Agenda packet — Seaside City Council, March 17, 2022 (part 1 of 2)

A G E N D A

CITY OF SEASIDE REGULAR MEETING
CITY COUNCIL/SUCCESSOR 440 HARCOURT AVE, COUNCIL CHAMBER AGENCY TO THE Thursday, March 17, 2022
REDEVELOPMENT AGENCY 5:00 PM
___________________________________________________________________________________ NOTICE: The City Council will hold its public meetings in person, with a virtual option for public participation based on availability. The City of Seaside utilizes Zoom tele-conferencing technology for virtual public participation; however, we make no representation or warranty of any kind, regarding the adequacy, reliability, or availability of the use of this platform in this manner. Participation by members of public through this means is at their own risk. ___________________________________________________________________________________ ___________________________________________________________________________________

VIRTUAL PUBLIC PARTICIPATION INSTRUCTIONS

1. To view this meeting: Please click on the following link to the City of Seaside YouTube Channel: https://www.youtube.com/c/CityofSeasideCalifornia

2. To participate in this meeting: Using the Zoom application on your smart phone, laptop, tablet or desktop and click on this link: https://ci-seaside-ca-us.zoom.us/j/81936832059 WEBINAR ID: 819 3683 2059

3. To participate by phone: Please call (669) 900-9128
Enter the meeting ID 819 3683 2059 when prompted. There is no participate code – press the pound sign # after the recording prompts you.

4. To make public comment, the following options are available:
 Before the Meeting via Email: Written comments can be emailed to [email protected] Include the following subject line: “Public Comment Item #___” (insert the agenda item number relevant to your comment). Written comments must be received by 2:00 p.m. on the day of the meeting.  During the Meeting via Oral Comments: When the Chair calls for public comment, attendees can queue to speak with the “Raise Hand” feature. On the Zoom application, click the “Raise Hand” button. On the phone, press *9.

IN PERSON PARTICIPATION INSTRUCTIONS
Members of the public participating in person and wishing to address the City Council may approach the podium when the Chair calls for public comment.

Packet Page 1
City Council REGULAR Meeting March 17, 2022 5:00 PM Agenda Page 2

1. CALL TO ORDER

2. ROLL CALL – ESTABLISHMENT OF QUORUM
Ian N. Oglesby
David R. Pacheco
Jason Campbell
Jon Wizard
Alexis Garcia-Arrazola
Mayor/Chair
Mayor Pro Tem/Vice Chair
Council/Agency Member
Council/Agency Member
Council/Agency Member

3. INVOCATION AND PLEDGE OF ALLEGIANCE

4. REVIEW OF AGENDA
If there are any items that arose after the 72-hour posting deadline, this is the point in the meeting where a vote may be taken to add the item to the agenda. (A 2/3-majority vote is required).

5. PUBLIC COMMENT
Members of the public wishing to address the City Council on matters within the jurisdiction of the City of Seaside, but not on this agenda, may do so during the Public Comment period for up to three (3) minutes. Public Comments for "Presentations" on this agenda are also taken at this time; comments on specific agenda items are heard under that item. For the public record, please state your name.

6. PUBLIC AGENCY COMMUNICATIONS
This is a time specifically set aside for representatives of public agencies to make brief comments of general interest to the City Council and the community.

7. PRESENTATIONS
A. UPDATE ON THE YOUTH EMPLOYMENT PROGRAM (KEE HYON HIGGINS,

RECREATION SUPERVISOR)
B. UPDATE ON BUSINESS OUTREACH RELATED TO THE PRIORITY-IMPACT

PLASTIC POLLUTION PREVENTION ORDINANCE (BETH ROCHA, SENIOR

PLANNER)
C. HIRING AND RECRUITMENT UPDATE (SAMANTHA SAKHRANI, HR

ANALYST)

8. CONSENT AGENDA
A. APPROVE MINUTES FROM FEBRUARY 17, 2022
Packet Page 2
City Council REGULAR Meeting March 17, 2022 5:00 PM Agenda Page 3 RECOMMENDATION: Approve minutes as presented in the agenda packet.

B. APPROVE AND FILE CITY CHECKS
RECOMMENDATION: Approve and file the accounts payable and wired payments made during the period of January 29, 2022, through February 11, 2022, including the payroll and benefits checks, direct deposits, and wired payments related to the pay period ending February 10, 2022. Total Accounts Payable and Payroll for the above referenced period is $1,632,787.30.

C. APPROVE AND FILE SUCCESSOR AGENCY CHECKS
RECOMMENDATION: Approve and file the accounts payable and wired payments made during the period of January 29, 2022, through February 11, 2022, including the payroll and benefits checks, direct deposits, and wired payments related to the pay period ending February 10, 2022. Total Accounts Payable and Payroll for the above referenced period is $5,313.35.

D. ADOPT A RESOLUTION CREATING THE CLASSIFICATION OF ECONOMIC

DEVELOPMENT AND COMMUNITY PLANNING MANAGER AND

MODIFYING THE POSITION ALLOCATION LIST
RECOMMENDATION: Approve a resolution authorizing the following staffing changes:

1. Add Economic Development and Community Planning Manager

2. Add One Administrative Analyst II in Community Development

3. Add Two Recreation Coordinators

4. Delete One Recreation Supervisor

5. Delete One Assistant to the City Manager / Economic Development E. ADOPT A RESOLUTION APPROVING A CONTRACT CHANGE ORDER WITH

MONTEREY PENINSULA ENGINEERING FOR UPGRADED INCLUSIVE PLAY

EQUIPMENT FOR LAGUNA GRANDE PARK IMPROVEMENTS PROJECT FOR AN AMOUNT NOT TO EXCEED $50,000.

RECOMMENDATION: Adopt a resolution amending the construction contract with Monterey Peninsula Engineering for an amount not to exceed $50,000 for the purchase and installation of upgraded inclusive play equipment for the Laguna Grande Park Improvements project.

F. ADOPT A JOINT RESOLUTION APPROVING A TRANSFER OF REAL

PROPERTY, AS LISTED IN THE LONG RANGE PROPERTY MANAGEMENT

PLAN AMENDED AND APPROVED BY THE DEPARTMENT OF FINANCE ON MAY 29, 2015, BETWEEN THE SUCCESSOR AGENCY TO THE SEASIDE

REDEVELOPMENT AGENCY AND THE CITY OF SEASIDE, AND
Packet Page 3
City Council REGULAR Meeting March 17, 2022 5:00 PM Agenda Page 4

AUTHORIZING THE EXECUTIVE DIRECTOR/CITY MANAGER TO TAKE ALL

NECESSARY ACTIONS TO CAUSE THE TRANSFER
RECOMMENDATION: Approve the transfer of properties pursuant to the Approved Long Range Property Management Plan.

G. ADOPT A RESOLUTION APPROVING THE APPLICATION FOR GRANT

FUNDS FROM THE RECREATIONAL TRAILS PROGRAM
RECOMMENDATION: Adopt a resolution to apply for grant funds from the Recreational Trails Program.

H. ADOPT A RESOLUTION ACKNOWLEDGING THE REVIEW AND
ACCEPTANCE OF THE 2021 GENERAL PLAN ANNUAL PROGRESS

REPORT AND THE HOUSING ELEMENT ANNUAL PROGRESS REPORT AND

AUTHORIZING THE SUBMITTAL TO THE GOVERNOR'S OFFICE OF

PLANNING AND RESEARCH (OPR) AND THE DEPARTMENT OF HOUSING

AND COMMUNITY DEVELOPMENT (HCD)
RECOMMENDATION: Adopt a resolution approving the annual progress reports for submission to satisfy the reporting requirements of Government Code section 65400, subdivision (a)(2) reporting the status of the General Plan and the Housing Element and accomplishments during 2021.

I. CONSIDER THE ADOPTION OF THE NATIONAL WILDLIFE FEDERATION

MAYOR'S MONARCH PLEDGE PROGRAM
RECOMMENDATION: Adopt a resolution authorizing the City of Seaside to participate in the NWF's Monarch Pledge program.

9. PUBLIC HEARING
A. INTRODUCTION OF AN ORDINANCE REPEALING AND AMENDING
CHAPTER 17.52, SECTION 17.52.230 (RESIDENTIAL SECOND UNITS) OF

THE SEASIDE MUNICIPAL CODE TO ESTABLISH REGULATIONS FOR ACCESSORY DWELLING UNITS. THIS PROJECT IS CATEGORICALLY EXEMPT SECTION 15061(B)(3) FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA).

RECOMMENDATION: Consider the Planning Commission recommendation, introduce, and pass to print the draft ordinance repealing and amending Chapter

17.52, Section 17.52.230 of the Seaside Municipal Code to establish an ordinance for Accessory Dwelling Units.

B. CONSIDER FUNDING RECOMMENDATIONS FOR THE COMMUNITY

DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM FOR FISCAL YEAR
Packet Page 4
City Council REGULAR Meeting March 17, 2022 5:00 PM Agenda Page 5 2022-2023 AND FISCAL YEAR 2023-2024
RECOMMENDATION: 1. Consider funding recommendations for the Community Development Block Grant (CDBG) for fiscal year 2022-2023 and fiscal year 2023- 2024 as recommended by CDAC; and

2. Approve CDBG funding allocations for fiscal year 2022-2023 and fiscal year 2023- 2024 and authorize staff to draft the Fiscal Year 2022-2023 Annual Action Plan and make it available for public review and comment for a period of 30 days.

10. BUSINESS ITEMS
A. RECEIVE AND APPROVE FIRE STATION 2 CONCEPTUAL ARCHITECTURAL

DESIGN, BUDGET AND SPACE NEEDS ASSESSMENT CREATED BY RRM

DESIGN GROUP
RECOMMENDATION: Approve the conceptual architectural design drawings for a second fire station; to include a site plan, budget, and space needs assessment, direct staff to move forward with environmental review on the designated site located at Gigling Road and First Avenue, and begin RFP for full architectural design of Seaside's second fire station.

B. CONSIDER A RESOLUTION TO OPEN A PORTION OF EUCALYPTUS ROAD

TO PROVIDE ACCESS TO THE NATIONAL MONUMENT FROM THE CITY OF

SEASIDE AND ADOPTING PROPOSED CHANGES TO THE FISCAL YEAR 2021-2022 BUDGET.

RECOMMENDATION: Approve the resolution to open Eucalyptus Road to allow access the Fort Ord National Monument, and adopt the proposed changes to the budget for fiscal year 2021-2022.

11. COUNCIL MEMBER REQUESTS
A. NEW COUNCIL MEMBERS REQUESTS
B. FOLLOW UP ON PREVIOUS REQUESTS

12. CITY ATTORNEY, CITY MANAGER, MAYOR AND CITY COUNCIL

COMMENTS AND REPORTS ON COMMITTEE ASSIGNMENTS
This is a time specifically set aside for members of the City Council, the City Manager and City Attorney to make brief comments of general interest to the community and report on committee assignments.

13. CLOSED SESSION
A. CLOSED SESSION PURSUANT TO GOVERNMENT CODE 54957.6 - Packet Page 5
City Council REGULAR Meeting March 17, 2022 5:00 PM Agenda Page 6

CONFERENCE WITH LABOR NEGOTIATORS
RECOMMENDATION: Agency Negotiators: Roberta Greathouse, Acting City Manager; Donna Williamson, Labor Negotiator; Heather Coffman, Labor Negotiator.

Employee Organizations: Seaside Firefighters' Association; Seaside Police Officers' Association; Seaside City Employees' Association; Seaside Management and Supervisory Employees Association; and Seaside Public Safety Management Association
B. CLOSED SESSION PURSUANT TO GOVERNMENT CODE SECTION 54956.8

CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Properties Under Discussion:

1. The Property Commonly Referred to As Campus Town (Property bounded by Highway 1/1st Avenue, 7th Avenue, Lightfighter/Colonel Durham Street, and Gigling)
Negotiator for the City: Roberta Greathouse, City Manager, Negotiator for the Developer: Danny Bakewell Jr. et. al., Under Negotiation: Purchase and Sale Agreement Terms
C. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
(GOVERNMENT CODE SECTION 54956.9)
RECOMMENDATION: Monterey County Superior Court
Case Number: 20CV003118
Case Name: People v. Arzadon
D. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
(GOVERNMENT CODE 54956.9)
RECOMMENDATION: Monterey County Superior Court Case No. 22CV000019 Case Name: Lewis v. City of Seaside, et al.

14. ADJOURNMENT
Next Regularly Scheduled Meeting:

April 7, 2022
5:00 PM
The City of Seaside is committed to providing accessible facilities and accommodating people with disabilities in all of its services programs and activities. If special considerations are needed by any person to fully participate in this meeting, contact the City Clerk at 899-6707 no fewer than two business days prior to the meeting to allow reasonable arrangements. Agendas are posted at:
http://www.ci.seaside.ca.us/129/City-Council-Committee-Agendas Packet Page 6
City Council REGULAR Meeting March 17, 2022 5:00 PM Agenda Page 7 Agenda-related writings or documents provided during public meetings are available for public inspection during the meeting or from the office of the City Clerk. This agenda is posted in compliance with California Governor Newsom's Executive Orders N-29-20 and N-33-20.

Packet Page 7

DRAFT MINUTES

CITY OF SEASIDE CONCURRENT MEETING

CITY COUNCIL/SUCCESSOR VIRTUAL ONLY
AGENCY TO THE Thursday, February 17, 2022
REDEVEOLOPMENT AGENCY 5:00 PM

1. CALL TO ORDER
Mayor/Chair Oglesby Called the meeting to order at 5:00 p.m.

2. ROLL CALL – ESTABLISHMENT OF QUORUM
PRESENT: Campbell, Garcia-Arrazola, Oglesby, Pacheco, Wizard ABSENT: None

3. INVOCATION AND PLEDGE OF ALLEGIANCE
Invocation was led by Minister Rory Gaines (Emmanuel Church of God in Christ); and the pledge was led by Acting City Manager Roberta Greathouse.

4. REVIEW OF AGENDA
No changes.

5. PUBLIC COMMENT
Bobby Maxwell, Peter Kaiser, Pastor Kenneth Murray, Wes Lee, Alvin Edwards

6. PUBLIC AGENCY COMMUNICATIONS
A. REVIEW OF UPCOMING CITYWIDE EVENTS (ERNESTO ALTAMIRANO,

COMMUNICATIONS & COMMUNITY ENGAGEMENT SPECIALIST)
Mr. Altamirano provided a presentation of upcoming events and responded to questions from the Council.

Alvin Edwards, Monterey Peninsula Water Management District, Representative for Division 1 provided information about upcoming meetings on February 28 and March 17 and invited the public to continue their engagement with MPWMD.

7. PRESENTATIONS
Packet Page 8
Thursday, February 17, 2022 City Council CONCURRENT Meeting Page 2 A. UPDATE ON IMPLEMENTATION OF THE PRIORITY-IMPACT PLASTIC

POLLUTION ORDINANCE (LACEY RAAK, CHAIRPERSON OF THE

ENVIRONMENTAL COMMISSION)
Ms. Raak provided a verbal presentation and responded to questions from the Council.

B. VACCINATION UPDATE (FIRE CHIEF MARY GUTIERREZ)
Division Chief Dave Nava provided an update and responded to questions from the Council.

C. CAPITAL IMPROVEMENT PROGRAM UPDATE (NISHA PATEL, PUBLIC

WORKS DIRECTOR/ CITY ENGINEER)
Ms. Patel provided a presentation and responded to questions from the Council.

8. CONSENT AGENDA
On motion by Mayor Pro Tem/Vice Chair Pacheco and second by Council/Agency Member Garcia-Arrazola and carried by the following roll call vote, the City Council/Successor Agency moved to approve the Consent Agenda as presented.

RESULT: 5-0-0-0
AYES: Campbell, Garcia-Arrazola, Oglesby, Pacheco, Wizard NOES: None
ABSTAIN: None
ABSENT: None
A. APPROVE MINUTES FROM JANUARY 27 AND FEBRUARY 3, 2022 ACTION: APPROVED
B. APPROVE AND FILE CITY CHECKS
ACTION: APPROVED & FILED
C. APPROVE MODIFICATION OF THE BROADWAY WALK OF FAME AD-HOC

POLICY TO INCREASE THE NUMBER OF ADHOC COMMITTEE MEMBERS

TO A MAXIMUM OF NINE
ACTION: APPROVED
D. APPROVE A FEE WAIVER FROM HINDU TEMPLE OF MONTEREY

PENINSULA FOR THE USE OF THE LAGUNA GRANDE HALL AND FOR THEIR JAGRATA - PRAYER MEETING EVENT ON JUNE 18, 2022
ACTION: APPROVED
E. APPROVE MAYOR'S YOUTH FUND CONTRIBUTION REQUEST FROM Packet Page 9
Thursday, February 17, 2022 City Council CONCURRENT Meeting Page 3

SEASIDE POLICE ACTIVITIES LEAGUE
ACTION: APPROVED
F. APPROVE THE TRAFFIC ADVISORY (TAC) COMMITTEE

RECOMMENDATION FOR TWO HOUR TIMED LIMITED PARKING
DESIGNATION IN FRONT OF 1049 BROADWAY AVENUE
ACTION: APPROVED
G. ADOPT A RESOLUTION MODIFYING THE PART TIME SALARY SCHEDULE FOR AQUATIC PERSONNEL AND ESTABLISHING THE 40 HOUR SALARY

SCHEDULE FOR FIRE PERSONNEL
ACTION: ADOPTED RESO #22-23
H. ADOPT A RESOLUTION AUTHORIZING THE SUBMITTAL OF

APPLICATIONS FOR CAL RECYCLE GRANTS FOR WHICH THE CITY OF

SEASIDE IS ELIGIBLE AND APPROVE AMENDMENT TO EXISTING MOU FOR SHARED COSTS RELATED TO SB1383
ACTION: ADOPTED RESO #22-24
I. ADOPT A RESOLUTION AUTHORIZING THE TEMPORARY STREET

CLOSURE POLICY
ACTION: ADOPTED RESO #22-25
J. APPROVE PROCLAMATION RECOGNIZING IRISH AMERICAN HERITAGE MONTH FOR MARCH 2022
ACTION: PROCLAIMED
K. APPROVE PROCLAMATION RECOGNIZING WOMEN'S HISTORY MONTH FOR MARCH 2022
ACTION: PROCLAIMED
L. ADOPT A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE

A MUNICIPAL ADVISOR AGREEMENT WITH NHA ADVISORS, LLC, FOR

MUNICIPAL ADVISORY SERVICES AND APPROVE A REGULATORY

DISCLOSURE LETTER REGARDING THE CITY OF SEASIDE CAMPUS TOWN

DEVELOPMENT PROJECT (CFD FORMATION) WITH A NOT TO EXCEED AMOUNT OF $27,500.00
ACTION: ADOPTED RESO #22-26

9. BUSINESS ITEMS
Packet Page 10
Thursday, February 17, 2022 City Council CONCURRENT Meeting Page 4 A. ACCEPT THE COMMUNITY SOCIAL SERVICES GRANT YEAR ONE
REPORT
Assistant City Manager Ashley Collick presented the item. There were no comments from the public.

ACTION: ACCEPTED
B. REVIEW, DISCUSS, AND PROVIDE DIRECTION ON A COMMUNITY

WORKFORCE AGREEMENT
Acting City Manager Roberta Greathouse provided the presentation and responded to questions from the Council.

PUBLIC COMMENT: Received
The Mayor called a recess from 7:00 p.m. – 7:10 p.m. to accommodate technical difficulties with the Chamber camera and to allow for a break in the proceedings.

The Mayor called the meeting back into open session at 7:11 p.m.

PUBLIC COMMENT (CONTINUED): Received
On motion by Council/Agency Member Campbell and second by Council/Agency Member Garcia-Arrazola and carried by the following roll call vote, the City Council/Successor Agency moved to direct the City Attorney to return with a legal analysis in Closed Session and present on the item when appropriate.

RESULT: 5-0-0-0
AYES: Campbell, Garcia-Arrazola, Oglesby, Pacheco, Wizard NOES: None
ABSTAIN: None
ABSENT: None
ACTION: Directed City Attorney to return with legal analysis

10. COUNCIL MEMBER REQUESTS
A. NEW COUNCIL MEMBER REQUESTS
None
B. FOLLOW UP ON PREVIOUS REQUESTS

1. Discussion about the status and future of the General Plan (Campbell)

2. Vacancy Registration List (Wizard)

11. CITY ATTORNEY, CITY MANAGER, MAYOR AND CITY COUNCIL COMMENTS Packet Page 11
Thursday, February 17, 2022 City Council CONCURRENT Meeting Page 5

AND REPORTS ON COMMITTEE ASSIGNMENTS
Reports provided.

12. CLOSED SESSION
City Attorney Sheri Damon read the closed session items and anticipated an announcement for Item B. There were no comments from the public.

Upon return from Closed Session, Ms. Damon announced that for Item B, the District Court has upheld the City’s motion to dismiss the case.

A. CLOSED SESSION PURSUANT TO GOVERNMENT CODE 54957.6 -

CONFERENCE WITH LABOR NEGOTIATORS
RECOMMENDATION: Agency Negotiators: Roberta Greathouse, Acting City Manager; Donna Williamson, Labor Negotiator; Heather Coffman, Labor Negotiator.

Employee Organizations: Seaside Firefighters' Association; Seaside Police Officers' Association; Seaside City Employees' Association; Seaside Management and Supervisory Employees Association; and Seaside Public Safety Management Association
B. CONFERENCE WITH LEGAL COUNSEL PURSUANT TO GOVERNMENT CODE SECTION 54956.9: EXISTING LITIGATION
Petrovich Development Company, LLC v. City of Seaside, et. al.

United States District Court, Northern District, San Jose Division Court case: 21-CV-07797-NC
C. CONFERENCE WITH LEGAL COUNSEL PURSUANT TO GOVERNMENT CODE SECTION 54956.9: EXISTING LITIGATION
Committee for Sound Water and Land Development of Fort Ord v. Seaside, et al.

Sixth District Court of Appeal
Case No.: H049031
D. CONFERENCE WITH LEGAL COUNSEL PURSUANT TO GOVERNMENT CODE SECTION 54956.9: POTENTIAL LITIGATION (1 MATTER)
Potential Litigation (1 Matter)

13. ADJOURNMENT
With no further business, the meeting adjourned in the honor and memory of Bill Enders, Dexter Barnett, Jr. and Judy Currier Fletcher at 9:43 p.m.

Packet Page 12
Thursday, February 17, 2022 City Council CONCURRENT Meeting Page 6 Respectfully submitted,
_________________________ _________________________
Dominique L. Davis, City/Agency Clerk Ian N. Oglesby, Mayor/Chair Packet Page 13

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.B.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Loreene Bermudez-Onate, Accountant II
DATE: March 17, 2022
SUBJECT: APPROVE AND FILE CITY CHECKS

RECOMMENDATION
Approve and file the accounts payable and wired payments made during the period of January 29, 2022, through February 11, 2022, including the payroll and benefits checks, direct deposits, and wired payments related to the pay period ending February 10, 2022. Total Accounts Payable and Payroll for the above referenced period is $1,632,787.30.

BACKGROUND
In accordance with Government Code Section 37208, at each City Council meeting, the Council is provided a listing of the payroll and general checks issued since the last report so that the checks can be inspected and confirmed. Each purchase has been reviewed and approved by the department making the purchase at the time of procurement. The invoices have been reviewed by the Finance Department prior to payment to ensure that they conform to the approved budget.

Therefore, in accordance with Government Code Section 37208, the above referenced and linked list of checks conforms to the approved budget and has been paid. These checks are submitted to the City Council for inspection and confirmation.

A description of the checks and wires exceeding $10,000.00 are as follows:
 $25,000.00 to Community Partnership for Youth for Community social services grant reimbursement request for the period 1/1/2022 - 3/31/2022.  $13,634.40 to L.N. Curtis & Sons for (6) turnout coats and pants for Seaside Fire Department for fiscal year 2021-2022.
 $13,543.00 to League of Cal. Cities for Membership dues for calendar year 2022.

Packet Page 14
Item No. 8.B. Page 2 of 3
 $25,778.81 to Monterey Co. Sheriff-Coroner for Criminal Justice Information System for the quarter ending 12/31/2021.
 $60,756.00 to Wallace Group for SCSD professional services for Del Monte Sewer Upgrade through 9/30/2021, Fremont Sewer Upgrade through 12/31/2021, Campus Town Water Feasibility Study and American Tire Development through 12/31/2021; Professional construction services for Highland Otis Park through 12/31/2021, Ellis Park through 11/30/2021, Fire Station Upgrade Project through 11/30/2021 and West End Sand City Construction Inspections through 12/31/2021.
 $57,407.59 to Pacific Gas & Electric for Collective accts for streetlights, highway lighting, park lights and city office buildings. Service period: 12/7/2021 - 1/24/2022.
 $81,192.15 to Harris & Associates, Inc. for SCSD prof. services for Fremont/Broadway/Ortiz project management for 10/31/2021-12/31/2021; SCSD Capital Improvement Project Management services for 8/29/2021 - 12/31/2021; Campus Town demolition services for phase 1 and phase 2 for 10/31/2021 - 12/31/2021.
 $39,053.28 to Richards, Watson & Gershon for general legal services rendered through 12/31/2021.
 $61,705.41 to Monterey Peninsula Engineering for SCSD professional services for Lift Station Upgrades through 12/20/2021.
 $15,025.00 to Clifton Larson Allen LLP for Professional services rendered in connection with the FYE 2021 audit of the City of Seaside. Audit work included the City, Measure X, GASB 68 assistance, & the Sanitation District.  $43,057.00 to Precision Emprise LLC for Sidewalk offset repair services on multiple City of Seaside streets for the period of 10/7/2021 - 12/17/2021.  $26,470.00 to Monterey Bay Military Housing LLC for United Way rental assistance for 2 tenants for 16 months ending 4/1/2022.

The Net Payroll and Payroll benefits total was $767,777.82.

The remaining checks, totaling $402,386.84, include payments to vendors for operating expenditures.

The check report is available on the City's website here:
https://www.ci.seaside.ca.us/194/Check-Draft-Register

FISCAL IMPACT
There are no additional fiscal impacts.

ATTACHMENTS
Packet Page 15
Item No. 8.B. Page 3 of 3
None
Packet Page 16

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.C.

TO: Successor Agency to the Redevelopment Agency of the City of Seaside FROM: Roberta Greathouse, Acting City Manager
BY: Loreene Bermudez-Onate, Accountant II
DATE: March 17, 2022
SUBJECT: APPROVE AND FILE SUCCESSOR AGENCY CHECKS

BACKGROUND
In accordance with Government Code Section 37208, at each City Council meeting the Council is provided a listing of the payroll and general checks issued since the last report so that it can inspect and confirm these checks. Each purchase has been reviewed and approved by the department making the purchase at the time of procurement. The invoice has been reviewed by the Finance Department prior to payment to ensure that it conforms to the approved budget.

Therefore, in accordance with Government Code Section 37208, the above referenced, and linked list of checks conforms to the approved budget and has been paid. These checks are submitted to the City Council for inspection and confirmation.

A description of the checks and wires exceeding $10,000 are as follows:
 No checks exceeded $10,000.

The check report is available on the City's website:
https://www.ci.seaside.ca.us/194/Check-Draft-Register
Packet Page 17
Item No. 8.C. Page 2 of 2

FISCAL IMPACT
There are no additional fiscal impacts.

ATTACHMENTS
None
Packet Page 18

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.D.

TO: City Council
BY: Roberta Greathouse, Human Resources Director/Risk Manager DATE: March 17, 2022
SUBJECT: ADOPT A RESOLUTION CREATING THE CLASSIFICATION OF

ECONOMIC DEVELOPMENT AND COMMUNITY PLANNING

MANAGER AND MODIFYING THE POSITION ALLOCATION LIST

PURPOSE & RECOMMENDATION
Approve a resolution authorizing the following staffing changes:

1. Add Economic Development and Community Planning Manager

2. Add One Administrative Analyst II in Community Development

3. Add Two Recreation Coordinators

4. Delete One Recreation Supervisor

5. Delete One Assistant to the City Manager / Economic Development

BACKGROUND
Community & Economic Development Department Changes:

On October 16, 2021, Assistant to the City Manager / Economic Development Director Trevin Barber was promoted to Assistant City Manager / Community Development Department. Since that time, his position has been vacant. The City is in a period of unprecedented growth and organizational changes are necessary to improve the effectiveness of the City and to move projects forward.

The Economic Development and Community Planning Manager will manage the Planning Division—providing direct oversight of the staff and operations of the Planning Division. They will establish policies, procedures, and practices related to development services that ensure smart growth and an urban design that creates positive fiscal impacts that improves levels of service and quality of life. A key component of this position will be working in cooperation with other managers, engineers, and other staff Packet Page 19

Item No. 8.D. Page 2 of 3
to problem solve, remove obstacles, expedite processes, and ensure all stakeholders receive excellent customer service when working with the City. They will also serve in the mission critical capacity as the Zoning Administrator, CEQA Review Officer, and Liaison/Clerk to the Planning Commission.

This position was formerly on the Position Allocation List in the mid-2000's as the Planning Services Manager. The position was eliminated due to budget cuts. This position will be represented by the Seaside Managers' and Supervisory Employees' Association. The annual salary will be $136,630, which is equivalent to the Chief Building Official.

The Administrative Analyst II’s role will be to help guide the department in improving processes, products, services, and software through added-value data analysis. They will have strong business acumen combined with data analytics to provide business intelligence. They will work to transform data assets into competitive insights, which will drive policy decisions and actions using people, processes, and technologies, so that the department can improve operational efficiencies and increase levels of service. The analyst is the human component of our efforts to have a data-driven organization that relies on evidence-based decision making. Mission critical tasks for this position include standing up our online permitting system and making sure it is ready for full adoption by City staff.

Recreation Department Changes:

The Recreation Department has recently received a resignation notice from one of the Department's Recreation Supervisors. While there are two supervisors in the department, this departure will provide some challenges given the skill set we are losing. Some of the supervisor's primary duties include managing the operations of the Pattullo Swim Center, overseeing the City's Special Events, and Older Adult programs.

Although the remaining supervisor can pick up some of these duties, it is paramount to have an individual with a background in aquatics to oversee the operations of the pool.

The department has also faced some challenges with hiring and retaining front line part-time staff to run the multitude of programs throughout the department and having full-time positions will add stability.

Given the timing of the departure of the Recreation Supervisor and the increased need for front-line employees. The department will need to open the recruitment fairly quickly to ensure the department is ready for summer programs. There will be approximately three months of salary savings from the vacant Recreation Supervisor position, which equates to $24,476.11. Instead of filling the vacant Recreation Supervisor position, staff recommends adding two full-time Recreation Coordinators to the position control list and eliminating one Recreation Supervisor. The Human Resources Department would conduct a promotional recruitment which provides existing staff with an opportunity for advancement. This would also create a succession Packet Page 20

Item No. 8.D. Page 3 of 3
plan for those employees who are pursuing a career in recreation.

As there are multiple staff in a variety of classifications who would be eligible to be promoted into these positions, it is difficult to predict the exact budget impact, however the cost savings from the Recreation Supervisor should be enough to cover the two new positions.

ATTACHMENTS

1. Economic Development and Community Planning Manager

2. Resolution
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
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City of Seaside
February 2022

ECONOMIC DEVELOPMENT AND COMMUNITY PLANNING MANAGER
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.

DEFINITION
Under administrative direction of the Assistant City Manager, the Economic Development and Community Planning Manager is responsible for planning, organizing, managing, and overseeing the City’s planning functions, including the management of a team of customer interfacing staff. The Economic Development and Community Planning Manager will be responsible for recommending, developing, and implementing process improvements and technology to provide public access to information and services 24/7.

The Economic Development and Community Planning Manager:
(1) establishes policies, procedures, and practices related to development services that ensure smart growth and urban design that creates positive fiscal impacts that improves service levels; and
(2) provides staff support to the Assistant City Manager, and work in cooperation with managers, engineers, and other staff to problem solve, remove obstacles, expedite processes, and ensures all stakeholders receive excellent customer service.

SUPERVISION RECEIVED AND EXERCISED:

Employees in this classification generally receive administrative direction from the Assistant City Manager. Exercises direct and indirect supervision over management, supervisory, professional, technical, and clerical personnel.

DISTINGUISHING CHARACTERISTICS
This is the advanced-level class in the professional planning series. This classification is responsible for assisting the Assistant City Manager to plan direct and oversee the staff and operations of the Planning Division. Serves and/or appoints a Zoning Administrator, CEQA Review Officer, Liaison/Clerk to the Planning Commission, and Liaison/Clerk to the Environmental Committee. Prepares and/or supervises the preparation of agendas and staff reports to commissions, including but not limited to the Environmental Commission, Planning Commission, and City Council, This class is distinguished from that of the Assistant City Manager in that the latter is expected to perform highly complex assignments received while exercising the highest levels of independence/discretion.

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ESSENTIAL FUNCTIONS STATEMENT
The following tasks are typical for positions in this classification. Any single position may not perform all of these tasks and/or may perform similar related tasks not listed here:
• Plans, organizes and supervises the activities of the planning division including coordination of zoning enforcement with the Building Official, environmental review, general plan and specific plan development and implementation, and preparation of code amendments, and special studies.
• Prepares and manages the division’s budget; monitors and controls expenditures. • Performs and manages complex and sensitive professional planning projects, research, and analysis.
• Coordinates the processing of development applications in coordination with other Departments, other government agencies, property owners, and citizens groups.
• Establishes goals and metrics to evaluate operations and activities, and make information easily accessible to elected officials, staff and the public; collects and analyzes data, makes recommendations, evaluates alternatives, and prepares reports.
• Oversees the work performed by consultant staff hired by the city. • Manages, directs, and evaluates direct reports in each functional area. • Supervises and assists in preparation of assigned budgets; assists in budget implementation; participates in the forecast of additional funds needed for staffing, equipment, materials and supplies; administers the approved budget.. • Represents the City in meetings with developers, builders, citizens, and other governmental agencies.
• Oversees and directs departmental office operations; maintains appropriate record keeping, documents and files; coordinates workflows; prepares reports, agenda items memoranda, letters and other forms of correspondence; maintains desk and administrative procedures and regulations for the department. • Monitors and ensures compliance with local, state, and federal laws. • Oversees specialized planning functions such as large-scale new development proposals and environmental studies.
• Advises the Assistant City Manager on all planning related matters. • Handles sensitive personnel matters.

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• Attendance at evening meetings is required.
• Make presentations to the City Council, community groups and outside agencies.

Answer questions and provide information to the public. • Performs other duties as assigned.

QUALIFICATIONS
Knowledge of:
• Application and interpretation of laws, rules, ordinances, and codes related to public planning functions with specific emphasis on the California Coastal Commission, the California Environmental Quality Act (CEQA), and National Environmental Policy Act (NEPA).
• AICP and ICMA Code of Ethics and Professional Conduct • Principles and practices of modern public administration, personnel management, municipal budgeting, urban planning, and zoning.
• Laws and ordinances relating to general plans, environmental impact reporting, zoning and land use.
• General aspects of municipal government including labor relations, council relations, finance, principles of management.
• Applicable state and federal laws affecting financing and management of city operations.
• Computer/technology skills, including experience with land management systems software or other similar system used to provide services in a community planning setting is preferred.

Ability To:
• Work cooperatively and effectively with the City Council, City Manager, Assistant City Managers, other departments, and employees of the organization. • Interpret objectives, regulations, and policies for the public. • Formulate and present policy recommendations to the City Council, community organizations and other boards and commissions.
• Direct, develop, lead, support, and evaluate a team of planning professional and support staff in their performance and delivery of quality customer service. • Demonstrate exceptional interpersonal and clear communication skills, both orally and in writing, and oversight ability, over major programs, projects, and activities that may require creativity, innovation.
• Operate typical office equipment, including personal computer equipment and software and standard office programs, use a personal computer to organize data, prepare reports and maintain records and follow modern office practices, procedures, methods.
• Apply proper use of English, spelling, grammar, and punctuation. • Communicate clearly and concisely, both orally and in writing. • Participate in education and training, take additional courses, attend seminars, workshops, and individual studies.

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• Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

EDUCATION AND EXPERIENCE
Any combination of experience and education/training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Education
Equivalent to graduation from an accredited four-year college or university with a degree in Urban Planning, Real Estate Development, or a closely related field. A master’s degree in Real Estate Development or Urban Planning is desirable and may be substituted for one year of professional planning experience.

Experience
Five years of increasingly responsible municipal, urban planning, or real estate development experience, including at least two years in a supervisory capacity.

Customer service experience in a public service setting with an excellent track record of problem solving and creative solutions to resolve issues.

License Required/Desired Certifications
• Possession of an appropriate valid California motor vehicle operator’s license. • AICP Certification (Desired)
• CNU Accreditation (Desired)
• Leadership Training/Certifications (Desired)
Supplemental Information
Physical Demands
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer, to inspect City development sites, including traversing uneven terrain, climbing ladders, stairs, and other temporary or construction access points; to operate a motor vehicle and to visit various City and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. This is primarily a sedentary office classification although standing and walking between work areas may be required.

Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects weighing up to 25 pounds.

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Environmental Elements
Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances.

Employees may work in the field and occasionally be exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, mechanical and/or electrical hazards, and hazardous physical substances and fumes.

Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

Condition of Employment
The City of Seaside requires all employees to provide written proof of vaccination.

Those employees with sincerely held religious beliefs or valid medical reasons as determined by the City will be exempt from vaccination requirements.

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RESOLUTION NO. 22-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE

CREATING THE CLASSIFICATION OF ECONOMIC DEVELOPMENT AND

COMMUNITY PLANNING MANAGER AND MODIFYING THE POSITION

ALLOCATION LIST TO REFLECT ORGANIZATIONAL CHANGES
WHEREAS, the full-time Classification Plan may be amended upon recommendation of the City Manager and approval by the City Council; and WHEREAS, in order to provide greater efficiency in the operation of the City and enhance service levels, certain job classifications have been prepared; and WHEREAS, there is a need to create the Economic Development and Community Planning Manager in the Community Development Department; and WHEREAS, the Economic Development and Community Planning Manager will be assigned to the Seaside Managers and Supervisory Employees’ bargaining unit and paid a top step annual salary of $136,630, which is equivalent to Chief Building Official; and
WHEREAS, the addition of this position will enhance the City’s services and will provide valuable support to the community; and
WHEREAS, the Position Allocation List will be modified to:

1. Add one Economic Development and Community Planning Manager;

2. Delete one Assistant to the City Manager / Economic Development Director;

3. Add on Administrative Analyst II in the Community Development Department;

4. Add two Recreation Coordinators; and

5. Delete one Recreation Supervisor.

WHEREAS, the Finance Department is authorized to make any budget adjustments that are necessary because of this change.

NOW, THEREFORE BE IT RESOLVED, that the City Council of the City of Seaside hereby approve modifying the Position Allocation List as proposed.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Seaside duly held on the 17th day of March 2022, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:
________________________
Ian N. Oglesby, Mayor
ATTEST:
__________________________
Dominique L. Davis, City Clerk
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CITY OF SEASIDE

STAFF REPORT
Item No.: 8.E.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Nisha Patel, Public Works Director/City Engineer
Leslie Llantero, Assistant Engineer
DATE: March 17, 2022
SUBJECT: ADOPT A RESOLUTION APPROVING A CONTRACT CHANGE

ORDER WITH MONTEREY PENINSULA ENGINEERING FOR

UPGRADED INCLUSIVE PLAY EQUIPMENT FOR LAGUNA

GRANDE PARK IMPROVEMENTS PROJECT FOR AN AMOUNT
NOT TO EXCEED $50,000.

RECOMMENDATION
Adopt a resolution amending the construction contract with Monterey Peninsula Engineering for an amount not to exceed $50,000 for the purchase and installation of upgraded inclusive play equipment for the Laguna Grande Park Improvements project.

BACKGROUND
On November 18, 2021, the City Council awarded a construction contract to Monterey Peninsula Engineering for the Laguna Grande Park Improvements Project for an amount not to exceed $134,425.00. The improvements include a new drinking fountain, new concrete accessible pathway, new inclusive play equipment and rubber play surfacing.

The new inclusive play equipment features a "merry go round" that is wheelchair accessible and musical play panels with bells, drums, and xylophone.

The contractor was issued a notice to proceed on February 11, 2022. The contractor indicated to staff that the inclusive play equipment specified would take seven months to procure (Attachment 2). An upgraded similar inclusive play equipment (Attachment 3) from a different manufacturer was proposed for an estimated additional cost that could be procured within 12 weeks. The proposed inclusive play equipment is new and was not available when the design was completed. The proposed inclusive play equipment has similar features to the specified equipment, is fully wheelchair accessible for multiple participants, and is better suited for this site. The proposed inclusive play Packet Page 28

Item No. 8.E. Page 2 of 2
equipment was presented to the Parks & Recreation Commission at the February 28, 2022, meeting.

Staff recommends adopting a resolution approving a contract change order with Monterey Peninsula Engineering for upgraded playground equipment for Laguna Grande Park Improvements Project for an amount not to exceed $50,000 and authorizing the City Manager to approve an additional $50,000 in written amendments and change orders to the construction agreement such that the full value of the construction contract does not exceed $204,600.

FISCAL IMPACT
On February 15, 2022, the City Council authorized an increase of $50,000 budget adjustment for the Laguna Grande Park Improvements project (342-8910-9569).

ATTACHMENTS

1. Resolution

2. Specified Inclusive Play Equipment

3. Upgraded Inclusive Play Equipment
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
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RESOLUTION NO. 22-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE

APPROVING A CONTRACT CHANGE ORDER WITH MONTEREY PENINSULA

ENGINEERING FOR UPGRADED PLAY EQUIPMENT FOR LAGUNA GRANDE PARK IMPROVEMENTS PROJECT FOR AN AMOUNT NOT TO EXCEED $50,000.

WHEREAS, the Laguna Grande Park Improvements project (Project) is an approved City Capital Improvement Project identified in the fiscal year 2021-2022 annual budget; and
WHEREAS, the proposed improvements include the demolition of concrete curb, concrete pavement, and asphalt walks, and excavation of turf for the installation of a new inclusive play equipment and rubber safety surface play area, site furnishings including bench relocation and drink fountain, paving, walks, curbs, and replacing detectable warning surface; and
WHEREAS, on November 18, 2021, Monterey Peninsula Engineering was awarded the Project construction contract for an amount not to exceed $134,435; and WHEREAS, the specified inclusive play equipment is estimated to take seven (7) months to procure; and
WHEREAS, an upgraded similar inclusive play equipment from a different manufacturer could be procured within 12 weeks; and
WHEREAS, the upgraded inclusive play equipment is better suited for the site and fully wheelchair accessible for multiple participants; and WHEREAS, at the mid year budget review, the City Council approved a $50,000 increased budget adjustment for Laguna Grande Park Improvement project (342-8910- 9569).

NOW THEREFORE BE IT RESOLVED, that the City Council of the City of Seaside approves a contract change order with Monterey Peninsula Engineering for upgraded inclusive play equipment for the Laguna Grande Park Improvements Project; and Packet Page 30
BE IT FURTHER RESOLVED, that the City Council of the City of Seaside authorizes the City Manager to approve an additional $50,000 in written amendments and change orders to the construction agreement such that the full value may not exceed $204,600.00.

PASSED AND ADOPTED at a regular City Council meeting of the City of Seaside duly held on the 17th day of March 2022, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

APPROVED:
______________________________
Ian N. Oglesby, Mayor
ATTEST:
___________________________
Dominique L. Davis, City Clerk
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CREATING FUN

PLAY ENVIRONMENTS TO ENRICH COMMUNITIES
Laguna Grande Park Freestanding
Seaside, CA.
01-24-2020
20_0078_Laguna_001
Colors Used In Rendering:

Green Blue Cyan Sky
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CITY OF SEASIDE

STAFF REPORT
Item No.: 8.F.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Trevin Barber, Assistant City Manager
DATE: March 17, 2022
SUBJECT: ADOPT A JOINT RESOLUTION APPROVING A TRANSFER OF

REAL PROPERTY, AS LISTED IN THE LONG RANGE PROPERTY

MANAGEMENT PLAN AMENDED AND APPROVED BY THE
DEPARTMENT OF FINANCE ON MAY 29, 2015, BETWEEN THE

SUCCESSOR AGENCY TO THE SEASIDE REDEVELOPMENT

AGENCY AND THE CITY OF SEASIDE, AND AUTHORIZING THE

EXECUTIVE DIRECTOR/CITY MANAGER TO TAKE ALL

NECESSARY ACTIONS TO CAUSE THE TRANSFER

RECOMMENDATION
Approve the transfer of properties pursuant to the Approved Long Range Property Management Plan.

BACKGROUND
The Successor Agency (“Successor Agency”) to the former Seaside Redevelopment Agency (“Former Redevelopment Agency”) was responsible for preparing a Long Range Property Management Plan (Plan) to address the disposition and use of the Former Redevelopment Agency’s real property, pursuant to Section 34191.5(b) of the Health and Safety Code. Staff worked diligently to create a Plan that responsibly disposes of assets in a way that maximizes value, honors community-inspired development initiatives, and respects the highest and best use of each parcel.

The Successor Agency initially prepared and obtained Oversight Board approval of its Plan on August 25, 2014. The Plan was subsequently amended and approved by the Oversight Board on March 23, 2015, and on May 11, 2015. The California Department of Finance issued a Final Determination Letter and approved the Plan, as amended, on May 29, 2015—authorizing the Successor Agency to begin implementation of the approved Plan. The release of the Former Redevelopment Agency’s assets to the Packet Page 34

Item No. 8.F. Page 2 of 2
community will allow for continued public use and development, resulting in a stimulated job market, an increase in property values, and a higher standard of living for all residents.

The Plan disposes of assets in three ways:

1.) Transfer certain assets to City for continued public use;

2.) Transfer certain assets to City for future development; and

3.) Retain by Successor Agency for liquidation and refunding of obligations.

This action implementing the approved Plan will transfer 20 parcels from the Redevelopment Agency of the City of Seaside by way of quitclaim deed to the City of Seaside for both (1) continued public use or (2) future development, respective to the designation in the Plan. The properties to be transferred are listed in the attached.

FISCAL IMPACT
None—this is an administrative action. The City's financial records already represent the transfer of value. Further, the City does not typically carry a book value for roadways.

Any net unrestricted proceeds from future sales of the properties would be distributed to all of the affected taxing entities on a pro rata basis in proportion to each entity’s respective share of the property tax base, and that the calculation of net unrestricted proceeds would take into account the transaction costs incurred by the City in marketing the property and processing the sale or lease, as well as the costs incurred by the City in carrying or maintaining the property and in preparing and improving the site for development.

ATTACHMENTS

1. Resolution

2. Resolution Exhibit A
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
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RESOLUTION NO. 22-___
RESOLUTION NO. 22-___SA

A JOINT RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF SEASIDE
AND

SUCCESSOR AGENCY OF THE CITY OF SEASIDE

REDEVELOPMENT AGENCY

APPROVING THE TRANSFER OF REAL PROPERTY FROM

THE SUCCESSOR AGENCY TO THE SEASIDE

REDEVELOPMENT AGENCY TO THE CITY OF SEASIDE

FOR CONTINUED PUBLIC USE
WHEREAS, as authorized by the redevelopment dissolution statues, ABx1 26 enacted in June of 2011 and AB 1484 enacted in June of 2012 (the “Dissolution Statutes”), the City of Seaside (the “City”) elected to serve as the Successor Agency (“Successor Agency”) to the Seaside Redevelopment Agency (“Former Redevelopment Agency”); and WHEREAS, pursuant to the Dissolution Statutes, real property owned by the Former Redevelopment Agency transferred by operation of law to the Successor Agency for disposition in accordance with the Dissolution Statues; and WHEREAS, as codified at Section 34191.5(b) of the Health and Safety Code, the Dissolution Statutes required the Successor Agency to prepare a long-range property management plan (“LRPMP”) to address the disposition and use of the real property of the Former Redevelopment Agency; and
WHEREAS, the Successor Agency initially prepared and obtained Oversight Board approval of its LRPMP on August 25, 2014; and
WHEREAS, the LRPMP was subsequently amended and approved by the Oversight Board on March 23, 2015 and on May 11, 2015; and WHEREAS, the California Department of Finance issued a Final Determination Letter and approved the LRPMP, as amended, on May 29, 2015; and WHEREAS, pursuant to Section 34181(a) of the Health and Safety code, the approved LRPMP provides for the Successor Agency’s transfer of certain real property constructed and used for a public purpose, and/or certain real property for future development, and identified on the properties, which is attached hereto as Exhibit “A” and incorporated herein, to the City for continued public use and or development according to the LRPMP designation; and
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WHEREAS, the City desires to accept the transfer of such real property from the Successor Agency in accordance with the Dissolution Statutes, the approved LRPMP, and all other applicable law.

NOW, THEREFORE, BE IT RESOLVED, DETERMINED AND ORDERED BY THE SEASIDE SUCCESSOR AGENCY, AS FOLLOWS:

Section 1. The Successor Agency to the Seaside Redevelopment Agency finds and determines that the transfer of the real property identified on the list of properties that is attached hereto as Exhibit “A” is in the public interest, consistent with all applicable laws and required by the approved LRPMP. Accordingly, the Successor Agency approves the transfer of such real property to the City of Seaside pursuant to Section 34181(a) of the Health and Safety Code and the approved LRPMP.

Section 2. The Executive Director/City Manager is hereby authorized and directed to execute all documents and take all actions necessary to effect the transfer of real property identified on the List of Public Purpose Properties that is attached hereto as Exhibit “A” to the City.

Section 3. The Agency Secretary/City Clerk of the City of Seaside shall certify to the passage and adoption of this Resolution, and it shall become effective immediately upon its approval.

PASSED, APPROVED, and ADOPTED this ______ day of ___________, 2022, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

ATTEST: APPROVED:
_________________________
Dominique Davis, Ian Oglesby, Chair/Mayor
Agency/City Clerk
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STATE OF CALIFORNIA }
COUNTY OF MONTEREY } ss
CITY OF SEASIDE }

JOINT CERTIFICATION OF RESOLUTION

CITY OF SEASIDE/SEASIDE SUCCESSOR AGENCY
I, ___________________________, ___________________________ of the City of Seaside, CA, do hereby certify that this is a true and correct copy of the original Resolution No. ______, for which the original is on file in my office.

