalupe that links to information and resources available on City/County webpage.

Case Study Example: The City of Bishop
posted the County’s “Guide to Starting a
Business in Inyo County” on Economic
Development webpage.

Link to City of Bishop “How to Get Started” Information Page Chamber
Marketing
Retail/Local
Businesses
Develop marketing materials aimed at the tenant and Santa Maria Valley Chamber community to promote Guadalupe as businessfriendly. GBA is the business lead (not the creation of a new chamber of commerce).

Fees and
Permits
Retail/Local
Businesses
Evaluate fee schedule and permitting procedures to ensure easeof-use for small businesses.

Low-Cost
Lease
Retail/Local
Businesses
Provide low-cost leases on publicly owned buildings (in coordination with the reuse of the Royal Theater building) to retain small businesses and encourage desired uses.

Parking Regs Retail/Local
Businesses
Revise parking regulations to remove the 2-hour limit off street.

This update would incentivize employee parking in City lots, increasing parking supply for visiting customers.

Vacant
Storefront Art
Retail/Local
Businesses
Work with property owners to encourage the installation of attractive window displays, including art, in vacant storefronts.

Consider developing artist-in-residence programs for display of work by juried artists. Provide short-term workspace in available vacant spaces.

Vacancy PopUp BizRetail/Local
Businesses
Market vacant spaces to pop-up businesses (retailers, test kitchens with a food service component, etc.) and other potential niche users as interim tenants, particularly in visible vacant spaces on the ground floor.

Table 4: Implementation Recommendations: Medium-Term
Action Topic Area Description
Local Asset
Survey
Access and
Connectivity
Inventory, document condition of, and periodically review Guadalupe's local assets, such as historic buildings and murals.

This inventory can form the basis of a historic resources survey in the future. This exercise could utilize University student support.

Grant Opps Access and
Connectivity
Identify and apply for federal infrastructure grant opportunities.

The new Administration has identified Amtrak as a priority for federal infrastructure spending.

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Mobility Plan Access and
Connectivity
Continue the implementation of the Mobility Revitalization Plan to connect the east vs. west sides of the city and improve safety of crossings.

Case Study Example: The City of Woodlake
completed its multi-phase Downtown
Enhancement Project and fulfilled its goal of
providing pedestrian, bicycle, and transit
connectivity to shopping, office, and
recreational destinations in the Downtown, as
well as improving the aesthetic appearance
and usefulness of the area.

Link to article on Woodlake’s transportation investment program.

Wayfinding Community
Identity
Improve branding, wayfinding, and signage at entrances to Guadalupe to enhance local identity and public realm aesthetic, and along Guadalupe St. to showcase businesses in the area and draw tourists who are visiting the Dunes or passing through the city on CA-1.

Retail Brokers Retail/Local
Businesses
Work with the Guadalupe Business Association to attract and retain businesses with the efforts of retail brokers who work with a pool of potential commercial tenants.

Website Update Retail/Local
Businesses
Create webpages for Community and Economic Development
and Social Services on City's website that consolidates all local and regional resources and links.

Case Study Example: The City of Bishop has
an Economic Development webpage with
information from both the City and County on
resources and requirements for starting a
small business.

Link to City of Bishop’s Economic Development webpage.

Festivals Tourism Host unique festivals that celebrate local heritage/cuisine and market Guadalupe to a larger audience. Example: cauliflower, which is rapidly becoming one of the most widely-eaten
vegetables in the country.

Regular
Programming
Tourism Provide regular programming, such as live music, farmers markets, arts and performance gatherings, as well as annual festivities, to promote community-building and showcase local retailers and artists. Example: Autumn Pumpkin Patch photo opportunity.

Case Study Example: The City of
Apalachicola hosts an annual community-wide
Easter Egg hunt in partnership with State
Parks.

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RV
Campgrounds
Tourism Revise Zoning Code to allow for RVs campgrounds, which can provide a destination for visitors interested in overnight stays.

These campgrounds can also accommodate overflow from
nearby beach cities and provide an opportunity for the City to collect TOT revenue.

A smaller version of the Flying Flags RV Resort and Campground in nearby Solvang could be used as an example of the
accommodations and amenities expected of RV camping in the area.

Link to Flying Flags website.

Short-Term
Rental
Tourism Revise Zoning Code to allow for short-term rentals. Guadalupe does not currently have a hotel, so short-term rental options like Airbnb can increase the number of options visitors have to remain in Guadalupe for longer periods of time.

Community
Space
Tourism Continue to support a public place to gather, such as the Guadalupe Arts and Education Center and/or Leroy Park
Community Center, to facilitate a sense of community and enhance the public realm.