WITNESS MY HAND AND THE SEAL OF THE CITY OF SEASIDE, CA on this _______________ day of ______________________, ____________. (seal)
__________________________________
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EXHIBIT "A"
#
Address / LRPMP Description Brief Legal Description APN 1 1372 Canyon Del Rey Boulevard (No. 5)
Lot 34 in Block 7 per the map filed in Volume 2 of Cities and Towns at Page 2 in the office of the County Recorder of Monterey County, as described in Document 2010041503, Records of Monterey County.
011-345-026-000
2 1380 Canyon Del Rey Boulevard (No. 4)
Lot 35 in Block 7 per the map filed in Volume 2 of Cities and Towns at Page 2 in the office of the County Recorder of Monterey County, as described in Document 2010041503, Records of Monterey County.
011-345-027-000
3 Seaside Auto Mall Rights of Way (ROW)
(6)
A portion of Lot 7B in Block 102 per the map filed in Volume 13 of Parcel Maps at Page 95 in the office of the County Recorder of Monterey County, as described in the grant deed recorded as Document 2007020949, Records of Monterey County.
011-523-012-000
4 Seaside Auto Mall Rights of Way (ROW)
(6)
A portion of Lot 7A in Block 102 per the map filed in Volume 13 of Parcel Maps at Page 95 in the office of the County Recorder of Monterey County, as described in the grant deed recorded as Document 2007047398, Records of Monterey County.
011-523-015-000
5 Seaside Auto Mall Rights of Way (ROW)
(6)
A portion of Lot 1 in Block 107 per the map filed in Volume 10 of Cities and Towns at Page 52 in the office of the County Recorder of Monterey County, as described in the grant deed recorded as Document 2007083485, Records of Monterey County.
011-542-002-000
6 Seaside Auto Mall Rights of Way (ROW)
(6)
A portion of Lot 1 in Block 106 per the map filed in Volume 10 of Cities and Towns at Page 52 in the office of the County Recorder of Monterey County, as described in the grant deed recorded as Document 2007021676, Records of Monterey County.
011-543-021-000
7 First Avenue and Lightfighter Drive (15)
Parcel 1 (AKA “Seaside 1B”) as said parcel is shown on the map filed in Volume 23 of Surveys at Page 93 in the office of the County Recorder of Monterey County.
031-151-012-000
8 Main Gate/Lightfighter Drive (14)
Parcel 1 - “SEASIDE 1-A” as said parcel is shown on the map filed in Volume 23 of Surveys at Page 97 in the office of the County Recorder of Monterey County.
031-151-013-000
9 Surplus II Planning Area (16)
That certain 16.24-acre parcel labeled “CITY OF SEASIDE” as shown on the map filed in Volume 26 of Surveys at Page 21 in the office of the County Recorder of Monterey County.
031-151-029-000
10 Surplus II Planning Area (16)
That certain 3.81-acre parcel labeled “CITY OF SEASIDE – L.19.2” as shown on the map filed in Volume 26 of Surveys at Page 41 in the office of the County Recorder of Monterey County
031-151-031-000
11 Surplus II Planning Area (16)
That certain 1.23-acre parcel labeled “CITY OF SEASIDE – L.19.3” as shown on the map filed in Volume 26 of Surveys at Page 41 in the office of the County Recorder of Monterey County.
031-151-032-000
12 Surplus II Planning Area (16)
That certain 7.36-acre parcel labeled “CITY OF SEASIDE – L.19.4” as shown on the map filed in Volume 26 of Surveys at Page 41 in the office of the County Recorder of Monterey County.
031-151-039-000
13 Surplus II Planning Area (16)
That certain parcel designated as “L32.4.1.1” as said parcel is shown on the map filed for record in Volume 26 of Surveys at Page 102 in the office of the County Recorder of Monterey County. EXCEPTING THEREFROM that portion thereof lying within Parcel 2 as said parcel is shown on the map filed for record in Volume 27 of Surveys at Page 21 in the office of the County Recorder of said County.
031-151-040-000
14 Tank Site (17)
Parcel 1 as said parcel is shown on the map filed in Volume 28 of Surveys at

Page 133 ends

15 Tank Site (17)
Parcel 2 as said parcel is shown on the map filed in Volume 28 of Surveys at

Page 133 ends

16 Gigling Road Right of Way (18)
A portion of Parcel 1 (“SEASIDE IV-A”) per the map filed in Volume 23 of Surveys at Page 99 in the office of the County Recorder of Monterey County, said portion being described as “Parcel E18.2.1” in the quitclaim deed recorded as Document 2006065004, Records of Monterey County.
031-151-049-000
17 Parker Flats/Normandy Road Rights of
Way (19)
Parcel 10 as said parcel is shown on the map filed in Volume 21 of Surveys at

Page 83 ends

that portion of Parcel 1 (“SEASIDE IV-A”) per the map filed in Volume 23 of Surveys at Page 99 in the office of the County Recorder of said County described as “Parcel E18.3” in the quitclaim deed recorded as Document 2006065004, Records of Monterey County.
031-151-051-000
18 General Jim Moore Boulevard and
Eucalyptus Road (Former First Tee Site)
(13)
Parcel D as said parcel is shown on the map filed in Volume 29 of Surveys at

Page 106 ends

being also described as “EDC Parcels E20c.1.1.1 & E20c.1.3” in the quitclaim deed recorded as Document 2009043257, Records of Monterey County. 031-151-059-000
19 Surplus II Planning Area (16)
Parcel “L7.8” per the map filed in Volume 27 of Surveys at Page 115 in the office of the County Recorder of Monterey County 031-261-003-000 20 Surplus II Planning Area (16)
Parcel “L7.9” per the map filed in Volume 27 of Surveys at Page 115 in the office of the County Recorder of Monterey County 031-261-004-000 Packet Page 39

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.G.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Dan Meewis, Recreation Director
DATE: March 17, 2022
SUBJECT: ADOPT A RESOLUTION APPROVING THE APPLICATION FOR

GRANT FUNDS FROM THE RECREATIONAL TRAILS PROGRAM

RECOMMENDATION
Adopt a resolution to apply for grant funds from the Recreational Trails Program.

BACKGROUND
The Recreation Department is interested in submitting a grant application to the California Department of Parks and Recreation (Office of Grants and Local Services) under the "Recreation Trails Program." The application requires that the City Council adopt a resolution approving the filing of an application, certifying the project is consistent with the General Plan, certifying the applicant has sufficient funds available to operate and maintain the project, and appointing the City Manager as agent for the project.

The Recreational Trails Program (RTP) provides funds for the states to develop and maintain recreational trails and trail-related facilities for both non-motorized and motorized recreational trail uses. If the application is approved, the maximum amount of RTP funds allowed for the project is 88% of the total cost of the RTP project. The City of Seaside would be responsible for providing a match amount that is 12% of the awarded funds.

Preparation of the application is in process and will be required to be submitted online to the California Department of Parks and Recreation, Office of Grants and Local Services, by April 7, 2022.

The intent is to apply for this grant for the trail at Laguna Grande Park, which is consistent with the Laguna Grande Park improvement plan in conjunction with the Packet Page 40

Item No. 8.G. Page 2 of 2
Laguna Grande Joint Powers Authority.

FISCAL IMPACT
There is no fiscal impact with submission of the grant application.

ATTACHMENTS

1. Resolution RTP application
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
Packet Page 41
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE APPROVING

THE APPLICATION FOR GRANT FUNDS FROM THE RECREATIONAL TRAILS PROGRAM.

WHEREAS, the Fixing America’s Surface Transportation Act (FAST-ACT) provides funds to the State of California for Grants to federal, state, local and non-profit organizations to acquire, develop and/or maintain motorized and non-motorized trail Projects; and WHEREAS, the State Department of Parks and Recreation has been delegated the responsibility for the administration of the program within the State, setting up necessary procedures governing Project Application under the program; and WHEREAS, said procedures established by the State Department of Parks and Recreation require the Applicant to certify by resolution the approval of Application(s) before submission of said Application(s) to the State; and
WHEREAS, the Applicant will enter into a Contract with the State of California to complete the Project(s);
NOW THEREFORE, BE IT RESOLVED that the City Council of the City of Seaside hereby:

1. Approves the filing of an Application for the Recreational Trails Program; and

2. Certifies that the Project is consistent with the Applicant’s general plan or the equivalent planning document; and

3. Certifies that said Applicant has or will have available prior to commencement of any work on the Project(s) included in this Application, sufficient funds to operate and maintain the Project(s); and

4. Certifies that the Applicant has reviewed, understands, and agrees to the General Provisions contained in the Contract shown in the Procedural Guide; and

5. Appoints the City Manager as agent to conduct all negotiations, execute and submit all documents, including, but not limited to Applications, agreements, amendments, payment requests and so on, which may be necessary for the completion of the Project.

6. Agrees to comply with all applicable federal, state and local laws, ordinances, rules, regulations and guidelines.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Seaside duly held on the 3rd day of March by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

Packet Page 42
ABSTAIN: COUNCIL MEMBERS:
______________________________
Ian N. Oglesby, Mayor
ATTEST:
___________________________
Dominique Davis, City Clerk
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CITY OF SEASIDE

STAFF REPORT
Item No.: 8.H.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Ben Nurse, Housing Program Manager
DATE: March 17, 2022
SUBJECT: ADOPT A RESOLUTION ACKNOWLEDGING THE REVIEW AND ACCEPTANCE OF THE 2021 GENERAL PLAN ANNUAL PROGRESS

REPORT AND THE HOUSING ELEMENT ANNUAL PROGRESS

REPORT AND AUTHORIZING THE SUBMITTAL TO THE

GOVERNOR'S OFFICE OF PLANNING AND RESEARCH (OPR)

AND THE DEPARTMENT OF HOUSING AND COMMUNITY

DEVELOPMENT (HCD)

RECOMMENDATION
Adopt a resolution approving the annual progress reports for submission to satisfy the reporting requirements of Government Code section 65400, subdivision (a)(2) reporting the status of the General Plan and the Housing Element and accomplishments during 2021.

BACKGROUND
The Annual Progress Reports (APR) have been prepared summarizing the notable progress on the General Plan and the Housing Element goals during 2021. Once approved, the documents will be submitted to the Office of Planning and Research (OPR) and Housing and Community Development (HCD) offices per statute. Once approved, the General Plan APR and the Housing Element APR will be submitted electronically to HCD prior to the April 1, 2021 deadline.

FISCAL IMPACT
There is no fiscal impact associated with this mandated report.

ATTACHMENTS
Packet Page 44

Item No. 8.H. Page 2 of 2

1. General Plan Annual Progress Report

2. Resolution

3. Annual Progress Report Spreadsheet
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
Packet Page 45
4/1/2022
General Plan Annual Progress Report 2021

Presented to Seaside City Council, March 17, 2022
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Seaside General Plan 2021 APR, 4/1/2021 Page 1 of 13
Table Contents
I. Introduction................................................................................................................ 2 II. Housing Items ......................................................................................................... 2 III. Conservation, Open Space, and Parks Items............................................................... 7 IV. Infrastructure Items ................................................................................................. 8 V. School Items............................................................................................................... 9 VI. Safety Items ...........................................................................................................10 VII. Business & Economic Development Items..................................................................10 VIII. Emergency Response & COVID-19 Related Items ...................................................12

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Seaside General Plan 2021 APR, 4/1/2022 Page 2 of 13
I. Introduction
This document summarizes General Plan activities undertaken by the City of Seaside from January to December 2021. The General Plan 2040 is scheduled to be adopted by December 2022.

II. Housing Items

Continued progress towards Campus Town Development
The project will develop and construct 1,485 units consisting of single-family dwellings and townhouses, condominium units, apartments and associated improvements on 85 acres of the former Fort Ord military base. The Project is required to include twenty (20%) percent or 297 affordable housing units pursuant to the City's Affordable Housing Ordinance.
3/18/2021:
• Executed Agreement with the Wallace Group for development review services in support of Campus Town Phase 1 construction of public improvements. • Executed Agreement with Harris & Associates for demolition design in support of the Campus Town development.
6/17/2021:
• Adopt Resolution Confirming Water Allocation to KB Bakewell Seaside II for Campus Town Phase I Project.
7/15/21:
• Executed Agreement with Vista Environmental Consulting for design services in support of building removal for Campus Town Development. 8/5/2021:
• Executed Agreement with Harris & Associates for design services in support of building removal for Phase 1 of the Campus Town development. • Entered into a Reimbursement Agreement with KB Bakewell Seaside Venture II, LLC to provide for reimbursement for oversized improvements constructed for the benefit of the Campus Town Specific Planning area.
• Policy ED-1.4 (Economic Development): Create a favorable environment in the Gigling Road /Surplus II Area to establish quality urban development compatible with CSUMB’s academic environment, provide employment opportunities with high pay and benefits for community residents, new highdensity rental and ownership housing opportunities and generate revenue to support City services.
• Implementation Plan ED-1.4.1 Specific Plan. Prepare a Specific Plan for the Gigling Road/Surplus II Area that will preclude additional non-profit organizations other than those with land conveyances through the Fort Ord Packet Page 48
Seaside General Plan 2021 APR, 4/1/2022 Page 3 of 13
Closure Process from locating in the area. The Specific Plan should include design criteria, infrastructure improvements and development incentives to attract revenuegenerating businesses to the area.
• Policy ED-5.1: Attract and support commercial and employment generating development that is consistent with the General Plan and City ordinances. • Implementation Plan ED-6.1.1 Attract Research and Business Park Uses.

Create a suitable environment to attract research and business park uses in North Seaside and coordinate with UC MBEST to prevent duplication of efforts. • Policy ED-8.1: Encourage development that helps the City achieve a jobs/housing ratio of 1.5:1.
• Implementation Plan C-1.2.1 (Circulation): Traffic Studies and Impact Assessments.
• Policy C-3.3: Promote mixed use, higher density residential, and employmentgenerating development in areas where public transit is convenient and desirable.
• Policy H-1.1(Housing): Maintain a variety of housing types, sizes, and prices throughout the city to increase housing choice and ensure that households of all types and income levels have the opportunity to find suitable ownership or rental housing.
• Policy H-1.3: Encourage the construction of high-density, well designed housing and residentialcommercial mixed use projects.
• Policy H-2.5: Ensure that units produced for very-low, low and moderateincome households are maintained as affordable units through deed restrictions and other reasonable programs.
• Policy H-3.5: Facilitate the development and provision of affordable housing through regulatory incentives, density bonuses, and other financial assistance. • Implementation Plan COS-2.1.1 Consult Water Agencies: During the development review process, consult with local and regional water agencies to assess whether the water demand associated with the project is included in the agency's most recent Urban Water Management Plan and whether existing supplies can meet the project's demand for water.
• Implementation Plan COS-2.1.2 Water Supply Verification. Condition approval of all development plans on verification of an assured long-term water supply.
• Implementation Plan N-1.1.1 Compatible Development. Review discretionary development proposals for potential on and offsite stationary and vehicular noise impacts per the California Environmental Quality Act (CEQA). Any proposed development located within a 60 dB or higher noise contour shall be reviewed for potential noise impacts and compliance with the noise and land use compatibility standards. The thresholds established in the Zoning Ordinance, Noise Ordinance, the Noise Contours Map, and Tables N-1 and N-2 of the Noise Element will be used to determine the significance of impacts. • Implementation Plan S-2.2.3 (Safety): Project Mitigation. Protect the community from hazards related to hazardous materials by requiring feasible mitigation to be incorporated into new discretionary development and Packet Page 49
Seaside General Plan 2021 APR, 4/1/2022 Page 4 of 13
redevelopment proposals to address hazardous materials impacts associated with those proposals.

Implementation Plan S-3.3.1: Police Department Consultation. Consult with the Police Department during the project review process, ensure that the new development and redevelopment projects include design techniques and site planning aimed at reducing criminal activity.
• Implementation Plan S-3.3.2: Crime Prevention Through Environmental Design (CPTED). Ensure that public and private projects provide and maintain adequate street and property lighting to protect public health and safety.
• Policy LU-2.1 (Land Use): Encourage consolidation of under-performing and underutilized commercial properties.

Extended Water Allocation for Parker Flats Apartment Project, 9/16/2021 Extended timeline for use of the allocation of 14 Acre Feet (AFY) of Fort Ord water for residential reuse of the former Medical Officers Barracks located at 4386-4387 Parker Flats Cutoff Road for residential reuse. The project consists of the rehabilitation and renovation of two (2) abandoned military nursing barracks to create forty (40) twobedroom multi-family residential units on 5 acres of the former Fort Ord. Eight (8) rental units will be restricted to occupancy by low-income households for a period of thirty (30) years.
• Policy ED-1.4 (Economic Development): Create a favorable environment in the Gigling Road /Surplus II Area to establish quality urban development compatible with CSUMB’s academic environment, provide employment opportunities with high pay and benefits for community residents, new highdensity rental and ownership housing opportunities and generate revenue to support City services.
• Policy C-3.3 (Circulation): Promote mixed use, higher density residential, and employment-generating development in areas where public transit is convenient and desirable.
• Policy H-1.3: Encourage the construction of high-density, well designed housing and residentialcommercial mixed use projects.
• Policy H-2.5: Ensure that units produced for very-low, low and moderateincome households are maintained as affordable units through deed restrictions and other reasonable programs.
• Implementation Plan COS-2.1.1 Consult Water Agencies: During the development review process, consult with local and regional water agencies to assess whether the water demand associated with the project is included in the agency's most recent Urban Water Management Plan and whether existing supplies can meet the project's demand for water.
• Implementation Plan COS-2.1.2 Water Supply Verification. Condition approval of all development plans on verification of an assured long-term water supply.

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Approved the parcel map for Phase 2A and 2B of the Enclave, 9/2/2021 The Enclave is a new single-family residential community in Seaside bordered by Black Horse and Bayonet golf courses.
• Policy H-1.1: Maintain a variety of housing types, sizes, and prices throughout the city to increase housing choice and ensure that households of all types and income levels have the opportunity to find suitable ownership or rental housing.

Approved building permits for 27 of the 61 new single-family dwellings within the Seaside Resort Development, 2021
• Policy H-2.6: Through a design review process, ensure new residential developments and revitalization projects are compatible (i.e., scale, size, height, design and appearance) with surrounding uses.
• Policy LU-4.1: Require that all new development: 1) funds its share of community services and facilities (e.g., parks, roads, trails, and utilities); 2) uses quality design and materials; and 3) is compatible with surrounding uses, the site, and available infrastructure.
• Policy ED-5.1: Attract and support commercial and employment generating development that is consistent with the General Plan and City ordinances.

Created Community Facilities District, 5/20/2021
Contracted with NBS assist in the creation of a Community Facilities District (CFD).

In doing so, current citizens of the City can be assured that new development is paying its own way.
• Policy LU-4.1: Require that all new development: 1) funds its share of community services and facilities (e.g., parks, roads, trails, and utilities) . . . and 3) is compatible with surrounding uses, the site, and available infrastructure.

Created Affordable Housing Non-Profit, 5/20/2021
City created an affordable housing development non-profit called Seaside Housing Collaborative whose mission is to conceptualize, plan, entitle, construct, acquire, sell or lease affordable housing up to and including workforce housing within the City of Seaside.
• Goal H-3: Use public-private partnerships and collaborative efforts to ensure that all segments of the community have access to safe and decent housing that meets their special needs.

Implemented Emergency Rental Assistance Program, 2021
Collaborated with Monterey County and United Way to implement the Emergency Rent and Utility Assistance Relief Program and provided $1.5M in assistance to maintain housing for Seaside residents impacted by the COVID-19 pandemic. • Goal H-3: Use public-private partnerships and collaborative efforts to ensure that all segments of the community have access to safe and decent housing that meets their special needs.

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Seaside General Plan 2021 APR, 4/1/2022 Page 6 of 13
• Policy H-3.1: Participate in programs assisting in the production and conservation of adequate, safe, and attractive housing affordable to very-low, low and moderate-income households and other special needs groups.

Contracted with Loan Servicer to Increase Lending Capacity, 2021 City contracted with AmeriNat professional loan servicing company to support the City’s First-Time Homebuyer Downpayment Assistance and Home rehabilitation loan programs. This partnership increases the City’s capacity to approve and service more loans to increase the stock of long-term affordable units and to conserve and maintain existing homes.
• Provide First-Time Homebuyer Downpayment Assistance loans of up to $100,000 to moderate, low, and very low-income households at 3% simple interest, and deed-restrict the purchased units for long-term affordability. • Provide Homeowner Rehabilitation Loans for owner-occupied, low and moderate income households for major repairs up to $60,000 at zero to 3% simple interest with deed restriction.
• Promote the repair, improvement, and rehabilitation of housing in order to enhance the quality of life in neighborhoods and promote community identity and pride.

Adopted a Resolution approving three firms as qualified to provide On-Call Hazardous Materials Investigation, Waste Characterization, and Remediation Design and Inspection services, 4/1/2021
The firms are Vista Environmental Consulting, TRC, and M3 Environmental Consulting LLC.
• Implementation Plan S-2.2.1: Hazardous Materials. Minimize public health risks and environmental risks from the use, transport, storage, and disposal of hazardous materials.
• Implementation Plan S-2.2.2: Superfund. Cooperate with the federal government to obtain Superfund monies and implement Superfund cleanup activities to eliminate the environmental hazards associated with past military activities at the former Fort Ord.

Planning For Seaside East Future Development Area, 11/9/2021 Contracted with DPZ design firm to conduct a charrette to establish a community vision for Seaside East, a 625 acres future housing growth area. • Policy H-2.2: Identify adequate sites with appropriate zoning and development standards to facilitate and encourage housing production commensurate with the projected housing needs of the City.

ADU Related Housing Items
Implemented several policies and activities to facilitate ADU development, 2021
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Seaside General Plan 2021 APR, 4/1/2022 Page 7 of 13
• Waived permit inspection fees for 2 years
• Hired Workbench architects to prep ADU Pre-Approved Plans • Waived plan check fees for projects using Pre-Approved ADU plans • Allocated 5 AF of water for owners to purchase to construct ADUs • Staff coordinated with United Way to host a virtual Seaside ADU Workshop • Staff meets monthly with peers to discuss ADU best practices and financing • Seaside recognized among peers as leader in ADU policy and promotion • More than 42 ADU Permits Issued. About 50 ADU applications still in plan check • City will adopt a local ADU code with a first reading on March 17, 2022 • Policy H-1.1: Maintain a variety of housing types, sizes, and prices throughout the city to increase housing choice and ensure that households of all types and income levels have the opportunity to find suitable ownership or rental housing. • Policy H-1.4: Maintain a geographic dispersal of units affordable to verylow, low and moderateincome households throughout the City. • Policy H-1.5: Reduce potential governmental constraints to the production, maintenance, and development of housing.
• Policy H-1.6: Support the concept of "aging in place" by maintaining a range of housing types that allows people to remain in the community as their housing needs change.
• Implementation Plan LU-5.3.1 Water Conservation. Continue to require new public and private development and redevelopment projects to install and utilize water conservation measures per Section 13.18.010 of the Seaside Municipal Code.

III. Conservation, Open Space, and Parks Items
Adopt a Resolution Amending Contract with Monterey Bay Engineers to design additional improvements for Cutino Park, 6/17/2021. • Policy COS-1.1 (Conservation and Open Space): Provide a variety of wellmaintained public parks and recreational facilities for Seaside residents.

Adopted a resolution approving the plans and specifications for the Ellis Park Improvements Project, 10/7/2021
• Policy COS-1.1 (Conservation and Open Space): Provide a variety of wellmaintained public parks and recreational facilities for Seaside residents.

Adopted a resolution approving the plans and specifications for the Highland Otis Park Improvements Project, 8/19/2021
• Policy COS-1.1 (Conservation and Open Space): Provide a variety of wellmaintained public parks and recreational facilities for Seaside residents.

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Seaside General Plan 2021 APR, 4/1/2022 Page 8 of 13
Adopted a resolution approving the plans and specifications for the Laguna Grande Park Improvements Project, 11/18/2021
• Policy COS-1.1 (Conservation and Open Space): Provide a variety of wellmaintained public parks and recreational facilities for Seaside residents.

Approved a non-exclusive blanket public utility easement on a portion of City property with APN 031-031-018 and authorized the City Clerk to record a certified copy of the resolution in the Monterey County Office of the County Recorder. The California Park and Recreation Department (State Parks) proposes to construct the Fort Ord Dunes State Park Campground on portions of the former Fort Ord west of State Highway 1. The project will include amenities that require utilities such as power, natural gas, water, communications and sanitary sewer infrastructure.

The utilities currently exist east of State Highway 1 and must be extended underground to the campgrounds. The optimal location to provide such extension is through a portion of City owned property. A nonexclusive blanket public utility easement is necessary to provide rights to the various utility providers to install, own, operate and maintain the utilities serving the campgrounds.
• Policy COS-1.1 (Conservation and Open Space): Provide a variety of wellmaintained public parks and recreational facilities for Seaside residents. • Implementation Plan COS-1.1.4 Cooperative Park Planning. Plan park and recreational facilities in cooperation with concerned public and private agencies and organizations, particularly school districts, neighborhood associations, and residents.
• Policy COS-1.2: Encourage public-private partnerships to fund, develop, and maintain parks and recreational facilities in the community. • Implementation Plan COS-1.2.3 Regional and Visitor-Serving Recreational Facilities. Actively support the development of regional and visitor-serving recreational facilities and parks in the northern and eastern portions of the community. Use the City's website to identify appropriate locations for recreational facilities in eastern and northern Seaside. • Policy COS-1.3: Maximize pedestrian, transit, and bicycle access to parks and other local and regional activity centers as an alternative to automobile access.

IV. Infrastructure Items
Awarded contract to Precision Grade, Inc. for Sidewalk Inspection and Maintenance, 2/18/2021
• Implementation Plan LU-3.1.1 Citywide Improvement Program.

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Seaside General Plan 2021 APR, 4/1/2022 Page 9 of 13
Approved a Resolution to re-appropriate $75,000.00 from Street Maintenance Fund to the Capital Improvement Program Streets Fund and awarded a Service Agreement with Parisi Transportation Consulting to conduct the Engineering and Traffic Survey, 5/6/2021
• Policy C-1.1: Design roadway capacities and ensure transportation facilities that adequately serve planned land uses.
• Implementation Plan C-1.1.1: Capital Improvement Plan (CIP). Continue to update on an annual basis the Capital Improvement Plan to plan for and fund future improvements to the circulation system, as well as other public facilities, including improvements to the existing pedestrian and bicycle system, within the community.
• Policy C-1.3: Coordinate improvements to and maintenance of the City circulation system with other major transportation and infrastructure improvement programs.

Approved Services Agreement with & Associates to Perform Construction Management and Inspection Services during Construction of Sewer Main Replacement Project, 8/16/2021
• Implementation Plan LU-2.6.1 Public Improvements on West Broadway. Install public improvements, including: 1) roadway, right-ofway, drainage, and median improvements; 2) undergrounding of utilities; 3) angled, onstreet parking, 4) upgrading to ADA requirements; 5) landscaping; 6) and provision of pedestrian-friendly improvements such as crosswalks, pedestrian and bicycle trails, sidewalks, street lighting and furniture, and public trash receptacles.
• Policy LU-6.1: Maintain the existing sewer system to provide a high level of service to community neighborhoods.

Approved Contract Change Order and Additional Funding for Municipal Water Tanks Rehabilitation Project Contract with Olympus and Associates, Inc., 1/21/2021
• Implementation Plan LU-3.1.1 Citywide Improvement Program.

Complete citywide improvement program, particularly in the southern portion of Census Tract 140 and portions of Census Tract 136, to include installation of curb and gutter, curb cuts, sidewalks, and ADA improvements. • Policy LU-5.2: Work cooperatively with local and regional water suppliers to ensure adequate water reserves.

V. School Items

Collaborated with the Monterey Peninsula Unified School District in their Student Support Services Program for McKinney Vento students. The program works with local community partners to provide in-person learning opportunities for students who are experiencing homelessness, or are in foster care. Community partners work in Packet Page 55
Seaside General Plan 2021 APR, 4/1/2022 Page 10 of 13
conjunction with MPUSD to provide the support needed to help these students with the challenges that come from distance learning.
• Goal LU-11: Cooperate with local school districts and other educational organizations to ensure that a level of public education is provided that meets the community’s educational needs.

VI. Safety Items

Approved Purchase of a Bi-directional Amplifier (BDA) for Seaside Police Department, 1/21/2021
Purchase of the Bi-directional Amplifier (BDA) improves communication between Dispatch and officers in the field.
• Implementation Plan S-3.1.1: Level of Service. During the budget process, ensure that adequate Police Department facilities and personnel are provided to meet adopted level of service standards.

Adopt a resolution authorizing the police department to purchase two Tesla Model Y electric vehicles and three Ford Interceptor Hybrid vehicles for patrol operations, 2/4/2021
• Implementation Plan S-3.1.1: Level of Service. During the budget process, ensure that adequate Police Department facilities and personnel are provided to meet adopted level of service standards.

VII. Business & Economic Development Items

Approved .146 acre feet Water Allocation for Landscaping and Restroom at Costco Gas Service Station, 2/2/2021
The Costco service station is an infill development that is compatible with the auto center and other surrounding land uses by maintaining and diversifying the focused auto retail services of the auto center. The addition of a service station in the Auto Center also enhance economic viability of the existing auto center and provide a new retail amenity that is located along a major arterial commercial roadway, compatible with the City’s circulation network and surrounding land uses that will improve regional identity of the auto center.
• Land Use Element Goal LU-1: Promote a mixture of land uses and a balance of jobs and housing to support a community in which people can live, work and play.
• Policy LU-1.3: Encourage regional commercial and visitor serving commercial development that will enhance the identity of Seaside and attract visitors to the community.
• Goal LU-2: Revitalize existing commercial areas.
• Policy LU-2.7: Continue with the revitalization of the Seaside Auto Center. • Goal LU-4: Ensure that new development complements existing land uses and enhances the character of the community and its neighborhoods.

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Seaside General Plan 2021 APR, 4/1/2022 Page 11 of 13
• Policy LU-4.1: Require that all new development is compatible with surrounding uses, the site and available infrastructure.
• Goal LU-8.1: Provide a level of flood control and protection that meets the needs of the community.
• Policy LU-8.2: Ensure that developers provide stormwater retention/detention facilities and institute Best Management Practices that regulate runoff and siltation that meets local, State, and federal standards. • Goal ED-4: Attract and expand local serving retail and services in existing commercial areas.
• Policy ED-4.1: Encourage the development of retail establishments that will reduce leakage of resident spending.
• Goal ED-5.1: Attract new regional and visitor-serving businesses. • Policy ED-5.1: Attract and support commercial and employment generating development that is consistent with the General Plan and City ordinances. • Goal C-4: Ensure adequate parking is provided throughout Seaside • Policy C-4.1: Require off-street parking in new development and redevelopment projects.

Adopted a resolution to execute a Service Agreement with DKS Associates to conduct a parking study in Seaside's Downtown West Broadway Urban Village, 12/2/2021
• Goal C-4: Ensure adequate parking is provided throughout Seaside • Implementation Plan LU-2.6.1 Public Improvements on West Broadway. Install public improvements, including: 1) roadway, right-ofway, drainage, and median improvements; 2) undergrounding of utilities; 3) angled, onstreet parking, 4) upgrading to ADA requirements; 5) landscaping; 6) and provision of pedestrian-friendly improvements such as crosswalks, pedestrian and bicycle trails, sidewalks, street lighting and furniture, and public trash receptacles.

Approved the Second Amendment to the Second Amended Disposition and Development Agreement for the Golf Course Hotel, 9/7/2021 • Policy LU-1.3: Encourage regional commercial and visitor serving commercial development that will enhance the identity of Seaside and attract visitors to the community.
• Goal ED-5.1: Attract new regional and visitor-serving businesses. • Policy ED-5.1: Attract and support commercial and employment generating development that is consistent with the General Plan and City ordinances Approved Water Allocation request by AO Restaurants LLC, Business Owner, and Seaside Plaza LLC, Property Owner, for 0.226 Acre Feet for Cloud Kitchen Restaurant at 1130 Fremont Blvd, Unit 210 B in the Commercial Mixed Use District, 8/2/2021
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• Policy ED-1.2: Diversify the local economy by targeting business development and attraction efforts toward businesses whose economic cycles are less likely to correspond to those of major retailers in the City.
• Policy ED-2.1: Coordinate with regional economic development agencies and business serving organizations to provide support for business growth, retention, and expansion in Seaside.
• Policy ED-2.2: Support business expansion through active assistance to remove obstacles.
• Policy ED-4.1: Encourage the development of retail establishments that will reduce leakage of resident spending.

Adopted a resolution to execute a Maintenance and Right of Entry Agreement with the Subaru auto dealership, 9/16/2021
• Policy ED-2.2: Support business expansion through active assistance to remove obstacles.
• Policy ED-5.1: Attract and support commercial and employment generating development that is consistent with the General Plan and City ordinances. • Implementation Plan ED-5.1.3 Seaside Auto Center. Continue to work with auto dealerships to enhance and expand the Seaside Auto Mall.

VIII. Emergency Response & COVID-19 Related Items

Awarded $339,767 in supplemental CDBG-CV grant funding to prevent, prepare for, and respond to coronavirus. Used funding to continue emergency Food distribution efforts.
• Policy S-4.1: Implement coordinated emergency response planning. • Implementation Plan S-4.1.1: Emergency Preparedness Plan. Use a regularly updated Emergency Preparedness Plan for disaster planning and guidance in responding to emergencies. Annually review and update the Emergency Preparedness Plan under the provision of the State Emergency Management System format to maximize the efforts of emergency service providers (e.g., fire, medical, and law enforcement) and minimize human suffering and property damage during disasters. Provide annual practice sessions to the City. Support high-level multijurisdictional cooperation and communication for emergency planning and management. Solicit private individuals and organizations to enhance service provider communications and response with cellular telephones, ham radios, AM/FM radio, and cable television. • Policy S-4.2: Educate City staff, residents, and businesses regarding appropriate actions to take during an emergency.
• Policy H-3.1: Participate in programs assisting in the production and conservation of adequate, safe, and attractive housing affordable to very-low, low and moderate-income households and other special needs groups.

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Adopted a resolution to enter into a radio communication site lease agreement between the City of Seaside and the County of Monterey for the installation and operation of a public safety radio transmission tower, 1/21/2021
• Implementation Plan S-4.1.1: Emergency Preparedness Plan. Use a regularly updated Emergency Preparedness Plan for disaster planning and guidance in responding to emergencies. Annually review and update the Emergency Preparedness Plan under the provision of the State Emergency Management System format to maximize the efforts of emergency service providers (e.g., fire, medical, and law enforcement) and minimize human suffering and property damage during disasters. Provide annual practice sessions to the City. Support high-level multijurisdictional cooperation and communication for emergency planning and management. Solicit private individuals and organizations to enhance service provider communications and response with cellular telephones, ham radios, AM/FM radio, and cable television.

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RESOLUTION NO. 22-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE ACCEPTING

THE ANNUAL PROGRESS REPORTS OF THE GENERAL PLAN AND THE

HOUSING ELEMENT
WHEREAS, Government Code sections 65400 and 65700 mandates that all cities and counties submit separate annual reports on the status of the General Plan and the Housing Element portion of its General Plan and progress to their legislative bodies, the Governor’s Office of Planning and Research (OPR) and the Housing and Community Development (HCD) each year; and
WHEREAS, the annual progress reports provide local legislative bodies and the public with progress of implementation of the General Plan and progress in meeting community goals and implementation of the Housing Element and progress in meeting its Regional Housing Needs Allocation (RHNA) goals; and WHEREAS, annual progress reports must be presented to the local legislative body, usually as a consent or discussion item on a regular meeting agenda for review and acceptance; and
NOW, THEREFORE, BE IT RESOLVED, that the Seaside City Council hereby acknowledges review of the 2021 General Plan and Housing Element Annual Progress Reports for submission to the California Office of Planning and Research and the Office of Housing and Community Development.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Seaside, State of California, on the 17th day of March 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Ian Oglesby, Mayor
ATTEST
Dominique L. Davis, City Clerk
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Annual Progress Report January 2020
Jurisidiction Name
Reporting Calendar Year
First Name
Last Name
Title
Email
Phone
Street Address
City
Zipcode
v 2_15_2022
Optional: Click here to import last year's data. This is best used when the workbook is new and empty. You will be prompted to pick an old workbook to import from. Project and program data will be copied exactly how it was entered in last year's form and must be updated. If a project is no longer has any reportable activity, you may delete the project by selecting a cell in the row and typing ctrl + d.
440 Harcourt Avenue
Seaside
93955
Please Start Here
General Information
2021
Seaside
Contact Information
Ben
Nurse
Housing Program Manager
[email protected]
8318996772
Mailing Address
Packet Page 61
Jurisdiction Seaside
Reporting Year 2021 (Jan. 1 - Dec. 31)
Planning Period 5th Cycle 12/31/2015 - 12/31/2023
Annual Buildin
2 3
Prior APN+ Current APN Street Address Project Name+ Local Jurisdiction Tracking ID+
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Summary Row: Start Data Entry Below
012-332-010 1325 Hilby Ave. 21098 ADU O
012-163-045 1656 Goodwin St. 21462 ADU O
012-712-018 1601 Vallejo St. 21440 ADU R
012-014-051 1896 Havana St. 21711 ADU O
011-335-024 675 Harcourt Ave. 21083 ADU O
011-341-021 409 Hamilton Ave. 21488 ADU O
011-345-022 1300 Canyon Del Rey Blvd. 21381 ADU R
012-753-028 1343 Mingo Ave. 21790 ADU R
012-422-037 1000 Highland St. 21274 ADU O
011-341-016 457 Hamilton Ave. 21939 ADU O
011-043-010 1576 Mira Mar Ave. 21775 ADU O
031-232-005 4755 Peninsula Point Dr. 21072 ADU R
012-251-012 1436 Noche Buena St. 21427 ADU R
012-395-015 1117 Noche Buena St. 22037 ADU R
012-284-002 1382 Sonoma Ave. 19318 ADU R
012-753-031 1721 Lowell St. 22040 ADU R
011-052-005 2040 Mendocino St. 11971 ADU R
012-336-030 1212 Waring St. 22115 ADU O
011-363-007 685 Williams Ave. 22524 SFD O
012-292-032 1384 Darwin St. 22137 ADU R
012-361-004 932 Trinity Ave. 21932 ADU R
011-322-010 795 Amador Ave. 21858 ADU R
031-242-052 4282 Bay Crest Circle 22282 ADU R
011-325-009 780 Amador St. 21573 ADU R
012-401-006 1193 Waring St. 22315 ADU R
012-291-028 1301 Darwin St. 19305 ADU R
011-352-016 615 Francis Ave. 20773 ADU R
012-341-022 1169 Wanda Ave. 22138 ADU O
012-351-019 1088 Wanda Ave. 22416 ADU O
012-351-009 1064 Trinity Ave. 22651 ADU O
011-031-009 1365 Military Ave. 22514 ADU O
012-251-013 1448 Noche Buena St. 22086 ADU R
012-797-005 1770 Flores St. 22087 ADU R
012-392-012 1325 Kimball Ave. 22045 ADU R
012-782-011 1812 Luzern St. 22708 ADU R
011-093-027 1940 Noche Buena St. 22590 ADU R
012-342-030 1254 San Lucas St. 21734 ADU O
012-274-008 966 Hamilton Ave. 22387 ADU R
012-795-012 1524 San Pablo Ave. 22186 ADU O
012-812-016 1787 Laguna St. 22033 SFD O
012-754-001 1733 Noche Buena St. 22381 ADU O
011-041-009 1515 Military Ave. 22760 ADU R
012-194-012 1533 Noche Buena St. 22501 ADU R
031-052-022 1700 FAIRWAY DR. 22272 SFD O
031-052-021 1708 FAIRWAY DR. 22271 SFD O
031-052-020 1716 FAIRWAY DR. 22270 SFD O
031-052-019 1724 FAIRWAY DR. 22269 SFD O
031-052-018 1732 FAIRWAY DR. 22265 SFD O
031-052-017 1740 FAIRWAY DR. 22263 SFD O
031-052-016 1748 FAIRWAY DR. 22262 SFD O
031-052-009 1787 FAIRWAY DR. 22317 SFD O
031-052-010 1779 FAIRWAY DR. 22318 SFD O
031-052-011 1771 FAIRWAY DR. 22319 SFD O
031-052-012 1763 FAIRWAY DR. 22320 SFD O
031-052-013 1755 FAIRWAY DR. 22321 SFD O
031-052-014 1747 FAIRWAY DR. 22322 SFD O
031-052-007 1775 FAIRWAY DR. 22371 SFD O
031-052-006 1767 FAIRWAY DR. 22370 SFD O
031-052-004 1751 FAIRWAY DR. 22369 SFD O
031-052-003 1743 FAIRWAY DR. 22368 SFD O
031-052-001 1727 FAIRWAY DR. 22365 SFD O
031-052-037 1571 FAIRWAY DR. 22800 SFD O
031-052-036 1579 FAIRWAY DR. 22799 SFD O
031-052-035 1587 FAIRWAY DR. 22797 SFD O
031-052-034 1595 FAIRWAY DR. 22795 SFD O
031-052-033 1603 FAIRWAY DR. 22794 SFD O
031-052-032 1611 FAIRWAY DR. 22793 SFD O
031-052-031 1619 FAIRWAY DR. 22791 SFD O
031-052-038 1563 FAIRWAY DR. 22805 SFD O
031-052-025 1638 FAIRWAY DR. 22958 SFD O
1 Project Identifier Unit Types
Packet Page 62

ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Table A2
ng Activity Report Summary - New Construction, Entitled, Permits and Completed Units 5 6
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed Restricted
Low- Income
Deed Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed Restricted
Above
ModerateIncome
Entitlement
Date Approved # of Units issued
Entitlements
0 0 0 0 0 0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Affordability by Household Incomes - Completed Entitlement 4 (CCR Title 25 §6202)
Packet Page 63
Cells in grey contain auto-calculation formulas
8 9
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed Restricted
Above
ModerateIncome
Building Permits
Date Issued
# of Units Issued
Building Permits
0 0 0 0 0 0 71 71
1 1/20/2021 1
1 2/2/2021 1
1 2/2/2021 1
1 2/23/2021 1
1 2/25/2021 1
1 3/16/2021 1
2 3/16/2021 2
1 3/23/2021 1
1 4/8/2021 1
1 4/19/2021 1
1 4/21/2021 1
1 4/29/2021 1
1 5/6/2021 1
1 6/22/2021 1
1 6/23/2021 1
1 6/28/2021 1
1 7/7/2021 1
1 7/13/2021 1
1 7/20/2021 1
1 7/22/2021 1
1 8/10/2021 1
1 8/12/2021 1
1 8/17/2021 1
1 8/19/2021 1
1 8/26/2021 1
1 8/31/2021 1
1 9/7/2021 1
1 9/8/2021 1
1 9/30/2021 1
1 10/7/2021 1
1 10/22/2021 1
1 11/8/2021 1
1 11/8/2021 1
1 11/16/2021 1
1 11/18/2021 1
1 11/18/2021 1
1 11/19/2021 1
1 11/24/2021 1
1 11/24/2021 1
1 11/30/2021 1
1 12/2/2021 1
1 12/15/2021 1
1 12/28/2021 1
0 1 5/19/2021 1
1 5/19/2021 1
1 5/19/2021 1
1 5/19/2021 1
1 5/19/2021 1
1 5/19/2021 1
1 5/19/2021 1
1 5/27/2021 1
1 5/27/2021 1
1 5/27/2021 1
1 5/27/2021 1
1 5/27/2021 1
1 5/27/2021 1
1 6/10/2021 1
1 6/10/2021 1
1 6/10/2021 1
1 6/10/2021 1
1 6/10/2021 1
1 9/21/2021 1
1 9/21/2021 1
1 9/21/2021 1
1 9/21/2021 1
1 9/21/2021 1
1 9/21/2021 1
1 9/21/2021 1
1 9/21/2021 1
1 10/26/2021 1
Affordability by Household Incomes - Building Permits
7 Note: "+" indicates an optional field
Packet Page 64
11 12
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed Restricted
Above
ModerateIncome
Certificates of
Occupancy or other
forms of readiness
(see instructions) Date
Issued
# of Units
issued
Certificates of
Occupancy or
other forms of
readiness
0 0 0 0 0 0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Affordability by Household Incomes - Certificates of Occupancy 10 Packet Page 65
Streamlining Infill
Housing without Financial
Assistance or Deed
Restrictions
Term of Affordability
or Deed Restriction
13 14 15 16 17 18 19
How many of the
units were
Extremely Low
Income?+
Was Project
APPROVED using
GC 65913.4(b)?
(SB 35 Streamlining)
Y/N
Infill Units?
Y/N+
Assistance Programs for
Each Development
(may select multiple -
see instructions)
Deed Restriction
Type
(may select multiple -
see instructions)
For units affordable without
financial assistance or deed
restrictions, explain how the
locality determined the units
were affordable
(see instructions)
Term of Affordability or
Deed Restriction (years)
(if affordable in perpetuity
enter 1000)+
Number of
Demolished/Destr
oyed Units
0 0 0
Housing with Financial Assistance
and/or Deed Restrictions Demolis
Packet Page 66
Notes
20 21 22 23 24 25
Demolished or
Destroyed Units
Demolished/Des
troyed Units
Owner or Renter
Total Density Bonus Applied to
the Project (Percentage
Increase in Total Allowable
Units or Total Maximum
Allowable Residential Gross
Floor Area)
Number of Other
Incentives, Concessions,
Waivers, or Other
Modifications Given to
the Project (Excluding
Parking Waivers or
Parking Reductions)
List the incentives,
concessions,
waivers, and
modifications
(Excluding Parking
Waivers or Parking
Modifications)
Did the project receive a
reduction or waiver of
parking standards? (Y/N)
Notes+
0 shed/Destroyed Units Density Bonus
Packet Page 67
Jurisdiction Seaside ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2021 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 5th Cycle 12/31/2015 - 12/31/2023 (CCR Title 25 §6202) 1 3 4
RHNA Allocation
by Income Level 2015 2016 2017 2018 2019 2020 2021 2022 2023 Total Units to Date (all years) Total Remaining
RHNA by Income
Level
Deed Restricted - - - - - 74 - - -
Non-Deed Restricted - - - - - - - - -
Deed Restricted - - - - - 78 - - -
Non-Deed Restricted - - - - - - - - -
Deed Restricted - - - - - 73 - - -
Non-Deed Restricted 1 1 1 - - - - - -
Above Moderate 164 - - - 3 5 13 71 - - 92 72
393
1 1 1 3 5 238 71 - - 320 93
Note: units serving extremely low-income households are included in the very low-income permitted units totals and must be reported as very low-income units.

Please note: The APR form can only display data for one planning period. To view progress for a different planning period, you may login to HCD's online APR system, or contact HCD staff at [email protected]. -
74 This table is auto-populated once you enter your jurisdiction name and current year data. Past year information comes from previous APRs.
76 Moderate
95 62
72 Please contact HCD if your data is different than the material supplied here 78 2
Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
21 -
Please note: For the last year of the 5th cycle, Table B will only include units that were permitted during the portion of the year that was in the 5th cycle. For the first year of the 6th cycle, Table B will include units that were permitted since the start of the planning period.

Total RHNA
Total Units
Income Level
Very Low
Low
Packet Page 68
Jurisdiction Seaside
Reporting Year 2021 (Jan. 1 - Dec. 31)
1 2 3 4
Name of Program Objective Timeframe in H.E Status of Program Implementation Code
Enforcement/Neighborhood
Improvement Commission
(NIC):
● Continue to implement the Neighborhood
Improvement Commission and
focus code enforcement efforts in the target
areas with concentrated
issues of code violations.
● Conduct periodic housing conditions
surveys in targeted
neighborhoods.
● Promote the app, SeeClickFix that allows
anyone to report problems
to the City for resolution via their smartphone.
● Pursue funding available at the state and
federal levels to assist
in code corrections and residential
rehabilitation (see also Program
3). Ensure Code Enforcement Officers provide
information on
resources available for making code
corrections.
2019-2023
Residents and businesses appreciate the SeeClickFix app. It allows them to report code compliance issues, safety issues, homeless concerns, etc., and track progress of their requests. The City distributes business cards with links to the app. This program is ongoing.

Abandoned Residential
Property Registration
The City adopted Ordinance No. 996 to
establish an abandoned residential property
registration program as a mechanism to
protect residential neighborhoods from
becoming blighted through the lack of
adequate maintenance, voided building
permits, and security of abandoned properties.
2019-2023 This program is ongoing; residents and businesses are using the SeeClickFix app to report abandoned properties.

Acquisition/Rehabilitation
● Partner with nonprofits to acquire and
rehabilitate deteriorating multifamily housing
units with the goal of rehabilitating five units
between 2019 and 2023. Also, deed-restrict
affordable housing for lower income
households and persons with special needs.
● Annually explore and if appropriate, pursue
funding resources available at the State and
federal levels to assist in
rehabilitation of rental and ownership housing.
2019-2023 This program is ongoing.

Resource Conservation
● Review proposed developments for solar
access, site design techniques, and use of
landscaping that can increase energy
efficiency and reduce lifetime energy costs
without significantly increasing housing
production costs.
● Provide information on energy conservation
and financial incentives
(e.g., tax credit, utility rebates, etc.) on the
City’s web site.
2019-2023
The City of Seaside has joined the Central Coast Community Energy (CCCE), another energy provider. CCCE promotes electrification, incentives for Building Reach Codes, and low interest loans for generators.

Adequate Sites for RHNA
● Monitor and update the City’s residential
sites inventory annually to ensure that
adequate capacity is available to
accommodate the City’s remaining RHNA of
164 units for this planning period (21 very low
income, and 143 above moderate income
units).
● Provide the residential sites inventory to
interested developers.
● Pursue adoption of the 2040 General Plan
by 12/2022.
● Pursuant to AB 1397, amend the Zoning
Code by the end of 2022 to
establish an overlay on non-vacant parcels
(Sites C, P, U, and W, and Library Site as
identified in Tables App-44 and APP-45 of the
Housing Element Appendix) to permit
residential use by right for housing
development in which at least 20 percent of
the units are
affordable to lower income households.
● Pursue development of future growth areas
and future specific plan areas through specific
or master planning techniques. Ensure that
residential development is considered in these
areas to accommodate the appropriate mix of
future housing needs in the community.
● Develop guidelines for in the General Plan
for working with post-FORA agencies in the
planning of former Fort Ord areas.
2019-2023
• City-owned and other citywide infill sites available offer adequate sites to meet the City’s remaining RHNA. The comprehensive Zoning Ordinance update is underway and will be included in the General Plan. • City contracted with DPZ design firm to conduct a charrette to establish a community vision for Seaside East, a 625 acres future housing growth area.

Replacement Housing
In order to mitigate the loss of affordable
housing units, require new housing
developments to replace all affordable
housing units lost due to new development,
the replacement requirement will be
implemented immediately and applied as
applications on identified sites are received
and processed.
2019-2023 The City continues to comply with the replacement requirements.

Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.

Table D
Program Implementation Status pursuant to GC Section 65583

ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
(CCR Title 25 §6202)
Packet Page 69
Monitoring of Residential
Capacity (No Net Loss)
● Beginning in 2018, comply with new State
law requirements (AB 35 and
AB 879) on annual reporting to the State
Department of Housing and
Community Development (HCD) for housing
units constructed and
housing applications/approvals by income
level.
● If additional sites (such as through master
planning in
the future growth areas or future specific plan
areas) are required
to replenish the sites inventory for meeting the
RHNA shortfall, the
sites shall be rezoned within 180 days.
2019-2023
The City continues to monitor the No Net Loss requirements of development on the City’s residential sites inventory in the Housing Element. Recent projects would not result in a loss of existing housing units.

Lot Consolidation
● Encourage lot consolidation by assisting
interested developers in
identifying sites with consolidation potential.
● As part of the comprehensive update to the
Zoning Ordinance to implement the General
Plan, modify the lot
consolidation requirements and establish
incentives for consolidation.
● Promote lot consolidation incentives to
property owners and developers with the goal
of achieving three developments involving lot
consolidation over five years.
● Require the merger of contiguous
substandard lots of record when a
property is developed or redeveloped.
● Assess the effectiveness of incentives and
actions in promoting the consolidation and
development of small parcels, and make
appropriate adjustments to facilitate lot
consolidation.
2019-2023 This program is ongoing.

Accessory Dwelling Units
(ADUs):
● Updated the City website to provide ADU
process information for the public.
● The City implemented several policies and
activities to facilitate ADU development.
● The City anticipated development ten
accessory units
during this planning period.
● Maintain a variety of housing types, sizes,
and prices throughout the City to increase
housing choice and ensure that households of
all types and income levels have the
opportunity to find suitable
ownership or rental housing.
2019-2023
● Waived permit inspection fees for 2 years
● Hired Workbench architects to prep ADU Pre-Approved Plans ● Waived plan check fees for projects using Pre-Approved ADU plans ● Allocated 5 AF of water for owners to purchase to construct ADUs ● Staff coordinated with United Way to host a virtual Seaside ADU Workshop ● Staff meets monthly with peers to discuss ADU best practices and financing ● Seaside recognized among peers as leader in ADU policy and promotion ● More than 42 ADU Permits Issued
● About 50 ADU applications still in plan check
● City will adopt a local ADU code with a first reading on March 17, 2022 State Bill 9
• SB 9 allows for ministerial approval (“by
right”) for at least two dwelling units on a singlefamily zoned parcel. • Also allows ministerial approval of qualifying
urban lot splits.
2021-2022
● City adopted Urgency Ordinance 2011 to implement new state legislation Senate Bill 9 (SB 9).
● City will conduct study session in April 2022 to establish permenant SB 9 regulations Homebuyer Assistance
● Periodically update the City website
promoting resources available to first-time
homebuyers.
2019-2023
● The City created a dedicated Housing page on its website to provide links to various housing resources. Will increase funding for homebuyer assistance in FY 2022-2023 budget.

Housing Assistance
● Use public-private partnerships and
collaborative efforts to ensure that all
segments of the community have access to
safe and decent housing that meets their
special needs.
2019-2023
● Partnered with Monterey County and United Way to implement the Emergency Rent and Utility Assistance Relief Program and provided $1.5M in assistance to maintain housing for Seaside residents impacted by the COVID-19 pandemic.

Preservation of Publicly
Assisted Low Income
Housing
● Monitor Units at Risk: The City will ensure
that no affordable rental unit is allowed to
convert to a condominium without meeting the
requirements of the City’s adopted
condominium conversion ordinance in
Chapter 17.42 of the Zoning Ordinance.
● Work with Potential Priority Purchasers:

Maintain regular contact
with the Housing Authority of Monterey County
and other non-profit agencies with the capacity
to purchase and maintain at-risk units.
2019-2023
● This program is ongoing.
● City created an affordable housing development non-profit called Seaside Housing Collaborative whose mission is to conceptualize, plan, entitle, construct, acquire, sell or lease affordable housing up to and including workforce housing within the City of Seaside.

Provide and Conserve
Affordable
Housing
● Provide First-Time Homebuyer
Downpayment Assistance loans of up to
$100,000 to moderate, low, and very low
income households at 3% simple interest, and
deed-restrict the purchased units for long-term
affordablility.
● Provide Homeowner Rehabilitation Loans
for owner-occupied, low and moderate income
households for major repairs up to $60,000 at
zero to 3% simple interest with deed
restriction.
● Promote the repair, improvement, and
rehabilitation of housing in order to enhance
the quality of life in neighborhoods and
promote community identity and pride.
2019-2023
City contracted with AmeriNat professional loan servicing company to support the City’s First-Time Homebuyer Downpayment Assistance and Home rehabilitation loan programs. This partnership increases the City’s capacity to approve and service more loans to increase the stock of long-term affordable units and to conserve and maintain existing homes.

Packet Page 70
Affordable Housing
Development
● As part of the comprehensive update to the
Zoning Ordinance, establish appropriate
development standards and incentives to
facilitate mixed use developments and
residential
development in mixed use neighborhoods.

Specifically, in addition to the State-mandated
density bonus, the City may consider other
incentives and concessions, such as:
o Increased lot coverage,
o Reduced setback requirements,
o Reduced parking requirements,
o Increased permissible building heights,
o Increased FAR, and
o Reduced impact fees.
● As part of the comprehensive update to the
Zoning Ordinance, establish objective
standards to accommodate SB 35
streamlining of affordable housing projects.
● Annually contact affordable housing
developers to promote new
opportunities and incentives for affordable
housing development in
the City.
● Facilitate the development of 50 affordable
housing units for lower
income households, including extremely low
income and those with
special housing needs:
o Support funding applications for affordable
housing by private
developers provided the proposed projects
are consistent with
the City’s General Plan and other specific
2019-2023 The Comprehensive Zoning Ordinance update is underway to be included in the General Plan.

Density Bonus Ordinance
As part of the comprehensive update to the
Zoning Ordinance, the City will update its
density bonus provisions
to be consistent with State law.
2019-2023 The Comprehensive Zoning Ordinance update is underway.

Inclusionary Housing
Program
● Continue to implement the Inclusionary
Housing program.
● Review the Inclusionary Housing Program
with the Density Bonus
Ordinance (Program 13) to ensure
consistency with State law. If
inconsistencies are identified, initiate Zoning
Ordinance revisions.
● Annually monitor development trends and
market conditions to assess the effectiveness
of the Inclusionary Housing program.
2019-2023 This program in ongoing as new developers propose projects.

Multifamily and Mixed Use
Design Guidelines
● Establish design guidelines on site planning,
massing and scale, and architecture features
for multifamily and mixed use development.
● Adopt a form-based cosde to address site
planning
2019-2023 The City is adopting a form-based code as part of its General Plan.

Affordable Attached Single
Family Unit
As part of the comprehensive update to the
Zoning Ordinance, provide consistent
treatment for market-rate and affordable
attached single family homes.
2019-2023 The Comprehensive Zoning Ordinance update is underway in the General Plan.

Adequate Water Supply for
the Development of New
Housing
● Support efforts by the MPWMD to expand
the water supply with new
water sources being earmarked for
development.
● Continue to work to have the MPWMD and
MCWD reverse its policy
decision of prohibiting the transfer of water
credits from one
property to another.
● Continue to work with MPWMP and MCWD
to develop water conservation
methods (e.g., low flow fixtures, instant hot
water heaters,
cisterns/rain gardens) to augment water for
new development
projects.
● Pursuant to AB 1087, work with MPWMD to
establish a procedure to
prioritize water allocation for developments
that include units set
aside as affordable housing for lower income
households, including
affordable housing within larger, mixed use
developments and larger
residential subdivisions.
● Upon adoption of the Housing Element,
provide a copy of the Element
to MPWMD and MCWD for greater awareness
of affordable housing
priorities and collaboration, in compliance with
AB 1087.
● Pursue various strategies to secure water
for Seaside’s future
development starting in 2019 including:
2019-2023
• Stormwater reclamation and other methods are being pursued to increase the availability of water for housing in Seaside.
• Contracted with the Wallace Group to conduct a feasibility study of groundwater recharge to potentially increase water supply.
• Approved water storage project to bring recycled water into Seaside Basin.

Childcare Costs
● Following housing costs, single femaleheaded families must allocate a portion of their incomes towards childcare costs as reliable
child care is often necessary in order to retain
stable employment.
2019-2023
• Amended Municpal Code to reduce discretion for both Small and Large Family Daycare Homes allowing them by-right in all residential and commerical zones.

Housing for Extremely Low
Income and Special Needs
Households
As part of the comprehensive update to the
Zoning Ordinance, address the following
housing-related code amendments:
● Transitional and Supportive Housing
● Reasonable Accommodations
● Single-Room Occupancy (SRO)
● Employee Housing Low Barrier Navigation
Center (LBNC)
2019-2023 The Comprehensive Zoning Ordinance update is ongoing with the General Plan updates.

Housing Facilities and
Services for the Homeless
Annually, evaluate the homeless needs and
gaps in services and facilities and allocate
funding via the homeless committee and
CDBG program.
2019-2023 These activities are ongoing with annual reviews and budgeting.

Packet Page 71
Affirmatively Furthering Fair
Housing
● Amend the Zoning Ordinance to address the
housing options for persons with special
needs
● Coordinate with the HAMC to provide
brochures and other pertinent
fair housing materials in English and Spanish
at City Hall, the
library, the Post Office, Oldemeyer Center,
and at the public
counter. Implement the regional Analysis of
Impediments recommendations as follows: o
Annually, allocate CDBG funds to public and
supportive service
programs that benefit the geographically
underserved
neighborhoods.
o Implement the Economic Development
policies of the General Plan to promote
economic development activities to improve
employment skills and create high-paying
jobs.
o Work with Monterey-Salinas Transit to
expand transit services in areas with limited
public transit services, especially the
frequency of services.
o Annually promote the portability of Housing
Choice Vouchers
to help tenants move to communities of
opportunity.
o Annually, promote the benefits of the HCV
program to landlords to expand the inventory
of rental properties accepting HCVs.
o Through the fair housing service providers,
connect residents
2019-2023
• The City continues to contract with ECHO Housing to provide fair housing services for residents, housing providers, and housing professionals. The comprehensive Zoning Ordinance update is underway.
• Provided input to Monterey Salinas Transit's new plan to expand service to underserved areas in the City.

Land Use Pattern and
Compatability
• Policy LU-4.1: Require that all new
development: 1) funds its share of community
services and facilities (e.g., parks, roads,
trails, and utilities). . . and 3) is compatible with
surrounding uses, the site, and available
infrastructure.
2019-2023
• Contracted with NBS assist in the creation of a Community Facilities District (CFD).

In doing so, current citizens of the City can be assured that new development is paying its own way.

Packet Page 72
Jurisdiction Seaside
Reporting Year 2021 (Jan. 1 - Dec. 31)
Planning Period 5th Cycle 12/31/2015 - 12/31/2023
Current Year
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
71 71
Units by Structure Type Entitled Permitted Completed
SFA 0 0 0
SFD 0 29 0
2 to 4 0 0 0
5+ 0 0 0
ADU 0 42 0
MH 0 0 0
Total 0 71 0
0 0
0 0
0 0
0 0
Income Rental Ownership Total
Very Low 0 0 0
Low 0 0 0
Moderate 0 0 0
Above Moderate 0 0 0
Total 0 0 0
Cells in grey contain auto-calculation formulas
Very Low
Low
Moderate
Above Moderate
Units Constructed - SB 35 Streamlining Permits
Number of Streamlining Applications Approved
Total Developments Approved with Streamlining
Total Units Constructed with Streamlining
Total Housing Applications Submitted:

Number of Proposed Units in All Applications Received:

Total Housing Units Approved:

Total Housing Units Disapproved:

Total Units
Housing Applications Summary
Use of SB 35 Streamlining Provisions
Note: Units serving extremely low-income households are included in the very low-income permitted units totals Number of Applications for Streamlining
Building Permits Issued by Affordability Summary
Income Level
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Optional: This runs a macro which checks to ensure all required fields are filled out. The macro will create two files saved in the same directory this APR file is saved in. One file will be a copy of the APR with highlighted cells which require information. The other file will be list of the problematic cells, along with a description of the nature of the error.

Optional: Save before running. This copies data on Table A2, and creates another workbook with the table split across 4 tabs, each of which can fit onto a single page for easier printing. Running this macro will remove the comments on the column headers, which contain the instructions. Do not save the APR file after running in order to preserve comments once it is reopened.

Optional: This macro identifies dates entered that occurred outside of the reporting year. RHNA credit is only given for building permits issued during the reporting year.

Link to the online system: https://apr.hcd.ca.gov/APR/login.do Submittal Instructions
Please save your file as Jurisdictionname2021 (no spaces). Example: the city of San Luis Obispo would save their file as SanLuisObispo2021 Housing Element Annual Progress Reports (APRs) forms and tables must be submitted to HCD and the Governor's Office of Planning and Research (OPR) on or before April 1 of each year for the prior calendar year; submit separate reports directly to both HCD and OPR pursuant to Government Code section 65400. There are two options for submitting APRs:

1. Online Annual Progress Reporting System - Please see the link to the online system to the left. This allows you to upload the completed APR form into directly into HCD’s database limiting the risk of errors. If you would like to use the online system, email [email protected] and HCD will send you the login information for your jurisdiction. Please note: Using the online system only provides the information to HCD. The APR must still be submitted to OPR. Their email address is [email protected].

2. Email - If you prefer to submit via email, you can complete the excel Annual Progress Report forms and submit to HCD at [email protected] and to OPR at [email protected]. Please send the Excel workbook, not a scanned or PDF copy of the tables.

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CITY OF SEASIDE

STAFF REPORT
Item No.: 8.I.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Ashley Collick, Assistant City Manager
Ernesto Altamirano, Communications & Community Engagement Specialist
DATE: March 17, 2022
SUBJECT: CONSIDER THE ADOPTION OF THE NATIONAL WILDLIFE

FEDERATION MAYOR'S MONARCH PLEDGE PROGRAM

RECOMMENDATION
Adopt a resolution authorizing the City of Seaside to participate in the NWF's Monarch Pledge program.

BACKGROUND
The Mayor's Monarch Pledge program was created by NWF to call to action cities, municipalities, and other communities across North America, committed to creating healthy, sustainable habitat for the monarch butterfly and pollinators while educating residents about how they can make a difference at home and in their community.

Steps for participating in the program include,
 Taking the Pledge and Specifying Your Actions
 Take Action With Support From the National Wildlife Federation  Report Progress
Mayors or their staff point of contact can take the pledge online between December 1 and March 31 each year. Mayors will commit to at least three action items (out of 30) that the community will initiate throughout the year to support monarch conservation.

Mayors who complete eight or more actions will receive special recognition and become a member of the Mayors' Monarch Pledge Leadership Circle and those that complete 24 or more actions will become a Monarch Champion City.

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Item No. 8.I. Page 2 of 2
Staff has identified five actions that the City will be able to commit to initiating throughout the year:

1. Issue a Proclamation to raise awareness about the decline of the monarch butterfly and the species’ need for habitat.

2. Launch or maintain a public communication effort to encourage residents to plant monarch gardens at their homes or in their neighborhoods.

3. Engage with community garden groups and urge them to plant native milkweeds and nectar-producing plants.

4. Engage with city parks and recreation, public works, sustainability, and other relevant staff to identify opportunities to revise and maintain mowing programs and milkweed / native nectar plant planting programs.

5. Create a community art project to enhance and promote monarch and pollinator conservation as well as cultural awareness and recognition.

Staff will work to determine if there are additional action items to initiate.

Per the Council's authorization on 3/15, the resolution and proclamation (action 1) are attached for approval.

FISCAL IMPACT
There is no fiscal impact related to this item.

ATTACHMENTS

1. Resolution

2. Proclamation
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
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RESOLUTION NO. XX-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE

AUTHORIZING THE ADOPTION OF THE NATIONAL WILDLIFE FEDERATION

MAYOR'S MONARCH PLEDGE PROGRAM
WHEREAS, The National Wildlife Federation (NWF) is the United States' largest private, nonprofit conservation education and advocacy organization, with over six million members and supporters, and 51 state and territorial affiliated organizations (including Puerto Rico and the Virgin Islands); and
WHEREAS, the monarch butterfly is an iconic North American species whose multigenerational migration and metamorphosis from caterpillar to butterfly has captured the imagination of millions of Americans; and
WHEREAS, The Mayor's Monarch Pledge program was created by the NWF to call to action cities, municipalities, and other communities across North America, committed to creating healthy, sustainable habitat for the monarch butterfly and pollinators while educating residents about how they can make a difference at home and in their community; and
WHEREAS, Cities, towns, counties and communities have a critical role to play to save the monarch butterfly; and
WHEREAS, The City Council authorized the National Wildlife Federation’s Mayors’ Monarch Pledge on March 17th, 2021; and
WHEREAS, The City of Seaside is committing to carrying out a minimum of five main action items throughout the year in support of the National Wildlife Federation Mayor's Monarch Pledge, which include issuing a Proclamation to raise awareness about the decline of the monarch butterfly and the species’ need for habitat; and WHEREAS, Launching or maintaining a public communication effort to encourage residents to plant monarch gardens at their homes or in their neighborhoods; and WHEREAS, Engaging with community garden groups and urging them to plant native milkweeds and nectar-producing plants; and
WHEREAS, Engaging with city parks and recreation, public works, sustainability, and other relevant staff to identify opportunities to revise and maintain mowing programs and milkweed / native nectar plant planting programs; and
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WHEREAS, Creating a community art project to enhance and promote monarch and pollinator conservation as well as cultural awareness and recognition; and WHEREAS, The Mayor or designated staff will take the Pledge on behalf of the City of Seaside before March 31, 2022; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Seaside do hereby direct the City of Seaside City Manager to accept and execute on behalf of the City Council, the participation of The National Wildlife Federation’s Mayor’s Monarch Pledge Program,
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Seaside duly held on the 17th day of March 2022 by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

___________________________
Ian N. Oglesby, Mayor
ATTEST:
___________________________
Dominique L. Davis, City Clerk
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City of Seaside

PROCLAMATION
Raising Awareness about the Decline of the Monarch Butterfly and the Species’ Need for a Healthy Habitat
Call to Action
WHEREAS, The City of Seaside is committed to creating a monarch habitat and educating citizens about how they can make a difference for monarchs at home through the National Wildlife Federation’s Mayors' Monarch Pledge Resolution, authorized by City Council on March 15th, 2022; and WHEREAS, The monarch butterfly is one of North America’s most recognizable species, but monarchs have suffered a population decline upward of 90 percent in recent decades; and WHEREAS, The disappearance of the monarch butterfly will significantly harm our environment. This beautiful species is one that must thrive for generations to come; and WHEREAS, The citizens of Seaside can help the conservation of the monarch butterfly by planting milkweed, which is the only place monarchs will lay their eggs; and WHEREAS, Planting milkweed offers a simple solution to this issue, and provides an entertaining and sustainable activity for all ages to enjoy in our community.

WHEREAS, for more information about the Monarch Butterfly and how you can help please visit the websites of the National Wildlife Federation and National Geographic.

NOW THEREFORE, BE IT PROCLAIMED, that I, The Honorable Ian N. Oglesby, Mayor of the City of Seaside, on behalf of the City Council, do hereby commit to raising awareness about monarch butterfly conservation in the City of Seaside by encouraging our community to act and executing the National Wildlife Federation’s Mayors’ Monarch Pledge.
_________________________
Ian N. Oglesby, Mayor
March 17, 2022
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CITY OF SEASIDE

STAFF REPORT
Item No.: 9.A.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Beth Rocha, Senior Planner
Eric Azriel, Assistant Planner
DATE: March 17, 2022
SUBJECT: INTRODUCTION OF AN ORDINANCE REPEALING AND
AMENDING CHAPTER 17.52, SECTION 17.52.230
(RESIDENTIAL SECOND UNITS) OF THE SEASIDE MUNICIPAL

CODE TO ESTABLISH REGULATIONS FOR ACCESSORY
DWELLING UNITS. THIS PROJECT IS CATEGORICALLY EXEMPT
SECTION 15061(B)(3) FROM THE CALIFORNIA
ENVIRONMENTAL QUALITY ACT (CEQA).

RECOMMENDATION
Consider the Planning Commission recommendation, introduce, and pass to print the draft ordinance repealing and amending Chapter 17.52, Section 17.52.230 of the Seaside Municipal Code to establish an ordinance for Accessory Dwelling Units.

BACKGROUND
Accessory Dwelling Units (ADUs) are smaller, independent residential dwelling units located on the same lot as a primary residential dwelling. Junior ADUs (JADUs) are even smaller living units (ranging in size from 150 to 500 square feet) and created through the conversion of space within, or attached to, an existing single family home. For many years, the California legislature has identified the production of ADUs and JADUs as an important strategy to increase housing production statewide.

The City of Seaside adopted an ADU ordinance in 1983, formerly known as the “Second Dwelling Units." However, as the State has made significant changes to increase production, the repealing and amending of Seaside’s existing ordinance is required to align with state law.

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Item No. 9.A. Page 2 of 4
Planning Commission Study Session
On December 8, 2021, staff presented the draft ordinance for review and discussion.

The Commission made the following suggestions:
 Consider revising or simplifying definition “Multi-family residential ADU”  Provide clarification of sub-section G Parking
These modifications are incorporated in the draft ordinance.

Council Study Session
At a meeting of the City Council on December 16, 2021, staff presented the draft ordinance for review and discussion. At issue was state ADU law or local regulation of ADUs and maintaining a built environment consistent with the needs of Seaside.

The city wants to encourage ADU construction, recognized the current program’s success, and would like to continue to encourage ADUs to create 20 to 25 more units.

However, Council was concerned that very few ADUs have been affordable and the existing incentive that includes 55 years of deed-restricted affordability has not been successful. Approximately 60% of ADU projects are not possible without water allocation. Council directed staff to reallocate water as follows:
 Available for six months, 0.5 acre-feet of water reserved for deed restricted ADUs that require five years of affordable occupancy with the water fees waived  0.5 acre-feet of water reserved for market rate ADUs
 Two acre-feet of water to be saved for future ADUs or to be returned to Economic Development.

Council requested clarifying language to reinforce how a state-exempt ADU could always be buildable, despite several limitations that would otherwise seem to conflict with the state statute. The language “[t]his requirement shall not prevent the establishment of an ADU that would otherwise
comply with all other provisions of this section” was added to multiple provisions, including:
 17.52.230.E.3 requiring a detached ADU to be placed behind the rear building line of the primary residence,
 17.52.230.E.6 requiring windows to protect neighbors’ privacy,  17.52.230.E.7 requiring addressing convention to be followed,  17.52.230.E.8 requiring exteriors to conform to original approved design elements,
 17.52.230.E.9 requiring garage door removal,
 17.52.230.E.10 requiring lighting to be shielded,
 17.52.230.E.11 requiring 20% of lot to be landscaped, and  17.52.230.E.12 requiring 96 sq. ft. of open space.

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Item No. 9.A. Page 3 of 4
Council expressed concern about the use of water on the required landscaping elements. Language was added to the ordinance requiring that the lot shall be landscaped primarily with drought tolerant and native plant materials.

Planning Commission Hearing
On January 12, 2022, the Planning Commission held a public hearing to review the draft ordinance (Chapter 17.52.230) and considered approval of a resolution recommending the Council adopt the draft ordinance amendments in accordance with Seaside Municipal Code section 17.74.040.

The commission’s primary issue with the proposed draft ordinance was the sections that would set a percentage limit on the maximum square footage of an ADU in relation to the main house. The following excerpt is from the approved Planning Commission meeting minutes of January 12, 2022 (Attachment 2):

Chair Silva expressed that a percentage limit on the maximum square footage of an ADU in relation to the main house would possibly result in the size of the ADU being so small that the City is effectively limiting the construction of ADUs. Chair Silva referred to Section 4 of the proposed Ordinance. Chair Silva presented example of a typical single-family dwelling ranging between 800-1,000 square feet as an example. He stated using a percentage ratio versus the maximum square footage limits of 1,200 sq. ft. and 1,000 sq. ft. as presubscribed by State law can [be] too constraining. He stated further that limiting an ADU to 16 feet in height versus the current 24 foot height limit would indirectly reduce the floor area of an ADU. Chair Silva offered the following recommendations for the City Council consideration:
 Set the maximum square footage for an ADU at 60%-65% of main dwelling or 1,000sq. ft./800 sq. ft.; and
 When considering using a maximum square footage and a percentage to the main dwelling, include statement to allow whichever ratio is greater to prevail. State law currently uses this statement, provides the greatest flexibility design, and overall cost effectiveness of the project.

In making a motion to adopt a resolution recommending approval of the draft ordinance to the Council, the Commission recommended the Council adopt the draft ordinance as follows with the last clause in Section 4a that specifies, “whichever is less” be stricken, and that the City Council evaluate the 40% in section 4a and 50% in section 4b to make sure those numbers are not problematic or exclusive, i.e. what percentage and/or maximum square footage limitations are appropriate for Packet Page 82

Item No. 9.A. Page 4 of 4
neighborhood compatibility. The motion passed unanimously with a 5-0 vote. The resolution was unanimously adopted by the Planning Commission at a Special Meeting of the Planning Commission on March 9, 2022.

Draft Ordinance
The draft ADU ordinance has been crafted by staff in response to direction received by the council to address site planning issues specific to the built environment of the City of Seaside. The ordinance aims to allow for ADUs to be constructed throughout the city in a responsible and neighborly manner concerning privacy and neighborhood compatibility. Through the adoption of this ordinance, the City of Seaside continues to support affordable housing options through Accessory and Junior Accessory Dwelling Units.

FISCAL IMPACT
None.

ATTACHMENTS
Attachment 1: Draft ADU Ordinance
Attachment 2: January 12, 2022 Planning Commission Minutes Attachment3: Planning Commission Resolution
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
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1 ORDINANCE NO. _________

AN ORDINANCE OF THE CITY OF SEASIDE REPEALING AND AMENDING SECTION 17.52.230 OF THE SEASIDE MUNICIPAL CODE REGARDING

ACCESSORY DWELLING UNITS
WHEREAS, Accessory Dwelling Units (ADUs) and Junior Accessory Dwelling Units (JADUs) are a form of housing in the State of California and in the City of Seaside (City); and
WHEREAS, the City has regulated ADUs as “Residential Second units” since 1983 and historically as “Accessory Residential Units” as also set forth in the Seaside Municipal Code (SMC) Chapter 17.52.230; and
WHEREAS, the California State Legislature has brought forth several bills relating to the planning and permitting of ADUs and JADUs; and
WHEREAS, In October 2019, Governor Newsom signed into law Assembly Bill (AB) 881, and Senate Bill (SB) 13 amending California Government Code section 65852.2, related to ADUs; and
WHEREAS, the new laws took effect on January 1, 2020, and contain a clause providing that a local government’s ordinance that does not comply with all provisions of the State law shall become null and void; and
WHEREAS, the new standards will facilitate the development of ADUs and JADUs within the City, and are necessary for maintaining orderly growth and development patterns; and
WHEREAS, the City has determined that it is appropriate to repeal and reenact SMC Section 17.52.230 to comply with State law and to provide a more streamlined process for the development of ADUs and JADUs in an effort to provide additional affordable housing opportunities; and
WHEREAS, this Ordinance repeals and reenacts SMC Section 17.52.230, entitled “Residential Second Units”; and
WHEREAS, in the enactment of this Ordinance, the City followed the guidelines adopted by the State of California and published in the California Code of Regulations, Title 14, Section 15000, et seq.; and
WHEREAS, repeal and amendment of SMC Section 17.52.230 pertaining to ADUs is statutorily exempt from review under the California Environmental Quality Act (CEQA) per Section 15282(h) of the CEQA Guidelines as it implements Government Code Sections 65852.1 and 65852.2 as set forth in Section 21080.17 of the Public Resources Code.

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2 NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF SEASIDE:

SECTION 1. The foregoing recitals are adopted as findings of the City Council as though set forth fully herein.

SECTION 2. Seaside Municipal Code Section 17.52.230 is hereby repealed, and amended to read as follows:

17.52.230 Residential Second Units Accessory Dwelling Units Sections:

A. Purpose and intent.

B. Definitions.

C. Locations permitted.

D. Effect of nonconforming.

E. ADU and JADU design standards.

F. Legal use requirements.

G. Off-street parking requirements.

H. Processing.

I. Contents of applications.

A. Applicability. Residential second units shall comply with the requirements of this section, where allowed by Article 2 (Zones, Permitted Land Uses, and Zoning Standards) and Government Code Section 65852.2. An application for a second unit that complies with the standards of this section shall be approved ministerially, without discretionary review or a public hearing.

A. Purpose and intent. The purpose of this Chapter is to allow and regulate accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs) in compliance with California Government Code sections 65852.2 and 65852.22, as may be amended.

B. Limitation on number of units. No more than one second unit shall be approved on a single parcel.

B. Definitions. As used in this section, terms are defined as follows:
“Accessory dwelling unit” or “ADU” means an attached or a detached residential Packet Page 85
3 dwelling unit located on a parcel with a proposed or existing primary residence or existing multifamily dwelling that provides a complete independent living facility containing separate kitchen, bath, sleeping, or living facilities. The term “attached accessory dwelling unit” means an accessory dwelling unit that is structurally attached to the main residence but which has independent, direct access from the exterior. The term “detached accessory dwelling unit” means an accessory dwelling unit that is not structurally attached to the main residence. An accessory dwelling unit also includes the following:

1. An efficiency unit, as defined by Section 17958.1 of the California Health and Safety Code, as may be amended; and

2. A manufactured home, as defined by Section 18007 of the California Health and Safety Code, as may be amended.

3. "Accessory structure" means a building or structure that is incidental to that of the main building on the same parcel.
"Complete independent living facilities" means permanent provisions for cooking, eating, sleeping living, and sanitation on the same parcel as the single-family or multifamily dwelling is, or will be, situated.
"Efficiency kitchen" means a kitchen that includes each of the following:

1. A cooking facility with appliances. Appliances shall mean a range, or the combination of an oven and a cooktop with a minimum of two burners;

2. A sink that facilitates hot and cold water;

3. A food preparation counter or counters that are adequate for the size of the unit;

4. Food storage cabinets adequate for the size of the unit. "Junior accessory dwelling unit" or "JADU" means a residential unit that:

1. Is no more than 500 square feet in size;

2. Is contained entirely within an existing or proposed single-family structure;

3. Includes its own separate sanitation facilities or shares sanitation facilities with the existing or proposed single-family structure; and

4. Includes an efficiency kitchen, as defined in this Chapter.

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4 "Living area" means the interior habitable area of a dwelling unit, including basements and attics, but does not include a garage or any other accessory structure, other than ADUs and JADUs.
"Multi-family residential ADU" means an ADU designed for one family and allowed under Government Code Section 65852.2(e)(1)(C), as referenced in this chapter. "Multi-family ADU" means:

1. ADUs established within the portions of multifamily structures not previously used as livable space, not exceeding 25 percent of the existing multifamily structures.

2. Detached single family ADUs on a lot that has existing multifamily dwellings being subject to height limits of 16 feet and 4-foot rear and side yard setbacks.
"Nonconforming zoning condition" means a physical improvement on a property that does not conform to current zoning standards.
"Passageway" means a pathway that is unobstructed clear to the sky and extends from a street to one exterior entrance of the ADU or JADU.
"Proposed dwelling" means a dwelling that is the subject of a permit application and that meets the requirements for permitting.
"Public transit" means a location, including, but not limited to, any fixed-route bus stop or other transit stop with transportation that runs on fixed routes, and is available to the public.
"Tandem parking" means that two or more automobiles are parked on a driveway or in any other location on a parcel, lined up behind one another. “Tract housing” is a type of housing development in which multiple similar houses are built on a tract (area) that is subdivided into smaller lots.” C. Minimum site area. A parcel proposed for a second unit shall be a minimum of Packet Page 87
5 6,000 square feet.

C. Locations Permitted. Accessory dwelling units are permitted on parcels of any size in conjunction with a proposed or existing residential use in any zone that allows residential uses.

D. Relationship to primary use.

1. Size, style. A second unit shall be incidental and subordinate to the primary single-family residential use of the site in terms of size, location, and appearance, and shall not alter the character of the primary structure. The architectural style, exterior materials, and colors of the second unit shall be compatible with the primary dwelling unit.

2. Timing of construction. A second unit may be constructed simultaneously with or after the primary dwelling. In addition, an existing dwelling that complies with the design standards for second units in Subsection E of this section may be considered a second unit, and a new primary unit may be constructed which would then be considered the primary dwelling unit.

D. Effect of Conforming. An ADU or JADU that conforms to the requirements in this section shall not be:

1. Deemed to be inconsistent with the General Plan and zoning designation for the parcel on which the ADU or JADU is located;

2. Deemed to exceed the allowable density for the parcel on which the ADU or JADU is located;

3. Considered in the application of any ordinance, policy, or program to limit residential growth; or

4. Required to correct a legally established nonconforming zoning condition. This does not prevent the City from enforcing compliance with applicable building standards in accordance with California Health and Safety Code Section 17980.12. .

E. ADU and JADU Second unit design standards. A second unit ADUs and JADUs shall comply with the following standards:

1. Maximum Number. Only one ADU and one JADU shall be allowed on each lot or parcel with a zoning designation of single-family residential. Multifamily ADUs shall Packet Page 88
6 comply with Government Code Section 65852.2.

2. 1. Height limit. A second unit shall be limited to 18 feet and one story. A second unit located over a garage may be allowed a maximum height of 22 feet with Minor Use Permit approval.
a. A detached ADU, accessory to a single-family dwelling, shall be limited to one story and shall not exceed a maximum overall height of sixteen feet (16’) to the highest ridgeline.
b. An attached ADU, accessory to a single-family dwelling, shall have the same height limitations that apply to the main dwelling.
c. A detached ADU, accessory to a duplex or multifamily, shall be limited to one story and shall not exceed a maximum overall height of sixteen feet (16’) to the highest ridgeline.
d. An attached ADU, accessory to a duplex or multifamily, shall be limited to a conversion of existing non-livable space and must maintain existing height. e. An ADU located over a garage may be allowed to exceed the height limitations of sixteen feet (16’) to a maximum height of twenty-two feet (22’) with Minor Use Permit approval.

3. 2. Setbacks. ADUs and JADUs An attached second unit shall comply with the setback requirements of the primary dwelling for the applicable zone. A detached second unit shall comply with the setback requirements of detached accessory structures under Subsection 17.52.220.E (Setback requirements). No second unit may be permitted above a detached garage unless the unit complies with the following setback standards:
a. The second unit shall maintain a minimum 10-foot setback from a side and rear property line.
a. Site planning. A detached ADU shall be located behind the rear building line of the primary residence, and be clearly subordinate by location and size. This requirement shall not prevent the establishment of an ADU that Packet Page 89
7 would otherwise comply with all other provisions of this section. b. Rear and/or side setbacks. A minimum of four feet (4’) shall be required. c. Building separation. A minimum building separation of six feet (6’) shall be maintained (wall to wall) between the primary residence and a detached ADU. d. Fire-resistance. Exterior walls shall comply with the minimum fire-resistance ratings in relation to proximity to property lines, and building separation distance, as required by the California Building Code, and/or California Residential Code, in effect when a completed permit application has been submitted the City.
e. Existing Garage. No setback shall be required for an existing, legal, attached or detached garage and/or other existing structure that is converted to an ADU or JADU.

4. 3. Maximum floor area.
a. The floor area of a second unit newly constructed detached ADU shall not exceed 800 square feet for a studio, or one-bedroom, and 1000 square feet for units with two bedrooms. No more than two bedrooms are allowed. In no case shall a detached ADU exceed 40 percent of the floor area of the living area of the primary dwelling, whichever is less. or less 40 percent of the floor area of the living area of the primary dwelling, whichever is less b. For purposes of computing the floor area of a second unit that is detached from the primary unit, all enclosed areas accessed from within the second unit shall be included.
b. The floor area of a newly constructed attached ADU shall not exceed 800 square feet for a studio, or one-bedroom, and 1000 square feet for units with two bedrooms. No more than two bedrooms are allowed. In no case shall an attached ADU exceed 50% of the floor area of the proposed or existing singlefamily dwelling.

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8 c. An on-site enclosed storage area, or garage of up to 400 square feet, shall not be included when calculating the floor area of the second unit; provided, that no internal doorway or passage connects the storage or garage and the second unit.
c. The floor area of a JADU shall be a maximum of 500 square feet, and shall be contained within a proposed, existing single-family dwelling, or converted garage, carport or patio.
d. The conversion of an existing detached accessory structure to an ADU shall not be subject to the floor area square footage requirements of this section, except that no such conversion shall exceed 1200 square feet. e. The floor area for multifamily ADUs shall comply with Government Code Section 65852.2.

5. 4. Separate entrance required. An attached second unit shall have an entrance separate from the entrance to the primary dwelling. An ADU and JADU shall provide a separate exterior access from the existing primary residence. Entry doors cannot be on the same facade as the entry door of the primary residence, unless this requirement prevents creation of the accessory dwelling unit.

6. 5. Window placement. A second unit that is placed 20 feet or less from a residential unit on the same parcel or an adjacent parcel shall not have windows that directly face windows in the other unit. A second unit that is two stories or located over a garage shall not have windows or balconies that directly face a neighboring yard. This limitation applies only to side yards, not to windows or balconies facing alleys. Windows facing an adjoining residential property shall be designed to protect the privacy of neighbors; alternatively, fencing or landscaping may be required to provide screening.

6. Site coverage. Total site coverage by structures and impervious surfaces shall not exceed 50 percent of the net site area or the maximum coverage allowed by the applicable zone, whichever is less. This requirement shall not prevent the establishment of an ADU that would otherwise comply with all other provisions of this section.

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9 7. Addressing. ADUs or JADUs constructed or established on the same parcel or lot as an existing or proposed single-family dwelling shall be distinguished by utilizing the same address numbers as the primary dwelling followed by the letter “B”, then “C”, and so forth. This requirement shall not prevent the establishment of an ADU that would otherwise comply with all other provisions of this section.

8. Exterior. ADUs or JADUs proposed in Master Planned Communities, areas regulated by Specific Plans, and any tract housing that obtained approval by the Board of Architectural Review shall substantially conform to the originally approved design elements, such as building materials, architectural style, roof pitch, height, scale, exterior colors and finishes. This requirement shall not prevent the establishment of an ADU that would otherwise comply with all other provisions of this section.

9. Vehicular Door. A garage converted to an accessory dwelling unit shall include removal of garage door(s), which shall be replaced with architectural features, including walls, doors, windows, trim, and accent details. This requirement shall not prevent the establishment of an ADU that would otherwise comply with all other provisions of this section.

10. Lighting Restrictions. Any lighting associated with an ADU or JADU shall be shielded or down-lit and shall not shine onto adjoining properties, while meeting the minimum building code. This requirement shall not prevent the establishment of an ADU that would otherwise comply with all other provisions of this section.

11. Landscaping. No less than 20 percent of the lot shall be landscaped. All areas of the site that are not utilized for buildings, patios, parking, pedestrian or vehicular access shall be landscaped and provided with a permanent irrigation system. The front yard shall be landscaped, exclusive of walkways and driveways. As site conditions allow, and concurrent with each newly established ADU or JADU, a minimum of one (1) tree of not less than (5) gallon size stock, shall be planted upon the same parcel or lot as the ADU or JADU. Upon request, the Zoning Administrator Packet Page 92
10 shall provide property owners with a pre-approved list of acceptable tree species. The removal or loss of any tree in conjunction with an ADU or JADU shall be replaced with three (3) or more trees of the same species using at least (5) gallon size stock, as determined by the Zoning Administrator, and comply with the requirements of Chapter 8.54.040. All required yards and setback areas shall be attractively landscaped primarily with drought tolerant and native plant materials. This requirement shall not prevent the establishment of an ADU that would otherwise comply with all other provisions of this section.

12. Private Open Space/Patios and Decks. Each ADU or JADU shall have a deck or a patio, directly adjoining individual units. The minimum private open space required for each unit shall be no less than 96 square feet with a minimum width of six feet (6’) for a deck/patio and eight feet (8’) for landscaped area. This requirement shall not prevent the establishment of an ADU that would otherwise comply with all other provisions of this section.

F. Use requirements. ADUs and JADUs shall comply with the following:

1. Short-term rental prohibited. Any rental term of an ADU or JADU that was legally created on or after January 1, 2017 shall be longer than 30 days.

2. Sale of units. The accessory dwelling unit may not be sold separately from the existing single-family home or multifamily dwelling.

3. Driveway. A new driveway approach or curb cut, if needed, for an ADU or JADU, may require a separate encroachment permit from the Engineering Dept.

G. F. Off-street parking requirements. At least one off-street paved parking space shall be provided for an accessory dwelling unit, and may be located within the required interior side or rear property setback areas, or as tandem parking in compliance with Chapter 17.34 (Off-Street Parking), unless one or more of the following conditions apply:
in addition to the parking required for the primary dwelling by Chapter 17.34 (Parking and Loading). The parking space shall comply with the location and design requirements of Chapter 17.34, except that off-street parking spaces designated for Packet Page 93
11 residential second units may be located within the required interior side or rear property setback areas or in a tandem parking configuration in compliance with Chapter 17.34 (Off-Street Parking).

1. ADU is located within one-half mile walking distance of public transit.

2. The accessory dwelling unit is located within an architecturally and historically significant historic district.

3. The accessory dwelling unit is part of the proposed or existing primary residence or an accessory structure.

4. When on-street parking permits are required but not offered to the occupant of the accessory dwelling unit.

5. When there is a car share vehicle located within one block of the accessory dwelling unit.

6. When a garage, carport, or covered parking structure is demolished in conjunction with the construction of an ADU, or converted to an ADU, those off- street parking spaces are not required to be replaced.

H. Processing. The City shall provide an approval or denial of ADU and/or JADU applications within (60) sixty-days from the date such application is deemed complete.

The City shall deem ADU applications complete that include all of the information and materials required in the application submittal checklist, comply with the provisions of this chapter, and include full payment of applicable review fees. Complete applications shall be considered ministerial, without discretionary review or a hearing, unless:

1. The applicant requests a processing delay, in which case the (60) sixty-day time period is tolled for the period of the requested delay; or

2. The permit application for an ADU or JADU is submitted along with a permit application to create a new primary dwelling on the same parcel or lot, the City may delay acting on the ADU or JADU application until the City permits the new primary dwelling.

Packet Page 94
12 I. Contents of Applications. An ADU and/or JADU application shall include the following:

1. Completed Residential Building Permit Application;

2. Completed Monterey Peninsula Water Management District (MPWMD) residential water release form and permit application.

3. Plan Set - Signed and Dated (If Required). A Single PDF file containing all plan sheets, 24”x 36” minimum size, to include:
a. COVER SHEET: Project address; assessor parcel number; legal property owner’s name, address, phone Number; plan preparer’s title and license number (If Applicable), address, phone number; scope of work identifying all work proposed, clearly showing existing and proposed work and descriptions; applicable CA codes and regulations, California Building or Residential Code, Electrical, Mechanical, Plumbing, Energy, Fire, Green Building Codes and City of Seaside Municipal Code; project data, property type, type of construction, occupancy classification, square footage of existing/remodeled/new proposed structure(s) and addition(s), overall building height, fire sprinkler (Yes / No), number of stories; sheet index; deferred submittal list – trusses, sprinklers, etc. (If Applicable); special inspections noted (If Required); b. SITE PLAN: North arrow; scale; setbacks; lot dimensions; property boundaries; street names; new and existing structures; building footprint and roofline with all projections dimensioned to property lines; gates; walls; fences; driveways; walks; easements; utilities; meter locations; Cal Green Mandatory Measures Checklist legibly reproduced on the plans; site improvements, including grading, drainage, and landscape irrigation;
c. DEMOLITION PLAN (if Applicable): Showing any existing structure(s), or portion(s) of a structure to be removed with floor plan(s) and framing details; d. FLOOR PLAN (Existing/Proposed): Drawn to scale, dimensioned, rooms labeled, doors and window types, sizes, schedules; framing details; e. EXTERIOR ELEVATIONS: All sides of the exterior of the building; existing & proposed exterior wall finishes and special finishes; roof materials and roof pitches; door, window, skylight, and other openings, locations, materials, and configurations; vertical dimensions showing the height of structure(s) and Packet Page 95
13 heights of finished floors; locations and extent of shear walls, let-in bracing, or other methods of shear transfer;
f. FOUNDATION PLAN: Detailed and dimensioned, slabs and foundations for garages, patios, breezeways, driveways, walks; footings, piers, slabs, grade beams, retaining walls (sizes and locations); hold-downs, connections of new foundations to existing foundations; any special construction required by structure, site conditions, or expansive soils; required compressive strength of concrete; crawl access openings and screened vents under raised wood floors; North arrow;
g. ROOF FRAMING PLAN: Size and spacing of beams, rafters, headers, trusses, roof openings; layout of roof sheathing; nailing; North arrow; h. STRUCTURAL CALCULATIONS: Signed and dated; CRC Braced Walls or CBC Shear Walls; schedule (If Modified); Soils Report (If Applicable), signed and dated;
i. PLUMBING, MECHANICAL, ELECTRICAL PLANS: Location of new or existing mechanical equipment serving the added or altered area; electrical plan with receptacles, lighting and panel schedule (If Modified); gas line diagram and calculations (If Modified); Energy Certificate of Compliance Forms reproduced on plan sheets; and
j. MPUSD (Monterey Peninsula Unified School District): Release for any payment of school district fees.

SECTION 3.

The City Manager is directed to execute all documents and to perform all other necessary City acts to implement effect this Ordinance.

SECTION 4. SEVERABILITY.

A. If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid, the remainder of the Ordinance, including the application of such part or provision to other persons or circumstances, shall not be affected thereby and shall continue in full force and effect. To this end, provisions of this ordinance are severable.

Packet Page 96
14 B. The City Council hereby declares that it would have each section, subsection, subdivision, paragraph, sentence, clause or phrase thereof, irrespective of the fact that any one or more sections, subsections, paragraphs, sentences, clauses or phrases be held unconstitutional, invalid or unenforceable.

SECTION 5. EFFECTIVE DATE.

This Ordinance shall become effective thirty (30) days after its final passage and adoption.

INTRODUCED at a regular meeting of the City Council of the City of Seaside duly held on the day of 2022 and passed to print.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Seaside duly held on the day of 2022 by the following roll call vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

APPROVED:

Ian N. Oglesby, Mayor
ATTEST:

Dominique L. Davis, City Clerk
APPROVED AS TO FORM:

Sheri L. Damon,
City Attorney
Packet Page 97

CITY OF SEASIDE

PLANNING COMMISSION
Meeting Minutes
Regular Meeting January 12, 2022 @ 7:00 PM
440 Harcourt Avenue
City Hall Council Chambers
Seaside, California

1. CALL TO ORDER – Acting Chairperson Evans called the meeting to order at 7:02 pm.

2. ROLL CALL
Commissioners
Dave Evans (Acting Chair)
Keith Dodson
Arly La Mica
Will Silva
John Owens (Excused)
Danny Huynh (Arrived 7:05
pm)
Staff Present
Beth Rocha, Senior Planner
Rick Medina, Senior Planner
David Little, Building Official
Nisha Patel, City Engineer

3. REVIEW OF AGENDA
No items were introduced requiring placement on the Agenda after the publication and posting of the Agenda.

4. COMMENTS FROM THE PUBLIC
Public comment was opened. With no public comment received, Acting Chair Evans closed public comment.

5. APPROVAL OF MINUTES
Packet Page 98
Planning Commission Meeting Minutes Regular meeting of January 12, 2022

Page 2 of 5 ends

A. Regular Meeting of December 8, 2021: On motion by La Micaseconded by Silva, the Commission voted 4-0 to approve the minutes of the December 8, 2021 meeting.

Commissioner Huynh arrived after vote on the minutes.

6. BUSINESS ITEMS
A. ELECTION OF OFFICERS 2022 CALENDAR YEAR:NOMINATE AND VOTE FOR

CHAIR AND VICE-CHAIR
The Commission nominated Commissioner Silva for Chair and Keith Dodson for Vice-Chair. No other nominations were received. The Commission voted 5-0 to certify Commissioner Silva as Chair and Commissioner Dodson as ViceChair for the 2022 calendar year.

B. SEASIDE MUNICIPAL CODE AMENDMENT: THE CITY OF SEASIDE IS

REQUESTING A RECOMMENDATION FROM THE PLANNING COMMISSION ON

PROPOSED TEXT AMENDMENTS REPEALING AND AMENDING CHAPTER

17.52, SECTION 17.52.230 (RESIDENTIAL SECOND UNITS) OF THE SEASIDE MUNICIPAL CODE REGARDING ACCESSORY DWELLING UNITS. THIS PROJECT IS CATEGORICALLY EXEMPT SECTION 15061(B)(3) FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA).

David Little provided the staff report.

The following discussion ensued amongst the Commission in review of the staff report and staff presentation:

Chair Silva expressed that a percentage limit on the maximum square footage of an ADU in relation to the main house would possibly result in the size of the ADU being so small that the City is effectively limiting the construction of ADU’s. Chair Silva referred to Section 4 of the proposed Ordinance. Chair Silva presented example of a typical single-family dwelling ranging between 800-1,000 square feet as an example. He stated using a percentage ratio versus the maximum square footage limits of 1,200 sq. ft. and 1,000 sq. ft. as presubscribed by State law can too constraining. He stated further that limiting an ADU to 16 feet in height versus the current 24 foot height limit would indirectly reduce the floor area of an ADU. Chair Silva offered the following recommendations for the City Council consideration:
• Set the maximum square footage for an ADU at 60%-65% of main dwelling or 1,000sq. ft./800 sq. ft.; and
Packet Page 99
Planning Commission Meeting Minutes Regular meeting of January 12, 2022

Page 3 of 5 ends

• When considering using a maximum square footage and a percentage to the main dwelling, include statement to allow whichever ratio is greater to prevail. State law currently uses this statement and provides the greatest flexibility design and overall cost effectiveness of the project.

Public Comment opened:

Timothy Randazzo concerned with the sustainability of ADU’s and how the City could reduce the carbon footprint of this type of construction to reduce environmental impact.

No additional speakers were present.

Public comment was closed.

Chair Silva addressed the public comment in that ADU’s are a type of infill development that would avoid sprawl and increase density.

Senior Planner Beth Rocha conformed the comment from Chair Silva and stated that ADU’s also encourage the efficiency and repurposing of existing space for needed housing alternatives, particularly in light of the moratorium on water meters for other forms of traditional new housing stock. Discussed the possibility of a smaller primary unit not allowing for the establishment of a decently sized ADU, limiting the possibility of reclassifying a larger ADU from being established and classified as the primary unit and the existing structure as the ADU due to it’s limited square footage.

In making a Motion on this Item, Chair Silva advised the Commission that they should consider making recommended text change on the size of ADUs based on the Commission’s discussion of this issue. Commissioner Dodson noted that the proposed Ordinance language indicating whichever is less between the square footage limitation and percentage is confusing and would support revising the text to state whichever is greater.

On Motion by Commissioner Evans and Seconded by La Mica, the Commission voted 5-0 to recommend that the City Council adopt the ADU Ordinance Amendment with the following change:

PC Recommends the city council Adopt Ordinance with the last clause in Section 4a that specifies, “whichever is less” be stricken and that the City Council evaluate the 40% in section 4a and 50% in section 4b to make sure those numbers are not problematic or Packet Page 100
Planning Commission Meeting Minutes Regular meeting of January 12, 2022

Page 4 of 5 ends

exclusive: what percentage and/or maximum square footage limitations are appropriate for neighborhood compatibility.

C. ARCHITECTURAL REVIEW APPLICATION NO. BAR-21-10 and USE PERMIT21-05. JONATHAN LEE, PROPERTY OWNER, AND VILLAZZO GROUP LLC.,

APPLICANT, ARE REQUESTING ARCHITECTURAL REVIEW AND USE PERMIT APPROVAL FOR A 2,163 SQUARE FOOT ADDITION, INCLUDING A
PROPOSED150 SQUARE FOOT EXTERIOR STAIRCASE TO ACCESS THE PROPOSED SECOND STORY. THE EXISTING 976 SQUARE FOOT SINGLE

STORY DUPLEX WOULD BE MODIFIED, RESULTING IN A NEW TWO-STORY DUPLEX WITH 1,500 SQUARE FEET FOR EACH UNIT FOR A TOTAL OF 3,150 SQUARE FEET. THE PROJECT IS LOCATED AT 987 HARCOURT AVENUE IN THE RM (MEDIUM DENSITY RESIDENTIAL) ZONING DISTRICT (APN 012- 361-024). THE PROJECT IS CATEGORICALLY EXEMPT CLASS 1, SECTION 15301(E)(2) FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT.

Senior Planner Beth Rocha presented the item.

The commissioners asked a series of questions about the project, from design elements to parking and open space requirements. Staff explained the nonconforming status of the existing duplex structure “locking” in the project site to it’s current condition, due to the density not being increased although the square footage was being increased, that would otherwise be required for a new duplex development proposed today.

Senior Planner Rocha provided the design alternative preferred by the applicant to the commission.

The commission had concerns with the design alternative. Additionally, there was a discussion around the parking/garage conditions of approval that staff drafted for the resolution. Once an understanding of the conditions was discussed most concerns were alleviated regarding the phasing of the permits and garage-toADU conversion that was the basis for the conditions.

Applicant comment: Jonathan Lee addressed the commission, specified his reasons for preferring the design alternative, and provided some information regarding his long term plans with the property.

Public Comment: None
On Motion by Commissioner Evans and Seconded by Dodson, the Commission voted 5-0 to approve BAR-21-10 and UP-21-05 for approval of the plans, as originally proposed, and a condition be added to prohibit parking within the front setback. Unanimous approval.

Packet Page 101
Planning Commission Meeting Minutes Regular meeting of January 12, 2022

Page 5 of 5 ends

7. REPORTS FROM COMMISSIONERS
None.

8. REPORTS FROM STAFF
None.

9. ADJOURNMENT
There being no further business, the Chair adjourned the meeting at 8:57PM Respectfully Submitted,
________________________ _____________________
Dominique L. Davis, Secretary Will Silva, Chair
Packet Page 102
RESOLUTION NO. 22-05 PC

A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF SEASIDE

RECOMMENDING ADOPTION OF AN ORDINANCE OF THE CITY OF SEASIDE, CALIFORNIA REPEALING AND AMENDING SECTION 17.52.230 OF THE

SEASIDE MUNICIPAL CODE REGARDING ACCESSORY DWELLING UNITS WHEREAS, on April 27, 1983, the City Council passed and adopted Ordinance No. 635 to set forth the requirements for Accessory Dwelling Units; and WHEREAS, in October 2019, Governor Newsom signed into law Assembly Bill (AB) 881, and Senate Bill (SB) 13 amending California Government Code section 65852.2, related to ADUs; and
WHEREAS, due to changes in State law regarding Accessory Dwelling Units (ADUs) and Junior Accessory Dwelling Units (JADUs), the City’s ADU ordinance, Section

17.52.230 (Residential Second Units) of the Seaside Municipal Code (SMC), has been rendered invalid; and
WHEREAS, in response to staff's evaluation and consideration of the proposed provision, the City Council desires to repeal and reenact Section 17.52.230 of the Seaside Municipal Code regarding Accessory Dwelling Units; and WHEREAS, on January 12, 2022, the Planning Commission held a public hearing to review the Accessory Dwelling Units Ordinance (Chapter 17.52.230), at which the Commission received, reviewed, and considered the staff report, written and oral testimony from the public; and
WHEREAS, on January 12, 2022, the Planning Commission unanimously recommended the City Council adopt the draft ordinance with the last clause in Section 4a that specifies, “whichever is less” stricken and that the City Council evaluate the 40% in section 4a and 50% in section 4b to make sure those numbers are not problematic or exclusive: what percentage and/or maximum square footage limitations are appropriate for neighborhood compatibility.