Table 5: Implementation Recommendations: Long-Term
Action Topic Area Description
Amtrak
Longevity
Access and
Connectivity
Secure the Guadalupe Amtrak stop to ensure longevity of the rail station connection through continued investment in and around the physical station, the promotion of Guadalupe as a regional transit destination, and increased City representation in relevant Amtrak discussions and meetings.

Holistic
Branding
Community
Identity
Explore a more updated and holistic branding identity and logo that is reflective of Guadalupe's history and culture. This identity should not be exclusively staked to the Dunes and should appeal to residents and tourists alike.

Murals Community
Identity
Continue to invest in Instagram-worthy public art in appropriate locations. Consider art that reflects, celebrates, and is complementary to Guadalupe’s history and supports the
community's identity, while also encourages people to engage with the physical space.

Art
Competition
Community
Identity
Host an art & design competition to create eye-catching branding while promoting regional artists.

Vacant Land
Fee
Retail/Local
Businesses
Levy a fee on vacant or dilapidated land to incentivize usage and maintenance. Additionally, coordinate with the County Assessor’s Office to ensure proper valuation with each transfer.

Case Study Example: A voter-approved
measure in the City of Oakland establishes an
annual tax of $3,000 to $6,000 on vacant
properties (allowable exemptions apply).

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Link to City of Oakland’s vacant property tax information.

Revolving Loan Retail/Local
Businesses
Provide a revolving façade improvement loan program.

Fee Deferral Retail/Local
Businesses
Create an impact fee deferral program.

Case Study Example: The City of Gonzales’
Economic Development Incentives Program
offers a variety of benefits, such as impact fee
deferrals, impact fee financing, fee rebates, and
small business loans.

Link to the City of Gonzales’ Incentives Programs.

Fee Financing Retail/Local
Businesses
Create an impact fee financing program, in partnership with the Statewide Community Infrastructure Program (SCIP).

Fee Reductions
& Rebates
Retail/Local
Businesses
Provide other incentives, such as:
• Fee reductions
• Property/sales/TOT tax rebate
Small Biz Loan Retail/Local
Businesses
Create a small business loan program capitalized by CDBG.

Agritourism Retail/Local
Businesses
Promote the diversification of farm-related activities through adoption of an agritourism ordinance, a Zoning Code update to include agritourism as a use, streamlined permitting for commercial uses on working farms, and the development of a handbook to provide additional information and links to permitting processes and insurance.

Case Study Example: The City of Gonzales’
agritourism industry is comprised of 46 vineyard
properties that offer tasting rooms, picnic areas,
and wine country charm.

Link to City of Gonzales Agritourism webpage.

Royal Theater
Reuse
Tourism Support the redevelopment of the Royal Theater building into a vibrant, community-focused commercial space to promote the capitalization of the Downtown area.

Tourism
Marketing
Tourism Create a strategy to increase Guadalupe's visibility on regional (Santa Barbara) and statewide tourism platforms and websites.

Prioritization Maps
Prioritization maps reflect the recommendations in a visual manner. The recommendations are generally organized by three metrics: impact, cost, and City staff resources. These maps are also grouped by short-, medium-, and long-term action items, as well as by topic area. • Impact: This metric estimates the level of economic impact or benefit of each action. This metric is measured across the x-axis of each map.
• Cost: This metric estimates the dollar cost of each action. This metric is measured across the yaxis of each map.

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These maps are intended to be illustrative and provide a conceptual approach to understanding the variety of potential actions that could be taken.

Prioritization Maps by Phase
Implementation Recommendations by Phase: Short-Term
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Implementation Recommendations by Type: Access and Connectivity Page | 100
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983 Osos Street, San Luis Obispo, CA 93401 | (805) 595 1345 | lisawiseconsulting.com | 20 Implementation Recommendations by Type: Community Identity Page | 103
Appendix B
The following pages are screenshots from the U.S. Census Bureau 2021 data for Guadalupe from www.census.gov
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Resilience-Guadalupe Plan
City Council Presentation
04/25/2023
1 By: Tiffany Gonzales, Community Development Director
ATTACHMENT 3
The State Community Block Group (CDBG)
Program funded the planning effort
Background
Over 30 Different Meetings Held
● Leadership Team Meetings
● Public Workshops
● Youth Workshops (GUSD)
● Focus Groups (Zoom Meetings)
● Individual Stakeholder Meetings
● Spanish Language Workshop
Background Continued…
Discussion
Public Access Throughout the Planning Period:
● LADG Web Page
● Facebook Page
5 Click to
download
Discussion
Discussion
6 Discussion Continued…
7 Fiscal Impact
8 Questions?
9