NOW, THEREFORE, BE IT RESOLVED, THAT THE PLANNING COMMISSION HEREBY FINDS, DETERMINES, AND RESOLVES AS FOLLOWS:

1. Findings. The Planning Commission finds that: a) the facts set forth in the recitals in this Resolution are true and correct and incorporated by reference; b) the recitals constitute findings in this matter and, together with the staff report, other written reports, public testimony and other information contained in the record, are an adequate and appropriate evidentiary basis for the action taken in Packet Page 103
Dodson, Evans, Huynh, La Mica, Silva
None
Owens
None
Packet Page 104

CITY OF SEASIDE

STAFF REPORT
Item No.: 9.B.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Haroon Noori, Administrative Analyst II
DATE: March 17, 2022
SUBJECT: CONSIDER FUNDING RECOMMENDATIONS FOR THE

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
FOR FISCAL YEAR 2022-2023 AND FISCAL YEAR 2023-2024

RECOMMENDATION

1. Consider funding recommendations for the Community Development Block Grant (CDBG) for fiscal year 2022-2023 and fiscal year 2023-2024 as recommended by CDAC; and

BACKGROUND
The CDBG program is authorized under Title I of the Housing and Community Development Act of 1974, as amended. As an entitlement jurisdiction under the CDBG program, The City of Seaside receives funds annually on a formula grant basis. The City of Seaside has historically expended its CDBG funds on projects benefiting low- and moderate-income (LMI) Seaside residents through a wide range of public service programming as well as improvement of public facilities and infrastructure.

HUD regulations require all CDBG funded activities to meet one of the three national objectives:
 Benefit low-and moderate-income (LMI) persons or households;  Aid in the prevention or elimination of slums or blight; or  Meet an urgent community need.

HUD regulations also require the City to meet its goals and serve target groups as identified in its Packet Page 105

Item No. 9.B. Page 2 of 9
2020-2024 Consolidated Plan which are outlined below:
2020-2024 Consolidated Plan goals
 Access to community and social services
 Improve accessibility to persons with disabilities
 Provide quality facilities and infrastructure
 Promote beautification
 Assist microbusinesses
 Prevent, prepare for, and respond to the coronavirus pandemic 2020-2024 Consolidated Plan Target Groups
 Extremely low-income and very low-income households
 Seniors
 Youth, primarily ages 6–17
 Persons with disabilities
The Consolidated Plan is available on the City website: www.ci.seaside.ca.us/CDBG FY22-FY24 NOFA:

The CDBG program operates under a two-year funding request cycle. This funding cycle represents the City’s third and fourth operating year of the 2020-24 Consolidated Plan. A Notice of Funding Availability (NOFA) was issued on December 1, 2021, to solicit applications for awards of CDBG funds for fiscal years 2022-2023 and 2023-2024. The NOFA was also published in the Monterey County Weekly on November 25, 2021. A mandatory pre-proposal conference was also conducted on December 10, 2021, to assist applicants with program regulations and project eligibility questions.

FUNDING AVAILABILITY:

The City anticipates receiving approximately $375,000 per fiscal year in CDBG funds from the U.S.

Department of Housing and Urban Development (HUD). This allocation amount is estimated based on the prior year CDBG allocation. The City also anticipates receiving approximately $105,000 in program income per fiscal year, which will be available for allocation to CDBG activities. Of these funds, the City can allocate up to 20% to CDBG program planning and administration, 15% to public services, and the remaining 65% to public facilities and infrastructure projects. A summary of the City’s estimated annual allocation and program is shown in the table below.

FY2022-23 FY2023-24
Estimated Funds Available for Public Service Grants (15% Cap) $72,000 $72,000 Estimated Funds Available for CDBG Planning/Admin (20% $96,000 $96,000 Packet Page 106

Item No. 9.B. Page 3 of 9
Cap)
Estimated Funds Available for Public Facilities and
Infrastructure
$312,000 $312,000
TOTAL $480,000 $480,000
HUD will announce initial allocation amounts in or about April 2022. HUD provides the CDBG funds in September; therefore, funded capital projects will be issued Notices to Proceed after the funds are received by the City.

Applicants awarded CDBG allocations for programs beginning July 1, 2022 are required to enter into a one-year agreement for Fiscal Year 2022-23 (Year 1) with consideration for second year renewal in Fiscal Year 2023-24 (Year 2). An increase or decrease in the City’s total CDBG allocation from HUD can result in an equivalent proportional change for sub recipients.

CDBG APPLICATIONS
In response to the 2022-24 NOFA, the City received 6 public service and 6 public facilities and infrastructure project applications. Of the 6 public service applications, one application (for Girls Inc of the Central Coast) was submitted outside the application window – agency letter of explanation for late submission of their application was submitted to CDAC for consideration.

Additionally, the City did not receive applications from the following three current CDBG subrecipients: Community Partnership for Youth, Village Project, and Palenke Arts.

A summary of the applications received is provided in the table below:

FY2020-2022
Funding Cycle Awards
FY2022-2024
Funding Cycle Requests
Agency Name Year 1 Year 2 TOTAL Year 1 Year 2 TOTAL
Public Services (15% CAP)
Greater Victory Temple 10,486 10,518 21,004 15,000 15,000 30,000 Legal Services for Seniors 10,486 10,518 21,004 15,000 15,000 30,000 Meals on Wheels Monterey
Peninsula
6,990 7,012 14,002 20,000 20,000 40,000
Eden Council for Hope and
Opportunity
5,592 6,640 12,232 9,390 9,390 18,780
Gathering for Women -
Monterey
-- -- -- 10,000 10,000 20,000
Girls Inc of the Central 5,592 5,609 11,201 15,000 15,000 30,000 Packet Page 107

Item No. 9.B. Page 4 of 9
Coastal
Public Services Subtotal 84,390 84,390 168,78
0 Public Facilities and Infrastructure
City of Seaside Engineering
Department, Cutino Park
improvements
112,484 266,045 378,532 250,000 250,000 500,000
Community Human Services,
Genesis House facility
improvements
30,000 30,000 60,000 40,000 40,000 80,000
Boys & Girls Clubs of
Monterey County, Seaside
Clubhouse improvements
70,000 20,000 90,000 50,000 50,000 100,000
MPUSD, Monterey Adult
School - Portable Rehab
Phase II
42,786 -- 42,786 55,000 -- 55,000
Monterey Peninsula Unified
School District, Community
Mural
20,000 -- 20,000 58,000 -- 58,000
Meals on Wheels Monterey
Peninsula, Inc., Automatic
Flow Wrapping Machine
-- -- -- 80,000 -- 80,000
Public
Facilities/Infrastructure
Subtotal
275,27
0 316,045 591,31
5 533,00
0 340,00
0 873,00
0 STAFF REVIEW OF APPLICATIONS
CDBG program staff screened each application for the following eligibility and project readiness criteria:

1. Meets a HUD CDBG National Objective
 The proposed project is a CDBG qualifying eligible activity  Proposed project costs are eligible and allocable under CDBG regulations

2. Meets a City Consolidated Plan Priority

3. HUD has not listed the organization on its excluded parties list

4. Met performance goals and outcomes, and was compliant with CDBG regulations and reporting Packet Page 108

Item No. 9.B. Page 5 of 9
requirements (applicants funded with CDBG in recent prior years) Staff provided its funding recommendations to the Community Development Advisory Committee (CDAC) at two public hearings on February 10, 2022 and February 24, 2022. In consultation with HUD, staff recommended to CDAC all projects for funding except the following:

Agency/Project Requested
Amount
Reason
Monterey Peninsula
Unified School District -
Portable Rehab II
$55,000 Applicant's proposed project was submitted under CDBG matrix code - "05h Employment Training" - 24
CFR 570.201(e) or 42 USC 5305(a)(8) + 24 CFR
570.482(c)(2). The focus of activities under this matrix code is to provide assistance to increase selfsufficiency, including literacy, independent living skills, and job training. Activities proposed under this matrix code are considered public service activities and do
not qualify for Public Facilities and Infrastructure
funding. The agency's presentation indicated that they
intend to procure consumable and non-consumable
supplies and contract services - these do not qualify as a public facility and infrastructure project.

Monterey Peninsula
Unified School District -
Community Mural
$58,000 Applicant's proposed project was submitted under CDBG National Objective - "Aid in the prevention or
elimination of slums or blight." The focus of activities under this national objective is a change in the
physical environment of a deteriorating area, for
example:
 Rehabilitation of substandard housing located in
a designated blighted area when the housing is
brought to standard condition; or
 Public improvements throughout the area are in
a general state of deterioration.

CDBG regulations allow “aesthetic amenities on public
property such as trees, sculptures, pools of water and
fountains, and other works of art” if they are part of a larger improvement activity.

Meals on Wheels of
Monterey Peninsula -
Purchase of Automatic
$80,000 Pursuant to 24 CFR § 570.207(b)(ii) - Furnishings and personal property, the purchase of equipment,
fixtures, motor vehicles, furnishings, or other personal Packet Page 109

Item No. 9.B. Page 6 of 9
Flow Wrapping Machine property not an integral structural fixture is generally ineligible. CDBG funds may be used, however, to
purchase or to pay depreciation in accordance with 2
CFR part 200, subpart E, for such items when
necessary for use by a recipient or its subrecipients in the administration of activities assisted with CDBG
funds, or when eligible as fire fighting equipment, or
when such items constitute all or part of a public
service pursuant to § 570.201(e).

COMMUNITY DEVELOPMENT ADVISORY COMMITTEE (CDAC) REVIEW OF

APPLICATIONS
CDAC convened four (4) separate meetings to receive staff reports and agency presentations, and deliberate on funding recommendations to the City Council. Below is a timeline of CDAC meetings:
 02/10/2022: CDAC held its first public hearing and received a staff report along with all submitted applications.
 02/16/2022: CDAC received public service agency presentations as well as from the City of Seaside Engineering department regarding their proposed Cutino Park Improvement project.
 02/17/2022: CDAC received presentations from the remaining public facilities and infrastructure project applicants.
 02/18/2022 to 02/24/2022: CDAC members individually evaluated and scored each application using the City’s online CDBG application evaluation tool on www.citydataservices.net. A minimum of 70% score was required to be considered for funding. The following table includes CDAC evaluation summary:

Agency Program Average
Score
Public Service
Legal Services for Seniors,
Monterey County
Legal Services for Seniors 87%
Eden Council for Hope and
Opportunity
Fair Housing and Tenant/Landlord Services 85%
Gathering for Women -
Monterey
Case Management - Casa de Noche Buena 85%
Greater Victory Temple Afternoon Community Program 84%
Meals on Wheels Monterey Home Delivered Meals 83%
Packet Page 110

Item No. 9.B. Page 7 of 9
Peninsula, Inc.

Girls Inc. of the Central Coast After School Program 73% Public Facilities and Infrastructure
Boys & Girls Clubs of Monterey
County
Seaside Clubhouse Improvements 85%
City Seaside Engineering Cutino Park Improvements 84%
Community Human Services Genesis House Facility Improvements 83% Meals on Wheels Monterey
Peninsula, Inc.

Meals on Wheels Community Kitchen 68%
Monterey Peninsula Unified
School District
Portable Rehab Phase II 58%
Monterey Peninsula Unified
School District
Community Mural 43%
 02/24/2022: CDAC met to discuss staff recommendations. After careful consideration and thoughtful deliberation, CDAC concurred with the following staff recommendation and directed staff to forward the following funding recommendations to the City Council for consideration and approval.

Funding Recommendations by CDAC
FY2022-2024
Funding Request
FY2022-2024
Funding Recommendation
Agency Name Year 1 Year 2 TOTAL Year 1 Year 2 TOTAL
Planning and Administration (20% CAP)
CDBG Program Planning
and Admin.
$96,000 $96,000 $192,000 $96,000 $96,000 $192,000
Public Services (15% CAP)
Greater Victory Temple 15,000 15,000 30,000 13,152 13,152 26,304 Legal Services for Seniors 15,000 15,000 30,000 13,152 13,152 26,304 Meals on Wheels Monterey
Peninsula
20,000 20,000 40,000 13,152 13,152 26,304
Packet Page 111

Item No. 9.B. Page 8 of 9
Eden Council for Hope and
Opportunity
9,390 9,390 18,780 9,390 9,390 18,780
Gathering for Women -
Monterey
10,000 10,000 20,000 10,000 10,000 20,000
Girls Inc of the Central
Coastal
15,000 15,000 30,000 13,152 13,152 26,304
Public Services Subtotal 84,390 84,390 168,780 71,998 71,998 143,99 6 Public Facilities and Infrastructure
City of Seaside Engineering
Department, Cutino Park
improvements
250,000 250,000 500,000 247,000 247,000 494,000
Community Human
Services, Genesis House
facility improvements
40,000 40,000 80,000 30,000 30,000 60,000
Boys & Girls Clubs of
Monterey County, Seaside
Clubhouse improvements
50,000 50,000 100,000 35,000 35,000 70,000
Public
Facilities/Infrastructure
Subtotal
340,00
0 340,00
0 680,000 312,00
0 312,00
0 624,00
0 GRAND TOTAL 520,390 520,390 1,040,780 479,998 479,998 959,996

TIMELINE AND NEXT STEPS
Depending on City Council direction, City staff will prepare a draft Annual Action Plan (AAP) and make it available for public review and comment for a period of 30 days as required by the City’s Citizen Participation Plan (CPP). Following the 30-day public comment period, City staff will return the AAP to the City Council for final adoption at the April 21st City Council meeting. All public comments received during the 30-day public review period or at the public hearing will be incorporated into the FY2022-23 Annual Action Plan and submitted to HUD.

The Annual Action Plan represents the City’s formal annual grant application to HUD pursuant to receipt of CDBG funds. HUD requires submittal of AAP no later than 45 days prior to the start of the program year, or May 15th of every year.

ENVIRONMENTAL REVIEW
For purposes of the National Environmental Policy Act (NEPA) and the California Environmental Quality Act (CEQA), budgeting in itself is not a project. Prior to commitment or release of funds for Packet Page 112

Item No. 9.B. Page 9 of 9
each of the proposed projects, staff will carry out the required environmental reviews or assessments and certify that the review procedures under CEQA, HUD and NEPA regulations have been satisfied for each particular project.

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

ATTACHMENTS

1. PS - ECHO

2. PS - Gathering for Women - Case Management - Casa de Noche Buena

3. PS - Girls Inc of Central Coast

4. PS - Greater Victory Temple

5. PS - Legal Services for Seniors

6. PS - MOWMP

7. PF&I - Community Human Services - Genesis House Improvements

8. PF&I - Meals on Wheels Community Kitchen

9. PF&I - Monterey Adult School - Portable Rehab Phase II

10. PF&I - MPUSD Community Mural

11. PF&I - Boys and Girls Club Seaside Clubhouse Kitchen & Exterior Door Improvements

12. PF&I - City of Seaside Cutino Park Improvements

13. Girls Inc Letter of Explanation for Late Application Submittal

14. Selection Checklist and Evaluation Form
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
Packet Page 113
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Part 1 - General Information
Legal Name of Organization
Submitting Proposal: Eden Council for Hope and Opportunity Program/Project Name: Fair Housing and Tenant/Landlord Services Person Completing Application: Marjorie A. Rocha Title: Executive Director Direct Telephone: 510-581-9380
Email Address: [email protected]
Authorized Official: (e.g. Exec. Dir.): Marjorie A. Rocha Title: Executive Director Direct Telephone: 510-581-9380
Email Address: [email protected]
Program/Project Contact: Marjorie A. Rocha Title: Executive Director Direct Telephone: 510-581-9380
Email Address: [email protected]
Authorized Contact: Marjorie A. Rocha Title: Executive Director Direct Telephone: 510-581-9380
Email Address: [email protected]
Finance Contact: Oscar Gonzalez Title: Senior Bookkeeper Direct Telephone: 510-581-9380
Email Address: [email protected]
Organization Mailing Address: 22551 Second St Ste 200 City: Hayward Zip: 94541 Organization’s Website Address: www.echofairhousing.org Organization Telephone: 510-581-9380
Organization Fax: 510-537-4793
Tax ID Number: 94-6124081 9 digits, format xx-xxxxxxx
Organization DUNS Number: 08-139-5120 9 digits, format xx-xxx-xxxx Seaside Customer/Vender Number: 9038
Type of Organization
(check all that apply): Non-Profit CHDO CBDO Faith-Based What is your agency's fiscal year? July 1 - June 30
Date of your organization's most recently completed audit. (Month/Year) June 2021 Was this audit conducted in compliance with the Single Audit Act? Yes Are there any outstanding audit findings which remain unresolved? No Are you a Legal Services provider? No
Select type of Funding Requested and Type of Activity, then click to Update Application We are applying for funding from: City of Seaside
Type of Funding Requested: CDBG
Type of Activity: Public Service Other
Type of Program:
. Our proposal is for a City of Seaside project.

Amount Requested
City of Seaside CDBG $9,390
Is your organization submitting an application for multiple projects? PART 2 - PROJECT ELIGIBILITY

1. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide. 05J - Fair Housing Activities-Subj.to Pub.Serv.Cap

3. Mark the box below that indicates the national objective met:

Activities Benefiting Low and Moderate-Income Persons. 570.208(a) LMC-Limited Clientele. 570.208(a)(2)
Low/Mod Clientele. 570.208(a)(2)(i)
Income Certification. 570.208(a)(2)(i)(C)

4. Describe the population/target group your project will serve and how low and moderate-income persons will benefit.

ECHO's Fair Housing and Tenant/Landlord Services will assist City of Seaside tenants and landlords who require information regarding fair housing and discrimination, or complainants who allege discrimination based on federal, state, and local protected classes. Protected classes are the following: race, color, ancestry, national origin, religion, mental or physical disability, gender, sexual orientation, gender identity, marital status, familial status, source of income, or any other arbitrary class. Tenant/Landlord Services will provide counseling, mediation, and renters' rights and responsibilities services to low income persons, racial and ethnic minorities, single and female heads of households, the disabled, and seniors; and housing providers.

ECHO's prompt response to discrimination complaints may result in mediation and amicable resolution, and Packet Page 114
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In the investigative work that we do, positive results will force a change in discriminatory behavior, a most desirable outcome, either through education or legal enforcement. We are privileged to witness this in most cases. If not, the attorneys and government agencies apprise us of the outcome of enforcement measures.

Our purpose for providing tenant/landlord counseling and education is to empower renters to become self-sufficient and make educated decisions regarding their housing choices. In the provision of mediation services we are able to see the results of the service. A successful outcome, in this instance, is accomplished when both parties come to a mutually agreeable solution.

ECHO attempts to mediate nearly every eviction due to its drain on financial and emotional resources of the client.

The number of Unlawful Detainers (eviction actions) filed and litigated consists of inestimable costs that are difficult to breakdown specifically. However, ECHO's intervention prior to eviction proceedings prevents this cost from escalating further, may allow the tenants to remain housed, and spares them relocation costs. Successful intervention prevents costly institutionalization, and the landlord is spared the expense of court costs and fees.

5. How will people or conditions in the community change as a result of what you do? ECHO's mission is to promote equal access in housing and provide support services which will aid in the prevention of homelessness and promote permanent housing conditions. The methods and techniques used to assist clients and change conditions in the community have been developed and streamlined over a half century of service provision.

FAIR HOUSING SERVICES assist clients by:
o Providing necessary counseling regarding renter and property owner issues; o Identifying groups that are at risk of being discriminated against and informing them of their rights; o Investigating and analyzing suspected cases of discrimination; o Allowing us to bring, when appropriate, the parties to the negotiating table to achieve mutually agreeable solutions to problems;
o Conducting fair housing audits; and
o Offering education regarding fair housing laws to housing providers and other members of the housing industry.

TENANT/LANDLORD SERVICES assist clients by:
o Providing information and counseling regarding evictions, deposits, harassment, retaliation, illegal entry, repairs, rent increases, and leases and rental agreements;
o Informing low-income households about HUD subsidies such as the Housing Choice Voucher Program; o Providing referrals to Public Housing Authorities and to HUD subsidized housing complexes; o Providing conciliation between renters and their housing providers to prevent evictions, effect repairs, and address habitability issues.

Check if the proposed activity will:

Help prevent homelessness?
Help those with HIV or AIDS?
Help the homeless?
Help the disabled?

6. Outcome Performance Measurement

1. Please choose the most appropriate performance measurement objective Provide Decent Affordable Housing

2. Please choose the most appropriate performance measurement outcome.

Availability/Accessibility
PART 3 - SCOPE OF WORK

1. Short description of proposed project for which funding is requested.

ECHO proposes to provide fair housing information and education to renters and housing providers, investigate suspected cases of housing discrimination, conduct a systemic audit to uncover housing discrimination, and provide counseling and conciliation to renters and housing providers regarding their rights and responsibilities in rental housing. Additionally, ECHO will conduct presentations and conduct mass media advertising (social media ads, TV/radio interviews, electronic flyers) throughout the City of Seaside.

2. For each type of activity you provide, show the number served and the type of activity.

Number Served Type of Activity
5 households Counseling Sessions
5 households Investigations
5 sites Audits
20 households Counseling Sessions
5 households Successful mediation

3. Please list proposed activities for funding in one sentence for each activity.

Description of Activity
Activity #1 Provide Fair Housing Counseling to 5 households Activity #2 Provide Fair Housing Investigation to 5 households Activity #3 Conduct a 5-site Fair Housing Audit
Activity #4 Provide Tenant/Landlord Counseling to 20 households Packet Page 115
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4. Provide any additional relevant description of proposed activity or project.

OUTREACH & EDUCATION
In addition to the above activities, ECHO will provide training to the general public on fair housing and tenant/landlord laws and how they are observed. Efforts will be targeted to property owners and managers to insure their awareness of and compliance with the laws. ECHO will also identify groups who are at risk of being discriminated against and inform them of their rights. See below:
1) Provide City of Seaside renters, housing providers, and service providers with 4 presentations on housing rights; 2) Distribute annual mass media ads (Facebook and Twitter ads, educational material and participate in TV/radio interview).

5. Provide a timetable for accomplishing objectives. Upload Project Timetable or complete the table below.

Description of Activity/Milestone Est. Completion Date
Provide Fair Housing Counseling to 5 households June 30, 2023 Provide Fair Housing Investigation to 5 households June 30, 2023 Conduct a 5-site Fair Housing Audit June 30, 2023
Provide Tenant/Landlord Counseling to 20 households June 30, 2023 Facilitate 5 Tenant/Landlord Conciliations/Mediations June 30, 2023 Outreach: 4 presentations and distribute 6 annual mass media ads. June 30, 2023

The ECHO Housing outreach plan for Fair Housing and Tenant/Landlord Services consists of the following:

1. List of renters, local service providers, and landlords to schedule presentations;

2. List of Community-Based Organizations for flyer outreach;

3. List of local television or radio stations for interviews leading to mass outreach;

4. List of local mass media outlets for mass outreach.

7. How will you measure the effectiveness or impact of your project in meeting the needs of the persons assisted with these HUD funds?
We measure the impact of our programs by following up with our clients upon completion of counseling to determine if needs have been met. This follow-up is in the form of phone interviews or a written request for evaluation of the services provided to help us better meet client needs.

8. How will the proposed activity or project directly respond to the Corona Virus Pandemic? For example, Agency C may have provided emergency food assistance for x-persons in calendar 2019.

Because of economic dislocation in 2020, demand for emergency food assistance increased to y-persons, a z-% change, in 2020.

ECHO Housing provided fair housing and tenant/landlord services for 29 households in fiscal year 2019-2020.

Because of unemployment issues leading to non-payment rent, prohibitive rent increases and illegal harassment by landlords, in fiscal year 2020-2021, the demand for housing counseling services and mediation increased to 38 households, a 31% increase.

We anticipate a further increase in the number of households requiring fair housing counseling based on disability, reasonable accommodation, or reasonable modification due to effects of COVID. Likewise, the need for counseling and mediation will increase regarding just cause evictions, rent increase caps, and protections for Housing Voucher certificate holders, all state laws which went into effect at the onset of the COVID pandemic, and are designed to stabilize housing for low income tenants.

9. Explain how the proposed activity or project will meet the corona virus objectives of: prevention, preparation for, and/or response.

For example, Agency B expanded their Senior food delivery program to deliver meals to seniors sheltering in place as a proactive measure to prevent exposure to the Coronavirus.

ECHO is educating the community regarding the protections available to them regarding COVID-19. In response to the Coronavirus pandemic, and included in the fair housing and tenant landlord services, ECHO will provide education to the general public on fair housing and rental laws and how they are observed, and to insure awareness of and compliance with the laws.

Since the pandemic began, we have been working remotely. In order to assist persons while remaining protected from the virus, we are continuing to contact them by phone, email, and, since the shelter-in-place mandate, video conferencing. Fair Housing and Tenant/Landlord presentations have been converted to live webinars that are broadcast on a monthly basis to eliminate the need for in-person gatherings.

The federal Fair Housing Act (FHA) prohibits discrimination in rental housing based on disability. A landlord cannot:
o Refuse to rent to people with disabilities;
o Ask prospective tenants if they have a disability;
o Charge higher rent to people with disabilities;
o Refuse to make reasonable accommodations that are necessary for a disabled tenant to use the premises; o Refuse to allow disabled tenants to make reasonable changes to their unit that are necessary for them to fully enjoy the property;
o Harass or retaliate against tenants with disabilities.

A tenant with COVID-19 is protected against disability discrimination. It is illegal for a landlord to discriminate against a tenant based on an actual or perceived disability. Under certain circumstances a tenant with the virus or Packet Page 116
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o Scheduling the payment of rent to coincide with benefit payments; o Flexibility or additional time with scheduling;
o A closer parking spot and/or an accessible parking spot; o Moving to a more accessible vacant unit;
o A video inspection rather than an in-person inspection; o Communicating by email or telephone, and signing lease documents digitally; o Permission to have an animal needed for disability, including an emotional support animal; o Permission to have delivery items brought up directly to the unit, rather than collected in the lobby.

ECHO provides information and investigation regarding disability, which includes COVID-19, and how to protect oneself against discrimination based on this disability, how to secure reasonable accommodations or reasonable modifications to assist the disabled tenant with essential life functions, and how to make their living space accessible for their individual needs.

ECHO responds to rental housing inquiries, particularly regarding COVID-19 safeguards, for tenants and landlords, the California Protections Act of 2019 (rent caps and just cause evictions), leases and month-to-month rental agreements, landlord harassment, security deposits, and other rental housing rights and responsibilities. As trained mediators, one of our most important tools is to assist the disputants to reach a resolution, settlement, or other understanding which would prevent homelessness, and resolve other housing issues. This is especially important during this COVID-19 crisis, with the potential of a wave of evictions resulting from non-payment of rent and foreclosures of multi-family dwellings.

11. Explain how your organization will avoid duplication of benefits? ECHO Housing's services are unique in Monterey County, and more particularly in the City of Seaside. ECHO Housing is the only Qualified Fair Housing Enforcement Organization in Monterey County. Additionally, as a HUDapproved comprehensive housing counseling agency, we specialize in tenant/landlord counseling and provide free mediation services regarding housing rights and responsibilities.

Legal Services for Seniors offers services to low income seniors, which precludes anyone under 60 years of age; and California Rural Legal Assistance provides services to a limited number of tenants. We have referred several clients with actionable cases to CRLA and they have all returned to tell us they couldn't be helped. Neither Legal Services for Seniors nor California Rural Legal Assistance provide mediation.

When counseling clients, ECHO's Counselor asks if the client has been served by other agencies within the jurisdiction. We do not want to duplicate services or usurp the authority of another service provider. The ECHO Counselor will provide counseling only if the client has not received help, was referred to us by the aforementioned agencies, or if the client was not satisfied with the assistance provided.

If this application is not fully funded, we will be unable to provide the services at the level stated in the proposal until we find sufficient funding to fully staff it. Without CDBG funds we would be unable to provide any services.

Funding from the City allows us to attract and leverage other funding sources. More importantly, continued funding allows us to affirmatively further fair housing and provide necessary tenant/landlord services to everyone who requires them, as follows:
1) Responding to fair housing inquiries;
2) Investigating and analyzing suspected cases of discrimination; 3) Conducting fair housing audits as a means of proactively identifying evidence of discrimination; 4) Offering education regarding fair housing laws to property owners and other members of the housing industry; 5) Responding to rental housing inquiries;
6) Providing information and counseling regarding evictions, deposits, harassment, retaliation, illegal entry, repairs, rent increases, and leases and rental agreements; and
7) Allowing us to bring, when appropriate, the parties to the negotiating table to achieve mutually agreeable solutions to problems.

The Counselors are committed to provide service to every Seaside resident that comes to ECHO. Our counselors do not turn anyone away, and are able to determine what type of assistance our clients need in order to refer them to additional services from a department within ECHO or to resources outside our agency.

PART 5 CONFORMENCE WITH CONSOLIDATED PLAN

1. Describe how the need for the activity or project was determined? Attach a needs assessment, market study, or other documentation demonstrating project need.

The U.S. Department of Housing and Urban Development (HUD) has a long-standing commitment to the elimination of illegal discrimination in housing. HUD's mission boldly sets forth 'affirmatively furthering fair housing as a top priority. HUD has strongly encouraged the adoption and enforcement of state and local fair housing laws and the elimination of separation by race, ethnicity or disability status in all of its housing and community development programs. Through the community development programs, HUD seeks to further its goals of increasing equal and free access to residential housing in order to achieve equality of opportunity for all persons regardless of race, color, religion, sex, national origin, disability or familial status (Executive Order 12892, 1994).

The priority needs identified by the City of Seaside in its Housing Element includes reducing housing Packet Page 117
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The Analysis of Impediments also indicates a need for fair housing services. Discrimination continues to be a problem particularly among ethnic minorities, the disabled, the economically disadvantaged, and female-headed households. Cases filed with the Department of Fair Employment and Housing and the Department of Housing and Urban Development show a trend of discrimination based on disability and sex.

2. Identify which of the following City of Seaside Consolidated Plan Priority Needs will be met. (Please refer to page 83 of the Consolidated Plan.)
Access to community services (youth and senior services are priority services) Provde quality infastructure (includes construct/upgrade public facilities) Improve accessibility for persons with disabilities
Promote beautification (CDAC preferred not to use the term "blight") Assist microbusinesses

3. Describe how you will meet the need identified above.

ECHO's services assist: extremely low to moderate, families with children, elderly, single headed households, veterans, persons with HIV/AIDS, victims of domestic violence, emancipated youth, persons with mental disabilities, and persons with developmental disabilities. ECHO's primary reason for existence is to prevent homelessness by providing services to this segment of our community. This is in our mission statement.

This need will be met by 'affirmatively furthering fair housing' , creating accessibility in housing and providing fair housing choice. It is illegal to discriminate based on race, color, religion, familial status, ancestry, marital status, national origin, gender, sexual orientation, mental or physical disability, source of income, or any other arbitrary reason. ECHO achieves furthering fair housing by holding landlords accountable to fair housing laws through education, investigation, mediation, and enforcement.

ECHO will also provide information to tenants on how to protect themselves against illegal evictions, deposit withholding, retaliation, illegal entry, harassment, predatory habitability, and lease violations. We provide education to landlords, and provide mediation between the parties in order to preserve housing. If the landlord remains noncompliant, the tenant may be referred to any number of entities (e.g., Legal Assistance for Seniors, California Rural Legal Assistance, Small Claims Court, Code Enforcement, Vector Control, private attorneys, etc.) to stabilize their housing.

4. Which one of the following City of Seaside Consolidated Plan Goals will you meet? Enhanced Neighborhood Conditions

5. Describe how you will meet the goal identified above.

As stated in #3, above, ECHO's services assist: extremely low to moderate, families with children, elderly, single headed households, veterans, persons with HIV/AIDS, victims of domestic violence, emancipated youth, persons with mental disabilities, and persons with developmental disabilities. ECHO's primary reason for existence is to prevent homelessness by providing services to this segment of our community.

This need will be met by 'affirmatively furthering fair housing' , creating accessibility in housing and providing fair housing choice. It is illegal to discriminate based on race, color, religion, familial status, ancestry, marital status, national origin, gender, sexual orientation, mental or physical disability, source of income, or any other arbitrary reason. In a 2018 trends report by the National Fair Housing Alliance, discrimination against persons with disabilities (51%) was the most prevalent form of discrimination.

ECHO achieves furthering fair housing by holding landlords accountable to fair housing laws through education, investigation, mediation, and enforcement.

PART 6 RELATIONSHIP TO EXISTING PROGRAMS

1. Leveraging: Complete the table below, using one line for each funding source used in the program/project that you are applying for.

Indicate the source of the funds.

Indicate if the funds are restricted or may be used for any type of program/project cost.

In column (A), enter the amount (all or part) that is on-hand at the time of application.

In column (B), enter the amount (all or part) that has been committed (in writing) but not yet on-hand.

In column (C), enter the amount (all or part) that has been pledged or awarded, but not yet formally awarded.

Column (C) may also include planned amounts to be contributed from your agency's annual operating budget including fund-raising revenue.

Your requested CDBG funds is copied from your entry in Part 1 You must provide supporting documentation in the attachments section for all onhand and committed funding.

Source Restricted
Use?
Total Amount
On-Hand(A)
Amount
Committed
(B)
Amount
Pledged
(C)
On-Hand
Plus
Committed
% On-Hand
Plus
Committed
City of Yes $20,000 $0 $20,000 $0 0% Other
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FH CDBG
Federal
Funds
City of
Berkeley

FH CDBG
Yes $35,000 35000 $0 $35,000 100%
Other
Federal
Funds
City of
Hayward
FH/TL
CDBG
Yes $45,000 $0 45000 $0 0%
Other
Federal
Funds
City of
Monterey
FH/TL
CDBG
Yes $13,600 $0 13600 $0 0%
Other
Federal
Funds
City of
Oakland

FH CDBG
Yes $86,250 $0 86250 $0 0%
Other
Federal
Funds
City of San
Leandro

FH CDBG
Yes $10,000 $0 10000 $0 0%
Other
Federal
Funds
City of San
Leandro TL
GF
Yes $21,600 $0 21600 $0 0%
State/Local
Funds
City of
Union City

FH CDBG
Yes $10,000 10000 $0 $10,000 100%
Other
Federal
Funds
City of
Union City
TL GF
Yes $25,000 25000 $0 $25,000 100%
State/Local
Funds
Alameda
County
FH/TL
CDBG
Yes $85,000 85000 $0 $85,000 100%
Other
Federal
Funds
Contra
Costa Co.

Consortium
FH/TL
CDBG
Yes $237,660 $0 237660 $0 0%
Other
Federal
Funds
Monterey
County
FH/TL
CDBG
Yes $25,000 $0 25000 $0 0%
Other
Federal
Funds
Concord
TL CV3 Yes $122,500 $122,500 $0 $122,500 100%
Other
Federal
Funds
Contra
Costa Co.

TL CV3
Yes $300,000 $300,000 $0 $300,000 100%
Other
Federal
Funds Walnut
Creek TL
CV3
Yes $39,463 $39,463 $0 $39,463 100%
Other
Federal
Funds
TOTAL $1,085,463 $0 $616,963 $468,500 $616,963 57%
Leveraging Ratio 1%

ECHO's Executive Director seeks out and applies for foundation and corporate funding in order to maintain current funding levels and to leverage the funding currently received. In recent years, various jurisdictions have been unable to fully fund ECHO. In those instances and instances where funders require a match, ECHO will use its discretionary funding as a match.

We have applied to and received funding from HUD and several foundations in order to provide those services, which would have ordinarily been funded by the CDBG program. Although funding is restricted to the individual funding sources, the economy of scale permits savings in administrative costs. The following jurisdictions will benefit the City of Seaside by funding approximately 99% of administrative salaries, benefits, and operating costs for this program: Cities of Alameda, Antioch, Berkeley, Concord, Hayward, Monterey, Oakland, Salinas, San Leandro, Union City, Walnut Creek, the Contra Costa County Consortium, and the Counties of Alameda, Contra Costa, and Monterey.
.We will continue to diversify and seek out alternative sources of funding. We seek out in-kind services, such as volunteers for clerical assistance, and donations of supplies. Currently, we have a volunteer mediator who provides mediation services along side our certified mediators. ECHO also collaborates with the Department of Fair Employment and Housing, the Department of Housing and Development, and private attorneys for their assistance with enforcement.

3. Describe your existing or proposed collaborative efforts for addressing Program/Project need. Please include names of all partnerships and define the roles and responsibilities of these partners. If you have no collaborative Packet Page 119
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ECHO is developing collaborative partners that provide services in Seaside. We have developed partnerships with Housing Resource Center, Housing Choices, the Salvation Army, the Non-profit Alliance of Monterey County, Legal Services for Senior, and make referrals to Central Coast Center for Independent Living.

We work very closely with the Department of Fair Employment and Housing and the Department of Housing and Urban Development to assist clients to stabilize their housing. As we continue to work in Seaside, we will continue to develop and enhance local collaborative relationships.

PART 7 ORGANIZATIONAL CAPACITY AND EXPERIENCE

1. Please outline your organization's purpose. Include how long the organization has been in operation, mission statement and current business plan, if applicable.

The Eden Council for Hope and Opportunity (ECHO Housing) was founded in 1964 and incorporated in 1965 by community volunteers dedicated to equal housing opportunities and the prevention and elimination of homelessness. Established as a fair housing agency, ECHO provided counseling and investigation from the Castro Valley home of one of the founders.

Since then, ECHO has expanded to a full service housing counseling organization providing services to very low and moderate income clients. ECHO received its first jurisdictional funding for discrimination investigation from the City of Hayward in 1973. ECHO now receives funding to provide services in Alameda, Contra Costa, and Monterey Counties.

ECHO is a HUD-approved Housing Counseling Agency, and satisfies the HUD definition of Qualified Fair Housing Enforcement Organization (QFHO). ECHO's services reach over 3,000 clients per year with information, referrals, and housing assistance. More recent services have been directed to intervention and prevention of homelessness through rental and deposit assistance. However, ECHO's primary service component continues to be equal housing access.

Current service programs include:
o Fair Housing Services, serving unincorporated and urban Alameda, Contra Costa, and Monterey Counties (except for the Cities of Fremont and Pittsburg);
o Tenant/Landlord Counseling Programs, serving unincorporated and urban Alameda, Contra Costa, and Monterey Counties (except for the Cities of Berkeley, Fremont, Oakland, and Oakland); o Homeseeking Program serving the Cities of Livermore and Pleasanton; o Shared Housing and Placement serving the Cities of Livermore and Pleasanton; o HUD Pre-Purchase Counseling serving Alameda, Contra Costa, and Monterey Counties; o HUD First-Time Homeownership Program serving Alameda, Contra Costa, and Monterey Counties; o Rental Assistance Program serving Alameda County.

Additionally, ECHO Housing is program administrator for the Alameda County Rent Review Ordinance, City of Albany Rent Review Ordinance, the City of Concord Rent Review Ordinance, the City of Union City Rent Review and Eviction Harassment Ordinances, and the City of Emeryville Eviction Harassment Ordinance. ECHO is also responsible for providing counseling on the Tenant Protection Act of 2019, the various 'just cause' ordinances enacted locally since Governor Newson signed AB1482, AB1110; and SB329, which provides fair housing protections for households in possession of Housing Choice Vouchers.

ECHO's ultimate goal is to promote equal access in housing and provide support services which would aid in the prevention of homelessness and promote permanent housing conditions.

2. List the locations of all facilities, and days and hours of operation.

ECHO Housing's hours of operation are 9AM to 5PM, Monday through Friday. Counselors can be reached at 831- 566-0824 or, toll free, 855-ASK-ECHO. We are operating remotely due to COVID restrictions. However, locations are as follows:

Monterey Office (City Hall)
580 Pacific Street
Monterey, CA 93940
Tuesday, Thursday
Hayward Office (Administrative Office)
22551 Second Street #200
Hayward, CA 94541
510-581-9380
Monday through Friday
Livermore Office
141 N. Livermore Avenue
Livermore, CA 94550
925-449-7340
Monday through Friday
Oakland Office
1305 Franklin Street #305
Oakland, CA 94612
510-496-0496
Monday through Friday
Antioch Office
301 W. Tenth Street
Antioch, CA 94509
925-732-3919
Monday through Friday
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3. Describe internal administrative controls to be used, including financial record-keeping procedures and management controls. Upload copy of financial policies.

ECHO adheres to generally accepted accounting procedures. Our records are kept on a fund basis with the fiscal year running from July 1 through June 30th. Cash receipts, cash disbursements, payroll and general ledgers are maintained on an accrual basis. For cash disbursements, ECHO uses a computerized check writing system with two (2) signatures for each check. One signature must be a Board member. ECHO utilizes a computerized system for reimbursables, financial statements, and general ledgers.

ECHO Housing utilizes the services of an outside auditor on an annual basis. The audit is conducted in accordance with Government Auditing Standard by a small, local, minority-owned auditing firm.

ECHO Housing pays payroll taxes and workers’ compensation as required by Federal and State law. ECHO utilizes State Compensation Insurance Fund - Workers’ Compensation - $1,000,000; the company of DeManouel Insurance Group for the following coverage with Non-Profits Insurance Alliance of California/Philadelphia Insurance: Bodily Injury - $1,000,000 Each Occurrence, $3,000,000 Aggregate Limit, Property Damage - Single Limit - $1,000,000, Employee Dishonesty (commercial blanket) Coverage - $50,000, D & O Liability - $1,000,000.

See attached Accounting Manual. See attached Accounting Manual.

ECHO has a procurement policy that limits the amount of purchases unless the Board of Directors provides authorization. See attached procurement policy.

5. Describe the record-keeping system to be used to maintain program data.

ECHO utilizes the Salesforce database, designed to interface with HUD. We use intake logs to maintain program data and track outputs and outcomes. Salesforce and the intake logs track demographic information and record actual accomplishments, and allow us to clearly measure the services delivered and any monthly deficits. The Counselor is instantly aware of any deficits. The Executive Director addresses the deficit with the Counselor, and determines a course of action appropriate to meet the goal. Often, it is a matter of not enough outreach to the target population, and the Executive Director adjusts the marketing plan.

6. Describe your agency's process for verifying beneficiary eligibility and attach copy of all intake forms. When completing an intake on a client having a complaint in Seaside, we ask for the address of the unit in question, to ensure we are serving clients living in, or attempting to move to or out of, the City. The intakes and case files will be presented to the City for its review of our program.

Because illegal housing discrimination is not limited to low-income persons, HUD does not have income requirements for the fair housing program. However, we do ask for income levels from all clients, and they are self reported by clients. The clients are asked for the amount of income from all sources. Unless necessary to assist the client in his/her fair housing complaint, ECHO does not require verification of a client's income. See attached intake forms.

Since 1973, when ECHO received its first Community Development Block Grant, it has developed policies and procedures to ensure compliance with federal regulations both in dealing with internal issues and the public atlarge. In 1980, ECHO became a HUD-approved housing counseling agency, and began to apply directly to HUD for funding to conduct mortgage counseling, home equity conversion, and homebuyer education. We have participated in and passed every HUD biennial review since 1980.

ECHO's administration prides itself on having the highest ethical standards for compliance with federal regulations, particularly non-discrimination, equal employment opportunities, conflict of interest and self-dealing policies.

Please see attached bylaws, conflict of interest policies, employee handbook, and letters in fiscal audits.

8. Describe how your agency evaluates the effectiveness of the activity to be funded. Please include a copy of any recent evaluations, internal or external, of the agency's programs. Attach copies of all intake forms and data collection tools that will be used to verify achievement of program goals and objectives. Specify the staff person (name/title) who will be responsible for monitoring progress.

ECHO's ultimate goal is to promote equal access in housing and provide support services which would aid in the prevention of homelessness and promote permanent housing conditions. The methods and techniques used to assist clients have been developed and streamlined over a half century of service provision:

EDUCATION: ECHO provides tenants with information on their rights and responsibilities empowering them to make educated decisions regarding housing issues. This further empowers them to address issues with their landlords, and if negotiation fails, they may contact us to mediate or they can attempt litigation.

INTERVENTION: ECHO attempts to intervene as appropriate in order to prevent evictions as a retaliatory measure for tenants exercising their rights under the law. We also contact non-compliant landlords on behalf of tenants to address discrimination complaints in order to provide tenants with fair housing choice and educate them as a result of discrimination evidence in ECHO's fair housing audit. We also speak with landlords regarding habitability issues before the problem worsens and major repairs have to be made.

STABILIZATION: ECHO's mission statement addresses prevention of homelessness and promoting permanent housing conditions. This is achieved by securing or maintaining housing. ECHO also assists households to stabilize their housing when threatened with eviction by negotiating for more time or rescission of the notice to vacate. Addressing discrimination complaints and providing landlords with fair housing education often provides fair housing choice for prospective tenants or prevents eviction for tenants who are in place.

The Executive Director and the Housing Programs Coordinator will monitor progress toward achieving program objectives through review of monthly, quarterly, annual progress reports, and client surveys and evaluations.

Packet Page 121
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=472&rpt=A10692 9/12 With the COVID restrictions in place, program evaluations by funders have been spotty. However, the most recent HUD evaluation of our programs has been included. We recently completed a desk audit by the City of Berkeley, and are waiting for the results.

ECHO Housing serves a population base of 3.25 million persons. Current service programs include:
o Fair Housing Services, serving unincorporated and urban Alameda, Contra Costa and Monterey Counties (except for the City of Fremont and Pittsburg);
o Tenant/Landlord Counseling Programs, serving unincorporated and urban Alameda, Contra Costa, and Monterey Counties (except for the Cities of Berkeley, Fremont, Oakland, and Pittsburg); o Homeseeking Program serving the Cities of Livermore and Pleasanton; o HUD Pre-Purchase Counseling serving Alameda, Contra Costa, and Monterey Counties; o HUD First-Time Homeownership Program serving Alameda, Contra Costa, Monterey Counties; o Rental Assistance Program serving Alameda County.

ECHO Housing is a pioneer in providing housing counseling services in the Bay Area. We developed our housing counseling model over 55 years ago, and have been active as the premier comprehensive housing counseling service provider in the Bay Area. Over the decades our counseling model has been streamlined and informed to provide state-of-the-art service provision. We have extensive experience with federal grants, specifically Community Development Block Grants since 1973, and Department of Housing and Urban Development grants since 1980.

The Executive Director provides administrative oversight, and monitors progress toward achieving program objectives through review of monthly progress reports, and client evaluations. She is responsible for developing and directing ECHO's marketing plan. The Senior Bookkeeper has 20+ years in non-profit accounting and bookkeeping.

ECHO's counselors are provided with training at least once a year to keep up with current legal and legislative issues. We access renters and housing providers by developing and disseminating appropriate outreach materials for distribution, distributing social media, making radio or television appearances, and conducting presentations and workshops.

ECHO provides housing information, counseling, investigation, referral, and conciliation in response to client needs. If our clients require outside or complementary services, we maintain a resource directory comprising services necessary for direct complaint referral and comprehensive listings of ancillary benefits, and appropriate private and public sector services.

ECHO has one counselor providing services to Seaside residents. All inquiries are triaged to determine order of urgency. Three-day Notices to Vacate are given immediate attention, and discrimination complaints receive assessment and investigation within 24 hours. Clients are able to access us at 831-566-0824 or, toll free, at 855- ASK-ECHO, Monday through Friday, 9am to 5pm or by email at [email protected].

10. Please complete the table below, which should encompass your full projected Agency FY22-23 budget.

Program
Staff
(Personnel) Supplies Equipment Overhead CapitalImprovements Total
City of Seaside Application $5,528 $61 $3,801 $9,390
Alameda, Berkeley, Oakland $105,696 $1,163 $34,391 $141,250 Hayward, San Leandro,
Union City
$86,283 $934 $24,383 $111,600
Livermore, Pleasanton $61,959 $678 $23,363 $86,000
Antioch, Concord, Pittsburg, Walnut Creek
$77,117 $848 $201,658 $279,623
Monterey $7,739 $85 $5,776 $13,600
Alameda County $68,477 $751 $15,772 $85,000
Contra Costa County $91,496 $1,006 $327,498 $420,000
Monterey County $14,372 $157 $10,471 $25,000
TOTAL $518,667 $5,683 $0 $647,113 $0 $1,171,463
Total Budget less capital improvements $1,171,463
Application progam percent 1%

11. Please list previous grants/awards received from City of Seaside Program Year Project
Amount
Funded
City of Seaside
FY 2020-2021 Fair Housing and Tenant/Landlord Services $6,640 FY 2019-2020 Fair Housing and Tenant/Landlord Services $5,000 FY 2018-2019 Fair Housing and Tenant/Landlord Services $6,013 FY 2017-2018 N/A $0
FY 2016-2017 N/A $0

12. Describe your past experience with grants from the City of Seaside. If there were performance issues, please describe the steps you have taken to correct them
ECHO Housing has three full years of experience with City of Seaside grants. We began our contract with Seaside Packet Page 122
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=472&rpt=A10692 10/12 in July 2018, and did not achieve goal due to the newness of our agency in the Seaside community for the first 3 years. However, as we receive more exposure, we are able to provide services to more low income households in Seaside. We will continue to carry out our outreach plan, and make adjustments, if necessary, until we meet our goals.

Part 8 - For CDBG Funds

12. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide: 05J - Fair Housing Activities-Subj.to Pub.Serv.Cap

3. This program provides assistance of the following type: LMC - Income Self-Certification

4. Number of Unduplicated Beneficiaries previously served by the project.

City of Seaside
Period Actual Monthly
Average
July 1, 2020 - June 30, 2021 38 3
July 1, 2021 - December 31, 2021 16 3

5. Number of Unduplicated Beneficiaries projected to be served by the project.

Outcome Measure
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Total # Served % # Served % # Served % # Served % Provide Fair Housing
Counseling to 5 households
2 40% 1 20% 1 20% 1 20% 5
Provide Fair Housing
Investigation to 5 households
1 20% 2 40% 1 20% 1 20% 5
Conduct a 5-site Fair Housing
Audit
0 0% 0 0% 1 20% 4 80% 5
Provide Tenant/Landlord
Counseling to 20 households
4 20% 5 25% 6 30% 5 25% 20
Facilitate 5 Tenant/Landlord
Conciliations/Mediations
2 40% 1 20% 1 20% 1 20% 5
TOTAL 9 23% 9 23% 10 25% 12 30% 40

7. Cost-per-Beneficiary for this project(CDBG Request/CDBG Beneficiaries)=$ City of Seaside
CDBG Request CDBG Beneficiaries Total Cost-per-Beneficiary $9,390 40 $234.75

8. Indicate the funding set-aside the activity belongs to: Fair Housing Activities

9. Please justify the cost per person served. If you believe there are compelling reasons or extenuating circumstances for a relatively high cost please explain.

ECHO's service to the City of Seaside costs $234.75 per client. In exchange for this unit of cost, we provide 2.7 hours per client of housing counseling, discrimination investigation and training, outreach, and a comprehensive fair housing audit. Moreover, once we have achieved the contracted goal, we continue to assist clients. We believe these costs are very low for the number of services provided.

10. As required by the Federal Office of Management and Budget (OMB) and HUD, describe how the overall project budget is cost effective and reasonable for the anticipated result.

ECHO's service to the City of Seaside costs $86.94 per hour. In exchange for this unit of cost, we provide 108 hours of housing counseling, discrimination investigation and training, outreach for renters, housing providers, service providers, and the community at-large; and a 5-site comprehensive fair housing audit. If the City were to take on the responsibility of providing all these same services or hire a for-profit agency, the cost would be excessive.

Worksheet # 1 - Positions to be Funded
Please list each position for the activity for which funding is requested.

Complete all columns with entry boxes.

Job Title % of FTE
Requested CDBG
Personnel Funding,
City of Seaside
Executive Director 1% $794
Executive Assistant 1% $362
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=472&rpt=A10692 11/12 Senior Bookkeeper 1% $427
Assistant Bookkeeper 1% $375
Office Manager 1% $506
Housing Programs Coordinator 1% $362
Housing Counselor 20% $2,702
Grand Total $5,528
Worksheet # 2 - Operational Budget
Budget Category
Actual Budget
for July 1, 2021
to June 30,
2022
Projected
Budget for July
1, 2022 to June
30, 2023
% Increase
or Decrease
CDBG Funds
Request, City
of Seaside
Executive Director $70,465 $74,494 6% $794
Executive Assistant $32,132 $33,969 6% $362
Senior Bookkeeper $63,066 $40,003 -37% $427
Assistant Bookkeeper $0 $35,109 $375
Office Manager $44,854 $47,419 6% $506
Housing Programs Coordinator $32,132 $33,969 6% $362
Housing Counselor $64,931 $13,512 -79% $2,702
Other Staff $319,731 $240,192 -25% ------------
Supplies and Materials
Consumable Supplies $5,685 $5,685 0% $61
Non-Consumable Supplies $9,619 $9,165 -5% $273
Outside Services
Telephone $23,844 $23,844 0% $345
Utilities $0 $0 $0
Maintenance $0 $0 $0
Contract/Consultant Services $0 $0 $0
Other Charges
Rent $68,844 $68,844 0% $2,282
Travel (Mileage) $2,990 $2,074 -31% $100
Insurance $0 $0 $0
Capital Outlay
Equipment/Furniture $0 $0 $0
Other - # of lines needed: 4
Fair Housing Audit $26,335 $9,050 -66% $250
Tester Stipend $14,728 $15,562 6% $250
Legal Services $922,008 $490,360 -47% $0
Indirect Costs $28,212 $28,212 0% $301
Total $1,729,576 $1,171,463 -32% $9,390
Total Funding Requested from Part 1 $9,390
Attachment Link or Explanation for Missing Attachments
1 HUD Agency Certification - Download this document, complete it, and upload to this item. agencycert2022.pdf 2 Federal and State Tax Exemption Determination Letters/Non-Profit Certification (e.g., IRS 501C (3) Letter)
501c3.pdf
CA.SOI.08192021.pdf
3 Articles of Incorporation/Bylaws Art_of_Inc.pdf
ECHO_Bylaws.pdf
4 Certificate of Good Standing with the State (http://kepler.sos.ca.gov/) Certificate_of_Status2021.pdf 5 Organizational Chart orgchart12_21v2.pdf
6 List of Current Board Members [with titles, contact data (i.e., telephone, email, address) and current terms]
Bd.Roster08-2021.pdf
7 Resumes of Program Administrator and Fiscal Officer M.RochaResume.pdf GonzalezResume.pdf
8 Evidence of Insurance/Fidelity Bonding/Worker's Compensation Seaside_COIs_FY_21_22.pdf Seaside_Work_Comp_COI_FY_21_22.pdf
9 Audited Annual Financial Statements covering 2 Years Fiscal_Audit_June_30_2020.pdf Fiscal_Audit_June_30_2021.pdf
10 Signed Authorization to Request Funds (usually Executive Director or Board of Directors) AuthLtr.22_23_signed.pdf 11 Designation of Authorized Officials (usually Executive Director or Board of Directors) DesigRes22_23-1.pdf 12 Conflict of Interest Policy
conflictofinterest2019.pdf
13 Project Team Experience and Qualifications TeamExperience22_23.pdf 14 Project/Activity Timeline Timeline22_23.pdf
15 Financial Policies Accounting_Manual_Jan_1_2017.pdf
16 Procurement Policies ProcurementPolicy.pdf
17 Eligibility Intake Forms or Data Collection Tools (which should include Race and Ethnicity data fields as required by The Federal Office of Management and Budget (OMB) IntakeDataForms.pdf
18 Project/Activity Support Letters BayLegal-ECHO_Housing_MOU_2021- 22_FULLY_EXECUTED.pdf
19 Program Evaluations HUDcertificate_80139.pdf
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=472&rpt=A10692 12/12 Eden_Council_for_Hope_and_Opportunity_-
_Performance_Review_After_Correction_of_Findings.pdf
20 Outreach Materials FHTrainingHandout102221.pdf
FH_flyer_MoCo.Sp2.pdf
FH_flyer_MoCo.v2.pdf
TestersWanted2021.pdf
MoCo_TL_flyers.pdf
MoCo_TL_flyers_sp..pdf
TPA2019.pdf
TPA2019_sp..pdf
21 Evidence of Project Support/Community Outreach (written endorsements, when available) ClientSupportLtrs2.pdf 22 Limited English Proficiency (LEP) plan and/or equal access (Section 504) plan. See HUD FAQs on LEP and HUD information on Section 504 for sub-grantees LEP-504.pdf
23 Employee Handbook 2016_ECHO_Employee_Handbook_1.pdf
24 Record Retention Policies RecordsRetention.pdf
25 Federal Tax Form 990
990_FY20_21.pdf
26 State Tax Form 199
199-2020.pdf
27 Rental/Lease Agreement (if applicable) Echo_Lease_Fully_Executed.pdf 28 Cost Alocation Plan CostAlloc2018.pdf
29 Other Housing_Element_PDF.pdf
Midterm_Update_5._Housing_March_2020.pdf
30 Other FINAL_Monterey_County_AI_-_Report.pdf
Final_Monterey_County_AI_-_Public_Outreach_Appendix.pdf 31 Other Funding Commitment AlamedaCo.LeverageLetter22_23.pdf BerkelySupportProof2019_23.pdf
UnionCityLeverageLetter22_23.pdf
ConcordLeverageLetterCV22_23.pdf
ContraCostaCo.LeverageLetterCV22_23.pdf
WalnutCreekLeverageLetterCV22_23.pdf
CONCORD_TL_ECHO__CDBG_20-23-A.pdf
20-06-CDBG-CV-1.pdf
WC-CV_TenantLandlord_Counseling_and_Dispute_Resolution_Services- WAL45_signed.pdf Program Manager Signature Marjorie A. Rocha
Date Signed 01/09/2022
Approved By: Haroon Noori
Date Signed 01/15/2022
Initially submitted: Jan 9, 2022 - 19:19:15
Needs Assessment: Housin
Needs Assessment: Monter
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=1169&rpt=A10714 1/7 City of Seaside Application for Program Year 2022-2023
Part 1 - General Information
Legal Name of Organization
Submitting Proposal: Gathering for Women - Monterey
Program/Project Name: Case Management - Casa de Noche Buena Person Completing Application: Staci M Alziebler-Perkins Title: Executive Director Direct Telephone: 831-241-6154 x 11
Email Address: [email protected]
Authorized Official: (e.g. Exec. Dir.): Staci M Alziebler-Perkins Title: Executive Director Direct Telephone: 831-241-6154 x 11
Email Address: [email protected]
Program/Project Contact: Mary Snyder Title: Program Coordinator Direct Telephone: 8312416154 ext 6
Email Address: [email protected]
Authorized Contact: Mary Snyder Title: Program Coordinator Direct Telephone: 8312416154 ext 6
Email Address: [email protected]
Finance Contact: Rebecca Blacklock Title: Controller
Direct Telephone: 831-821-0333
Email Address: [email protected]
Organization Mailing Address: 147 El Dorado Street City: Monterey Zip: 93940 Organization’s Website Address: www.gatheringforwomen.org Organization Telephone: 8312416154
Organization Fax: 831-3022222
Tax ID Number: 47-4275163 9 digits, format xx-xxxxxxx
Organization DUNS Number: 089539958 9 digits, format xx-xxx-xxxx Seaside Customer/Vender Number:

Type of Organization
(check all that apply): Non-Profit CHDO CBDO Faith-Based What is your agency's fiscal year? 12/31
Date of your organization's most recently completed audit. (Month/Year) 05/21 Was this audit conducted in compliance with the Single Audit Act? No Are there any outstanding audit findings which remain unresolved? No Are you a Legal Services provider? No
Select type of Funding Requested and Type of Activity, then click to Update Application We are applying for funding from: City of Seaside
Type of Funding Requested: CDBG
Type of Activity: Public Service Other
Type of Program:
. Our proposal is for a City of Seaside project.

Amount Requested
City of Seaside CDBG $10,000
Is your organization submitting an application for multiple projects? PART 2 - PROJECT ELIGIBILITY

1. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide. 05X - Housing Information and Referral Services

3. Mark the box below that indicates the national objective met:

Activities Benefiting Low and Moderate-Income Persons. 570.208(a) LMC-Limited Clientele. 570.208(a)(2)

4. Describe the population/target group your project will serve and how low and moderate-income persons will benefit.

The Casa de Noche Buena shelter is a 'housing first' shelter for homeless single women and families with children.

The shelter opened in January of 2021 and has served sixty guests including children so far. Of this number, thirty found temporary or permanent housing. Guests can stay for ninety to one hundred and eighty days while searching for permanent housing.

5. How will people or conditions in the community change as a result of what you do? We envision the need for existing City services decreasing. This underserved population is now off the street and in the shelter finding the assistance and resources necessary to improve their quality of life.

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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=1169&rpt=A10714 2/7 Check if the proposed activity will:

Help prevent homelessness?
Help those with HIV or AIDS?
Help the homeless?
Help the disabled?

6. Outcome Performance Measurement

1. Please choose the most appropriate performance measurement objective Create Suitable Living Environments

2. Please choose the most appropriate performance measurement outcome.

Availability/Accessibility
PART 3 - SCOPE OF WORK

1. Short description of proposed project for which funding is requested.

Casa de Noche Buena provides guests with a warm, safe place to stay while receiving intensive case management and supportive services, including linkages to employment and housing and mental health and substance abuse services based upon their individual needs. Our Case Manager connects guests to resources that increase their access to income and affordable housing.

2. For each type of activity you provide, show the number served and the type of activity.

Number Served Type of Activity
16 Case management

3. Please list proposed activities for funding in one sentence for each activity.

Description of Activity
Activity #1 Case management for single women in the shelter

4. Provide any additional relevant description of proposed activity or project.

The goal of our Case Management Program is to move homeless women toward improved physical and mental health, safety, financial independence and secure housing. Case managers navigate the services and resources available to our guests so that they can successfully meet their basic needs. A Case Manager’s initial meeting with a guest is a comprehensive intake interview. We assess her living situation, her health and wellness needs, and any threats to her immediate safety. The Case Manager takes whatever time is needed to establish each guests needs and to help her build a plan for her future. An initial intake meeting takes anywhere from 30 minutes to two hours. Then, the Case Manager and the guest begin the process of creating a plan to obtain affordable housing.

Guests also receive nutritious meals, help with job searches, and have easier access to community and government opportunities, as well as mental and physical health checks through our partners. Throughout the pandemic, guests will also receive clean clothes, soap, masks, hand sanitizers, and other necessities to help them be safe and healthy,

5. Provide a timetable for accomplishing objectives. Upload Project Timetable or complete the table below.

Description of Activity/Milestone Est. Completion Date
Case Management for 16 single women Annually

This is a continuing project.

7. How will you measure the effectiveness or impact of your project in meeting the needs of the persons assisted with these HUD funds?
All services are tracked in case management software. We would track the following:
*Income level of persons assisted
*Number of persons/households assisted
*Number of seniors/disabled assisted
*Number entering temporary or permanent housing

8. How will the proposed activity or project directly respond to the Corona Virus Pandemic? For example, Agency C may have provided emergency food assistance for x-persons in calendar 2019.

Because of economic dislocation in 2020, demand for emergency food assistance increased to y-persons, a z-% change, in 2020.

More women are homeless or on the brink of homelessness due to the pandemic, economic downturn, and lack of affordable housing on the Peninsula. The pandemic has exacerbated existing economic inequalities, and disproportionately affected women. In September 2020, women represented 80% of those who exited the workforce due to their caregiving roles and professional occupations. For every one woman housed, one more needs our services.

9. Explain how the proposed activity or project will meet the corona virus objectives of: prevention, preparation for, and/or response.

For example, Agency B expanded their Senior food delivery program to deliver meals to seniors sheltering in place as a proactive measure to prevent exposure to the Coronavirus.

All guests are tested and quarantined upon their first entry to the shelter. Masks are worn in congregate areas when not eating and temperatures are tested. Guests are encouraged to get vaccinated though it is not currently required. All of these steps are aimed at preventing COVID in infections and decrease the likelihood of transmission.

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The shelter provides a safe space for single women and families with children to stay for up to 90 continuous nights. All guests are tested upon entry to the program and are strongly encouraged to get COVID-19 vaccinations. Many of the guests at the shelter would otherwise be outside in the elements or in would be staying in encampments where outbreaks would be deadly. The shelter also increases the likelihood of guests finding temporary or permanent housing.

11. Explain how your organization will avoid duplication of benefits? Guests are allowed to stay 90 continuous nights with a possible extension of 90 nights if they are showing progress toward their goals. Each guest is assigned a Case Manager to oversee progress, to recommend resources, and to help navigate roadblocks.

If CDNB does not receive CDBG funding, we will need to increase our efforts at grant applications and public contributions or cut the number of guests that we are able to serve. The provision of CDBG funds means a dedicated case worker for single women so that they can navigate the resources available to them and are more likely to enter temporary or permanent housing.

PART 5 CONFORMENCE WITH CONSOLIDATED PLAN

1. Describe how the need for the activity or project was determined? Attach a needs assessment, market study, or other documentation demonstrating project need.

According to the 2019 Monterey County Point-in-Time Homeless Census & Survey there are 2,422 homeless individuals in Monterey County of which 35 percent were identified as female. Under the current economic climate with thousands unemployed or underemployed, many are on the edge of homelessness. Already we have seen an increase in numbers on the waiting list - as one is housed, another is onboarded. Casa de Noche Buena provides a roof over homeless women's head while they find their way out of homelessness.

3. Describe how you will meet the need identified above.

Casa de Noche Buena is a low barrier emergency shelter for single women and families with children. Case Managers work with guests to set and achieve their personal goals for housing, income, employment, education, and other areas that support a successful exit from homelessness. Amenities include meals, full baths, laundry, mail service, computer and internet access. Guests are assigned a room for the duration of their stay and may leave their belongings in the room.

4. Which one of the following City of Seaside Consolidated Plan Goals will you meet? Increased Decent and Affordable Housing

5. Describe how you will meet the goal identified above.

Case Managers meet with each guest on a weekly basis and provide housing navigation, employment assistance, life skills education, referral to ancillary services and other assistance.

PART 6 RELATIONSHIP TO EXISTING PROGRAMS

1. Leveraging: Complete the table below, using one line for each funding source used in the program/project that you are applying for.

Indicate the source of the funds.

Indicate if the funds are restricted or may be used for any type of program/project cost.

In column (A), enter the amount (all or part) that is on-hand at the time of application.

In column (B), enter the amount (all or part) that has been committed (in writing) but not yet on-hand.

In column (C), enter the amount (all or part) that has been pledged or awarded, but not yet formally awarded.

Column (C) may also include planned amounts to be contributed from your agency's annual operating budget including fund-raising revenue.

Your requested CDBG funds is copied from your entry in Part 1 You must provide supporting documentation in the attachments section for all on-hand and committed funding.

Source Restricted Total Amount Amount Amount On-Hand % On-Hand Packet Page 128
1/15/22, 1:52 PM City Data Services - Seaside, CA
https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=1169&rpt=A10714 4/7 Use? OnHand(A)Committed
(B)
Pledged
(C)
Plus
Committed
Plus
Committed
TOTAL $10,000 $0 $0 $10,000 $0 0%
Leveraging Ratio 100%

The majority of our funding comes from private individuals. We leverage funding through our partnerships with other essential service providers including Interim, Central Coast Center for Independent Living, Monterey County Whole Person Care, Sun Street Centers, and the Monterey County Rape Crisis Center. We also provide referrals to iHelp, One Starfish, Safe Place, Monterey County Behavior Health, RotaCare Clinic, the Housing Authority, CHISPA, Mangold Properties, Lenscrafters and other service providers.

In January 2021, we partnered with Community Human Services to open Casa de Noche Buena, the first 'housing first' 90 day shelter on the Monterey Peninsula. The program leverages CHS's 50+ years of experience in shelter management and our seven years of experience providing food and wrap around services to homeless women.

PART 7 ORGANIZATIONAL CAPACITY AND EXPERIENCE

1. Please outline your organization's purpose. Include how long the organization has been in operation, mission statement and current business plan, if applicable.

Our purpose is to provide vital health and safety services to keep single women and women with children who are experiencing homelessness safe, healthy and connected to community services including housing services. We have been in operation since April 2014, beginning as a once-weekly service in Monterey and growing to five days a week. Our mission is to provide the homeless and housing insecure women on the Monterey Peninsula supportive resources in a caring community. We have joined forces with Community Human Services which has over 50 years of experience in shelter oversite and maintains the Casa de Noche Buena shelter.

2. List the locations of all facilities, and days and hours of operation.

Casa de Noche Buena is located at 1292 Olympia Avenue, Seaside, CA 93955. The shelter is open 24 hours, 7 days a week, however case management is from 8 to 4 Monday through Friday. Guests are entitled to stay from 90 to 180 days.

3. Describe internal administrative controls to be used, including financial record-keeping procedures and management controls. Upload copy of financial policies.

Our financial records are maintained by our Controller, Rebecca Blacklock. Rebecca holds a Business Administration degree from San Jose State University, with a concentration in Accounting. She began her accounting career in agriculture but switched to the non-profit industry in 2016. Gathering for Women has established written policies and procedures for managing its finances. Our financial records are tracked in Quickbooks. Financial reports are reviewed by our Finance Committee and subsequently the Board of Directors monthly. In addition, we are audited by an independent CPA firm each year.

5. Describe the record-keeping system to be used to maintain program data.

Our client records are stored on Penelope Case Management software. Penelope is a widely used case management system favored by nonprofit organizations. Our Case Managers also enter data in to HMIS and CARS as required.

6. Describe your agency's process for verifying beneficiary eligibility and attach copy of all intake forms.

Potential guests are first vetted through a thorough phone screening process to determine eligibility and then they are added to the waiting list. Once a spot is available, the next woman or family on the list comes for an intake which includes a self-sufficiency matrix. All information is kept on file. Copies of the phone screening process and the program handbook are included in this application.

Guests meet weekly with Case Managers to discuss the goals they have set for themselves and monitor progress.

Data collected is kept in the Case Management database. Copies of the intake process and exit questionnaire are attached. Elsa Guillen, CHS Program Officer, and Mary Snyder, GFW Program Coordinator jointly monitor progress.

Packet Page 129
1/15/22, 1:52 PM City Data Services - Seaside, CA
https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=1169&rpt=A10714 5/7 The shelter opened in January of 2021 and has served sixty unique individuals including 25 single women. GFW opened in 2014 as a one day a week drop-in Center where one could receive a meal and clothing and now have grown to five days a week providing case management and wrap around services.

Our client records are stored on Penelope Case Management software. Penelope is a widely used case management system favored by nonprofit organizations. We are able to use this data to quantify and measure results. Additionally, we use CARS and HMIS.

While we have not received CDBG funding from the City of Seaside previously, we have been funded with CDBG funds from Monterey multiple times over the past 5 years. We also receive County Funding through the MCCAP program.

10. Please complete the table below, which should encompass your full projected Agency FY22-23 budget.

Program
Staff
(Personnel) Supplies Equipment Overhead CapitalImprovements Total
City of Seaside Application $10,000 $0 $0 $0 $0 $10,000 TOTAL $10,000 $0 $0 $0 $0 $10,000
Total Budget less capital improvements $10,000
Application progam percent 100%

11. Please list previous grants/awards received from City of Seaside Program Year Project
Amount
Funded
City of Seaside
FY 2020-2021 Not applicable $0
FY 2019-2020
FY 2018-2019
FY 2017-2018
FY 2016-2017

12. Describe your past experience with grants from the City of Seaside. If there were performance issues, please describe the steps you have taken to correct them We have yet to be funded by the City of Seaside, however we have had multiple years of funding from the City of Monterey without any performance issues.

Part 8 - For CDBG Funds

12. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide: 05X - Housing Information and Referral Services

3. This program provides assistance of the following type:

4. Number of Unduplicated Beneficiaries previously served by the project.

City of Seaside
Period Actual Monthly
Average
July 1, 2020 - June 30, 2021 0 0
July 1, 2021 - December 31, 2021 60 10

5. Number of Unduplicated Beneficiaries projected to be served by the project.

Outcome Measure
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Total # Served % # Served % # Served % # Served % Case management for single
women in the shelter
4 25% 4 25% 4 25% 4 25% 16
TOTAL 4 25% 4 25% 4 25% 4 25% 16

6. Number of Low/Mod Unduplicated Beneficiaries to be served by the project City of Seaside
Period
Total Number of
Beneficiaries
Estimated to be Served
FY22/23
Total Number of
Low/Mod Income
Beneficiaries
Estimated to be Served
FY22/23
Overall Percent of
Low/Mod Income
Persons Served
Packet Page 130
1/15/22, 1:52 PM City Data Services - Seaside, CA
https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=1169&rpt=A10714 6/7 July 1, 2022 - June 30, 2023 16 16 100%

7. Cost-per-Beneficiary for this project(CDBG Request/CDBG Beneficiaries)=$ City of Seaside
CDBG Request CDBG Beneficiaries Total Cost-per-Beneficiary $10,000 16 $625.00

8. Indicate the funding set-aside the activity belongs to: None of the above

9. Please justify the cost per person served. If you believe there are compelling reasons or extenuating circumstances for a relatively high cost please explain.

The cost per person is very low considering the number of hours of case management that each guest receives.

10. As required by the Federal Office of Management and Budget (OMB) and HUD, describe how the overall project budget is cost effective and reasonable for the anticipated result.

In calendar year 2021, 18 single women entered transition or permanent housing at an average of $613 per person based on the overall project budget. This is very reasonable for the anticipated results.

Worksheet # 1 - Positions to be Funded
Please list each position for the activity for which funding is requested.

Complete all columns with entry boxes.

Job Title % of FTE
Requested CDBG
Personnel Funding,
City of Seaside
CDNB shelter Case Manager 50% $10,000
Grand Total $10,000
Worksheet # 2 - Operational Budget
Budget Category
Actual Budget
for July 1, 2021
to June 30,
2022
Projected
Budget for July
1, 2022 to June
30, 2023
% Increase
or Decrease
CDBG Funds
Request, City
of Seaside
CDNB shelter Case Manager $29,078 $30,532 5% $10,000
Other Staff $35,202 $36,962 5% ------------
Supplies and Materials
Consumable Supplies
Non-Consumable Supplies $2,000 $2,100 5%
Outside Services
Telephone
Utilities
Maintenance
Contract/Consultant Services
Other Charges
Rent
Travel (Mileage) $750 $788 5%
Insurance
Capital Outlay
Equipment/Furniture
Other - # of lines needed: 2
Food Service $32,000 $33,600 5%
Indirect Costs $11,000 $11,550 5%
Total $110,030 $115,532 5% $10,000
Total Funding Requested from Part 1 $10,000
Attachment Link or Explanation for Missing Attachments
1 HUD Agency Certification - Download this document, complete it, and upload to this item.

HUD_Agency_Certification.pdf
2 Federal and State Tax Exemption Determination Letters/Non-Profit Certification (e.g., IRS 501C (3) Letter)
Federal_Tax_Exemption_Determination_Letter.pdf
State_Tax_Exemption_Determination_Letter.pdf
3 Articles of Incorporation/Bylaws Bylaws_Amended_2_3_16.pdf Change_to_Bylaws_2020.pdf
4 Certificate of Good Standing with the State (http://kepler.sos.ca.gov/) CA_Certificate_of_Status_2021.pdf 5 Organizational Chart Organizational_Chart_2022.pdf
6 List of Current Board Members [with titles, contact data (i.e., telephone, email, address) and current terms]
Board_List_with_contacts_Winter_2021.pdf
7 Resumes of Program Administrator and Fiscal Officer Mary_Snyder_-_Program_Coordinator.pdf Rebecca_Blacklock_-_Controller.pdf
8 Evidence of Insurance/Fidelity Bonding/Worker's Compensation GFW_COI_Liability_2021-2022.pdf GFW_Workers_Comp_2021.2022.pdf
9 Audited Annual Financial Statements covering 2 Years GFW_Audited_financial_statements_2019.pdf GFW_Audited_Financial_Statements_2020.pdf
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=1169&rpt=A10714 7/7 10 Signed Authorization to Request Funds (usually Executive Director or Board of Directors)
GFW_authorization.pdf
11 Designation of Authorized Officials (usually Executive Director or Board of Directors)
Designation_of_Authorized_Officials.pdf
12 Conflict of Interest Policy Conflict_of_Interest_Policy.pdf 13 Project Team Experience and Qualifications Project_Team_-_CDNB_shelter.docx 14 Project/Activity Timeline Timeline is ongoing.
15 Financial Policies Financial_Policies_Manual_12.17.2018.pdf 16 Procurement Policies GFW_Procurement_Policy.pdf.docx 17 Eligibility Intake Forms or Data Collection Tools (which should include Race and Ethnicity data fields as required by The Federal Office of Management and Budget (OMB)
Intake_Form.pdf
18 Project/Activity Support Letters The Support Letters will be forthcoming following the end of the first year. 19 Program Evaluations CDNB_Exit_Survey.pdf
20 Outreach Materials CDNB-Admissions-Flier.pdf
21 Evidence of Project Support/Community Outreach (written endorsements, when available)
Project_Support-Community_Outreach.pdf
22 Limited English Proficiency (LEP) plan and/or equal access (Section 504) plan.

See HUD FAQs on LEP and HUD information on Section 504 for sub-grantees Limited_English_Proficiency_Plan_Response.pdf
23 Employee Handbook Employee_Handbook_1.2019.pdf
24 Record Retention Policies Record_Retention_Policies.pdf 25 Federal Tax Form 990 Gathering_for_Women_-_Monterey_2020_Form_990_for_Public_Disclosure.pdf 26 State Tax Form 199 CA_199_2020.pdf
27 Rental/Lease Agreement (if applicable) N/A
28 Cost Alocation Plan N/A
29 Other CDNB_Phone_Screen.pdf
CDNB_Program_Handbook.pdf
30 Other Self-sufficiency matrix CDNB_Self-sufficiency_matrix.pdf 31 Other
Program Manager Signature Staci M Alziebler-Perkins
Date Signed 01/08/2022
Approved By: Haroon Noori
Date Signed 01/15/2022
Initially submitted: Jan 8, 2022 - 11:16:21
Phone Screen and Program
Packet Page 132
City of Seaside Application for Program Year 2022-2023
Part 1 - General Information
Legal Name of Organization
Submitting Proposal: Girls Inc. of the Central Coast
Program/Project Name: After School Program
Person Completing Application: Patty Fernandez Title: Executive Director Direct Telephone: (831) 772-0882
Email Address: [email protected]
Authorized Official: (e.g. Exec. Dir.): Patty Fernandez Title: Executive Director Direct Telephone: (831) 772-0882
Email Address: [email protected]
Program/Project Contact: Patty Fernandez Title: Executive Director Direct Telephone: (831) 772-0882
Email Address: [email protected]
Authorized Contact: Patty Fernandez Title: Executive Director Direct Telephone: (831) 772-0882
Email Address: [email protected]
Finance Contact: N/A Title:

Direct Telephone: N/A
Email Address: N/A
Organization Mailing Address: 318 Cayuga St. Suite 206 City: Salinas Zip: 93901 Organization’s Website Address: www.girlsinccc.org
Organization Telephone: (831) 772-0882
Organization Fax: (831) 772-0773
Tax ID Number: 20-5040398 9 digits, format xx-xxxxxxx
Organization DUNS Number: 80-232-8455 9 digits, format xx-xxx-xxxx Seaside Customer/Vender Number: 09055
Type of Organization
(check all that apply): Non-Profit CHDO CBDO Faith-Based What is your agency's fiscal year? July 1, 2021 to June 30, 2022 Date of your organization's most recently completed audit. (Month/Year) December 2020 Was this audit conducted in compliance with the Single Audit Act? Yes Are there any outstanding audit findings which remain unresolved? No Are you a Legal Services provider? No
Select type of Funding Requested and Type of Activity, then click to Update Application We are applying for funding from: City of Seaside
Type of Funding Requested: CDBG
Type of Activity: Public Service Other
Type of Program:
. Our proposal is for a City of Seaside project.

Amount Requested
City of Seaside CDBG $15,000
Is your organization submitting an application for multiple projects? PART 2 - PROJECT ELIGIBILITY

1. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide. 05D - Youth Services

3. Mark the box below that indicates the national objective met:

Activities Benefiting Low and Moderate-Income Persons. 570.208(a)

4. Describe the population/target group your project will serve and how low and moderate-income persons will benefit.

Girls Inc. will serve girls and young women, ages 9 – 13 attending elementary and middle schools in Seaside. In our Growing Together program, we will also serve the mothers (or guardians) of girls entering puberty. The majority of those we serve are low income: 80% of families have incomes below $30,000/year; 86% are Latina.

As a result of their participation: Middle school girls participating in (1) Will Power/Won’t Power and (2) Friendly PEERsuasion will acquire the information, knowledge, and skills to avoid risky behaviors, such as early sexual experimentation, drug and alcohol abuse, giving in to peer and media pressures, and getting involved in unhealthy relationships. They will learn how to identify and handle bullying, and how to manage stress in healthy ways. They will also learn much-needed factual and accurate information on health and sexuality, and understand how personal values and relationships impact their behavioral choices. Girls will acquire the tools to resist pressures to act unwisely and the ability to defend their positions under stress. Participants learn to value themselves enough to say no to these temptations, even if their friends are encouraging them to do otherwise. (3) Through Growing Together, elementary age girls and their moms learn factual information on health, hygiene and puberty, develop positive communication and problem-solving skills, learn pathways to better understand each other allowing them to discuss female health and sexuality without embarrassment. Girls also develop values to create healthy Packet Page 133
relationships, postpone intercourse and other risky behaviors. Families will gain practical information on how to access available health information and seek appropriate health care when needed.

5. How will people or conditions in the community change as a result of what you do? Staying in school, setting goals, making decisions, taking the necessary steps to be successful, and avoiding behaviors that interfere with accomplishing their goals are of tremendous benefit to the individual girls, their families and their communities. Many girls are at risk of dropping out of school, engaging in risky behaviors that could result in teen pregnancy, alcohol or substance abuse, and gang participation. These behaviors, without meaningful guidance, could result in young women entering the criminal justice system, living in an on-going cycle of poverty, homelessness, or ill-health. Youth development and prevention strategies are far less costly and significantly more effective than treatment or government intervention programs. Our programs result in fewer residents on public assistance due to lack of education, early pregnancy, drug and alcohol addiction, homelessness – and increased economic self-sufficiency. The health-related programs, offered in Seaside middle and elementary schools, inspire girls to value themselves and resist peer pressure to engage in risky behaviors, by identifying and avoiding those activities that would short circuit their progress toward achieving their goals.

Increasing positive relationships between mothers and daughters establishes mutual trust that will last long after they have completed the program. Often mothers were not comfortable initiating conversations with their daughters about puberty and sexuality, and stated that the program helped them to do this and that their daughters now come to them for talks and information. The increased trust and communication make it more likely that daughters will seek out their moms for guidance on difficult decisions, helping them to avoid behaviors that are detrimental and unhealthy – rather than going to a peer for advice. The program also provides information on healthcare and encourages them to access care when needed, which promotes health and wellness for themselves and, by extension, to the community.

In addition, younger girls benefit from the mentorship and guidance of the Youth Leaders, viewing them as role models who are just a few years older. This modeling of positive attitudes and behaviors results in girls seeking to follow in the footsteps of the Youth Leaders: focusing on excelling in school, pursuing health and wellness, avoiding unhealthy behaviors and relationships, graduating from high school, going to college, and providing valuable contributions to their communities.

Check if the proposed activity will:

Help prevent homelessness?
Help those with HIV or AIDS?
Help the homeless?
Help the disabled?

6. Outcome Performance Measurement

1. Please choose the most appropriate performance measurement objective Create Suitable Living Environments

2. Please choose the most appropriate performance measurement outcome.

Availability/Accessibility
PART 3 - SCOPE OF WORK

1. Short description of proposed project for which funding is requested. We will provide developmentally appropriate after-school programming addressing: (a) teen pregnancy, substance abuse, bullying, and other risky behaviors; (b) school dropout rates, particularly among minority and low-income students and (c) limited services and resources for youth. All programs focus on goal setting, decision-making, identifying and avoiding risky behaviors, values clarification, and developing resiliency skills that will enable them to successfully live healthy lifestyles and achieve economic self-sufficiency.

2. For each type of activity you provide, show the number served and the type of activity.

Number Served Type of Activity
18 Workshops Participants
18 Workshops Participants
22 Workshops Participants
32 Workshops Participants

3. Please list proposed activities for funding in one sentence for each activity.

Description of Activity
Activity #1
Will Power/Won’t Power: Workshop topics include learning age-appropriate information about their bodies and how to stay healthy, identifying sexual pressures and how to resist them, exploring personal values and their importance in decision-making, defending your decisions, identifying values about sexual behavior and abstinence, combating bullying, and avoiding risks Activity #2
Friendly PEERsuasion, phase 1: Workshop topics include communication, healthy stress management, recognizing and resisting peer and media pressures, harmful and illegal substances, combating bullying, and developing leadership skills.

Activity #3
Friendly PEERsuation, phase 2: Similar topics as in Activity 2, without the focus on developing leadership skills
Activity #4
Growing Together: Workshops help establish mutual trust, create a safe space for bonding, and allow mothers and daughters to spend quality time together while learning about open communication, decision-making and physical life changes (i.e.; puberty).

4. Provide any additional relevant description of proposed activity or project.

Girls Inc. actively engage girls to see themselves as educated, self-confident, healthy and productive citizens. Our programs promote and support safe and livable communities for girls and their families. We encourage girls to make smart choices regarding their academic futures, promote post-secondary education, provide them accurate information on health and sexuality, and equip them with the tools to avoid risky situations. We focus on leadership and self-empowerment through after-school programming offered at Seaside Middle School, Ord Terrace and Martin Luther King Elementary Schools. Programs assist with developing skills in decision-making, goal setting, Packet Page 134
public speaking, and positive communication with their parents. We inspire girls to serve their communities and acquire the ability and wisdom to lead healthy lifestyles. Youth Leaders facilitate programs and mentor their younger peers. As a result, younger girls look up to the Youth Leaders, who may be just a few years ahead of them in school, and want to move through all the programs so that they, too, will have the opportunity to become leaders.

This strategy provides girls with a clear and visible path to a successful future that includes graduating from high school and pursuing college and a career. To date, 98% of our youth leaders have gone to college, so they are great role models for the participants.

5. Provide a timetable for accomplishing objectives. Upload Project Timetable or complete the table below.

Description of Activity/Milestone Est. Completion Date
Will Power/Won’t Power is a series of 10 interactive assertive communication workshops for girls ages 12-14, whose topics include: learning age-appropriate information about their bodies and how to stay healthy, identifying sexual pressures and how to resist them, exploring personal values and their importance in decision-making, defending your decisions, identifying values about sexual behavior and abstinence, and avoiding risks.

September -December
Friendly PEERsuasion is a unique response to girls' needs because it approaches drugabuse prevention as a peer issue, using the positive influence of young people modeling healthy behavior. In Part 1, 7th grade girls participate in a series of 12 workshops on communication, stress management, recognizing and resisting peer and media pressures, harmful and illegal substances, and combating bullying. They practice walking away from situations where they feel pressured to use alcohol or drugs. They are also trained as facilitators to provide programming to younger girls.

December-March
Friendly PEERsuasion Part II: The newly trained Phase 1 graduates plan and deliver 7 substance-abuse prevention workshops for girls in 4th & 5th grades. . The girls learn effective communication skills and techniques, and practice refusing invitations to use drugs and alcohol in an assertive but friendly manner. Looked up to as leaders, the older girls' commitment to stay drug and alcohol free is reinforced.

March -June
Growing Together Offered in English and Spanish, the 5 workshops increase positive communication between mothers and their 9 -12 year old daughters, and helps them discuss questions about sexual behavior and puberty without embarrassment, establish mutual trust, and allows them to spend quality time together while learning about open communication, decision-making and physical life changes.

October, Nov, March

This is not a new project: participants have always been recruited through their schools.

7. How will you measure the effectiveness or impact of your project in meeting the needs of the persons assisted with these HUD funds?
Program participants will be evaluated to determine their participation and the effectiveness of program activities as follows:
• Attendance and retention of all participants will be recorded. An analysis will be conducted to determine why participants are not attending or if they dropped out of the program. • A Pre and Post Survey will be conducted to determine any changes of participant knowledge, attitudes, and behaviors.
• After each session, participants will complete an evaluation to determine the effectiveness of the materials. After each session, program facilitators will complete a self-evaluation to comment on the effectiveness of the materials. • Program site coordinators attend program workshops to observe and assist facilitators if needed. • Girls Inc. staff will follow-up to determine if the girls will be attending more Girls Inc. programs as they progress through school grades.

The following outcomes will be achieved:
80% of Will Power/Won't Power girls will:

Distinguish between safe and harmful relationships
Demonstrate skills in resisting sexual pressures
Learn facts on health and reproductive health
Understand/identify bullying
80% of Friendly PEERsuasion girls will:

Identify the effects of drugs, alcohol, tobacco
Identify skills for refusing peer pressure
Recognize/manage stress
Understand/identify bullying
85% of moms & daughters will:

Demonstrate positive communication and problem-solving/conflict resolution skills Identify risky behaviors that lead to unhealthy results Understand female reproductive system, menstrual cycle, and importance of hygiene

8. How will the proposed activity or project directly respond to the Corona Virus Pandemic? For example, Agency C may have provided emergency food assistance for x-persons in calendar 2019.

Because of economic dislocation in 2020, demand for emergency food assistance increased to y-persons, a z-% change, in 2020.

We will continue to offer services to the girls in Seaside, following school protocols for in-person or remote learning. We are currently working at the school sites, but if schools close, we will make a smooth transition to virtual learning, using the skills learned in the previous 15 months. The programs we offer are health-related, providing us the opportunity to discuss COVID safety procedures (including wearing masks, social distancing, hand washing), and ensuring those protocols are followed during our workshops session. We will also discuss the value of getting tested being vaccinated to limit the impact of COVID if contracted, and encourage girls to discuss these safety precautions with their families.

9. Explain how the proposed activity or project will meet the corona virus objectives of: prevention, preparation for, and/or response.

Packet Page 135
For example, Agency B expanded their Senior food delivery program to deliver meals to seniors sheltering in place as a proactive measure to prevent exposure to the Coronavirus.

Youth Leaders will act as guides for the younger girls, modeling behaviors that relate directly to COVID as well as other healthy behaviors that are integral to our programs’ goals. Girls learn to avoid risky situations, unhealthy behaviors, and unhealthy relationships. They learn to take personal responsibility for their behaviors, resist pressure from peers to engage in behaviors that could lead to unhealthy results, and stand up for their personal values even if it means disagreeing with their friends or the “in” group. Mothers and daughters in Growing also will understand the importance of assuming personal responsibility for one’s health, including accessing available health information and seeking appropriate health care when needed. This includes learned appropriate COVID safety procedures and ensuring their families – adults and children are tested and vaccinated.

Based on requests from girls participating on our virtual programs, we revised programs to be more responsive to the needs of girls dealing with fear and depression, and with the help of mental health professionals, responded to their desire to interact on a social level by providing activities to help relieve the stress and anxiety of isolation caused by the pandemic. Although we did not increase the number of activities, we enhanced the quality of the services we provided to ensure we were meeting the needs of the girls.

11. Explain how your organization will avoid duplication of benefits? Girls Inc. offers unique, youth-led programming not offered by other organizations in Seaside. Youth Leaders, who are graduates of our ECHO program in other cities, are mentors and guides to the girls. An individual girls may participate of Girls Inc. programs beginning at 9 years of age in Growing Together and/or Friendly PEERsuasion Phase 2, while attending elementary school. In 7th grade they can join Friendly PEERsuasion and in 8th grade, Will Power/Won’t Power. Each of these programs are age-appropriate and designed to meet the needs of girls at that specific time in their lives.

All programs would continue with a reduced funding commitment. In such a case, we would search for funds from other sources before denying access to our programs to any girl. If such funds could not be garnered, then a reduction in award amount would mean a reduction in the number of girls served in each program. Because our programs are facilitated by Youth Leaders (program graduates), staffing level will remain the same regardless of numbers served (hence, this cost will not change). However, the costs associated with program materials, workshop supplies and travel expenses depend on the number of girls in each program. Less money would impact our ability to provide the materials and supplies needed to adequately support the girls in these programs. Thus, we would be obligated to limit the number of girls accepted into each program. We would have to calculate the impact of reduced funding – dependent upon the amount – and cut costs accordingly. CDBG funding will allow us to serve more girls, and augment existing curricula with additional activities.

PART 5 CONFORMENCE WITH CONSOLIDATED PLAN

1. Describe how the need for the activity or project was determined? Attach a needs assessment, market study, or other documentation demonstrating project need.

At Seaside Middle School, 80% of the population is low income, 71% are Hispanic, 31% are English learners - and all fall far below the state average on standardized tests regardless of income, race or ethnicity. At Ord Terrace Elementary School, 87% of students are Hispanic and 95% are low income. Again, test scores are about half the state average, except for the small percentage that is not considered low-income. The demographics for Martin Luther King, Jr. Elementary School are analogous to Ord Terrace; however, at this school even the students not classified as low income fall well below the state average. These statistics are very concerning, and indicate the critical need for enrichment programs for these children that stimulate learning and enhance critical thinking skills.

Activities outlined in the Monterey County Health Department’s 2018-2020 Strategic Plan include working with community agencies to provide evidence-based teen pregnancy and STI prevention programs, including a focus on healthy relationships, bullying and violence prevention, obesity prevention, wellness education, teen dating violence, substance abuse prevention, and comprehensive sex education. The plan also advocates the efficacy of using peer educators as a method of reaching a wider audience, particularly among youth. The plan specifically names youth leadership development, and the partnership of which Girls Inc. is a founding member, Girls Health in Girls Hands, as a means of addressing the health issues faced by girls in our communities.

These activities are clearly described as a part of the methodology for the county health department working with organizations to address county health priorities; by inference the issues impacting county residents are inherent in the document: substance abuse, teen pregnancy, unhealthy and violent relationships, bullying, obesity, and sexually transmitted infections. Further, the current plan advocates the utilization of teens as leaders and educators as an effective means of addressing the issues—the central tenet of Girls Inc.

Key risk periods for drug abuse occur during major transitions in children’s lives, such as early adolescence, when children are likely to encounter drugs for the first time. Peer pressure to fit in is intense in middle school and the pressure to fit in by experimenting with drugs is widely prevalent. According to the California Healthy Kids Survey, by the 9th grade, 50% of Monterey County students have indulged in alcohol; 36% have used marijuana. The prevalence of gangs in the county, whose members often use drugs and alcohol, is a strong indicator of the need for this prevention.

Finally, both after school programming and opportunities for community involvement by youth are lacking in Seaside and unengaged youth often participate in risky behaviors.

2. Identify which of the following City of Seaside Consolidated Plan Priority Needs will be met. (Please refer to page 83 of the Consolidated Plan.)
Packet Page 136
Access to community services (youth and senior services are priority services) Provde quality infastructure (includes construct/upgrade public facilities) Improve accessibility for persons with disabilities
Promote beautification (CDAC preferred not to use the term "blight") Assist microbusinesses

3. Describe how you will meet the need identified above.

Our programs serve populations listed in the Consolidated Plan under the high priority level need of Public Services. We work with families with children, individuals (youth), low and extremely low-income residents.

Although we do not track these specific issues, girls we serve may be homeless, in foster care, victims of domestic violence or from families with histories of drug or alcohol abuse. All girls at a particular school site (specifically chosen based on low income level students) are eligible to participate.

Our after-school enrichment programs address substance abuse prevention, family dynamics and communication, conflict resolution, the importance of making personal choices that lead to good health and the avoidance of risky behaviors – all activities described in the plan that benefit low-income youth and their families.

Will Power/Won’t Power: Will Power/Won’t Power is a pregnancy prevention program that offers girls the opportunity to develop and improve their critical thinking and communications skills – which will continue to serve them throughout their lives. They learn how to identify and stand up for their values, and develop the confidence to do so in the face of pressure. The program also teaches them health basics and begins the practice of taking personal responsibility for healthy behaviors and health outcomes. Workshop topics include: learning ageappropriate information about their bodies and how to stay healthy, identifying sexual pressures and how to resist them, exploring personal values and their importance in decision-making, defending your decisions, identifying values about sexual behavior and abstinence, and avoiding risks.

Friendly PEERsuasion: Phase One, will be offered to 7th grade girls. They will participate in activities and discussions on communications, stress management, peer and media pressures, harmful and illegal substances, and leadership skills. Youth Leaders deliver this part of the program. In Phase Two, the middle schoolers plan and deliver activities on these same topics to 4th and 5th grade girls. Youth Leaders, during this phase, provide support to the 7th graders to help them improve their facilitation skills and prepare for their sessions.

Growing Together: Offered in English and Spanish, the program is designed to increase positive communication between mothers and their 10 -12 year old daughters, and help them to discuss questions about sexual behavior and puberty without embarrassment. This program helps establish mutual trust, and allows mothers and daughters to spend quality time together while learning about open communication, decision-making and physical life changes. Growing Together promotes the importance of assuming personal responsibility for one’s health, including the ability to differentiate between healthy and risky behaviors – and to act accordingly. Participation encourages families to access available health information and seek appropriate health

4. Which one of the following City of Seaside Consolidated Plan Goals will you meet? Increased Decent and Affordable Housing

5. Describe how you will meet the goal identified above.

Many girls are at risk of dropping out of school, engaging in risky behaviors that could result in teen pregnancy, alcohol or substance abuse, and gang participation. These behaviors, without meaningful guidance, could result in young women entering the criminal justice system, living in an on-going cycle of poverty, homelessness, or illhealth.

Will Power/Won’t Power and Friendly PEERsuasion both focus on providing girls with the information, knowledge, and skills to avoid risky behaviors: engaging in early sexual experimentation, drug and alcohol abuse, giving in to peer and media pressures, and getting involved in unhealthy relationships. These programs, and Growing Together, provide much-needed factual and accurate information, and explore how personal values impact their behavioral choices. The girls develop tools to resist pressures to act unwisely and the ability to defend their positions under stress. The programs are offered to middle school students – a time in a young person’s life when the desire to fit in, regardless of the consequences, is paramount. These programs have demonstrably helped our participants value themselves enough to say no to these temptations. Growing Together, also develops positive communication and understanding between mothers and daughters, allowing them to discuss female health and sexuality without embarrassment.

Girls Inc. has offered these programs in Seaside for more than 18 years, resulting in higher outcomes for girls than anticipated every year. We have documented evaluations that demonstrate that at least 85% of Will Power/Won’t Power graduates can distinguish between safe and risky behaviors, demonstrate refusal skills and how to resist sexual pressures, know the importance of assuming responsibility for personal health behaviors, and have learned factual knowledge on women’s health. At least 90% of Girls in Friendly PEERsuasion can identify safe and unsafe practices for using over-the-counter drugs and supplements, and the effects of drugs on the body. They know how to identify and resist the influence of the media and their peers to use drugs and alcohol, and have learned how to recognize stress and healthy tools for managing stress. These newly learned behaviors provide a foundation for future health and well-being, maintaining their personal power and the confidence to stand by their beliefs and decisions. Both mothers and daughters value the lessons learned in Growing Together. They expressed appreciation for how the program “opened a window to communication” and deepened their understanding of how the other thinks and feels. Learning where and when to access medical professionals is vital to maintaining good health throughout their lives. These programs have a strong impact on the participants, many of whom continue to participate in Girls Inc. programs as they age.

PART 6 RELATIONSHIP TO EXISTING PROGRAMS

1. Leveraging: Complete the table below, using one line for each funding source used in the program/project that you are applying for.

Indicate the source of the funds.

Indicate if the funds are restricted or may be used for any type of program/project cost.

In column (A), enter the amount (all or part) that is on-hand at the time of application.

In column (B), enter the amount (all or part) that has been committed (in writing) but not yet on-hand.

In column (C), enter the amount (all or part) that has been pledged or awarded, but not yet formally awarded.

Packet Page 137
Column (C) may also include planned amounts to be contributed from your agency's annual operating budget including fund-raising revenue.

Your requested CDBG funds is copied from your entry in Part 1 You must provide supporting documentation in the attachments section for all on-hand and committed funding.

Source Restricted
Use?
Total
Amount
OnHand(A)
Amount
Committed
(B)
Amount
Pledged
(C)
On-Hand
Plus
Committed
% On-Hand
Plus
Committed
Packard Foundation Yes $2,735 $0 $2,735 $2,735 100%
Private
Funds
Harden Foundation Yes $3,125 $0 $3,125 $3,125 100%
Private
Funds
Program fees Yes $900 $900 $0 0%
Private
Funds
Events No $3,275 $0 $3,275 $0 0%
Private
Funds
Donations No $3,500 $3,500 $0 0%
Private
Funds
Investments No $550 $550 $0 $550 100%
Private
Funds
Carry-0ver funds Yes $3,500 $3,500 $3,500 100%
Private
Funds
TOTAL $32,585 $4,050 $5,860 $22,675 $9,910 30%
Leveraging Ratio 46%

2. Describe how you will leverage the funds you are requesting. Specifically describe other funding sources, collaboration with other service providers, and in-kind services. Please note any restrictions on the use of other funds. We have secured multi-year funding from the Packard Foundation, $80,000 for organizational support in Monterey County and $25,000 from the Harden Foundation for 8 school sites in Monterey County for Will Power/Won’t Power. The Monterey Peninsula Foundation has granted funds to us, since our inception, both annual and multiyear awards. We will apply again to them for organizational support in our tri-county service areas in June for $90,000, allocating $2,300 for Seaside programs and anticipate funding as in every previous year. By January 31, we will submit our annual $20,000 application to The William McCaskey Chapman and Adaline Dinsmore Chapman Foundation for programs in Monterey and Seaside. We will allocate $3,600 for the middle school programs in Seaside. We will apply again for funding from the Barnet Segal Charitable Trust ($20,000) in February and the Nancy Buck Ransom Foundation ($30,000) in June, both for Monterey County programs only, with $3,400 allocated to Seaside. As with the other local organizations listed, these foundations have funded us every year for over a decade or longer; thus, we anticipate renewed funding. We also receive funding from many sources that supports our high school program, ECHO, which is the source of our Youth Leaders who facilitate all programs.

Since Youth Leaders are critical to the implementation of both our high school and middle school programs, we will continue to raise funds for their work through all grants for which we apply. Of the grants listed above, all are restricted except Packard and Barnet Segal. We also anticipate carry-over funds received in the current year that will allocated to FY 2022-23. In addition, we raise funds through donations and special events, allocating a portion of that income to programs in Seaside.

Schools are significant partners in implementing our projects. We work with them to make presentations in classrooms and at lunchtime, refer participants, and set up a schedule for the workshops to be implemented. This process was implemented several years ago and continues today with annual formal approval given by administration officials. We also collaborate the Monterey County Health Department (Reproductive Health), Monterey County Rape Crisis Center (Relationships),Food Bank (snacks for workshops), and community guests ( workshops on careers/goals and dreams).

PART 7 ORGANIZATIONAL CAPACITY AND EXPERIENCE

1. Please outline your organization's purpose. Include how long the organization has been in operation, mission statement and current business plan, if applicable.

The mission of Girls Inc. is to inspire all girls to be strong, smart and bold, to respect themselves and the world around them. Our commitment is to ensure that participating girls and young women are active partners in program design and service delivery. Our vision is to create a community of girls and women who have the strength and experience to become a leader and agent of change. Our role is to cultivate and grow those qualities. Our organization was founded in 2001 and became an affiliate of National Girls Inc. in 2006. Girls Inc. was intentionally designed to result in youth-led programming. Peer mentoring is a core value and operational strategy, offering girls opportunities to move beyond economic barriers and racial/ethnic stereotypes, as leaders for others. As a result of their participation, girls report increased self-confidence to defend their beliefs, combat bullying, resist peer pressure, advocate with state legislators, and speak in public. We continue to work on our approved business plan goals:
• Girls Inc. will be a stable, sustainable organization, with sufficient financial, personnel, and infrastructure resources to for future strategic growth and impact.
• The board of directors will have the skills, expertise, resources, and representation needed to lead the organization and grow its impact.
• Girls Inc. will have systems in place that support high performance and satisfaction among staff, retention of qualified staff, and smooth staff transitions.

2. List the locations of all facilities, and days and hours of operation.

Administration Office: Girls Inc. of the Central Coast, 318 Cayuga St, Suite 206, Salinas, CA 93901, Days:

Monday-Friday Time: 9:00am-5:00pm.

All programs are conducted at school sites.
• ECHO Leadership program (August to March) at 10 high schools: Alisal (E. Salinas), Salinas, Alvarez (N. Salinas) Packet Page 138
N. Monterey County, Monterey, Soledad, Greenfield, King City; San Benito (Hollister); and Pajaro Valley High School. ECHO meets once every other week, after school on school grounds (5:30pm-7:00pm) • Will Power/Wont Power (September to December). Offered in 10 middle schools: El Sausal and Washington in Salinas, Main Street in Soledad, Vista Verde in Greenfield, North Monterey County Middle School in Castroville, Seaside Middle School in Seaside, Walter Colton in Monterey, and Chalone Peaks in King City Middle Schools; San Justo in Hollister; Cesar Chavez in Watsonville. Meets once a week, after school on school grounds (3:30pm5:30pm). • Friendly PEERsuasion 1st phase (December to April). Offered at 10 middle schools working with 7th grade girls:

El Sausal and Washington in Salinas, Main Street in Soledad, Vista Verde in Greenfield, North Monterey County Middle School in Castroville, Seaside Middle School in Seaside, Walter Colton in Monterey, and Chalone Peaks in King City Middle Schools; San Justo in Hollister; Cesar Chavez in Watsonville. Meets once a week, after school on school grounds (3:30pm-5:30pm).
• Friendly PEERsuasion 2nd phase (April to May). Offered at 10 elementary schools working with 4th & 5th grade girls: Los Padres and Mission Park in Salinas, Gabilan in Soledad, Oak Avenue in Greenfield, Castroville in Castroville, Ord Terrace in Seaside, Monte Vista, and Del Rey in King City; Ladd Lane Elementary School in Hollister; and H.A. Hyde in Watsonville. Meets once a week, after school on school grounds (3:30pm-5:30pm). • Growing Together (Oct - May) Offered at Martin Luther King, Jr. in Seaside, Monte Vista in Monterey, Castroville Elementary School, Mary Chapa in Greenfield, Cesar Chavez and Mission Park in Salinas, Santa Lucia in King City, Jack Francioni in Soledad, Freedom in Watsonville, Calaveras school in Hollister. Once/week for 5 weeks. (6:00pm-8:00pm)
• Smart Choices (June). We offer this 5 day program at UC Santa Cruz. We serve girls from: King City, Greenfield, Soledad, East Salinas, Castroville, Marina, Seaside, and South Salinas; and in multiple cities in San Benito and Santa Cruz Counties. (9am-8pm)
• Strong, Smart & Bold Summer Camp (July). Two week program offered at McKinnon Elementary School in Salinas for girls recruited from all of Salinas and South Monterey County. (9am-5pm)

3. Describe internal administrative controls to be used, including financial record-keeping procedures and management controls. Upload copy of financial policies.

Financial Policies Manual, reviewed by finance committee and approved by Executive Committee/Board of Directors. The manual describes internal procedures and controls for all transactions. The accounting function consists of three staff members who manage and process financial information for Girls Inc. of the Central Coast.

The positions comprising the accounting department of Girls Inc. of the Central Coast are the Executive Director, Office Manager and the Deputy Director. In addition to the board of directors, other officers who have financial responsibilities are the President, Vice President, Secretary and Treasurer. The organization has an annual financial audit. All grants submitted are voted upon by the board and signed by the executive director. The director is responsible for managing all grants, monitoring the budget, overseeing all programs and operations of the organization. All requests for funding are authorized and signed by the executive director. She is the official spokesperson for Girls Inc.The deputy director is directly responsible for program and participant record-keeping, recruiting volunteers, participants and youth leaders and developing strong working relationships with school officials. She reports directly to the executive director on all aspects of the program, including outcomes and budgetary needs. Monthly financial and program reports are reviewed by the board of directors. Financial Policies attached.

4. Describe how your agency will adhere to the procurement provisions under 24 CFR Part 85 or 84. Upload copy of your procurement policies. See http://portal.hud.gov/hudportal/HUD?src=/program_offices/cpo/grantee for more information. We provide all of our constituents with information that we adhere to the procurement provisions under 24 CFR Part 85 or 84.

Minority Business Enterprise Reporting for HUD/CDBG we don't subcontract for any of our activities. All activities were conducted in house by the Girls Inc. staff.

5. Describe the record-keeping system to be used to maintain program data.

Girls Inc.of the Central Coast keeps all records: program evaluations, pre-post surveys, alumni records and participant records in our locked file cabinets and keeps a database with all information.

6. Describe your agency's process for verifying beneficiary eligibility and attach copy of all intake forms.

All girls are required to fill out an application form that includes their family income (attached please find the application), which must be signed by a parent or guardian. The school verifies the income of the student.

The Girls Inc. of the Central Coast personnel policies state the following: We maintain a strong policy of equal employment opportunity and uphold EEOC regulations for all staff members. Girls Inc. of the Central Coast actively seeks to recruit individuals without regard to race, religion, color, gender, sexual orientation, gender identity, age, disability, marital status, veteran status, national origin, ancestry, political belief, medical condition, or other non-job related factors. We cultivate a work environment that encourages fairness, teamwork and respect among all employees. We are firmly committed to maintaining a work atmosphere in which people of diverse backgrounds and lifestyles may grow personally and professionally. Our equal employment opportunity policy applies to all aspects of employment, including recruitment, training, promotion, transfer, job benefits, pay and dismissal. Girls Incorporated programs are open to all girls, ages 8-18, attending school sites where programs are held, according to the standards adhered to in our personnel policies. Youth leader positions are open to all graduates of the ECHO programs and decisions for hiring are made through an interview process in accordance with our personnel policies.

Attached please find the copies of all intake forms and data collections tools. The Deputy Director and Program Coordinators are responsible for monitoring progress.

1. Recording the attendance/retention of all participants

2. Conducting a Pre- and Post-Program survey with participants and Youth Leaders to determine changes in knowledge, attitudes and behavior, and if outcomes have been met

3. Participants anonymously evaluate each session to see if we are accomplishing our objectives for each session.

If we are not, we will change the session and/or activities for the next year.

4. Youth Leaders self-evaluate each session to measure their own perceived growth, and to seek their opinions on Packet Page 139
the program curriculum

5. Youth Leaders meet monthly with staff to evaluate progress/improve skills

6. Conducting focus groups with ECHO participants to find out if the program has accomplished its objectives, evaluate contributions of Youth Leaders and mentors

7. Program coordinators observing and visiting of each site, assisting Youth Leaders when needed

8. Girls Inc. staff will follow-up to determine if the girls will be attending more Girls Inc. programs as they progress through school grades.

9. Compiling statistical research for up to 5 years on the continuing education and pregnancy rates of Youth Leaders/GICC participants compared to all County youth.

Girls Inc. has received grant awards from Seaside CDBG funds and the Seaside Mayor’s Youth Fund since 2015. We also received funding from Salinas and Monterey County CDBG funds for the past several years. We have a specific methodology in place for quantifying and measuring results that we have used for the past 19 years and have demonstrated success in achieving and often, surpassing the outcomes predicted. We utilize pre- and postsurveys to measure progress, evaluations after each workshop session, observations from program facilitators and program coordinators, all under the oversight of our Deputy Director, who has been with Girls Inc. since 2002. Each staff person has been trained in evaluation protocols and we diligently follow the criteria for every program offered.

We have reported both the anticipated and actual outcomes to all grant sources, including CDBG grant sources and continue to receive funding from based on our performance outcomes and our ability to successfully carry out the proposed programs. We have never been denied funding because we failed to complete a specified program or, in any way, mismanaged funds granted to us.

Furthermore, we have successfully implemented the proposed programs in the Seaside community for more than 18 years. Our track record is excellent, and 99% of the girls who attend our programs graduate from high school.

Over 65% pursue higher education. Over the past 18 years, at least 98% of our youth leaders have gone to college.

We continue to enhance our capacity with board skills trainings, diversifying revenue streams, creating a detailed donor development plan, hiring a skilled donor relations officer to work with the board, and revising our programs to more effectively meet the needs of our participants. Our treasurer is a CPA and a former CEO of a nonprofit rural lending organization with several years’ experience on other nonprofit boards. Our office manager, trained by our former treasurer, is now skilled at accounting procedures, bringing these skills in-house. We have board-approved financial policies and procedures in place.

10. Please complete the table below, which should encompass your full projected Agency FY22-23 budget.

Program
Staff
(Personnel)
Supplies Equipment Overhead Capital
Improvements
Total
City of Seaside Application $15,000 $15,000
Rent $0 $0
TOTAL $15,000 $0 $0 $0 $0 $15,000
Total Budget less capital improvements $15,000
Application progam percent 100%

11. Please list previous grants/awards received from City of Seaside Program Year Project
Amount
Funded
City of Seaside
FY 2020-2021 Girls Inc. of the Central Coast $6,804
FY 2019-2020 Girls Inc. of the Central Coast $7,814
FY 2018-2019 Girls Inc. of the Central Coast $10,126
FY 2017-2018 Girls Inc. of the Central Coast $9,177
FY 2016-2017 Girls Inc. of the Central Coast $6,261

12. Describe your past experience with grants from the City of Seaside. If there were performance issues, please describe the steps you have taken to correct them We have received funds from the City of Seaside for 7 years implementing our programs and achieving anticipated outcomes. However, in the spring of FY 2020, we had to cancel Friendly PEERsuasion, phase 2 due to school closures and the difficulty in establishing online programming for elementary school programs. We were able, however, to offer Growing Together prior to the closures. During the last fiscal year (2020-21), we were able to offer all programs virtually using Zoom. This current year, we are offering all programs in-person, but can smoothly transition to virtual programming if school must close.

Part 8 - For CDBG Funds

12. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide: 05D - Youth Services

3. This program provides assistance of the following type:

4. Number of Unduplicated Beneficiaries previously served by the project.

City of Seaside
Period Actual Monthly
Average
Packet Page 140
July 1, 2020 - June 30, 2021 36 3
July 1, 2021 - December 31, 2021 12 2

5. Number of Unduplicated Beneficiaries projected to be served by the project.

Outcome Measure
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Total # Served % # Served % # Served % # Served % Will Power/Won’t Power: Workshop topics include
learning age-appropriate
information about their
bodies and how to stay
healthy, identifying sexual
pressures and how to
resist them, exploring
personal values and their
importance in decisionmaking, defending your
decisions, identifying
values about sexual
behavior and abstinence,
combating bullying, and
avoiding risks
18 100% 0 0% 0% 0% 18
Friendly PEERsuasion,
phase 1: Workshop topics
include communication,
healthy stress
management, recognizing
and resisting peer and
media pressures, harmful
and illegal substances,
combating bullying, and
developing leadership
skills.
0% 18 100% 0 0% 0% 18
Friendly PEERsuation,
phase 2: Similar topics as
in Activity 2, without the
focus on developing
leadership skills
0% 0% 22 100% 0 0% 22
Growing Together: Workshops help establish
mutual trust, create a safe
space for bonding, and
allow mothers and
daughters to spend quality
time together while
learning about open
communication, decisionmaking and physical life
changes (i.e.; puberty).
0% 0 0% 0 0% 32 100% 32
TOTAL 18 20% 18 20% 22 24% 32 36% 90

7. Cost-per-Beneficiary for this project(CDBG Request/CDBG Beneficiaries)=$ City of Seaside
CDBG Request CDBG Beneficiaries Total Cost-per-Beneficiary $15,000 90 $166.67

8. Indicate the funding set-aside the activity belongs to: Youth Services

9. Please justify the cost per person served. If you believe there are compelling reasons or extenuating circumstances for a relatively high cost please explain. We do not believe the cost per beneficiary is high: our programs are comprehensive and have resulted in positive outcomes for our participants over the past 18 years. Friendly PEERsuasion is offered first to 7th graders for 12 sessions and then to 4th graders for 7 sessions. Given the intensity of the programs, the low cost per participant of $166.67 is very well justified. Youth Leaders plan, facilitate and evaluate Will Power/Won’t Power and Friendly PEERsuasion for between 90-145 hours during the fiscal year, depending on the program(s) they deliver. Each Youth Leader earns $15.00/hour as interns, while also developing their public speaking, planning, leadership and mentoring skills. This operational strategy not only provides the teens with these useful skills; it allows Girls Inc. to keep staff costs at a reasonable level – thereby reducing the cost-per-beneficiary even further.

10. As required by the Federal Office of Management and Budget (OMB) and HUD, describe how the overall project budget is cost effective and reasonable for the anticipated result.

This project is cost-effective because of the demonstrable positive results of those who participate.

1. Our middle and elementary school girls will learn how to avoid risky behaviors, say “no” to peer pressure to Packet Page 141
engage in such activities, and understand the health issues involved in substance abuse and unsafe sexual activity.

2. All participants will understand the importance of continuing their education beyond high school and to understand - and accomplish - the steps needed to do so.

3. Mothers and daughters will develop trust and positive open communication with each other, establishing a strong pattern of mutual respect that will last.

4. Teens will look to parents as a valuable resource of support and information, rather than as antagonists. They will also gain skills in conflict resolution.

5. Growing Together families will understand the importance of assuming personal responsibility for one’s health, including accessing available health information and seeking appropriate health care when needed – increasing the health and well-being of these families.

Our programming is cost-effective because we achieve these results with regularity. We designed school-based programming to overcome transportation challenges and avoid the need to secure and maintain a large facility. We rely on volunteer support and our youth leaders to minimize the need for a large staff and operating costs. By utilizing teens, who are also program participants, as program staff, we are not only offering them the opportunity for paid work at a professional level, but are able to deliver these programs for far less than the cost of hiring adult staff. It is a win-win-win situation: we keep our costs low, provide training and support for teen leaders, and deliver high-quality, innovative programs to the community. These results promote communities that are healthier places to live, free from unwanted pregnancies, violence, substance abuse and apathy. Thus, it is not only the girls who participate who benefit from our programs but the greater community as well.

Worksheet # 1 - Positions to be Funded
Please list each position for the activity for which funding is requested.

Complete all columns with entry boxes.

Job Title % of FTE
Requested CDBG
Personnel Funding,
City of Seaside
Middle School Program
Coordinator
100% $7,000
Growing Together Program
Facilitator
100% $3,000
Youth Leaders 100% $5,000
Grand Total $15,000
Worksheet # 2 - Operational Budget
Budget Category
Actual Budget
for July 1, 2021
to June 30,
2022
Projected
Budget for July
1, 2022 to June
30, 2023
% Increase
or Decrease
CDBG Funds
Request, City
of Seaside
Middle School Program
Coordinator
$8,000 $7,020 -12% $7,000
Growing Together Program
Facilitator
$3,200 $2,190 -32% $3,000
Youth Leaders $9,220 $9,540 3% $5,000
Other Staff $4,680 $5,200 11% ------------
Supplies and Materials
Consumable Supplies $3,490 $2,620 -25%
Non-Consumable Supplies
Outside Services
Telephone $130 $285 119%
Utilities $155 $795 413%
Maintenance
Contract/Consultant Services $720 $1,140 58%
Other Charges
Rent $1,380 $2,380 72% $0
Travel (Mileage) $570 $590 4%
Insurance $235 $290 23%
Capital Outlay
Equipment/Furniture
Other - # of lines needed: 3
Training: Staff/Youth Leaders $145 $145 0% $0
Fees to Girls Inc. $405 $405 0%
Admin. Expenses $225 $240 7%
Total $32,555 $32,840 1% $15,000
Total Funding Requested from Part 1 $15,000
Attachment Link or Explanation for Missing Attachments
1 HUD Agency Certification - Download this document, complete it, and upload to this item.

HUD_Certificate_Girls_Inc._of_the_Central_Coast.pdf
2 Federal and State Tax Exemption Determination Letters/Non-Profit Certification (e.g., IRS 501C (3) Letter)
Girls_Inc.of_the_Central_Coast__501_c_3_status.pdf
3 Articles of Incorporation/Bylaws Articles_of_Incorporation_Girls_Inc._of_the_Central_Coast.pdf 4 Certificate of Good Standing with the State (http://kepler.sos.ca.gov/) Girls_Inc._Certificate_of_Good_Standing.pdf 5 Organizational Chart Organizational_Chart_FY_2021-22.pdf 6 List of Current Board Members [with titles, contact data (i.e., telephone, email, address) and current terms]
Board_of_Directors_Roster_and_Calendar__2021-22_1.pdf
N/A
Packet Page 142
7 Resumes of Program Administrator and Fiscal Officer
8 Evidence of Insurance/Fidelity Bonding/Worker's Compensation 21-22_Workers_Comp_Certificate.pdf
ERISA_Fidelity_Bond_Girls_Inc._of_the_Central_Coast.pdf 21-22_General_Liability_Certificate.pdf
9 Audited Annual Financial Statements covering 2 Years Girls_Inc_2020-2021__Financial_Statements.pdf Girls_Inc_2019-2010_Financial_Statements.pdf
10 Signed Authorization to Request Funds (usually Executive Director or Board of Directors)
Signed_Authorization_to_Request_Funds_.pdf
11 Designation of Authorized Officials (usually Executive Director or Board of Directors)
Designation_of_Autorized_officials.pdf
12 Conflict of Interest Policy Conflict_of_Interest.pdf 13 Project Team Experience and Qualifications Staff_Roster_2021-22_MG_Updated.pdf 14 Project/Activity Timeline CDBG_Project_Activity_Time_line_City_of_Seaside.pdf 15 Financial Policies Accounting_Policies_Manual-Final_JUNE_2019_MG.pdf 16 Procurement Policies Procurement_Policies.pdf
17 Eligibility Intake Forms or Data Collection Tools (which should include Race and Ethnicity data fields as required by The Federal Office of Management and Budget (OMB)
Girls_Inc._Program_Application.pdf
18 Project/Activity Support Letters N/A
19 Program Evaluations WPWP_program_survey.pdf
Friendly_PEERsuasion_Evaluation.pdf
Friendly_PEERsuasion_Phase_2_PEERsuade_Me_Evaluation.pdf Growing_Together__Evaluations_-English.pdf
20 Outreach Materials Will_Power_Wont_Power_Flyer.pdf
Friendly_PEERsuasion_Phase__1_Flyer.pdf
Friendly_PEERsuasion_Phase_2_Flyer.pdf
Growing_Together_Flyer.pdf
21 Evidence of Project Support/Community Outreach (written endorsements, when available)
N/A
22 Limited English Proficiency (LEP) plan and/or equal access (Section 504) plan.

See HUD FAQs on LEP and HUD information on Section 504 for sub-grantees LEP_Plan.pdf
Posting_notice_Section_504.pdf
23 Employee Handbook Girls_Inc._of_the_Central_Coast_Employee_Handbook.pdf 24 Record Retention Policies Record_Retention_Policies_2019.pdf 25 Federal Tax Form 990 Girls_Inc._of_the_Central_Coast_2020_990.pdf 26 State Tax Form 199 Girls_Inc._State_Tax_Form_199.pdf 27 Rental/Lease Agreement (if applicable) Lease_2017-24.pdf 28 Cost Alocation Plan N/A
29 Other
30 Other
31 Other xyz
Program Manager Signature Patty Fernandez
Date Signed 01/18/2022
Approved By: Haroon Noori
Date Signed 01/30/2022
Initially submitted: Jan 18, 2022 - 16:23:03
Packet Page 143
1/15/22, 1:31 PM City Data Services - Seaside, CA
https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=119&rpt=A10698 1/7 City of Seaside Application for Program Year 2022-2023
Part 1 - General Information
Legal Name of Organization
Submitting Proposal: Greater Victory Temple
Program/Project Name: Afternoon Community Program
Person Completing Application: Angelia Britt Title: Executive Director Direct Telephone: 831-277-2506
Email Address: [email protected]
Authorized Official: (e.g. Exec. Dir.): Angelia Britt Title: Executive Director Direct Telephone: 831-277-2506
Email Address: [email protected]
Program/Project Contact: Maratha Curves Title: Program Manager Direct Telephone: 831-394-2774
Email Address: [email protected]
Authorized Contact: Angelia Britt Title: Executive Director Direct Telephone: 831-394-2774
Email Address: [email protected]
Finance Contact: Patricia Webb Title: CFO
Direct Telephone: 831-394-2774
Email Address: [email protected]
Organization Mailing Address: P. O. Box 1070 City: Seaside Zip: 93955 Organization’s Website Address:

Organization Telephone: 831-394-2774
Organization Fax:

Tax ID Number: 77-0333113 9 digits, format xx-xxxxxxx
Organization DUNS Number: 82-737-3044 9 digits, format xx-xxx-xxxx Seaside Customer/Vender Number:

Type of Organization
(check all that apply): Non-Profit CHDO CBDO Faith-Based What is your agency's fiscal year? January
Date of your organization's most recently completed audit. (Month/Year) Was this audit conducted in compliance with the Single Audit Act? No Are there any outstanding audit findings which remain unresolved? No Are you a Legal Services provider? No
Select type of Funding Requested and Type of Activity, then click to Update Application We are applying for funding from: City of Seaside
Type of Funding Requested: CDBG
Type of Activity: Public Service Other
Type of Program:
. Our proposal is for a City of Seaside project.

Amount Requested
City of Seaside CDBG $30,000
Is your organization submitting an application for multiple projects? PART 2 - PROJECT ELIGIBILITY

1. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide. 05L - Child Care Services

3. Mark the box below that indicates the national objective met:

Activities Benefiting Low and Moderate-Income Persons. 570.208(a)

4. Describe the population/target group your project will serve and how low and moderate-income persons will benefit.

The purpose of the program is to provide opportunities to extend a students learning time outside the regular classroom day. Research shows this will increase academic achievement and provide safe alternatives for youth.

5. How will people or conditions in the community change as a result of what you do? Children in quality after school programs are more likely to come to school and stay in school, more likely to hand in their homework and get better grades. It also helps children succeed in higher level schools and develop professional skills that will help them in the workforce. Providing snacks and evening meals to low to moderate income children who are at-risk for hunger and failure to thrive.

Check if the proposed activity will:

Packet Page 144
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=119&rpt=A10698 2/7 Help prevent homelessness?
Help those with HIV or AIDS?
Help the homeless?
Help the disabled?

6. Outcome Performance Measurement

1. Please choose the most appropriate performance measurement objective Create Suitable Living Environments

2. Please choose the most appropriate performance measurement outcome.

Availability/Accessibility
PART 3 - SCOPE OF WORK

1. Short description of proposed project for which funding is requested.

The program will provide an after school tutoring program for the children of Seaside and surrounding area.

Snacks and meals will be provided to the students. Staff is needed to provide these services. The Tutor, Executive Director, Program Director, Site Director will assist and instruct students on a daily bases.

2. For each type of activity you provide, show the number served and the type of activity.

Number Served Type of Activity
100 Enrolled in new educational programs

3. Please list proposed activities for funding in one sentence for each activity.

Description of Activity
Activity #1 After school to low to moderate low income students and families and providing meals and snacks to students.

4. Provide any additional relevant description of proposed activity or project.

The program will focus on humanitarian services by providing an effective program that will provide an educational basis for the children of Seaside as well as reading and homework assistance. Students learn about positive relationships, bullying prevention, etiquette and S.T.E.M. activities. This program will also provide snacks and meals to students who are at risk for hunger and failure to thrive. Family members are also invited to share meals with students.

5. Provide a timetable for accomplishing objectives. Upload Project Timetable or complete the table below.

Description of Activity/Milestone Est. Completion Date
Provide after school tutoring to students who need additional help outside the classroom. Also, provide snacks and meals to students who are at risk of hunger and failure to thrive.

June 30

N/A

7. How will you measure the effectiveness or impact of your project in meeting the needs of the persons assisted with these HUD funds?
Indicators to make outcome measurable will consist of assisting with understanding the need of the community through the program to gather data to decide where the program improvement might be necessary and collaborating with community partners to fulfill this goal.

8. How will the proposed activity or project directly respond to the Corona Virus Pandemic? For example, Agency C may have provided emergency food assistance for x-persons in calendar 2019.

Because of economic dislocation in 2020, demand for emergency food assistance increased to y-persons, a z-% change, in 2020.

The program has complied with shelter in place and will continue to meet the needs of the students of very low and moderate incomes families. Services will be offered via zoom, face time to assist with studies.We will provided groceries and school supplies to these families while sheltered-in.

9. Explain how the proposed activity or project will meet the corona virus objectives of: prevention, preparation for, and/or response.

For example, Agency B expanded their Senior food delivery program to deliver meals to seniors sheltering in place as a proactive measure to prevent exposure to the Coronavirus.

Program adjustment will be made to accommodate the students to meet the objectives as needed. Air purifiers have been placed in the building and social distancing Will be adhered to. Temperatures will be checked up on entering, masks and hand sanitizers will be available to all students and family members .We will also redirect funds to provide groceries to students and their families every month if sheltered in.

Proactive measures are in place to decrease exposure and the spread of the coronavirus. Service will be continue to be provided according to county, state and national guidelines.

11. Explain how your organization will avoid duplication of benefits? NA
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=119&rpt=A10698 3/7 PART 4 FUNDING AVAILABILITY
The right to fund the proposed project is at the funders' discretion. Be advised that your project may be based on funding availability and be partially funded. Please explain how your organization would be able to adapt the proposed activity should your organization receive less than requested funding. Please also explain how the provision of CDBG funds will serve to increase the level of service above and beyond what would be possible without the use of CDBG funds.

The funding would allow us to continue to provide tutoring four (4) days a week to the very low to moderate income families. This program is at no cost to families. with funds we would not be able to provide the services needed in this low income area. the program meals and snacks for the students who are at risk for hunger and failure to thrive.

Greater Victory Temple provides rent free space, equipment, materials, supplies, telephone, utilities, masks, hand sanitizers and help maintain a clean and sanitary environment. All of this is in-kind donations by Greater Victory Temple.

PART 5 CONFORMENCE WITH CONSOLIDATED PLAN

1. Describe how the need for the activity or project was determined? Attach a needs assessment, market study, or other documentation demonstrating project need.

The Monterey County Census Report 2018 for Seaside was used to determine the need for the program.

Approximately 40% of house incomes are under $50K, 14.7% under the poverty line with children under the age of

18. Providing access to after school tutoring program which provide snacks and meals will decrease at risk for hunger and failure to thrive. COVID -19 and sheltering in place has caused family incomes to decrease and misplace many families. Our program will provide additional help to families no only tutoring the students buy providing food.

3. Describe how you will meet the need identified above.

This program will provide a safe learning environment for all students to increase their knowledge and skills to enhance their learning ability. The program will provide meals and two snacks to students and families at no cost. We will collaborate with teachers and family members to identify the needs of the students. We will continue to advertise to the community the services that are available.

4. Which one of the following City of Seaside Consolidated Plan Goals will you meet? Increased Decent and Affordable Housing

5. Describe how you will meet the goal identified above.

The program is in place and serves the community providing a healthy, safe alternative to potential juvenile delinquency. Instead, students focus on academic achievement with personalized tutoring and homework assistance. Also, children learn computer skills and participate in S.T.E.M. activities learning Science, Technology, Engineering, and Math. Discuss with Monterey Peninsula School District teachers the individual needs of students.

PART 6 RELATIONSHIP TO EXISTING PROGRAMS

1. Leveraging: Complete the table below, using one line for each funding source used in the program/project that you are applying for.

Indicate the source of the funds.

Indicate if the funds are restricted or may be used for any type of program/project cost.

In column (A), enter the amount (all or part) that is on-hand at the time of application.

In column (B), enter the amount (all or part) that has been committed (in writing) but not yet on-hand.

In column (C), enter the amount (all or part) that has been pledged or awarded, but not yet formally awarded.

Column (C) may also include planned amounts to be contributed from your agency's annual operating budget including fund-raising revenue.

Your requested CDBG funds is copied from your entry in Part 1 You must provide supporting documentation in the attachments section for all on-hand and committed funding.

Source Restricted
Use?
Total
Amount
OnHand(A)
Amount
Committed
(B)
Amount
Pledged
(C)
On-Hand
Plus
Committed
% On-Hand
Plus
Committed
TOTAL $30,000 $0 $0 $30,000 $0 0%
Leveraging Ratio 100%

2. Describe how you will leverage the funds you are requesting. Specifically describe other funding sources, Packet Page 146
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=119&rpt=A10698 4/7 collaboration with other service providers, and in-kind services. Please note any restrictions on the use of other funds. We are requesting funds of $30,000 for a two year program. All funds will be used to hire staff: Executive Director, Program Director, Site Director, and Tutor. CDBG is our only funding source for staff. In-kind donations will be provided by Greater Victory Temple: rent, telephone, utilities, supplies for participants, instructional materials, setting facility up, insurance and transportation, aside from donations. We have collaborated with The Village Project, Martin Luther Jr. School of the Arts, and M.P.U.S.D. to prioritize children most in need. There are no other funding sources. There are planned funders.

As mentioned above, we enroll students based on a greatest need. We collaborate with M.P.U.S.D. and specifically M.L.K. School of the Arts, as well as The Village Project to identify at-risk youth in need. There are waiting lists for children to be accepted at various after school programs in the community. Again, we will collaborate with our partner to provide services to these at-risk children.

PART 7 ORGANIZATIONAL CAPACITY AND EXPERIENCE

1. Please outline your organization's purpose. Include how long the organization has been in operation, mission statement and current business plan, if applicable.

The purpose of the after school program is to provide educational opportunities for moderate to low income students and families. The program has been in operation for 7 years.

Mission Statement: To provide educational opportunities to youth and to offer humanitarian services to low to moderate income families to improve self-reliance and self-worth.

2. List the locations of all facilities, and days and hours of operation.

The location of the after school program will be held at Greater Victory Temple Church. The program will be for four (4) days a week: Monday, Tuesday, and Thursday for four (4) hours per day and five (5) hours a day on Wednesdays.

3. Describe internal administrative controls to be used, including financial record-keeping procedures and management controls. Upload copy of financial policies.

Executive Director maintains records documenting attendance, academic achievement, timesheets, sign-in sheets, and financial expenditures of funds according to policy and procedure, state, and federal regulations.

N/A

5. Describe the record-keeping system to be used to maintain program data. Written records have been maintained since the initiation of the after school program data and successes as stated in policy and procedures.

6. Describe your agency's process for verifying beneficiary eligibility and attach copy of all intake forms.

Application process and intake forms attached.

The Executive Director is responsible for monitoring progress. The Site Director meets with M.L.K. principal /teachers for pre/post assessments to determine academic growth.

9. Describe the capacity of your organization to carry out the proposed activity, including the ability to quantify and measure results. You should include previous federal grants management, fiscal staff resources, skills and experience. We have experience administering Technology Educational Services, Summer Math Program, and an After School Program targeting very low to moderate low income families and students. This includes State and Federal grant administration over five years.

10. Please complete the table below, which should encompass your full projected Agency FY22-23 budget.

Program
Staff
(Personnel) Supplies Equipment Overhead CapitalImprovements Total
City of Seaside Application $30,000 $0 $0 $0 $0 $30,000 TOTAL $30,000 $0 $0 $0 $0 $30,000
Total Budget less capital improvements $30,000
Application progam percent 100%

11. Please list previous grants/awards received from City of Seaside Program Year Project Amount
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=119&rpt=A10698 5/7 Funded
City of Seaside
FY 2020-2021 After School Tutoring Program $10,486
FY 2019-2020 After School Tutoring Program $9,812
FY 2018-2019 After School Tutoring Program $11,181
FY 2017-2018
FY 2016-2017

12. Describe your past experience with grants from the City of Seaside. If there were performance issues, please describe the steps you have taken to correct them
All our experiences have been positive.

Part 8 - For CDBG Funds

12. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide: 05L - Child Care Services

3. This program provides assistance of the following type:

4. Number of Unduplicated Beneficiaries previously served by the project.

City of Seaside
Period Actual Monthly
Average
July 1, 2020 - June 30, 2021 82 7
July 1, 2021 - December 31, 2021 45 8

5. Number of Unduplicated Beneficiaries projected to be served by the project.

Outcome Measure
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Total # Served % # Served % # Served % # Served % After school to low to moderate low income students
and families and providing meals and snacks to students. 25 25% 25 25% 25 25% 25 25% 100
TOTAL 25 25% 25 25% 25 25% 25 25% 100

7. Cost-per-Beneficiary for this project(CDBG Request/CDBG Beneficiaries)=$ City of Seaside
CDBG Request CDBG Beneficiaries Total Cost-per-Beneficiary $30,000 100 $300.00

8. Indicate the funding set-aside the activity belongs to: None of the above

9. Please justify the cost per person served. If you believe there are compelling reasons or extenuating circumstances for a relatively high cost please explain.

At-risk students receive benefits unavailable in the community as other after school programs are full. Research demonstrates that the key risk period for Juvenile delinquency and crime increase is due to a lack of after school programs for these students.

10. As required by the Federal Office of Management and Budget (OMB) and HUD, describe how the overall project budget is cost effective and reasonable for the anticipated result.

Costs are kept to a minimum, providing small group and individualized personal tutoring to improve academic achievement for at risk youth. Also, providing meals to students who are at risk for hunger and failure to thrive. This program is at no cost to families. Without the funds we would not have staff for this program.

Worksheet # 1 - Positions to be Funded
Please list each position for the activity for which funding is requested.

Complete all columns with entry boxes.

Job Title % of FTE
Requested CDBG
Personnel Funding,
City of Seaside
Executive Director $7,000
Program Director $7,000
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=119&rpt=A10698 6/7 Site Director $7,000
Tutor $5,000
cook $4,000
Grand Total $30,000
Worksheet # 2 - Operational Budget
Budget Category
Actual Budget
for July 1, 2021
to June 30,
2022
Projected
Budget for July
1, 2022 to June
30, 2023
% Increase
or Decrease
CDBG Funds
Request, City
of Seaside
Executive Director $3,574 $3,600 1% $7,000
Program Director $0 $3,500 -100% $7,000
Site Director $3,028 $3,500 16% $7,000
Tutor $2,056 $2,500 22% $5,000
cook $1,859 $2,000 8% $4,000
Other Staff ------------
Supplies and Materials
Consumable Supplies
Non-Consumable Supplies
Outside Services
Telephone $0
Utilities
Maintenance
Contract/Consultant Services
Other Charges
Rent
Travel (Mileage)
Insurance
Capital Outlay
Equipment/Furniture
Other - # of lines needed: 0
Total $10,517 $15,100 $30,000
Total Funding Requested from Part 1 $30,000
Attachment Link or Explanation for Missing Attachments
1 HUD Agency Certification - Download this document, complete it, and upload to this item.

HUD_certification.PDF
2 Federal and State Tax Exemption Determination Letters/Non-Profit Certification (e.g., IRS 501C (3) Letter)
Tax_Exemption_Letter.PDF
3 Articles of Incorporation/Bylaws Final_2017_By-Laws_2.doc 4 Certificate of Good Standing with the State (http://kepler.sos.ca.gov/) Letter_of_Good_Standing.PDF 5 Organizational Chart organization_Chart.docx
6 List of Current Board Members [with titles, contact data (i.e., telephone, email, address) and current terms]
Board_members_addresses.PDF
7 Resumes of Program Administrator and Fiscal Officer Executive_Director_Resume.PDF Fiscal_Officer_Resume_PW.docx
8 Evidence of Insurance/Fidelity Bonding/Worker's Compensation Liability_Insurance.PDF
9 Audited Annual Financial Statements covering 2 Years NA 10 Signed Authorization to Request Funds (usually Executive Director or Board of Directors)
Authority_to_act.PDF
11 Designation of Authorized Officials (usually Executive Director or Board of Directors)
Authorization_to_apply_for_grants.PDF
12 Conflict of Interest Policy Conflict_of_Intrest.PDF
13 Project Team Experience and Qualifications M_Cuevas_Resume.pdf 14 Project/Activity Timeline Activity_Timeline.docx
15 Financial Policies Financial_Policy.PDF
16 Procurement Policies NA
17 Eligibility Intake Forms or Data Collection Tools (which should include Race and Ethnicity data fields as required by The Federal Office of Management and Budget (OMB)
Intake-application.PDF
18 Project/Activity Support Letters Support_Letter.PDF
19 Program Evaluations program_evaluation_I.docx
20 Outreach Materials Outreach_Material_2.PDF
21 Evidence of Project Support/Community Outreach (written endorsements, when available)
community__award.PDF
22 Limited English Proficiency (LEP) plan and/or equal access (Section 504) plan.

See HUD FAQs on LEP and HUD information on Section 504 for sub-grantees language_access_policy_t.doc
Equal_access_policy.docx
23 Employee Handbook Employee_Handbook.PDF
Packet Page 149
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=119&rpt=A10698 7/7 24 Record Retention Policies Record_Retention_Policy.doc 25 Federal Tax Form 990 Exempt 501(c)(3) Religious Organization 26 State Tax Form 199 Exempt 501(c)(3) Religious Organization 27 Rental/Lease Agreement (if applicable) N/A
28 Cost Alocation Plan N/A
29 Other
30 Other
31 Other
Program Manager Signature Angelia Britt
Date Signed 01/07/2022
Approved By: Haroon Noori
Date Signed 01/15/2022
Initially submitted: Jan 7, 2022 - 12:21:32
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=39&rpt=A10752 1/9 City of Seaside Application for Program Year 2022-2023
Part 1 - General Information
Legal Name of Organization
Submitting Proposal:

Legal Services for Seniors, Monterey County
Program/Project Name: Legal Services for Seniors
Person Completing Application: Creighton Mendivil Title: Executive Director Direct Telephone: 831-899-0492
Email Address: [email protected]
Authorized Official: (e.g. Exec. Dir.): Creighton Mendivil Title: Executive Director Direct Telephone: 831-899-0492
Email Address: [email protected]
Program/Project Contact: Creighton Mendivil Title: Executive Director Direct Telephone: 831-899-0492
Email Address: [email protected]
Authorized Contact: Creighton Mendivil Title: Executive Director Direct Telephone: 831-899-0492
Email Address: [email protected]
Finance Contact: Nancy Miccoli Title: Office Administrator Direct Telephone: 831-899-0492
Email Address: [email protected]
Organization Mailing Address: 915 Hilby Avenue, Suite 2 City: Seaside Zip: 93955 Organization’s Website Address: www.lssmc.net
Organization Telephone: 831-899-0492
Organization Fax: 831-401-3185
Tax ID Number: 77-0073127 9 digits, format xx-xxxxxxx
Organization DUNS Number: 19-770-9090 9 digits, format xx-xxx-xxxx Seaside Customer/Vender Number:

Type of Organization
(check all that apply): Non-Profit CHDO CBDO Faith-Based What is your agency's fiscal year? July 1 2021 - June 30 2022 Date of your organization's most recently completed audit. (Month/Year) 10/2021 Was this audit conducted in compliance with the Single Audit Act? Yes Are there any outstanding audit findings which remain unresolved? No Are you a Legal Services provider? Yes
Select type of Funding Requested and Type of Activity, then click to Update Application We are applying for funding from: City of Seaside
Type of Funding Requested: CDBG
Type of Activity: Public Service Other
Type of Program:
. Our proposal is for a City of Seaside project.

Amount Requested
City of Seaside CDBG $15,000
Is your organization submitting an application for multiple projects? PART 2 - PROJECT ELIGIBILITY

1. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide. 05C - Legal Services

3. Mark the box below that indicates the national objective met:

Activities Benefiting Low and Moderate-Income Persons. 570.208(a) LMC-Limited Clientele. 570.208(a)(2)
Low/Mod Clientele. 570.208(a)(2)(i)
Presumed Benefit. 570.208(a)(2)(i)(A)
Ederly Persons (62 years of age or older)

4. Describe the population/target group your project will serve and how low and moderate-income persons will benefit.

LSS will provide 300 Seaside residents in crisis, age 62+, each year, with direct, confidential, no-cost legal representation. Services will range from direct representation in court (40+ hours) far more complex cases to legal support to resolve bureaucratic processes such as Medicare and Medi-cal issues, landlord tenant disputes (approximately 5 hours) to brief service and counsel (one hour).

LSS will provide four educational workshops each year that will teach approximately 50 Seaside residents to recognize and prevent the kinds of senior abuse that lead to homelessness.

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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=39&rpt=A10752 2/9

5. How will people or conditions in the community change as a result of what you do? Frail, frightened and confused low-income seniors represent some of Monterey County's most vulnerable residents. They are often preyed upon by greedy or abusive family members, contractor, landlord and scam artists, or they are unsophisticated so they cannot untangle the bureaucratic nightmares of Medicare and Medi-cal, or Social Security. These seniors cannot afford private legal help and still pay for basic necessities.

LSS fills the 'justice gap' by providing qualified, competent legal services to seniors by licenses California attorneys at no cost, so that low-income seniors have the same access to justice as those who can afford to pay private attorneys.

Last year, LSS helped more than 300 Seaside seniors remain stable in their own homes by making sure they had the medical and financial benefits they earned and didn't become victims of abuse. The City suffers from elder abuse, too, because seniors who can't care for themselves are at risk of homelessness or becoming financial burdens to the City. Countywide LSS helps seniors retain more then $1 million dollars in benefits, money that was returned to our communities to build our economic base.

Our Seaside office attorneys and legal advocates send a clear message to the community that elder abuse and neglect (physical, financial or emotional) won't be tolerated in Seaside.

Check if the proposed activity will:

Help prevent homelessness?
Help those with HIV or AIDS?
Help the homeless?
Help the disabled?

6. Outcome Performance Measurement

1. Please choose the most appropriate performance measurement objective Create Suitable Living Environments

2. Please choose the most appropriate performance measurement outcome.

Sustainability
PART 3 - SCOPE OF WORK

1. Short description of proposed project for which funding is requested.

Legal Services for Seniors requests $1w5,000 each year for two years to help pay for our legal staff's salaries to provide no-cost legal representation to Seaside seniors ages 62+ who are in crisis and to provide 4 workshops in Seaside each year to help caregivers, family members and elder care professionals recognize and prevent mortgage fraud, consumer fraud, landlord abuses and elder abuse.

2. For each type of activity you provide, show the number served and the type of activity.

Number Served Type of Activity
300 Advocacy
50 Workshops Participants

3. Please list proposed activities for funding in one sentence for each activity.

Description of Activity
Activity #1 Provision of Legal Services
Activity #2 Provision of educational workshops

4. Provide any additional relevant description of proposed activity or project.

Legal Services for Seniors will provide full range of legal services to City of Seaside seniors, along with educational workshops.

5. Provide a timetable for accomplishing objectives. Upload Project Timetable or complete the table below.

Description of Activity/Milestone Est. Completion Date
Provision of Legal Services June 30, 2024
Provision of educational workshop June 30, 2024

This is an ongoing activity.

7. How will you measure the effectiveness or impact of your project in meeting the needs of the persons assisted with these HUD funds?
Legal Services for Seniors provides direct, confidential no-cost legal representation to over 2,200 Monterey County seniors ranging from full legal representation in court to simple advice and counsel. 300 of those seniors live in Seaside.

Health Care & Insurance - when a senior faces Medicare and Medi-Cal and private insurance denials of coverage we are able to restore benefits. Seniors who receive health care maintain independence and avoid living in institutionalized settings.

Housing - we assist in protecting seniors' eligibility for affordable public housing; protect and defend them from unlawful evictions and substandard living situations and other related issues. We protect homeowners from dishonest contractors and from losing their homes to unscrupulous individuals.

Public benefits - When Social Security / other pensions are denied, LSS advocates get those benefits returned, mainly through Administrative Law Hearings.

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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=39&rpt=A10752 3/9 Financial & Physical Elder Abuse Prevention / Consumer Protection - Financial Abuse: Seniors are frequent targets of home equity scams, telemarketing fraud, contest schemes and overselling of services and home repairs. Senior scam victims' feelings of independence are damaged in these situations. When seniors realize they have been scammed, they hesitate to report the abuse, afraid others will question their ability to make their own independent decisions. When they fail to seek help, seniors live with severely restricted funds - forcing them to forego paying bills or buying food and life-saving medicine. Our attorney-client privilege of privacy and confidentiality allows seniors to be comfortable talking with us, knowing their secrets are never shared with anyone.

Physical abuse - seniors are embarrassed to disclose physical abuse they suffer from the hands of a spouse, child, or other family member. LSS helps seniors obtain restraining orders to protect them from physical harm through the Superior Court Domestic Violence Restraining Order hearing process.

Advance Health Care Directives (AHCD) & Wills - A senior's well-being encompasses the peace of mind they experience knowing their health care wishes will be followed when they no longer can speak for themselves. An AHCD allows a senior to name a person whom they trust to make health care decisions for them. AHCD also provide notifications to health care professionals of a senior's desired level and extent of care, organ donation preferences and funeral arrangements. A will gives a senior a sense of autonomy knowing their last wishes will be acknowledged when they pass away.

We employ California-licensed attorneys and legal advocates to address and correct all types of legal harm done to seniors.

We educate more than 3,500 seniors, family members, caregivers, community members and professionals each year providing vital legal information about preventing financial and physical elder abuse at workshops and seni

8. How will the proposed activity or project directly respond to the Corona Virus Pandemic? For example, Agency C may have provided emergency food assistance for x-persons in calendar 2019.

Because of economic dislocation in 2020, demand for emergency food assistance increased to y-persons, a z-% change, in 2020.

First, legal services are being provided virtually when ever possible to reduce potential for spreading COVID 19 and the variants.

Second, all workshops are being provided virtually when no safe alternative is possible. Outreach workshops are being done in person in smaller settings for seniors who have limited ability to attend computer based workshops because of lack of technology, lack of safe navigating the virtual workshop process, or internet access. This is a change from the previous 100% in person workshops presented by LSS before COVID 19.

9. Explain how the proposed activity or project will meet the corona virus objectives of: prevention, preparation for, and/or response.

For example, Agency B expanded their Senior food delivery program to deliver meals to seniors sheltering in place as a proactive measure to prevent exposure to the Coronavirus.

LSS virtual legal aid and workshops satisfy the prevention objective. LSS is continuing to protect the legal rights of seniors while; protecting seniors. LSS is helping to normalize the COVID-19 safety protocols for the senior population.

Dozens of clients who were not vaccinated who could only be helped virtually, went out and received vaccinations to allow these seniors to participate in limited meetings in the LSS offices in Seaside. These limited meetings include signing complaints, signing Advance Health Care Directives, signing wills, and coming to the LSS offices to use our technology to participate in appeals processes (Social Security, SSI, and labor board hearings).

11. Explain how your organization will avoid duplication of benefits? LSS is the only nonprofit providing legal aid to seniors in Monterey County. LSS works with other legal aid organizations that serve MONTEREY COUNTY often to be sure of referrals and non duplication of services.

LSS relies on many grants including this CDBG grant to serve as many seniors as we have the adequate staff to support. If we do not receive funding, that will reduce our ability to serve as many seniors as who need our help.

If our proposal is funded, we will be able to provide more low-income seniors with no-cost confidential legal representation.

PART 5 CONFORMENCE WITH CONSOLIDATED PLAN

1. Describe how the need for the activity or project was determined? Attach a needs assessment, market study, or other documentation demonstrating project need.

In 2018 85,236 seniors (60 years+) lived in Monterey County. In 30 years it is estimated there will be over 150,000 seniors, which is almost an 80% increase. The need for free legal services is growing exponentially. To our Packet Page 153
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California State courts, including Monterey County, have seen an almost unmanageable increase in unrepresented litigants in the past 10 years. Although the court provides some assistance in court-based self-help centers, the outcomes for 'in pro per' (self-represented) litigants is marked less favorable than for individuals those who can afford to pay a private attorney.

3. Describe how you will meet the need identified above.

LSS serves only seniors in Monterey County with legal aid services.

4. Which one of the following City of Seaside Consolidated Plan Goals will you meet? Increased Decent and Affordable Housing

5. Describe how you will meet the goal identified above.

LSS provides services to low-income seniors who many times are in danger of losing their housing because of the bad acts of landlords or property managers. LSS provices free legal representation to these seniors to advocate for their rights, and fight to keep them housed. Without our services these seniors would not be able to afford a private attorney to represent them, and would ultimately end up homeless.

Providing funding will allow LSS to continue to serving Seaside seniors with housing issues along with many other civil legal issues like physical and financial abuse, income maintenance, end-of-life planning, and more.

PART 6 RELATIONSHIP TO EXISTING PROGRAMS

1. Leveraging: Complete the table below, using one line for each funding source used in the program/project that you are applying for.

Indicate the source of the funds.

Indicate if the funds are restricted or may be used for any type of program/project cost.

In column (A), enter the amount (all or part) that is on-hand at the time of application.

In column (B), enter the amount (all or part) that has been committed (in writing) but not yet on-hand.

In column (C), enter the amount (all or part) that has been pledged or awarded, but not yet formally awarded.

Column (C) may also include planned amounts to be contributed from your agency's annual operating budget including fund-raising revenue.

Your requested CDBG funds is copied from your entry in Part 1 You must provide supporting documentation in the attachments section for all on-hand and committed funding.

Source Restricted
Use?
Total
Amount
OnHand(A)
Amount
Committed
(B)
Amount
Pledged
(C)
On-Hand
Plus
Committed
% On-Hand
Plus
Committed
TOTAL $15,000 $0 $0 $15,000 $0 0%
Leveraging Ratio 100%

Strong support from this grant also stimulates donations from private citizens in the form of in-kind or non-cash contributions. Our FY 2020-21 audit reports LSS received more than $375,000 in in-kind legal services last year.

In-kind services are defined as 'those services (a) (which) create or enhance non-financial assets or (b) require specialized skills, are performed by people with those skills, and would otherwise be purchased by the Organization.

We are fortunate to have volunteers providing office and fundraising services as well. We receive in-kind hours from students interested in law (from our local law school - Monterey College of Law and pre-law California State University of Monterey Bay students) and local private attorneys. Private Attorneys provide legal expertise in their field as pro bono attorney services. These services are not included in the totals above because they do not meet the criteria for reporting.

To develop as secure and diverse a financial base as possible, LSS continues to search for new sources of funds and to develop our donor base and fundraising activities.

3. Describe your existing or proposed collaborative efforts for addressing Program/Project need. Please include names of all partnerships and define the roles and responsibilities of these partners. If you have no collaborative Packet Page 154
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Seniors who come to us with legal issues are always first assisted by our advocates.

When a senior needs non-legal assistance, such as home meal service, health insurance assistance or other nonlegal problems, our advocates know which agencies to contact. Because of our good working relationship with these agencies, seniors who seek legal help by first contacting a social services agency are directed to LSS for our legal representation. Client confidentiality regulations prohibit us from contracting with collaborative partners.

PART 7 ORGANIZATIONAL CAPACITY AND EXPERIENCE

1. Please outline your organization's purpose. Include how long the organization has been in operation, mission statement and current business plan, if applicable.

Protecting seniors from physical and financial abuse, unscrupulous business practices and income-threatening bureaucracy has been LSS' mission since its inception in 1985.

In 37 years, LSS has represented over 110,000 Monterey County low-income and very low-income seniors facing life crises including financial or physical elder abuse, landlord-tenant conflicts, Medicare, Medi-cal and private insurance issues. Every year LSS helps clients recover more than $1 million lost in financial scams, unreturned security deposits and more, which benefits Monterey County commerce. We provide our services at no cost to our seniors.

2. List the locations of all facilities, and days and hours of operation.

The following is the list of hours once CVID-19 restrictions are lifted. Currently LSS is closed to walk in clients.

Seaside office: 915 Hilby Avenue, Suite 2, Seaside, CA 93955 Monday through Friday 9am - 5pm
Periodic workshop presentations:

Oldemeyer center, 986 Hilby Ave, Seaside, CA 93955
Salinas office:

Alliance on Aging, 247 Main St, Salinas, CA 93901
Tuesday & Thursdays, 9am - 4pm

3. Describe internal administrative controls to be used, including financial record-keeping procedures and management controls. Upload copy of financial policies.

Financial records are maintained by our bookkeeper and office administrator using QuickBooks.

The Board's Budget & Finance subcommittee reviews financial reports each month and presents its findings to the Board as a whole, which assures complete organizational transparency.

Expenses are tracked by line item, office and program. All checks require signatures by two authorized individuals.

Bank accounts are reconciled each month.

LSS is audited annually. In addition to the Board of Directors internal fiscal oversight, outside oversight is maintained through monitoring by the Area Agency on Aging and the California State Bar's Legal Services Trust Fund.

Legal Services for Seniors' solely provides legal services, an intellectual property that requires no procurement of goods. Our Employee Handbook and By-laws contain a written code of standards of conduct governing employee performance in providing legal representation to our clients.

No employees or officers may participate in any representation or create any form of relationship involving a conflict of interest, real or apparent. See LSS Procurement Policy, attached.

5. Describe the record-keeping system to be used to maintain program data.

LSS maintains its confidential client data in an industry-standard, secure legal database program called “PIKA.” PIKA follows the legal services-wide standard for compilation and maintenance of confidential client data. Our data is backed up nightly on our local server as well as maintained on removable data by the Executive Director. Clients are tracked by age, gender, ethnicity, race, city of residence, legal problem, case resolution, financial information and other statistical data. The Board reviews monthly reports summarizing cases by office, geographic area, advocate, legal problem and results.

To measure the success of our services, we will:
1) Track the number of seniors we serve in a 12-month period 2) Track the type of legal issue for each case
3) Track the number of office visits to our outreach sites 4) Track client demographic data
5) Track the number of elder abuse prevention sessions conducted

6. Describe your agency's process for verifying beneficiary eligibility and attach copy of all intake forms.

Legal Services for Seniors clients are all presumed benefit limited clientele (elderly persons). As required by HUD, we maintain documentation showing that our services are designed for exclusive use of seniors (age 62+) presumed to be LMI individuals. Clients self-report age and income level. Documentation is retained for four years.

Our client intake sheet (using the PIKA client tracking database) is attached.

Legal Services for Seniors' Board of Directors and administrative staff are committed to equal opportunity and Packet Page 155
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Obtaining 'performance reviews' in the context of legal proceedings is particularly difficult. Vulnerable clients may be too intimidated to respond effectively to client satisfaction surveys. Additionally, the imperfect nature of the justice system may mean the 'best' outcome was not the client's 'desired' outcome.

We do know we serve approximately 2,200 clients each year at NO COST, providing legal services to solve problems only attorneys can address. These seniors' issues, if dealt with in the private-pay legal community, would cost low-income seniors approximately $2 million in attorneys' fees.

We do know that last year we helped Monterey County seniors recoup almost $1 million in misappropriated funds, negotiating the return of their homes, resolving fraudulent annuity sales, recovering Social Security and Disability benefits wrongfully or mistakenly denied.

This money, when returned to our seniors, allows them to reinvest in our local communities. Each time we return a senior's home, we ensure that a senior remains independent and secure in his or her own home and continues to be a resourceful, helpful member of the community.

Executive Director Creighton Mendivil will be responsible for monitoring progress. He oversees the compilation of monthly caseload statistics for submission to the Board of Directors. These detailed monthly reports reflect demographics and describe the types of legal problems faced by individual seniors.

LSS has provided legal representation to Monterey County seniors for 37 years with no break in service. Our legal staff has numbered from 7 at its lowest to 12 at its highest. We actively recruit and cultivate talented, motivated attorneys and legal advocates to provide direct services to Monterey County seniors. Because of their intense experience, they are often more skilled in senior legal issues than private practice attorneys paid significantly more than non-profit agencies can afford to pay.

As part of their California Bar certification, our attorneys must maintain continuing education credits and staff participates regularly in continuing education with organizations such as Asian Pacific American Legal Center, California Indian Legal Services, Immigrant Legal Resource Center, Mexican American Legal Defense and Education Fund (MALDEF), National Legal Aid and Defender Association (NLADA) and National Immigration Law Center.

We maintain bilingual and bicultural staff to serve our seniors and regularly connect staff to cultural competency training. Five of our eight client services staff members are bilingual in Spanish; one is bilingual in Tagalog; and one is bilingual in French. We are able to communicate complex legal terminology and services in English, Spanish and Tagalog. When other languages are required, we refer clients to a language line service for nonprofit organizations at their own cost. Our outreach materials are provided in both English and Spanish.

Along with offices in Salinas and Seaside, LSS holds outreach office hours in a 8 senior-accessible locations in Monterey County each Tuesday (COVID-19 permitting).

With approximately 8 years’ experience with government funding and contract management at the federal, state, county, and city levels, as well as private grant funding, we have extensive experience and systems to track the services we deliver and report accurately how the funds have been expended.

As previously described, LSS maintains its confidential client data in an industry-standard secure legal database program called “PIKA.” PIKA follows the legal services-wide standard for compilation and maintenance of confidential client data and supports LSS' commitment to provide timely and accurate reporting on all grant funding.

Our Office Manager/Grant Manager has more than 10 years’ experience preparing quarterly and annual reports for federal funding agencies that track both expenditures and outcomes.

10. Please complete the table below, which should encompass your full projected Agency FY22-23 budget.

Program
Staff
(Personnel) Supplies Equipment Overhead CapitalImprovements Total
City of Seaside Application $15,000 $15,000
TOTAL $15,000 $0 $0 $0 $0 $15,000
Total Budget less capital improvements $15,000
Application progam percent 100%

11. Please list previous grants/awards received from City of Seaside Program Year Project
Amount
Funded
City of Seaside
FY 2020-2021 Legal Servicse for Seniors $10,518
FY 2019-2020 Legal Services for Seniors $11,181
FY 2018-2019 Legal Services for Seniors $17,126
FY 2017-2018 Legal Services for Seniors $10,000
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12. Describe your past experience with grants from the City of Seaside. If there were performance issues, please describe the steps you have taken to correct them
Legal Services for Seniors has received City of Seaside CDBG funds for the past few grant cycles. Our experience has been extremely beneficial for our low-income seniors.

Legal Services for Seniors' office is located in the City of Seaside (915 Hilby Avenue, Suite 2). We have also made extensive use of the Oldemeyer Center for our 'Education is Endowment' series of workshops. We have a good relationship with the City's new activities at the Oldemeyer Center and already have plans (and reservations) for many more legal educational events at the Oldemeyer Center. ///
Part 8 - For CDBG Funds

12. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide: 05C - Legal Services

3. This program provides assistance of the following type: Presumed Benefit - Ederly persons (62+)

4. Number of Unduplicated Beneficiaries previously served by the project.

City of Seaside
Period Actual Monthly
Average
July 1, 2020 - June 30, 2021 169 14
July 1, 2021 - December 31, 2021 93 16

5. Number of Unduplicated Beneficiaries projected to be served by the project.

Outcome Measure
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Total # Served % # Served % # Served % # Served % Provision of Legal Services 75 25% 75 25% 75 25% 75 25% 300 Provision of educational
workshops
1 33% 1 33% 0 0% 1 33% 3
TOTAL 76 25% 76 25% 75 25% 76 25% 303

7. Cost-per-Beneficiary for this project(CDBG Request/CDBG Beneficiaries)=$ City of Seaside
CDBG Request CDBG Beneficiaries Total Cost-per-Beneficiary $15,000 303 $49.50

8. Indicate the funding set-aside the activity belongs to: Senior Services

9. Please justify the cost per person served. If you believe there are compelling reasons or extenuating circumstances for a relatively high cost please explain.

For approximately $50 per senior served, Legal Services for Seniors provides no-cost full legal representation to every client
seeking legal assistance. Our services range from full representation in court (4-6 hours per client) to consultation (1-2
hours per client) to brief advice (less than 1 hour per client). Individual cases may require more time, depending on the
complexity of the case.

A private pay attorney in Monterey County would charge a minimum of $2,100 for 6 hours of legal service. Our clients,
living on $900-$1,500 per month, face a daily financial challenge to meet their basic needs of food, clothing, shelter and medical care. These financial challenges preclude them from seeking a private attorney when they need help even though state statistics indicate that self-representation yields less favorable outcomes for seniors in court and in
hearings.

Not factored into this calculation, LSS actually works to increase client income: Last year, we were able to recoup almost $1 million in misappropriated funds to area seniors, negotiating return of their homes, resolving fraudulent annuity sales, recouping Social Security and Disability benefits wrongfully or mistakenly denied. This was money those seniors then reinvested in our local communities.

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10. As required by the Federal Office of Management and Budget (OMB) and HUD, describe how the overall project budget is cost effective and reasonable for the anticipated result.

LSS is a small, lean organization whose mission and budget are focused on the provision of direct representation to
our clients. We have no superfluous costs: 76% of LSS’ budget is directly allocated to staff salaries (including education, continuing education licensing and health care). The remaining 24% supports our staff in rent, organizational insurance and other administrative costs. We have progressed into a virtually paperless office to save
office supply and document storage costs. LSS understands our responsibility of using funds from all our funders in the most efficient way so we can reach as many seniors as we can.

Our thrifty and conscientious use of funds ensures we continue to provide no-cost legal representation to seniors facing devastating and life-threatening legal circumstances who otherwise could never afford a private attorney.

Our staff and board understand the responsibility placed upon us to use the funds we receive from the City of Salinas
and other funders to the greatest efficiency possible - ensuring we continue to provide no-cost legal services to seniors who otherwise will never be able to afford the services of a private attorney in the face of devastating legal problems.

Worksheet # 1 - Positions to be Funded
Please list each position for the activity for which funding is requested.

Complete all columns with entry boxes.

Job Title % of FTE
Requested CDBG
Personnel Funding,
City of Seaside
Attorney 7% $4,350
Legal Advocate 14% $5,325
Legal Advocate 14% $5,325
Grand Total $15,000
Worksheet # 2 - Operational Budget
Budget Category
Actual Budget
for July 1, 2021
to June 30,
2022
Projected
Budget for July
1, 2022 to June
30, 2023
% Increase
or Decrease
CDBG Funds
Request, City
of Seaside
Attorney $60,000 $68,000 13% $4,350
Legal Advocate $37,310 $40,560 9% $5,325
Legal Advocate $37,310 $40,560 9% $5,325
Other Staff $540,380 $540,380 0% ------------
Supplies and Materials
Consumable Supplies $4,000 $5,000 25%
Non-Consumable Supplies $30,160 $32,000 6%
Outside Services
Telephone $15,000 $15,000 0%
Utilities $0 $0
Maintenance $13,000 $13,000 0%
Contract/Consultant Services $28,758 $32,000 11%
Other Charges
Rent $59,100 $62,000 5%
Travel (Mileage) $10,000 $10,000 0%
Insurance $17,300 $17,300 0%
Capital Outlay
Equipment/Furniture $25,000 $50,000 100%
Other - # of lines needed: 5
Printing and reproductions $5,000 $5,000 0%
postage $2,000 $2,000 0%
development $25,000 $25,000 0%
Law
Library/training/memberships
$14,200 $14,200 0%
other $300 $300 0%
Total $923,818 $972,300 5% $15,000
Total Funding Requested from Part 1 $15,000
Attachment Link or Explanation for Missing Attachments
1 HUD Agency Certification - Download this document, complete it, and upload to this item.
2020.01.08_City_of_Seaside_HUD_signed_2020.01.08_.pdf
2 Federal and State Tax Exemption Determination Letters/Non-Profit Certification (e.g., IRS 501C (3) Letter)
updated_5013_tax-exempt_status.pdf
1987_non-profit_certification.pdf
3 Articles of Incorporation/Bylaws 2003-09-18_LSS_By-Laws_bylaws_adopted.20030918.pdf 4 Certificate of Good Standing with the State (http://kepler.sos.ca.gov/) Certificate_of_Status.pdf 5 Organizational Chart LSS_Staff_Organizational_Chart_2022-1-1.pdf Packet Page 158
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LSS_2021-22_Board_Roster_with_committees_01163151-4.docx 7 Resumes of Program Administrator and Fiscal Officer 1-2-2018_Nancy_Miccoli_Synopsis_of_Resume_of.pdf Resume_Creighton_Mendivil_2020-12.pdf
8 Evidence of Insurance/Fidelity Bonding/Worker's Compensation Our new certificate is coming, will submit as soon as it is received. 9 Audited Annual Financial Statements covering 2 Years Legal_Services_for_Seniors_Audit_7.1.2021.pdf 10 Signed Authorization to Request Funds (usually Executive Director or Board of Directors)
2020.01.08_City_of_Seaside_Letter_of_Approval_CDBG_2020_application_signed.pdf 11 Designation of Authorized Officials (usually Executive Director or Board of Directors)
2020.01.08_City_of_Seaside_Letter_of_Approval_CDBG_2020_application_signed.pdf 12 Conflict of Interest Policy
conflict_and_procurement.pdf
13 Project Team Experience and Qualifications Staff_Experience_and_Qualifications.pdf 14 Project/Activity Timeline Our services are year-long with no end to the program. 15 Financial Policies
financial_policies.pdf
16 Procurement Policies
conflict_and_procurement.pdf
17 Eligibility Intake Forms or Data Collection Tools (which should include Race and Ethnicity data fields as required by The Federal Office of Management and Budget (OMB)
pika_data_collection.pdf
18 Project/Activity Support Letters mcle.pdf
19 Program Evaluations program_evaluations.pdf
20 Outreach Materials outreach_materials.pdf
21 Evidence of Project Support/Community Outreach (written endorsements, when available)
elc_2019_morgantini_presentation_Kellie_Morgantinis_conflicted_copy.key 2019.12.30_Flyer_Jan_8_2020-1.pdf
Oldemeyer_Facility_Request.pdf
22 Limited English Proficiency (LEP) plan and/or equal access (Section 504) plan. See HUD FAQs on LEP and HUD information on Section 504 for subgrantees LEP.pdf
23 Employee Handbook 17_LSS_Employee_Handbook_July_2015.pdf 24 Record Retention Policies Records_Retention_Policy.pdf 25 Federal Tax Form 990
2019-20_LSS_8879-EO_990.pdf
26 State Tax Form 199
2019-2020_LSS_8453-EO.pdf
27 Rental/Lease Agreement (if applicable) _Seaside_Lease_2__fully_executed.pdf 2019-2020_1__Signed_Seaside_Lease_Suite_18_.pdf
28 Cost Alocation Plan
n/a
29 Other n/a
30 Other n/a
31 Other n/a
Program Manager Signature Creighton Mendivil
Date Signed 01/10/2022
Approved By: Haroon Noori
Date Signed 01/15/2022
Initially submitted: Jan 10, 2022 - 13:45:52
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=123&rpt=A10658 1/8 City of Seaside Application for Program Year 2022-2023
Part 1 - General Information
Legal Name of Organization
Submitting Proposal: Meals on Wheels Monterey Peninsula, Inc.

Program/Project Name: Home Delivered Meals
Person Completing Application: Esther Hobbs Title: Development Manager Direct Telephone: 831-375-4454
Email Address: [email protected]
Authorized Official: (e.g. Exec. Dir.): Christine Winge Title: Executive Director Direct Telephone: 831-375-4454
Email Address: [email protected]
Program/Project Contact: Jacob Shafer Title: Development Director Direct Telephone: 831-375-4454
Email Address: [email protected]
Authorized Contact: Jacob Shafer Title: Development Director Direct Telephone: 831-375-4454
Email Address: [email protected]
Finance Contact: Jacob Shafer Title: Development Director Direct Telephone: 831-375-4454
Email Address: [email protected]
Organization Mailing Address: 700 Jewell Avenue City: Pacific Grove Zip:
93950
Organization’s Website Address: https://www.mowmp.org/
Organization Telephone: 831-375-4454
Organization Fax: 831-375-9887
Tax ID Number: 94-2157521 9 digits, format xx-xxxxxxx
Organization DUNS Number: 123590747 9 digits, format xx-xxx-xxxx Seaside Customer/Vender Number:

Type of Organization
(check all that apply): Non-Profit CHDO CBDO Faith-Based What is your agency's fiscal year? 7-1-2021 to 6-30-2022 Date of your organization's most recently completed audit. (Month/Year) 2-11-2021 Was this audit conducted in compliance with the Single Audit Act? Yes Are there any outstanding audit findings which remain unresolved? No Are you a Legal Services provider? No
Select type of Funding Requested and Type of Activity, then click to Update Application We are applying for funding from: City of Seaside
Type of Funding Requested: CDBG
Type of Activity: Public Service Other
Type of Program:
. Our proposal is for a City of Seaside project.

Amount Requested
City of Seaside CDBG $20,000
Is your organization submitting an application for multiple projects? PART 2 - PROJECT ELIGIBILITY

1. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide. 05A - Senior Services

3. Mark the box below that indicates the national objective met:

4. Describe the population/target group your project will serve and how low and moderate-income persons will benefit. MOWMP will serve 230+ frail, elderly and disabled homebound clients who reside in the City of Seaside. In 2021, the last year for which complete figures are available, MOWMP made 23,524 deliveries of 2.5 meals (58,809 individual meals) to 233 frail elderly and disabled Seaside clients. Of those clients, 67% of clients served were women and 33% men. 74% lived alone. Ethnicity/Race: 44% - Caucasian; 26% - African American; 11% Hispanic, and 19% other/mixed race. Of all clients of any group, 5% if clients were disabled. Of all homebound clients in the City of Seaside, 94% were low income and 59% lived at or below the federal poverty level of $12,060. 12% were 60-74; 49% were 75-84 years of age; and 29% were 85 or older.

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5. How will people or conditions in the community change as a result of what you do? The Home Delivered Meals program addresses food insecurity among seniors in Monterey County, 73% of whom cite food as their number one need. The program benefits frail, elderly and disabled low-income clients who cannot shop or cook for themselves and who have no full-time caregiver in the home to prepare meals. The vast majority of clients are low-income, living on fixed or limited income. 94% of clients will be low-income and will not have the requisite income to meet their basic needs, much less cook and/or purchase meals that meet federal standards for senior nutrition. Not only will clients receive daily meals, designed in tandem with a nutritionist from the Area Agency on Aging, those meals will meet the rigorous federal nutritional benchmarks for senior nutrition. The program offers additional ancillary benefits. MOWMP volunteer drivers/driver teams provide clients with a daily wellness check, social interaction, and information. The Home Delivered Meals program also enables seniors and the disabled to remain in their own homes with a high quality of life for as long as possible.

Check if the proposed activity will:

Help prevent homelessness?
Help those with HIV or AIDS?
Help the homeless?
Help the disabled?

6. Outcome Performance Measurement

1. Please choose the most appropriate performance measurement objective Create Suitable Living Environments

2. Please choose the most appropriate performance measurement outcome.

Availability/Accessibility
PART 3 - SCOPE OF WORK

1. Short description of proposed project for which funding is requested.

To help support Home Delivered Meals program services for low-income frail elderly and disabled adults in the City of Seaside, Meals on Wheels of the Monterey Peninsula respectfully seeks a CDBG grant at the $20,000 level. MOWMP anticipates that it will provide 2.5 meals per day to approximately 230+ eligible Seaside homebound residents in all areas of Seaside. The program also includes a daily wellness check from a caring volunteer and daily socialization with that volunteer.

2. For each type of activity you provide, show the number served and the type of activity.

Number Served Type of Activity
60000 Meals Distributed

3. Please list proposed activities for funding in one sentence for each activity.

Description of Activity
Activity #1 MOWMP anticipates that it will provide 2.5 meals per day to approximately 230+ eligible Seaside homebound residents.

4. Provide any additional relevant description of proposed activity or project.

Our mission is to empower seniors, disabled adults, and veterans to remain independent by nourishing their bodies, minds, and spirits, and drive out hunger and isolation in Monterey County.

5. Provide a timetable for accomplishing objectives. Upload Project Timetable or complete the table below.

Description of Activity/Milestone Est. Completion Date
MOWMP anticipates that it will provide 2.5 meals per day to approximately 230+ eligible Seaside homebound residents.
6-30-2022

7. How will you measure the effectiveness or impact of your project in meeting the needs of the persons assisted with these HUD funds?
MOWMP will evaluate the number of clients and meals served by Home Delivered Meals program in the City of Seaside and report its findings to the City. Because MOWMP receives Administration on Aging pass through funds of the Monterey County Area Agency on Aging, it is required by its federal grant to maintain detailed records on the number of clients and meals served, as well as information regarding the nutritional health and activities of daily living of its clients.

Upon entry into the program, the MOWMP staff conducts an intake assessment of nutritional risk and activities of daily living, as required by the Older Americans Act Nutritional program. Data is entered into the Area Agency on Aging GetCare database from which reports are drawn. This data helps to ascertain the degree to which federal benchmarks for healthy nutrition are met. Volunteers contact clients either in person or by phone and update individual client assessments. MOWMP is additionally required to conduct two HDM client surveys per year, one in November/December and one in May/June. Responses to survey questions are entered into a database and shared with funding entities and with the Area Agency on Aging.

The client survey measures outcomes, as self-reported by clients, to the following federal benchmarks for healthy nutrition: 1) Eating healthy nutrition daily; 2) Eating fruits, vegetables and dairy daily; 3) Eating 2 meals per day daily. MOWMP also asks the impact on the program on 1) Client ability to remain at home and 2) Client sense of health and well-being as a consequence of participation in the program. Qualitative queries regarding quality of food, service, volunteers are also included.

8. How will the proposed activity or project directly respond to the Corona Virus Pandemic? Packet Page 161
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=123&rpt=A10658 3/8 For example, Agency C may have provided emergency food assistance for x-persons in calendar 2019.

Because of economic dislocation in 2020, demand for emergency food assistance increased to y-persons, a z-% change, in 2020.

MOWMP has partnered with United Way Monterey County to provide meals for COVID-quarantining clients in Seaside, and across the Monterey Peninsula. This partnership aims to facilitate quarantining and isolation for residents who test positive for COVID-19 by ensuring the delivery of freshly prepared meals five days a week.

9. Explain how the proposed activity or project will meet the corona virus objectives of: prevention, preparation for, and/or response.

For example, Agency B expanded their Senior food delivery program to deliver meals to seniors sheltering in place as a proactive measure to prevent exposure to the Coronavirus.

MOWMP has increased its food production capacity to help address the challenges faced by local seniors, one of the most impacted communities amid the COVID-19 pandemic. Shelter-in-place orders designed to keep high-risk members of the community safe have led to a steady increase in the number of local seniors who rely on the agency’s Home Delivered Meals program. MOWMP is uniquely positioned to reach vulnerable individuals and has developed creative solutions to ramp-up food delivery.

Through the addition of on-site storage, a new, large-capacity tilt skillet and walk-in freezer, more staff to prepare meals, and strong community partnerships with the Food Bank for Monterey County and Meals on Wheels of the Salinas Valley, the agency is now producing meals to meet a 93% increase in total demand.

11. Explain how your organization will avoid duplication of benefits? MOWMP is currently the only program on the Monterey Peninsula to deliver 2.5 nutritious meals five days per week to the homebound. Where once the home delivered meals program acted as supplemental nutrition for homebound adults, it has now become the chief source of nutrition for a population significantly impacted by health challenges and a volatile economy.

Seaside CDBG funds will be used to cover the costs of food only. We estimate food costs to be to be approximately $9.20 per delivery. We estimate that we will make 25,000 deliveries. At $9.20 per delivery for 25,000 deliveries, food costs alone will be $230,000 for the Seaside program. A grant of $20,000 will cover 9% of food costs. Total Seaside program costs are estimated to be $375,000. A Seaside contribution of $20,000 would equal 5% of total program costs.

PART 5 CONFORMENCE WITH CONSOLIDATED PLAN

1. Describe how the need for the activity or project was determined? Attach a needs assessment, market study, or other documentation demonstrating project need.

Upon entry into the program, the MOWMP staff conducts an intake assessment of nutritional risk and activities of daily living, as required by the Older Americans Act Nutritional program. Data is entered into the Area Agency on Aging GetCare database from which reports are drawn. This data helps to ascertain the degree to which federal benchmarks for healthy nutrition are met. Volunteers contact clients either in person or by phone and update individual client assessments. MOWMP is additionally required to conduct two HDM client surveys per year, one in November/December and one in May/June. Responses to survey questions are shared with funding entities and with the Area Agency on Aging.

3. Describe how you will meet the need identified above.

Founded in 1972, MOWMP's Home Delivered Meals program has developed over the past 49 years to meet the complex nutritional health needs of frail, elderly and disabled homebound adults who cannot shop or cook for themselves and have no adult caregiver in the home. Meals on Wheels of the Monterey Peninsula’s program has been in continuous operation since that date and provided uninterrupted services in the face of a 94% increase in demand since the onset of COVID-19. MOWMP serves daily meals that included milk, cereal, juice, fresh fruit, a freshly prepared hot entrée, soup or salad, a sandwich, and a dessert. The hot entrée includes one protein, one vegetable and at least 600 calories. On Friday, MOWMP offers a double meal that provides food for one day of the weekend. Per federal contract, MOWMP meals meet rigorous national guidelines for healthy senior nutrition.

4. Which one of the following City of Seaside Consolidated Plan Goals will you meet? Increased Decent and Affordable Housing
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5. Describe how you will meet the goal identified above. Meals on Wheels is one of only 10% of Home Delivered Meals programs nationwide that still serves a freshly prepared hot meal daily. Clients who received home-delivered meals had greater improvements in self-rated health and had reduced rates of hospitalization compared to homebound clients who received frozen meals several times per week. This group was also significantly more likely to have improvements in feelings of isolation and loneliness and worries about aging in place compared to homebound adults who received frozen meals or adults who did not receive home delivered meals. MOWMP’s Home Delivered Meals program also offers ancillary benefits to clients. As outlined by the Administration on Aging, Meals on Wheels programs present opportunities for social engagement, which contribute to overall health and well-being.

Volunteer drivers provide clients with daily social interaction and information. Drivers also monitor client well-being and look for signs of elder abuse or self-neglect. In such instances, the program manager informs family members, emergency services and county adult protective services as appropriate. The program has literally saved lives, as attested by numerous testimonials.

To ensure that families have the information they need to address issues facing an elderly, disabled parent or relative, MOWMP partners with Monterey County Adult Protective Services, the Monterey County Area Agency on Aging, and nonprofits such as the Alliance on Aging, United Way Monterey County, and Legal Services for Seniors.

PART 6 RELATIONSHIP TO EXISTING PROGRAMS

1. Leveraging: Complete the table below, using one line for each funding source used in the program/project that you are applying for.

Indicate the source of the funds.

Indicate if the funds are restricted or may be used for any type of program/project cost.

In column (A), enter the amount (all or part) that is on-hand at the time of application.

In column (B), enter the amount (all or part) that has been committed (in writing) but not yet on-hand.

In column (C), enter the amount (all or part) that has been pledged or awarded, but not yet formally awarded.

Column (C) may also include planned amounts to be contributed from your agency's annual operating budget including fund-raising revenue.

Your requested CDBG funds is copied from your entry in Part 1 You must provide supporting documentation in the attachments section for all onhand and committed funding.

Source Restricted
Use?
Total Amount
On-Hand(A)
Amount
Committed
(B)
Amount
Pledged
(C)
On-Hand
Plus
Committed
% On-Hand
Plus
Committed
City of
Monterey
CDBG
Yes $20,000 $20,000 $0 0%
State/Local
Funds
CHOMP
Foundation Yes $10,000 $10,000 $10,000 100%
Private
Funds
Community
Foundation Monterey
County
Yes $30,000 $30,000 $0 0%
Private
Funds
Monterey
Peninsula
Foundation
Yes $50,000 $50,000 $0 0%
Private
Funds
Monterey
County
CDBG
Yes $20,000 $20,000 $0 0%
State/Local
Funds
TOTAL $150,000 $10,000 $0 $140,000 $10,000 7%
Leveraging Ratio 13%

Seaside CDBG funds will be used to cover the costs of food only. We estimate food costs to be to be approximately $9.20 per delivery. We estimate that we will make 25,000 deliveries. At $9.20 per delivery, food costs alone are estimated to be $230,000 for the City of Seaside home delivered meals program. A grant of $20,000 will cover 9% of food costs. Total Seaside program costs are estimated to be $15.00 per delivery for 25,000 deliveries or $375,000 per year. A Seaside contribution of $20,000 would equal 5% of total program costs.

Through the generous support of other local organizations and through the use of MOWMP's endowment fund, the agency is able to zero-balance costs for the Home Delivered Meals program. All contributions, including local/state/federal, are not enough to cover the total program costs and this is why MOWMP uses its own endowed funds to zero-balance costs.

The Home Delivered Meals program is run by MOWMP's small kitchen and administrative staff and corps of 200+ volunteer drivers. Without the support of volunteers, the program would simply not be sustainable.

Packet Page 163
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=123&rpt=A10658 5/8 Increasingly, home delivered meals clients are at risk and low-income. The economy continues to have a significant impact on seniors, many of whom are aging up and out of their savings. More than half of our clients cannot afford to make any donation or can only make a small donation to their daily delivery. Increasingly, Meals on Wheels is becoming a significant source of healthy nutrition for homebound seniors. Seaside client donations have fallen again from $2.49 per delivery last fiscal year to $1.51 per delivery on average. Continued efforts at cost containment by kitchen management and an ongoing partnership with the Food Bank of Monterey County has helped MOWMP to hold the line on food/supply costs.

PART 7 ORGANIZATIONAL CAPACITY AND EXPERIENCE

1. Please outline your organization's purpose. Include how long the organization has been in operation, mission statement and current business plan, if applicable.

Our mission is to empower seniors, disabled adults, and veterans to remain independent by nourishing their bodies, minds, and spirits, and drive out hunger and isolation in Monterey County. MOWMP has been operational since 1972. Our programs are dedicated to promoting the physical, social, and personal well-being and independence of seniors, homebound frail elderly, and disabled adults on the Monterey Peninsula. Programs and services enable people to enjoy good health and the highest quality of living as long as possible.

2. List the locations of all facilities, and days and hours of operation. Meals on Wheels of the Monterey Peninsula is located at the MOW Community Center in Pacific Grove. The Center, and MOWMP, is operational from 8-5pm M-F and supplies all of the food for group dining sites in Pacific Grove, Monterey, Marina, and Seaside.

3. Describe internal administrative controls to be used, including financial record-keeping procedures and management controls. Upload copy of financial policies. Meals on Wheels of the Monterey Peninsula’s internal controls are policies and procedures it follows in its operations. Administrative controls include determining the segregation of duties among departments and employees, deciding which departments are authorized to conduct particular activities and developing independent verification systems. The latter means that the departments oversee one another's activities, providing a system of checks and balances.

Administrative departments handle major planning activities, often in collaboration with other departments. Other administrative responsibilities include ensuring Meals on Wheels of the Monterey Peninsula complies with laws and contracts and making sure it has appropriate insurance. Administrative departments frequently handle much of the correspondence with clients as well. Administrative departments ensure the agency complies with safety standards and schedule facilities inspections as needed.

Procurement of goods and services for Meals on Wheels of the Monterey Peninsula must be conducted in an open and competitive environment to ensure that prices paid are fair and reasonable. Purchasing activities are conducted in the Operations department. Purchasing activities include obligations for proper transaction documentation, fiscal responsibility, ethical behavior, adherence to federal and state government regulations, and compliance with agency by-laws and policies.

Procurement Services provides support to Meals on Wheels of the Monterey Peninsula in the selection, acquisition, use and disposal of goods and services by:

A. Maximizing the agency’s purchasing power by focusing on strategic sourcing and obtaining the best value.

B. Leveraging its expertise in contract negotiations and supplier management to advantage the agency.

C. Streamlining processes and investing in new technologies to provide administrative efficiencies.

D. Ensuring that purchases are made in accordance with all applicable agency bylaws, laws, regulations, codes, and ordinances.

5. Describe the record-keeping system to be used to maintain program data.

Upon entry into the program, the MOWMP staff conducts an intake assessment of nutritional risk and activities of daily living, as required by the Older Americans Act Nutritional program. Data is entered into the Area Agency on Aging GetCare database from which reports are drawn. This data helps to ascertain the degree to which federal benchmarks for healthy nutrition are met. Volunteers contact clients either in person or by phone and update individual client assessments. MOWMP is additionally required to conduct two HDM client surveys per year, one in November/December and one in May/June. Responses to survey questions are entered into an Excel spreadsheet and shared with funding entities and with the Area Agency on Aging.

6. Describe your agency's process for verifying beneficiary eligibility and attach copy of all intake forms.

Our Home Delivered Meal Program serves seniors aged 60 and older who are homebound and have limited access to shopping and preparing meals on a consistent basis.

7. Describe the mechanisms to be used to fulfill responsibilities regarding federal cross-cutting regulations that may apply (e.g. non-discrimination, equal employment opportunities, and other local, state and other federal requirements). If applicable, provide copy of existing administrative and/or program policies. Meals on Wheels of the Monterey Peninsula does not and shall not discriminate on the basis of race, color, religion, gender, gender expression, age, national origin, disability, marital status, sexual orientation, or military status, in any of its activities or operations. These activities include, but are not limited to, hiring, and firing of staff, selection of volunteers and vendors, and provision of services. We are committed to providing an inclusive and welcoming environment for all members of our staff, clients, volunteers, subcontractors, vendors, and clients. Meals on Wheels of the Monterey Peninsula is an equal opportunity employer. We will not discriminate and will take affirmative action measures to ensure against discrimination in employment, recruitment, advertisements for employment, compensation, termination, upgrading, promotions, and other conditions of employment against any employee or job applicant on the bases of race, color, gender, national origin, age, religion, creed, disability, veteran's status, sexual orientation, gender identity or gender expression.

HUD requires the City to assess and report the productivity and impact of CDBG funds. CDBG recipients must be able to establish clearly defined outcomes and quantify the effectiveness of activities. All applicants must Packet Page 164
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MOWMP will evaluate the number of clients and meals served by Home Delivered Meals program in the City of Seaside and report its findings to the City. Because MOWMP receives Administration on Aging pass through funds of the Monterey County Area Agency on Aging, it is required by its federal grant to maintain detailed records on the number of clients and meals served, as well as information regarding the nutritional health and activities of daily living of its clients.

9. Describe the capacity of your organization to carry out the proposed activity, including the ability to quantify and measure results. You should include previous federal grants management, fiscal staff resources, skills and experience. Meals on Wheels is also one of only 10% of home delivered meals programs nationwide that still serves a freshly prepared hot meal daily. Receiving a fresh meal delivered daily by a caring volunteer impacted the well-being of the homebound. Clients who received home-delivered meals had greater improvements in self-rated health and had reduced rates of hospitalization compared to homebound clients who received frozen meals several times per week. This group was also significantly more likely to have improvements in feelings of isolation and loneliness and worries about aging in place compared to homebound adults who received frozen meals or adults who did not receive home delivered meals. Although a small pilot study, the data suggests that receiving freshly prepared home delivered meals daily makes clients feel safer, results in more social contact and less loneliness than clients receiving frozen meals.

The Home Delivered Meals program also offers ancillary benefits to clients. As outlined by the Administration on Aging, Meals on Wheels programs present opportunities for social engagement, which contribute to overall health and well-being.

10. Please complete the table below, which should encompass your full projected Agency FY22-23 budget.

Program
Staff
(Personnel) Supplies Equipment Overhead CapitalImprovements Total
City of Seaside Application $0 $0
Staff $724,087 $724,087
Supplies $288,600 $288,600
Capital $71,400 $71,400
Insurance $15,187 $15,187
Misc. $10,200 $10,200
TOTAL $724,087 $288,600 $10,200 $15,187 $71,400 $1,109,474 Total Budget less capital improvements $1,038,074
Application progam percent 0%

11. Please list previous grants/awards received from City of Seaside Program Year Project
Amount
Funded
City of Seaside
FY 2020-2021 Home Delivered Meals $7,012
FY 2019-2020 Home Delivered Meals $7,817
FY 2018-2019 Home Delivered Meals $7,187
FY 2017-2018 Home Delivered Meals $10,000
FY 2016-2017 Home Delivered Meals $10,000

12. Describe your past experience with grants from the City of Seaside. If there were performance issues, please describe the steps you have taken to correct them
MOWMP values its relationship with the City of Seaside. The past CDBG, COVID-specific, and Social Service grant funds awarded by the City of Seaside to MOWMP has helped to provide warm meals and daily wellness checks to homebound seniors across the Monterey Peninsula.

Part 8 - For CDBG Funds

12. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide: 05A - Senior Services

3. This program provides assistance of the following type: Presumed Benefit - Ederly persons (62+)

4. Number of Unduplicated Beneficiaries previously served by the project.

City of Seaside
Period Actual Monthly
Average
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July 1, 2021 - December 31, 2021 230 38

5. Number of Unduplicated Beneficiaries projected to be served by the project.

Outcome Measure
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Total # Served % # Served % # Served % # Served % MOWMP anticipates that it will
provide 2.5 meals per day to
approximately 230+ eligible
Seaside homebound residents.
58 25% 58 25% 58 25% 58 25% 232
TOTAL 58 25% 58 25% 58 25% 58 25% 232

7. Cost-per-Beneficiary for this project(CDBG Request/CDBG Beneficiaries)=$ City of Seaside
CDBG Request CDBG Beneficiaries Total Cost-per-Beneficiary $20,000 232 $86.21

8. Indicate the funding set-aside the activity belongs to: Senior Services

9. Please justify the cost per person served. If you believe there are compelling reasons or extenuating circumstances for a relatively high cost please explain.

Seaside CDBG funds will be used to cover the costs of food only. We estimate food costs to be to be approximately $9.20 per delivery. We estimate that we will make 25,000 deliveries. At $9.20 per delivery for 25,000, food costs alone will be $230,000 for the Seaside program. A grant of $20,000 will cover 9% of food costs. Total Seaside program costs are estimated to be $375,000. A Seaside contribution of $20,000 would equal 5% of total program costs.

10. As required by the Federal Office of Management and Budget (OMB) and HUD, describe how the overall project budget is cost effective and reasonable for the anticipated result.

The Home Delivered Meals program enhances the quality of life for a diverse community of frail, elderly, and disabled Seaside residents. It is a cost effective, fiscally-sound program that addresses the needs of Seaside families by offering daily wellness checks, socialization, and healthy nutrition five days a week for homebound elders and disabled adults. The home delivered meals program supports not only the health of senior residents, it supports community and family needs. The program offers nutritional resources, respite, and assurance to families that the nutritional health and well-being of a homebound family member is being addressed and monitored daily by a leading social service agency, by agency staff and by trained and caring agency volunteers. Daily wellness checks apprise family members, medical teams, emergency service personnel, and in some cases, Adult Protective Service administrators of the health and well-being of vulnerable community residents. Socialization with an MOWMP volunteer ensures that homebound residents have access to nutritional and agency information and are less isolated within their communities.

Worksheet # 1 - Positions to be Funded
Please list each position for the activity for which funding is requested.

Complete all columns with entry boxes.

Job Title % of FTE
Requested CDBG
Personnel Funding,
City of Seaside
Grand Total $0
Worksheet # 2 - Operational Budget
Budget Category
Actual Budget
for July 1, 2021
to June 30,
2022
Projected
Budget for July
1, 2022 to June
30, 2023
% Increase
or Decrease
CDBG Funds
Request, City
of Seaside
Other Staff $1,206,812 $1,206,812 0% ------------
Supplies and Materials
Consumable Supplies $288,600 $288,600 0% $20,000
Non-Consumable Supplies $71,400 $71,400 0%
Outside Services
Telephone $17,550 $17,550 0%
Utilities $17,550 $17,550 0%
Maintenance $17,550 $17,550 0%
Contract/Consultant Services $17,550 $17,550 0%
Other Charges
Rent $116,400 $116,400 0%
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Insurance $15,187 $15,187 0%
Capital Outlay
Equipment/Furniture $100,000 $100,000 0%
Other - # of lines needed:

Total $1,868,599 $1,868,599 $20,000
Total Funding Requested from Part 1 $20,000
Attachment Link or Explanation for Missing Attachments
1 HUD Agency Certification - Download this document, complete it, and upload to this item.

MOWMP_HUD_Cert_2022.pdf
2 Federal and State Tax Exemption Determination Letters/Non-Profit Certification (e.g., IRS 501C (3) Letter)
MOWMP_501c3.pdf
3 Articles of Incorporation/Bylaws MOWMP_Articles_of_Incorporation.pdf 4 Certificate of Good Standing with the State (http://kepler.sos.ca.gov/) MOWMP_Entity_Status_2022.pdf 5 Organizational Chart MOWMP_Org_Chart__Seaside_CDBG.pdf 6 List of Current Board Members [with titles, contact data (i.e., telephone, email, address) and current terms]
MOWMP_BOD_List_12-17-21.pdf
7 Resumes of Program Administrator and Fiscal Officer NA 8 Evidence of Insurance/Fidelity Bonding/Worker's Compensation MOWMP_Insurance_Seaside.pdf 9 Audited Annual Financial Statements covering 2 Years MOWMP_Audited_FS_2020.pdf 10 Signed Authorization to Request Funds (usually Executive Director or Board of Directors)
MOWMP_Request_for_Funds_2022.pdf
11 Designation of Authorized Officials (usually Executive Director or Board of Directors)
MOWMP_Designation_of_Authorized_Officials_2022.pdf
12 Conflict of Interest Policy MOWMP_Conflict_of_Interest_Policy.pdf 13 Project Team Experience and Qualifications NA
14 Project/Activity Timeline NA
15 Financial Policies MOWMP_Internal_Financial_Controls.pdf 16 Procurement Policies MOWMP_Procurement_Policy.pdf
17 Eligibility Intake Forms or Data Collection Tools (which should include Race and Ethnicity data fields as required by The Federal Office of Management and Budget (OMB)
MOWMP_New_Client_Intake_Form.pdf
18 Project/Activity Support Letters https://www.mowmp.org/testimonials/ 19 Program Evaluations HDM_Survey_Spreadsheet_Jan-Jun_21.pdf 20 Outreach Materials Home_Delivered_Meals_Program_Materials.pdf 21 Evidence of Project Support/Community Outreach (written endorsements, when available)
Griffin_Gazette_Dec_2021.pdf
22 Limited English Proficiency (LEP) plan and/or equal access (Section 504) plan.

See HUD FAQs on LEP and HUD information on Section 504 for sub-grantees NA
23 Employee Handbook 202104_MOWMP_Employee_Handbook_FINAL_APPROVED.pdf 24 Record Retention Policies MOWMP_Record_Retention_and_Document_Control_Policy_2022.pdf 25 Federal Tax Form 990 MOWMP_Federal_990.pdf
26 State Tax Form 199 NA
27 Rental/Lease Agreement (if applicable) NA
28 Cost Alocation Plan NA
29 Other
30 Other
31 Other
Program Manager Signature Esther Hobbs
Date Signed 12/28/2021
Approved By: Haroon Noori
Date Signed 01/15/2022
Initially submitted: Dec 28, 2021 - 11:34:18
Packet Page 167
City of Seaside Application for Program Year 2022-2023
Part 1 - General Information
Legal Name of Organization
Submitting Proposal: Community Human Services
Program/Project Name: Seaside - Genesis House Facility Improvements 2022-23 Person Completing Application: Robin McCrae Title: Chief Executive Officer Direct Telephone: 831-658-3811
Email Address: [email protected]
Authorized Official: (e.g. Exec. Dir.): Robin McCrae Title: Chief Executive Officer Direct Telephone: 831-658-3811
Email Address: [email protected]
Program/Project Contact: Marta Sullivan Title: Senior Program Officer Direct Telephone: 831-899-2436
Email Address: [email protected]
Authorized Contact: Robin McCrae Title: Chief Executive Officer Direct Telephone: 831-658-3811
Email Address: [email protected]
Finance Contact: Sharon Lagana Title: Chief Financial Officer Direct Telephone: 831-658-3811
Email Address: [email protected]
Organization Mailing Address: P.O. Box 3076 City: Monterey Zip:
93942-3076
Organization’s Website Address: www.chservices.org
Organization Telephone: 831-658-3811
Organization Fax: 831-658-3815
Tax ID Number: 94-6367167 9 digits, format xx-xxxxxxx
Organization DUNS Number: 102098357 9 digits, format xx-xxx-xxxx Seaside Customer/Vender Number:

Type of Organization
(check all that apply): Non-Profit CHDO CBDO Faith-Based What is your agency's fiscal year? July 1 - June 30
Date of your organization's most recently completed audit. (Month/Year) 06/2021 Was this audit conducted in compliance with the Single Audit Act? Yes Are there any outstanding audit findings which remain unresolved? No Are you a Legal Services provider? No
Select type of Funding Requested and Type of Activity, then click to Update Application We are applying for funding from: City of Seaside
Type of Funding Requested: CDBG
Type of Activity: Public Service Other
Type of Program:
. Our proposal is for a City of Seaside project.

Amount Requested
City of Seaside CDBG $40,000
Is your organization submitting an application for multiple projects? PART 2 - PROJECT ELIGIBILITY

1. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide. 03 - Public Facilities & Improvements

3. Mark the box below that indicates the national objective met:

Activities Benefiting Low and Moderate-Income Persons. 570.208(a) LMC-Limited Clientele. 570.208(a)(2)
Low/Mod Clientele. 570.208(a)(2)(i)
Client Document Review. 570.208(a)(2)(i)(B)

4. Describe the population/target group your project will serve and how low and moderate-income persons will benefit.

The population/target group that the Genesis House program serves is low- and very low-income Monterey County adults suffering from substance use disorder. Individuals served by Genesis House are often unemployed or unemployable due to their addiction and unable to pay for services. In addition, socioeconomic factors such as unemployment and poverty increase the likelihood of substance abuse, making it vital that affordable treatment services are offered to low-income individuals. We anticipate serving 130 residents in Seaside during FY2022-23 and an additional 130 residents in FY2022-23. In addition the Perinatal Program allows mothers to bring their young children into treatment with them, eliminating what for some mothers is a barrier to treatment. Genesis House accepts Medi-Cal. It charges its non-Medi-Cal eligible clients on a sliding-fee scale based on ability to pay, and payment can be delayed until after graduation from the program. No one is turned away from the program due to inability to pay, so it is a wonderful option for substance abusers who have hit “rock bottom,” have no resources left, and are truly ready to go into treatment. Packet Page 168 Each successful graduate of Genesis House is transformed from a drain on their friends, family, and community to a productive member of society. This change can last a lifetime; it is hard to fully comprehend the long-term benefits individuals reap as a result of this program. It is clear, however, that Genesis House fundamentally changes the individual lives of our clients and of the Seaside community as a whole.

5. How will people or conditions in the community change as a result of what you do? The treatment of addiction will reduce the burden on local law enforcement by reducing crime, violence and homelessness and by increasing public safety. It will also increase employment, resulting in a reduced need for financial outlay by the city to provide funding towards jobless residents. The impact of addiction is felt strongly by the community. The economic cost of alcohol abuse in the United States is estimated to be approximately $185 billion annually. Alcohol use is responsible for increased violence and crime, decreased worker productivity, higher health insurance premiums, and increased death and injury from drinking-driving crashes. Untreated addictive disorders also contribute to homelessness. “For those with below-living wage incomes and who are just one-step away from homelessness, the onset or exacerbation of an addictive disorder may provide just the catalyst to plunge them into residential instability,” according to the National Coalition for the Homeless.

Check if the proposed activity will:

Help prevent homelessness?
Help those with HIV or AIDS?
Help the homeless?
Help the disabled?

6. Outcome Performance Measurement

1. Please choose the most appropriate performance measurement objective Create Suitable Living Environments

2. Please choose the most appropriate performance measurement outcome.

Availability/Accessibility
PART 3 - SCOPE OF WORK

1. Short description of proposed project for which funding is requested.

Genesis House is a 36-bed state-licensed, residential substance abuse treatment program for adults 18 years of age and older. This grant will be used to paint the exterior of the three buildings that comprise the treatment facility.

2. For each type of activity you provide, show the number served and the type of activity.

Number Served Type of Activity
200 clients Rehabilitated

3. Please list proposed activities for funding in one sentence for each activity.

Description of Activity
Activity #1 Paint the exterior of the facility

4. Provide any additional relevant description of proposed activity or project.

Genesis House is located in three adjacent buildings at 1152 Sonoma Avenue in Seaside, CA 93955. It is located on the
border of Census Block Group 1, 0136 and Census Block Group 2, 0137. It has a 36-bed capacity for men and women.

The co-ed program has a capacity of 28. In addition, up to six children ages 0-5 may reside with their mothers in treatment. Genesis House is a residential facility and open 24 hours a day, seven days a week. This project is pretty straightforward. We will repair siding as needed, wash and prep surfaces and paint the exterior of the buildings.

5. Provide a timetable for accomplishing objectives. Upload Project Timetable or complete the table below.

Description of Activity/Milestone Est. Completion Date
Paint exterior of the facility (3 buildings) June 30, 2023

NA. This is not a new project. We conduct extensive marketing and outreach in the community (community events and resource fairs, traditional and social media, CHS website, street outreach to homeless, etc.). We typically have a waiting list at Genesis House.

7. How will you measure the effectiveness or impact of your project in meeting the needs of the persons assisted with these HUD funds?
Genesis House addresses unmet community needs for Seaside's low-income population by providing access to a local residential substance abuse treatment and recovery program. We receive referrals from and coordinate services with the Department of Social and Employment Services, the Probation Department, and the Behavioral Health Department, as well as other nonprofit organizations such as Salvation Army, Community Homeless Solutions, Turning Point, Door to Hope, Sun Street Centers, Interim, Village Project and many other communitybased and faith-based organizations. CHS has also participated in gang awareness and community resource fairs sponsored by the City of Seaside’s Chief of Police. We also have formal partnerships with other agencies in several collaborative projects, including Seaside's Youth Violence Prevention Taskforce, the Parent Education Partnership, the Community Action Partnership, and the Pathways to Safety Partnership. The collaborative work of CHS enriches all of its programs and ensures a high level of service coordination for our clients.

Community Human Services uses a Self-Sufficiency Matrix evaluation tool (adapted from the Arizona SelfSufficiency Scale) agency-wide to measure the progress of all clients. Our clients will progress from a state of “In Crisis” or “Vulnerable” through “Safe” and “Stable,” toward a state of “Thriving,” as they are supported in reducing their substance use, improving their emotional and mental health, improving their living situation and increasing their self-sufficiency. In order to measure these outcomes, counselors will complete pre- and post-treatment evaluations of client’s mental health, drug use, or living situation and self-sufficiency status using the SelfSufficiency Matrix. Clients will be rated on a scale from 1 (In Crisis) to 5 (Thriving) in several domains. Domains Packet Page 169
measured will vary by program and may include mental health, substance abuse, support systems, life skills, housing, employment, food, legal, health care, education and parenting skills.

While the Self-Sufficiency matrix monitors short-term success, we monitor long-term success by following up with clients at regular intervals after they leave the program and by providing a complete aftercare program for graduates.

8. How will the proposed activity or project directly respond to the Corona Virus Pandemic? For example, Agency C may have provided emergency food assistance for x-persons in calendar 2019.

Because of economic dislocation in 2020, demand for emergency food assistance increased to y-persons, a z-% change, in 2020.

We have COVID safety protocols in place at Genesis, which includes cleaning and disinfecting protocols, masking and social distancing, testing or isolation for new admissions, isolation for clients experiencing COVID symptoms and quarantine for clients who test positive. All combined, the new protocols have an overall effect of slightly reducing maximum capacity from 36 licensed beds to about 30 beds. In addition, all staff at Genesis are required by the State to be vaccinated and boosted unless granted an exemption for medical or religious reasons. If granted an exemption, staff must wear a mask at all times without exception.

9. Explain how the proposed activity or project will meet the corona virus objectives of: prevention, preparation for, and/or response.

For example, Agency B expanded their Senior food delivery program to deliver meals to seniors sheltering in place as a proactive measure to prevent exposure to the Coronavirus.

Genesis House staff provides its clients with COVID prevention and education, hand sanitizers, face covering, and access to vaccinations and testing. We have remained open to the public the entire time during COVID-19 with appropriate program modifications.

As explained above, our capacity was slightly diminished as a result of implementing safety protocols for COVID.

However, due to successful pivoting we were able to maintain operations of this valuable community resource during these difficult times.

11. Explain how your organization will avoid duplication of benefits? Genesis House provides the only residential drug treatment beds on the Monterey Peninsula. Other residential providers (Door to Hope and Sun Street) are located in Salinas. All 3 program typically have waiting lists, so there really is NO duplication of services. The County would benefit from MORE residential services.

Community Human Services as an organization is working to continually move toward higher levels of community support and greater independence from finite funding sources. The ultimate goal of these activities is to cultivate donors toward major giving and planned giving in order to establish an endowment to provide for long-term financial stability of the organization as a whole. In order to fill any funding gaps while the agency’s donor database is being expanded, we will appeal to other public and private funding sources, some of which are already supporters of the program at smaller levels.

We would try to make up the difference through grants and donations. If we were unable to raise enough through these methods we could scale back the project by only replacing the flooring in client rooms and replacing the common area flooring at a later date.

The provision of CDBG funds would probably not have a huge impact on our ability to increase the level of service above and beyond what would be possible without the use of CDBG funds - at least in terms of number of clients served. However, it is possible we would have to dip into other funding categories that could have a negative effect on clients. We try to help clients with medication costs for example. We could conceivably have to discontinue that practice if we are forced to pay for these upgrades without CDBG help.

PART 5 CONFORMENCE WITH CONSOLIDATED PLAN

1. Describe how the need for the activity or project was determined? Attach a needs assessment, market study, or other documentation demonstrating project need.

Substance Abuse Treatment programs have a high utilization rate and maintain long waiting lists, which supports the on-going high need for such services. The need for residential substance abuse treatment was determined by the Monterey County Health Department in a comprehensive needs assessment in the early 1970’s. The 36 beds of residential treatment at Genesis represent about one-third of the County’s publicly-assisted treatment beds.

The impact of addiction is felt strongly by the community. The treatment of addiction will reduce the burden on local law enforcement by reducing crime, violence and homelessness and by increasing public safety. It will also increase employment, resulting in a reduced need for financial outlay by the city to provide funding towards jobless residents.

The economic costs of alcohol abuse in the United States are estimated to be approximately $185 billion annually.

Alcohol use is responsible for increased violence and crime, decreased worker productivity, higher health insurance premiums, and deaths and injuries from drinking-driving crashes. Untreated addictive disorders also contribute to homelessness. “For those with below-living wage incomes and who are just one-step away from homelessness, the onset or exacerbation of an addictive disorder may provide just the catalyst to plunge them into residential Packet Page 170
instability,” according to the National Coalition for the Homeless. In the 2017 Monterey County Homeless Census and Survey, thirty-eight percent (38%) of all respondents reported drugs or alcohol as the primary cause of their homelessness, much higher than 23% reported in 2015. Over half (58%) of chronically homeless survey respondents identified alcohol or drug use as the primary cause of their homelessness, a significant increase compared to 32% in 2015. Also, the most frequently reported health condition among all homeless was drug or alcohol abuse at 34%.

One of the most important indicators of a community’s economic well-being, the unemployment rate, paints an even clearer picture. In its 2007 Key Indicator Report, the Monterey County Department of Social and Employment Services lists the “Challenges to Employment” faced by CalWorks customers. Substance abuse was impacting more of them than mental health or domestic abuse. According to Sperling’s Best Places website, the unemployment rate for Seaside is 6.4% compared to 5.2% nationally.

3. Describe how you will meet the need identified above.

Genesis House is a residential substance abuse treatment and recovery program serving Monterey County adults 18 years of age and older. It consists of two programs based on the needs of its clients:
• The Co-ed Program offers 28 beds and lasts approximately 3 to 6 months. • The Perinatal Program offers 8 beds for pregnant and parenting women, with additional capacity for 6 children ages 0-5 to stay with their mothers while in treatment, and lasts approximately 7 to 10 months.

Residents of both programs receive a comprehensive assessment and individualized treatment plan; initial and ongoing medical services; medically supervised detoxification; individual and group counseling; HIV/AIDS, Hepatitis C and TB education, testing and counseling; relapse prevention; interactive parenting education; child care, transportation to medical/legal appointments; links to education, training, employment, housing and other community resources; 12 Step meetings on- and off-site; case management; discharge planning and aftercare.

There is a family program to educate family members about addiction and recovery and how to best support an individual in recovery. In our most recently completed fiscal year, Genesis House served 119 co-ed clients with 7,694 bed days of service and 28 perinatal clients with 2,402 bed days of service. Clients contacted six months post-treatment consistently report sobriety rates of over 80%. We decided to pursue this project because the need is great and the funding sources to keep it active are minimal.

4. Which one of the following City of Seaside Consolidated Plan Goals will you meet? Enhanced Homeless Facilities and Services

5. Describe how you will meet the goal identified above.

Exterior paint will improve the appearance/façade of the facilities, upgrade the facility, protect the structure from the elements and keep our services viable (accessible) for the community.

PART 6 RELATIONSHIP TO EXISTING PROGRAMS

1. Leveraging: Complete the table below, using one line for each funding source used in the program/project that you are applying for.

Indicate the source of the funds.

Indicate if the funds are restricted or may be used for any type of program/project cost.

In column (A), enter the amount (all or part) that is on-hand at the time of application.

In column (B), enter the amount (all or part) that has been committed (in writing) but not yet on-hand.

In column (C), enter the amount (all or part) that has been pledged or awarded, but not yet formally awarded.

Column (C) may also include planned amounts to be contributed from your agency's annual operating budget including fund-raising revenue.

Your requested CDBG funds is copied from your entry in Part 1 You must provide supporting documentation in the attachments section for all onhand and committed funding.

Source Restricted
Use?
Total
Amount
OnHand(A)
Amount
Committed
(B)
Amount
Pledged
(C)
On-Hand
Plus
Committed
% On-Hand
Plus
Committed
Behavioral
Health
Contracts
Yes $143,383,300 $0 $0 $143,383,300 $0 0%
State/Local
Funds
TOTAL $143,423,300 $0 $0 $143,423,300 $0 0%
Leveraging Ratio 0%

CHS as an organization is working to continually move toward higher levels of community support and greater Packet Page 171 independence from finite and government funding sources. The ultimate goal of these activities is to cultivate major donors and planned giving in order to establish an endowment to provide for the long-term financial stability of the organization as a whole. While current donation levels will not be sufficient to support Genesis House improvements exclusively, fundraising goals are increased each year. In order to fill any funding gap while the agency’s donor database is being expanded, we will appeal to private funding sources, some of which already support the program at smaller levels, including Community Foundation for Monterey County, Nancy Buck Ransom Foundation, City of Monterey, In-N-Out Burger Foundation, Safeway Foundation, XL Catlin, Talbott Foundation, Edna McConnell Clark Foundation, Best Buy Foundation and others. Another somewhat unique funding stream for CHS is provided through our Joint Powers Authority (JPA) status. Fifteen cities and school districts comprise the membership of the nonprofit JPA. Each member entity appoints a representative and an alternate to the governing policy-making board and makes a financial contribution to the agency annually. In this way, JPA members are directly invested in the agency’s success. This unique organizational structure gives CHS the ability to pool local resources and leverage State and Federal funding for maximum impact, and respond rapidly to emerging community needs. CHS also partners with a number of local organizations and businesses including; Goodwill Industries, Good Samaritan Center (Salvation Army), 2-1-1 Information (United Way), Shelter Outreach Plus, Monterey Rape Crisis Center, Food Bank for Monterey County, Planned Parenthood, Social Services, Community Hospital of the Monterey Peninsula, Monterey Adult School, Job Corps, California Conservation Corps, Military Recruitment Offices, Monterey-Salinas Transit, Monterey County Behavioral Health, Dorothy’s Kitchen/Franciscan Workers, and the area’s free clinics. Genesis House is also the beneficiary of many in-kind donations as well.

Several local churches are consistent donors of food, hygiene items, and clothing.

CHS is proud of the collaborations we have built in the city and county of Monterey; our ability to refer clients to other programs strengthens the impact we have on this vulnerable population. We work with and refer clients to organizations including but not limited to Goodwill Industries for clothing and household goods, Good Samaritan Center (Salvation Army), 2-1-1 Information (United Way), Community Homeless Solutions for shelter and housing, Monterey Rape Crisis Center for counseling and support, Food Bank for Monterey County for food, Planned Parenthood for reproductive and health care, Social Services for benefits enrollment, Community Hospital of the Monterey Peninsula for emergency medical care, Monterey Adult School for classes and GED, Job Corps for employment opportunities, California Conservation Corps for employment opportunities, Military Recruitment Offices, Monterey-Salinas Transit, Monterey County Behavioral Health for psychiatric care, Dorothy’s Kitchen/Franciscan Workers for shelter, medical care and meals, the area’s free clinics for medical care and several continuation high schools for classes and GED.

PART 7 ORGANIZATIONAL CAPACITY AND EXPERIENCE

1. Please outline your organization's purpose. Include how long the organization has been in operation, mission statement and current business plan, if applicable.

Mission: Community Human Services is a nonprofit agency dedicated to providing high quality mental health, substance abuse and homeless services to Monterey County residents to help them reach their full potential.

Vision: A community free of substance abuse, mental health challenges and housing instability.

Community Human Services recently celebrated its 50th anniversary, having been in operation since 1969. Our services address the underlying issues that keep individuals and families from realizing their full potential. We want our work to be effective, responsive, cost-efficient and collaborative.

In 2011, CHS completed its first formal five year strategic and business plan which includes goals for program enhancements and expansion, succession planning, facilities rehabilitation and income generation and diversification.Shelter operations is part of that plan. (Prior to that, we had developed one year action plans.) These plans periodically for progress and make adjustments as needed. The plan is then updated annually to include another year, making it a perpetual 5-year plan.

2. List the locations of all facilities, and days and hours of operation.

CHS operates the following facilities in Monterey County.

FAMILY SERVICE CENTERS
433 Salinas Street, Salinas, CA 93901, M-F, 8am to 5pm, Evenings & Weekends by appt. 1178 Broadway, Seaside, CA 93955, M-F, 8am to 5pm, Evenings & Weekends by appt.

OFF MAIN CLINIC
1083 South Main Street, Salinas, CA 93901, M-F 5am to 3pm, Weekends & Holidays 7am to 9:30am.

SAFE PLACE
590 Pearl Street, Monterey, 93940, M-F 8:30 am to 5:30pm, Evenings & Weekends by appt. Street outreach Mon.- Sat.

SAFE PASSAGE
544 Pearl Street, Monterey, CA 93940, Residential facility open 24/7 every day of the year. Business hours M-F, 8:30am to 5pm

GENESIS HOUSE
1152 Sonoma Avenue, Seaside, CA 93955, Residential facility open 24/7 every day of the year. Business hours MF, 8am to 4:30pm

ELM HOUSE
1001 Elm Avenue, Seaside, CA 93955, Residential facility open 24/7 every day of the year. Business hours M-F, 8:30am to 5pm

OUTPATIENT DRUG TREATMENT
1083 South Main Street, Salinas, CA 93901, M-F 9am to 5pm 2560 Garden Rd., Monterey, CA 93940, M-F 9am to 5pm

CASA DE NOCHE BUENA
Packet Page 172
1292 Olympia Avenue, Seaside, CA 93955, homeless shelter open 24/7 365 days/year. Business hours M-F 8am5pm.

3. Describe internal administrative controls to be used, including financial record-keeping procedures and management controls. Upload copy of financial policies.

Our attached Fiscal Manual adheres to all relevant procurement provisions and financial record keeping procedures. The Chief Executive Officer, Chief Financial Officer and Senior Program Officer conduct monthly reviews of service records to maximize service levels and ensure proper documentation of services in a program audit. The board of directors reviews this data monthly. In addition, the programs conduct monthly quality assurance reviews to comply with county and state standards. The agency has a fiscal policy manual and its administrative and fiscal controls have been reviewed and accepted by its accounting firm, which conducts the agency's annual audit. The board finance committee reviews agency financials monthly, including income statements and balance sheet, and reviews and accepts the fiscal audit annually. There have been no findings in the annual audit for over ten years. The annual audit is also reviewed and accepted by the State Controllers Office.

4. Describe how your agency will adhere to the procurement provisions under 24 CFR Part 85 or 84. Upload copy of your procurement policies. See http://portal.hud.gov/hudportal/HUD?src=/program_offices/cpo/grantee for more information. We will adhere to all associated procurement provisions under 24 CFR Part 85 or 84. The agency has a fiscal policy manual and its administrative and fiscal controls have been reviewed and accepted by its accounting firm, which conducts the agency's annual audit. The board finance committee reviews agency financials monthly, including income statements and balance sheet, and reviews and accepts the fiscal audit annually. There have been no findings in the annual audit for over ten years. The annual audit is also reviewed and accepted by the State Controllers Office.

5. Describe the record-keeping system to be used to maintain program data.

The Chief Executive Officer, Chief Financial Officer and Senior Program Officer conduct monthly reviews of service records to maximize service levels and ensure proper documentation of services in a program audit. The board of directors reviews this data monthly. In addition, the programs conduct monthly quality assurance reviews to comply with county and state standards

6. Describe your agency's process for verifying beneficiary eligibility and attach copy of all intake forms.

The clients served at Genesis House are primarily low or very low income individuals. We do collect various demographic data (race, age, income level, etc.) via our attached intake forms. Beneficiary eligibility is then verified via tax documents, pay stubs, etc. If clients do not have this information we ask them to self certify. Our intake forms are attached. Also, we utilize the Avatar system for intakes which also captures relevant client information.

Community Human Services is fully committed to nondiscrimination and equal employment opportunities. The personnel policies and practices of Community Human Services are to promote, recruit, hire and retain without discrimination on the basis of race, color, religious creed, age, sex, economic background, national origin/ancestry, political opinion or affiliation, sexual orientation, physical/mental disability, medical condition (including HIV/AIDS), marital status, pregnancy, familial status or military/veteran status. In addition, staff and board are involved in ongoing diversity training to examine and mediate potential bias as individuals, staff, board members, and as an organization. CHS's two housing programs are compliant with the Fair Employment and Housing Act. CHS is a Drug-Free Workplace, as well.

Genesis House uses standard data entry and reporting tools as mandated by funding sources. Client outcomes are tracked via a Self-Sufficiency Matrix tool that measures clients at intake and discharge in seven different domains, rating them on a scale from 1 to 5, where 1 equals “In Crisis” and 5 equals “Thriving.” The domains include Substance Abuse, Support Systems, Housing, Income, Employment, Legal, and Parenting Skills. Marta Sullivan, Senior Program Officer, is responsible for monitoring progress and she reports monthly to the Chief Executive Officer. All of our intake and data collection tools, including the Matrix tool are attached.

CHS has a long history of successful federal grant management experience. We have received HHS and HUD grants for over 20 years. For over 30 years we have received various Community Development Block Grants which emanate from HUD and are passed through cities and the State. As both a 501(c) 3 and JPA, CHS meets generally accepted accounting standards for both non-profits and government agencies with regard to documentation of income and expenses. Duties are separated per agency Fiscal Manual; e.g. requisitions are initiated by staff and approved by the supervisor, CEO, and CFO, checks are disbursed by a Bookkeeper, Office Manager opens mail, stamps checks & gives them to the Bookkeeper to prepare the deposit. The Bookkeeper reconciles bank statements and fees collected are receipted at the programs and forwarded to Administration for processing and deposit. Management, Finance Committee and Board review monthly financials. All payables, receivables and deposits are substantiated by a requisition, receipt, invoice, timesheet, record of deposit, etc. and approved by a manager. CHS contracts an independent financial audit by a certified public accounting firm annually. There have been no negative findings for the past 20-plus years. Peachtree accounting software is used for invoicing, billing, and accounts payable. Our CEO reports to the Board of Directors, which meets monthly, and is the immediate supervisor to CFO, SPO’s, Development Director and Administrative Services Manager. The SPO’s supervise Program Officers who, in-turn, supervise their program staff. CHS has an 87 page Personnel Policies Handbook given to all employees, volunteers, and subcontractors prior to hire/work.

10. Please complete the table below, which should encompass your full projected Agency FY22-23 budget.

Program
Staff
(Personnel)
Supplies Equipment Overhead Capital
Improvements
Total
City of Seaside Application $0 $0 $0 $0 $40,000 $40,000 Administration $926,940 $39,681 $7,653 $296,108 $0 $1,270,382 Casa de Noche Buena $358,136 $107,489 $2,716 $309,135 $0 $777,476 Packet Page 173
DV/SV/PE/P2S $339,501 $5,479 $1,344 $70,322 $0 $416,646 Mental Health $590,030 $4,387 $2,696 $105,379 $0 $702,492 Outpatient Treatment
Centers
$371,487 $6,057 $4,151 $118,805 $0 $500,500
Genesis House $744,267 $96,088 $4,122 $367,144 $0 $1,211,621 Elm House/Sonoma House $0 $252 $0 $77,193 $0 $77,445
DAISY/SUPP $632,260 $7,711 $100 $21,448 $0 $661,519
Off Main Clinic $829,974 $25,754 $7,114 $348,823 $0 $1,211,665 Runaway/Homeless Youth
Prgms
$765,005 $61,868 $5,640 $226,865 $0 $1,059,378
TOTAL $5,557,600 $354,766 $35,536 $1,941,222 $40,000 $7,929,124 Total Budget less capital improvements $7,889,124
Application progam percent 1%

11. Please list previous grants/awards received from City of Seaside Program Year Project
Amount
Funded
City of Seaside
FY 2020-2021 Electrical Improvements $30,000
FY 2019-2020 Plumbing improvements $30,000
FY 2018-2019 Window replacements $43,757
FY 2017-2018 Kitchen improvements $30,000
FY 2016-2017 Asphalt improvements $30,000

12. Describe your past experience with grants from the City of Seaside. If there were performance issues, please describe the steps you have taken to correct them
CHS has over 11 years of experience managing grants from the City of Seaside CDBG program. For the past 6 years we have received funding for facility improvement projects at Genesis House. We have never had any issues or de-obligations and the projects have always run smoothly. The City has monitored Genesis House in the past with no significant findings. Our various programs are monitored by many federal, state, city and private funding sources. For example, Genesis House is monitored annually by the State Department of Health Care Services and Monterey County Behavioral Health Department; any findings are typically minor and addressed within 30 days with a Corrective Action Plan. In addition, Genesis House, Off Main Clinic, and our Family Service Centers are also accredited by the Commission on Accreditation of Rehabilitation Facilities (CARF) certified and undergo intensive site visits every three years for compliance monitoring and re-accreditation.

Part 8 - For CDBG Funds

12. Our proposal is for a City of Seaside project.
1A. Please identify the types of facilities:

Other Facilities (please specify, e.g., streetlights)
If you selected Infrastructure or Other, please explain: Substance Abuse Treatment Facility (public facility) 1B. Please identify the types of Improvements
Rehabilitation/Improvement
If you selected Other, please explain: Exterior Paint

2. Complete applicable items for all public facility and infrastructure projects (including acquisition, rehabilitation and demolition). a. Who is the legal owner of the property?
Owner Name: Community Human Services
Owner Address: P.O. Box 3076, Monterey, CA
93942-3076
Phone Number: 831-658-3811
Email Address, if applicable:
b. If your organization is pursuing site control, please upload a Timeline that demonstrates when firm site control will be obtained and include all documents issued by your organization pursuing site control.

Indicate the final owner of the property.

Owner Name:

Owner Address:

Phone Number:

Exterior paint is worn and faded, approximately 10 years old, and in obvious need of repainting both for appearance and to protect the siding and structure from the elements.
j. Age of Structure? (Please cite data source used to determine age of structure.) 58 years, based on 2003 loan appraisal
k. Historic Status of Structure?
Listed in the National Register of Historic Places
If this box was selected, please provide accurate title of listed structure: NA Listed as a California Historic Landmark
If this box was selected, please provide accurate title of listed structure: NA Listed as a local Historic and Architectural Resource
If this box was selected, please provide accurate title of listed structure: NA Other, please explain:

None of the above

3. Cost-per-Beneficiary for this project(CDBG Request/CDBG Beneficiaries)=$ CDBG Request CDBG Beneficiaries Total Cost-per-Beneficiary $40,000 200 $200.00

The project bid will specific clearly that this is a prevailing wage project, as will the contract. Project Manager Tom Sullivan will ensure that project contractor pays prevailing wages and certify payroll on a regular basis. CHS has had a number of prior projects requiring Davis-Bacon wages, including several City of Seaside CDBG grants that were successfully completed. Others include City of Monterey CDBG grants for facilities improvements at Safe Place, and major rehabilitation at Elm House and Safe Passage funded by California Housing and Community Development grants.
a. List name of person who will administer your Davis-Bacon compliance:

Name/Title: Tom Sullivan
Phone Number: (831) 600-6688
Email Address:

Previous Experience with Davis-Bacon: Yes
b. Provide prior related experience (e.g., list other developments, projects, trainings) Tom Sullivan Consulting has over 35 years of building, project management, damage remediation and consulting experience.

5. Has proposed project undergone any form of environmental review process? Please review HUD's Environmental Review information and the California Office of Historic Preservation website.

Yes
All HUD funded activities/projects will require an environmental review record.

6. Lead-Based Paint Compliance. Describe how your organization will address hazards that may be associated with the proposed project.

CHS will comply with Title X requirements for the Notification, Evaluation, and Reduction of Lead-Based Paint Hazards in Federally Owned Residential Property and Housing Receiving Federal Assistance. Tom Sullivan Consulting has extensive experience in this area of construction and damage remediation.

7. Have preliminary design sketches been completed for the proposed project? If yes, please attach copies (must be to scale, preferably copied on 8 ½ x 11 sheet) in the attachments section.

8. As required by the Federal Office of Management and Budget (OMB) and HUD, describe how the overall project budget is cost effective and reasonable for the anticipated result.

The project cost is effective and reasonable because it is based on Davis-Bacon prevailing wages. We will go out to bid on the work to be done and accept the lowest acceptable bid. We have received unofficial estimates for this work (taking into account Davis-Bacon) and believe the project will cost close to the budget. It is a relatively simple project that is straightforward as far as costs are concerned, and unlikely to have change orders and cost overruns.

For Housing and Facilities programs, enter below your requested Project funding below for the 2 year period including FY 2022 & FY 2023. Include in the Timeline and Milestones section of this application the time frame when you will be spending the requested funds. Projects should be "Shovel-Ready", and amounts funded must be used before the end of the period applied for. Packet Page 175 Please complete the Development Budget, or an excel spreadsheet can be uploaded in lieu of completing Worksheet No. 3.

Use one of the "Other" boxes in the Attachment section to upload this worksheet.

NOTE: If you upload a spreadsheet, you must ALSO enter HUD Funds Requested in this table.

Worksheet # - Development Budget
(This worksheet should reflect HUD funds requested)
HUD Funds
Requested
Federal State Other Private
General Development Costs
Construction Loan Interest $0
Real Estate Taxes During Construction
Builders Insurance Liability
Financing Fees
Legal Fees
Title & Recording Expenses
Organizationl Expenses
Rent-up & Marketing
Other - # of lines needed:

Total General Development Costs $0 $0 $0 $0 $0
Construction Costs
Structure
Project Amenities
Site Preparation
Off-Site Improvements
Other - # of lines needed: 1
Exterior Paint $40,000
Total Construction Costs $40,000 $0 $0 $0 $0
Construction Fees
Impact Fees, Permits, School Fees
(attach schedule identifying costs by
type & amount)
Bond Premium
Architectural/Engineering
Developer Fees
Other - # of lines needed:

Total Construction Fees $0 $0 $0 $0 $0
Equity / Financing
Up Front Land Payment
Total General Development Costs $0 $0 $0 $0 $0
Total Construction Costs $40,000 $0 $0 $0 $0
Total Construction Fees $0 $0 $0 $0 $0
Developer Equity/Fee
Total To Be Financed
First Mortgage Amount
Total Equity/Financing Fees
TOTAL DEVELOPMENT COST $40,000 $0 $0 $0 $0
Total Project Financing $40,000
Attachment Link or Explanation for Missing Attachments
1 HUD Agency Certification - Download this document, complete it, and upload to this item.

AGENCY_CERTIFICATIONS_HUD.pdf
2 Federal and State Tax Exemption Determination Letters/Non-Profit Certification (e.g., IRS 501C (3) Letter)
Proof_of_Non-Profit_Status.pdf
3 Articles of Incorporation/Bylaws Articles_of_Incorporation_-_Joint_Powers_Agreement.pdf Bylaws_-_Community_Human_Services.pdf
4 Certificate of Good Standing with the State (http://kepler.sos.ca.gov/) CERTIFICATE_OF_GOOD_STANDING_EXPLANATION.pdf 5 Organizational Chart Org_Chart_2020_revised_7.14.20.pdf 6 List of Current Board Members [with titles, contact data (i.e., telephone, email, address) and current terms]
BOARD_ROSTER_REVISED_09.21.2021.pdf
7 Resumes of Program Administrator and Fiscal Officer Robin_Resume.pdf Sharon_Resume.pdf
Marta_Resume.pdf
8 Evidence of Insurance/Fidelity Bonding/Worker's Compensation 21-22_City_of_Seaside_COI.pdf
9 Audited Annual Financial Statements covering 2 Years CHS_Audit_Report_FYE_063021.pdf 2020_Audit.pdf
10 Signed Authorization to Request Funds (usually Executive Director or Board of Directors)
Authorizing_Letter_GH_2022-23.pdf
11 Designation of Authorized Officials (usually Executive Director or Board of Directors)
Designation_of_Authorized_Officials.pdf
12 Conflict of Interest Policy CHS_Personnel_Policies_Revised_11.18.21.pdf 13 Project Team Experience and Qualifications Sharon_Lagana_Resume_2014.doc Marta_Ann_Sullivan_Resume_2015.doc
Genesis_House_Job_Descriptions.pdf
14 Project/Activity Timeline GENESIS_HOUSE_PROJECT_TIMELINE.pdf 15 Financial Policies CHS_Financial_Policies.pdf
16 Procurement Policies CHS_Financial_Policies.pdf
Cal_Oms_Intake_Demographics_Form_.pdf
Packet Page 176
17 Eligibility Intake Forms or Data Collection Tools (which should include Race and Ethnicity data fields as required by The Federal Office of Management and Budget (OMB)
Genesis_House_Intake_Forms.pdf
18 Project/Activity Support Letters NA
19 Program Evaluations Matrix_Eval_Report_2020-2021.xlsx.pdf Q4_20-21_Progress_Report.pdf
GH_MATRIX.doc
Q4_20-21_CER.pdf
CDBG_Year_End_Narrative.doc
20 Outreach Materials Genesis_House_ROUND__18.pdf
SubstanceAbuse_TriFold_English.pdf
Substance_Abuse_Trifold_Spanish.pdf
CHS_OUTREACH_FLYER_BILINGUAL.pdf
21 Evidence of Project Support/Community Outreach (written endorsements, when available)
NA
22 Limited English Proficiency (LEP) plan and/or equal access (Section 504) plan.

See HUD FAQs on LEP and HUD information on Section 504 for sub-grantees LEP_Plan.pdf
23 Employee Handbook CHS_Personnel_Policies_Revised_11.18.21.pdf 24 Record Retention Policies Record_Retention_Policy_09.2021.docx Record_Retention_Schedule_11.12.21.docx
25 Federal Tax Form 990 CHS_2019_Form_990.pdf
26 State Tax Form 199 CHS_2019_Form_199_002.pdf
27 Rental/Lease Agreement (if applicable) NA
28 Cost Alocation Plan NA
29 Other Environmental Review ENVIRONMENT_REVIEW_FORM.doc 30 Other Genesis House Site Plan GH_Site_Plan.pdf
31 Other Capital Contract
Program Manager Signature Robin McCrae
Date Signed 01/10/2022
Approved By: Haroon Noori
Date Signed 01/15/2022
Initially submitted: Jan 10, 2022 - 12:20:46
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Part 1 - General Information
Legal Name of Organization
Submitting Proposal: Meals on Wheels Monterey Peninsula, Inc.

Program/Project Name: Meals on Wheels Community Kitchen Person Completing Application: Esther Hobbs Title: Development Manager Direct Telephone: 831-375-4454
Email Address: [email protected]
Authorized Official: (e.g. Exec. Dir.): Christine Winge Title: Executive Director Direct Telephone: 831-375-3097
Email Address: [email protected]
Program/Project Contact: Jacob Shafer Title: Development Director Direct Telephone: 831-375-4454
Email Address: [email protected]
Authorized Contact: Jacob Shafer Title: Development Director Direct Telephone: 831-375-4454
Email Address: [email protected]
Finance Contact: Jacob Shafer Title: Development Director Direct Telephone: 831-375-4454
Email Address: [email protected]
Organization Mailing Address: 700 Jewell Avenue City: Pacific Grove Zip:
93950
Organization’s Website Address: www.mowmp.org
Organization Telephone: 831-375-4454
Organization Fax: 831-375-9887
Tax ID Number: 94-2157521 9 digits, format xx-xxxxxxx
Organization DUNS Number: 123590747 9 digits, format xx-xxx-xxxx Seaside Customer/Vender Number:

Type of Organization
(check all that apply): Non-Profit CHDO CBDO Faith-Based What is your agency's fiscal year? July 1-June 30
Date of your organization's most recently completed audit. (Month/Year) 2.11.2021 Was this audit conducted in compliance with the Single Audit Act? Yes Are there any outstanding audit findings which remain unresolved? No Are you a Legal Services provider? No
Select type of Funding Requested and Type of Activity, then click to Update Application We are applying for funding from: City of Seaside
Type of Funding Requested: CDBG
Type of Activity: Public Service Other
Type of Program:
. Our proposal is for a City of Seaside project.

Amount Requested
City of Seaside CDBG $80,000
Is your organization submitting an application for multiple projects? PART 2 - PROJECT ELIGIBILITY

1. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide. 03A - Senior Centers

3. Mark the box below that indicates the national objective met:

4. Describe the population/target group your project will serve and how low and moderate-income persons will benefit.

The Community Kitchen, located at the site previously occupied by the VA Clinic – on the campus of CSUMB in the City of Seaside – will address challenges around food for Seaside residents and seniors, disabled adults, and veterans and all of Monterey County and help MOWMP meet the growing need brought on by an aging population, the pandemic that has brought with it a 94% increase in demand for MOWMP’s Home Delivered Meals program, and serve as a beacon partnership between some of the County’s most respected and strongly-rooted nonprofit organizations.

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5. How will people or conditions in the community change as a result of what you do? MOWMP's Community Kitchen will:
- Improve the quality of life of seniors, disabled adults, veterans, homeless, and low income families in Seaside - Improve access to nutritious food for the community's most impacted at-risk constituent groups - Help people remain in their homes, living healthily, for as long as possible - Demonstrate the power of community partnerships working towards the goal of ending hunger - Provide daily wellness checks by caring volunteers for hundreds of local residents each year Check if the proposed activity will:

Help prevent homelessness?
Help those with HIV or AIDS?
Help the homeless?
Help the disabled?

6. Outcome Performance Measurement

1. Please choose the most appropriate performance measurement objective Create Suitable Living Environments

2. Please choose the most appropriate performance measurement outcome.

Availability/Accessibility
PART 3 - SCOPE OF WORK

1. Short description of proposed project for which funding is requested.

CDBG grant funds will help support Meals on Wheels of the Monterey Peninsula's new Community Kitchen, in partnership with the Veteran’s Transition Center and Food Bank for Monterey County specifically through the purchase of an automatic flow wrapping machine that will be used daily in the production of hot meals. The Community Kitchen, located at the site previously occupied by the VA Clinic – on the campus of CSUMB in the City of Seaside – will address challenges around food for all of Seaside and Monterey County and help MOWMP meet the growing need brought on by an aging population.

2. For each type of activity you provide, show the number served and the type of activity.

Number Served Type of Activity
10,000 Hard Costs

3. Please list proposed activities for funding in one sentence for each activity.

Description of Activity
Activity #1 Equipment to help produce 10,000+ meals per day.

4. Provide any additional relevant description of proposed activity or project. With the purchase of an automatic flow wrapping machine - among other equipment - MOWMP's Community Kitchen will increase the organizations meal production capacity from 1,500 meals per day to over 10,000. In partnership with the VTC and the Food Bank, MOWMP will expand its mission to not only serve a homebound senior and disabled population that is steadily on the rise, but also include other constituent groups facing food insecurity such as veterans, homeless, children, those impacted by the pandemic, and more.

5. Provide a timetable for accomplishing objectives. Upload Project Timetable or complete the table below.

Description of Activity/Milestone Est. Completion Date
Begin construction of Community Kitchen Q2-2022
Purchase and installation of food production equipment Q3-2022 Launch expanded meal delivery services Q2-2023

Although this is a new kitchen, Meals on Wheels of the Monterey Peninsula Home Delivered Meals Program has been in operation for 50 years. The organization will continue robust marketing efforts in the community of its services to homebound seniors and expand its offerings to a variety of new constituent groups who face food insecurity.

7. How will you measure the effectiveness or impact of your project in meeting the needs of the persons assisted with these HUD funds?
Upon entry into the program, the MOWMP staff conducts an intake assessment of nutritional risk and activities of daily living, as required by the Older Americans Act Nutritional program. Data is entered into the Area Agency on Aging GetCare database from which reports are drawn. This data helps to ascertain the degree to which federal benchmarks for healthy nutrition are met. Volunteers contact clients either in person or by phone and update individual client assessments. MOWMP is additionally required to conduct two HDM client surveys per year, one in November/December and one in May/June. Responses to survey questions are entered into a database and shared with funding entities and with the Area Agency on Aging.

8. How will the proposed activity or project directly respond to the Corona Virus Pandemic? For example, Agency C may have provided emergency food assistance for x-persons in calendar 2019.

Because of economic dislocation in 2020, demand for emergency food assistance increased to y-persons, a z-% change, in 2020.

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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=1172&rpt=A10730 3/10 To help support City of Seaside residents impacted by COVID-19, MOWMP anticipates that it will provide 2.5 meals per day to eligible Seaside homebound residents. One way to qualify for the program, is for a client to be COVID-19 positive, self-quarantining, or impacted in ancillary ways by the pandemic. For clients with COVID-19, there are no program restrictions related to age or income. MOWMP will serve frail, elderly and disabled homebound and homeless clients who reside in the City of Seaside who have been directly impacted by the effects of COVID-19. In large part, due to the Corona virus pandemic, MOWMP has seen a 94% increase in demand for services since the beginning of March 2020. Over the past year, MOWMP has served more meals to more clients than ever before in its 50 year history.

9. Explain how the proposed activity or project will meet the corona virus objectives of: prevention, preparation for, and/or response.

For example, Agency B expanded their Senior food delivery program to deliver meals to seniors sheltering in place as a proactive measure to prevent exposure to the Coronavirus.

MOWMP has purchased new kitchen equipment, a refrigerated truck, and hired additional staff to help meet the increased demand for its services. The agency has expanded its service across the Monterey Peninsula and have opened its Home Delivered Meals programs to Covid-impacted constituent groups beyond just homebound seniors. In the City of Seaside, MOWMP is currently delivering freshly prepared meals to homebound seniors, disabled adults, veterans, and families impacted by the pandemic.

10. Eligible services are those that are new or a quantifiable increase in the level of service precipitated by COVID19. If the proposed activity or project relates to an existing program or activity prior to the Corona Virus Pandemic, explain the increase in the level of service or the new activities that meet coronavirus objectives. MOWMP has met the more than 94% increased demand for Home Delivered Meals and has supported families quarantining in the city of Seaside. As of this proposal date, 87% of Seaside clients served by the Home Delivered Meals program are low income. Of those clients, 94% are living at or below the Federal Poverty Level. Of all clients served in Seaside, 76% live alone.

11. Explain how your organization will avoid duplication of benefits? MOWMP continues to serve vulnerable seniors across the Monterey Peninsula. Meals on Wheels’ Home Delivered Meals program has developed over the past 50 years to meet the complex nutritional health needs of frail, elderly and disabled homebound adults who cannot shop or cook for themselves and have no adult caregiver in the home. It is currently the only program on the Monterey Peninsula to deliver 2.5 nutritious meals five days per week to the homebound. Where once the Home Delivered Meals program acted as supplemental nutrition for homebound adults, it has now become the chief source of nutrition for a population significantly impacted by health challenges and a volatile economy.

Through MOWMP's partnership with the VTC and the Food Bank for Monterey County, benefits for homebound residents of Seaside will be streamlined through a singular program to avoid any possible duplication.

Seaside CDBG capital funds will only be used to cover the costs of an automatic flow wrapping machine and its installation at the new Community Kitchen in the City of Seaside. We estimate the Community Kitchen build-out costs to be approximately $3,956,535. We estimate that MOWMP will offer more than 10,000 freshly prepared, per day. A Seaside contribution of $80,000 would equal 2% of total kitchen build-out costs.

MOWMP's current commercial kitchen serving residents of Seaside has a production capacity of 1,500 meals per day. The Community Kitchen will have the capacity to produce 10,000+ meals per day, allowing the organization to offer meals services to more Seaside residents facing food insecurity.

PART 5 CONFORMENCE WITH CONSOLIDATED PLAN

1. Describe how the need for the activity or project was determined? Attach a needs assessment, market study, or other documentation demonstrating project need.

The number of people aged 60 years and older in Monterey County is projected to increase by more than 60% by the year 2030. In real numbers this population is forecasted to increase from 69,850 in 2010 to 112,768 in 2030.

Over 80% of the senior population in Monterey County lives on the Monterey Peninsula.

By 2035, the senior population will double in Monterey County. In a recent survey, 73% of seniors cited food as an important need. Some seniors find it hard to make ends meet and must choose between food and other needs.

Across the U.S., over the next 20 years, 80 million people will retire. Seniors 85+ are the fastest growing group. By 2050, there will be more seniors 85+ than kids under 14.

3. Describe how you will meet the need identified above.

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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=1172&rpt=A10730 4/10 Since 1972, Meals on Wheels of the Monterey Peninsula has been delivering freshly prepared, nutritious home delivered meals to meet the complex nutritional needs of frail, elderly and disabled homebound adults who cannot shop or cook for themselves and have no adult caregiver in the home. This program enables seniors to remain in their own homes with a high quality of life for as long as possible. In its current commercial kitchen located in Pacific Grove, MOWMP produces a maximum of 1,500 meals per day and is at its limit with the increase in demand over the course of the Covid-19 pandemic. Without a second commercial kitchen with greater capacity, MOWMP will have to begin a waitlist for its services, something it has never done it its 50 year history.

The Home Delivered Meals program is the only program on the Monterey Peninsula to deliver nutritious meals every day, five days per week, with an extra Friday meal for the weekend. Per federal contract, MOWMP's meals meet rigorous national guidelines for healthy senior nutrition.

4. Which one of the following City of Seaside Consolidated Plan Goals will you meet? Increased Decent and Affordable Housing

5. Describe how you will meet the goal identified above.

Since 1972, Meals on Wheels of the Monterey Peninsula has been delivering freshly prepared, nutritious home delivered meals to meet the complex nutritional needs of frail, elderly and disabled homebound adults who cannot shop or cook for themselves and have no adult caregiver in the home. This program enables seniors to remain in their own homes with a high quality of life for as long as possible. In its current commercial kitchen located in Pacific Grove, MOWMP produces a maximum of 1,500 meals per day and is at its limit with the increase in demand over the course of the Covid-19 pandemic. Without a second commercial kitchen with greater capacity, MOWMP will have to begin a waitlist for its services, something it has never done it its 50 year history.

PART 6 RELATIONSHIP TO EXISTING PROGRAMS

1. Leveraging: Complete the table below, using one line for each funding source used in the program/project that you are applying for.

Indicate the source of the funds.

Indicate if the funds are restricted or may be used for any type of program/project cost.

In column (A), enter the amount (all or part) that is on-hand at the time of application.

In column (B), enter the amount (all or part) that has been committed (in writing) but not yet on-hand.

In column (C), enter the amount (all or part) that has been pledged or awarded, but not yet formally awarded.

Column (C) may also include planned amounts to be contributed from your agency's annual operating budget including fund-raising revenue.

Your requested CDBG funds is copied from your entry in Part 1 You must provide supporting documentation in the attachments section for all onhand and committed funding.

Source Restricted
Use?
Total Amount
On-Hand(A)
Amount
Committed
(B)
Amount
Pledged
(C)
On-Hand
Plus
Committed
% On-Hand
Plus
Committed
Monterey
Peninsula
Foundation
Yes $100,000 $100,000 $0 0%
Private
Funds
Community
Foundation
for MoCo
Yes $30,000 $30,000 $30,000 100%
Private
Funds
CHOMP
Foundation Yes $10,000 $10,000 $10,000 100%
Private
Funds
United Way
Monterey
County
Yes $40,000 $40,000 $40,000 100%
State/Local
Funds
City of
Monterey
CDBG
Yes $46,000 $46,000 $46,000 100%
Other
Federal
Funds
TOTAL $306,000 $126,000 $0 $180,000 $126,000 41%
Leveraging Ratio 26%

Through the generous support of other local organizations and through the use of MOWMP's endowment fund, the agency is able to zero-balance costs for the Community Kitchen. All contributions, including local/state/federal, are Packet Page 181
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The VTC will provide the building and Community Kitchen space for MOWMP to launch this project. The rental agreement will be on an in-kind basis as MOWMP will provide meal services for veterans across Monterey County.

The Food Bank for Monterey County has identified MOWMP as a Premier Partner and will provide enough food at cost for MOWMP to produce 10,000+ meals per day.

PART 7 ORGANIZATIONAL CAPACITY AND EXPERIENCE

1. Please outline your organization's purpose. Include how long the organization has been in operation, mission statement and current business plan, if applicable.

Our second commercial kitchen, located in Seaside, will begin construction and plans for operations in FY 2022.

A. Maximizing the agency’s purchasing power by focusing on strategic sourcing and obtaining the best value.

B. Leveraging its expertise in contract negotiations and supplier management to advantage the agency.

C. Streamlining processes and investing in new technologies to provide administrative efficiencies.

D. Ensuring that purchases are made in accordance with all applicable agency bylaws, laws, regulations, codes, and ordinances.

E. Minimizing risk exposure while maintaining flexibility in procurement activity.

5. Describe the record-keeping system to be used to maintain program data.

Upon entry into the program, the MOWMP staff conducts an intake assessment of nutritional risk and activities of daily living, as required by the Older Americans Act Nutritional program. Data is entered into the Area Agency on Aging GetCare database from which reports are drawn. This data helps to ascertain the degree to which federal benchmarks for healthy nutrition are met. Volunteers contact clients either in person or by phone and update individual client assessments. MOWMP is additionally required to conduct two HDM client surveys per year, one in November/December and one in May/June. Responses to survey questions are entered into an Excel spreadsheet and shared with funding entities and with the Area Agency on Aging.

6. Describe your agency's process for verifying beneficiary eligibility and attach copy of all intake forms.

Our Home Delivered Meal Program serves seniors aged 60 and older, disabled adults, and veterans who are homebound and have limited access to shopping and preparing meals on a consistent basis. Additionally, MOWMP provides meals for families who are isolating due to COVID.

MOWMP has met the more than 94% increased demand for Home Delivered Meals and has supported families quarantining in the city of Seaside. As of this proposal date, 87% of Seaside clients served by the Home Delivered Meals program are low income. Of those clients, 94% are living at or below the Federal Poverty Level. Of all clients served in Seaside, 76% live alone.

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Meals on Wheels of the Monterey Peninsula is an equal opportunity employer. We will not discriminate and will take affirmative action measures to ensure against discrimination in employment, recruitment, advertisements for employment, compensation, termination, upgrading, promotions, and other conditions of employment against any employee or job applicant on the bases of race, color, gender, national origin, age, religion, creed, disability, veteran's status, sexual orientation, gender identity or gender expression.

9. Describe the capacity of your organization to carry out the proposed activity, including the ability to quantify and measure results. You should include previous federal grants management, fiscal staff resources, skills and experience. Meals on Wheels is also one of only 10% of home delivered meals programs nationwide that still serves a freshly prepared hot meal daily. Receiving a fresh meal delivered daily by a caring volunteer impacted the well-being of the homebound. Clients who received home-delivered meals had greater improvements in self-rated health and had reduced rates of hospitalization compared to homebound clients who received frozen meals several times per week. This group was also significantly more likely to have improvements in feelings of isolation and loneliness and worries about aging in place compared to homebound adults who received frozen meals or adults who did not receive home delivered meals. Although a small pilot study, the data suggests that receiving freshly prepared home delivered meals daily makes clients feel safer, results in more social contact and less loneliness than clients receiving frozen meals.

We are uniquely positioned to reach vulnerable individuals and have developed creative solutions to ramp-up food delivery. We also launched a major expansion of our Home Delivered Meals program. The expansion includes delivery service to Cachagua and surrounding communities in deep Carmel Valley and Big Sur. Collectively, the nutritious meal, friendly visit, and routine check-in address three of the most substantial challenges to successful aging: hunger, isolation, and loss of independence.

10. Please complete the table below, which should encompass your full projected Agency FY22-23 budget.

Program
Staff
(Personnel) Supplies Equipment Overhead CapitalImprovements Total
City of Seaside Application $0 $80,000 $80,000
Staff $1,206,812 $1,206,812
Supplies $0 $481,000 $481,000
Capital $0 $495,000 $495,000
Insurance $0 $25,312 $25,312
Misc. $0 $17,000 $17,000
TOTAL $1,206,812 $481,000 $80,000 $42,312 $495,000 $2,305,124 Total Budget less capital improvements $1,810,124
Application progam percent 4%

11. Please list previous grants/awards received from City of Seaside Program Year Project Amount
Funded
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FY 2020-2021 Home Delivered Meals $7,012
FY 2019-2020 Home Delivered Meals $7,817
FY 2018-2019 Home Delivered Meals $7,187
FY 2017-2018 Home Delivered Meals $10,000
FY 2016-2017 Home Delivered Meals $10,000

Part 8 - For CDBG Funds

12. Our proposal is for a City of Seaside project.
1A. Please identify the types of facilities:

Other Facilities (please specify, e.g., streetlights)
If you selected Infrastructure or Other, please explain: Community Kitchen 1B. Please identify the types of Improvements
Other Improvements, explain
If you selected Other, please explain: Community Kitchen

2. Complete applicable items for all public facility and infrastructure projects (including acquisition, rehabilitation and demolition). a. Who is the legal owner of the property?
Owner Name: Veterans Transition Center
Owner Address:
3401 Engineer Lane, Seaside
CA 93955
Phone Number: (831) 883-8387
Email Address, if applicable: [email protected]
b. If your organization is pursuing site control, please upload a Timeline that demonstrates when firm site control will be obtained and include all documents issued by your organization pursuing site control.

Indicate the final owner of the property.

Owner Name:

Owner Address:

Phone Number:

Email Address, if applicable:
c. Indicate if there are structures on the property Yes If Yes, will the structures be demolished? No
If Yes, are the structures currently occupied? No
d. If there are occupied structures on the property and the proposed project involves temporary or permanent relocation of residents or businesses a Relocation Plan is required. Has a Relocation Plan been prepared?
No
Comments or Explanations
Please see attached site plan for MOWMP's Community Kitchen in the City of Seaside. e. Square footage of existing building, proposed building or building addition? 35,000 f. Square footage of construction site parcel? 10,000
g. Service capacity of the existing facility?
0 Meals
Capacity
h. Improved capacity of the existing facility after completion of proposed improvements? 10,000 Meals
Capacity
i. Has a Capital Needs Assessment been prepared? Yes
j. If a Capital Needs Assessment has not been prepared, please explain why:
j. Age of Structure? (Please cite data source used to determine age of structure.) 51 years old - (https://www.vtcmonterey.org/vtc-selected-to-develop-former-va-clinic-into-veteran-housing-in-seaside/) k. Historic Status of Structure?
Listed in the National Register of Historic Places
If this box was selected, please provide accurate title of listed structure:

Listed as a California Historic Landmark
If this box was selected, please provide accurate title of listed structure:

Listed as a local Historic and Architectural Resource
If this box was selected, please provide accurate title of listed structure:

Other, please explain:

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3. Cost-per-Beneficiary for this project(CDBG Request/CDBG Beneficiaries)=$ CDBG Request CDBG Beneficiaries Total Cost-per-Beneficiary $80,000 280 $285.71

4. If proposed project involves construction work over $2,000 or rehabilitation of 8+ units (applies to rehab. of residential property if such property is designed for residential use for 8 or more families), explain how your organization will meet the Davis-Bacon Labor Standards in the space below. Provide names of prior developments subject to Davis-Bacon and upload supporting documents demonstrating how compliance will be achieved(e.g., construction contracts, existing agency administrative policies ). MOWMP will comply with the Department of Labor's established and published prevailing wage rates for different labor classifications in Monterey County. Note that different types of labor classifications may have different rates (i.e. electricians vs. plumbers).

MOWMP will keep payroll records (i.e. worker name, labor type, social security number, wages) documenting DBRA compliance for three years.
a. List name of person who will administer your Davis-Bacon compliance:

Name/Title:

Jason Colangelo, Operations
Director
Phone Number: 831-375-4454
Email Address: [email protected]
Previous Experience with Davis-Bacon: Yes
b. Provide prior related experience (e.g., list other developments, projects, trainings) Various other capital improvement projects around Monterey County.

5. Has proposed project undergone any form of environmental review process? Please review HUD's Environmental Review information and the California Office of Historic Preservation website.

N/A
All HUD funded activities/projects will require an environmental review record.

6. Lead-Based Paint Compliance. Describe how your organization will address hazards that may be associated with the proposed project.

7. Have preliminary design sketches been completed for the proposed project? If yes, please attach copies (must be to scale, preferably copied on 8 ½ x 11 sheet) in the attachments section.

Yes

8. As required by the Federal Office of Management and Budget (OMB) and HUD, describe how the overall project budget is cost effective and reasonable for the anticipated result. MOWMP and the Home Delivered Meals program enhances the quality of life for a diverse community of frail, elderly and disabled Seaside residents. It is a cost effective, fiscally-sound program that addresses the needs of Seaside families by offering freshly prepared meals and daily socialization five days a week. The Home Delivered Meals program is powered by over 100 local volunteers, helping to keep per-meal and transportation costs as low as possible.

Please complete the Development Budget, or an excel spreadsheet can be uploaded in lieu of completing Worksheet No. 3.

Use one of the "Other" boxes in the Attachment section to upload this worksheet.

NOTE: If you upload a spreadsheet, you must ALSO enter HUD Funds Requested in this table. Worksheet # - Development Budget (This worksheet should reflect HUD funds requested)
HUD Funds
Requested
Federal State Other Private
General Development Costs
Construction Loan Interest
Real Estate Taxes During Construction
Builders Insurance Liability
Financing Fees
Legal Fees
Title & Recording Expenses
Organizationl Expenses
Rent-up & Marketing
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Total General Development Costs $0 $0 $0 $0 $0
Construction Costs
Structure
Project Amenities $80,000
Site Preparation
Off-Site Improvements
Other - # of lines needed:

Total Construction Costs $80,000 $0 $0 $0 $0
Construction Fees
Impact Fees, Permits, School Fees
(attach schedule identifying costs by
type & amount)
Bond Premium
Architectural/Engineering
Developer Fees
Other - # of lines needed:

Total Construction Fees $0 $0 $0 $0 $0
Equity / Financing
Up Front Land Payment
Total General Development Costs $0 $0 $0 $0 $0
Total Construction Costs $80,000 $0 $0 $0 $0
Total Construction Fees $0 $0 $0 $0 $0
Developer Equity/Fee
Total To Be Financed
First Mortgage Amount
Total Equity/Financing Fees
TOTAL DEVELOPMENT COST $80,000 $0 $0 $0 $0
Total Project Financing $80,000
Attachment Link or Explanation for Missing Attachments
1 HUD Agency Certification - Download this document, complete it, and upload to this item.

MOWMP_HUD_Agency_Certification.pdf
2 Federal and State Tax Exemption Determination Letters/Non-Profit Certification (e.g., IRS 501C (3) Letter)
MOWMP_501c3.pdf
3 Articles of Incorporation/Bylaws MOWMP_Articles_of_Incorporation.pdf 4 Certificate of Good Standing with the State (http://kepler.sos.ca.gov/) MOWMP_Entity_Status_2022.pdf 5 Organizational Chart MOWMP_Org_Chart__CDBG.pdf
6 List of Current Board Members [with titles, contact data (i.e., telephone, email, address) and current terms]
MOWMP_BOD_List_7-1-21.pdf
7 Resumes of Program Administrator and Fiscal Officer MOWMP_Blank.pdf 8 Evidence of Insurance/Fidelity Bonding/Worker's Compensation MOWMP_Insurance_Seaside.pdf 9 Audited Annual Financial Statements covering 2 Years MOWMP_Audited_FS_2020.pdf 10 Signed Authorization to Request Funds (usually Executive Director or Board of Directors)
MOWMP_Request_for_Funds_2022.pdf
11 Designation of Authorized Officials (usually Executive Director or Board of Directors)
MOWMP_Designation_of_Authorized_Officials_2022.pdf
12 Conflict of Interest Policy MOWMP_Conflict_of_Interest_Policy.pdf 13 Project Team Experience and Qualifications MOWMP_Blank.pdf 14 Project/Activity Timeline Within Application
15 Financial Policies MOWMP_Internal_Financial_Controls.pdf 16 Procurement Policies MOWMP_Procurement_Policy.pdf
17 Eligibility Intake Forms or Data Collection Tools (which should include Race and Ethnicity data fields as required by The Federal Office of Management and Budget (OMB)
MOWMP_New_Client_Intake_Form.pdf
18 Project/Activity Support Letters MOWMP_VTC_Community_Support_Letter_Signed.pdf 19 Program Evaluations MOWMP_Client_Evaluation_2022.pdf 20 Outreach Materials
January-2022-Griffin-Gazette-1.pdf
21 Evidence of Project Support/Community Outreach (written endorsements, when available)
MOWMP_Blank.pdf
22 Limited English Proficiency (LEP) plan and/or equal access (Section 504) plan.

See HUD FAQs on LEP and HUD information on Section 504 for sub-grantees MOWMP_Blank.pdf
23 Employee Handbook 202104_MOWMP_Employee_Handbook_FINAL_APPROVED.pdf 24 Record Retention Policies MOWMP_Record_Retention_and_Document_Control_Policy_2022.pdf 25 Federal Tax Form 990 MOWMP_990_2019.PDF
26 State Tax Form 199 MOWMP_State_199.pdf
27 Rental/Lease Agreement (if applicable) MOWMP_Blank.pdf 28 Cost Alocation Plan MOWMP_Blank.pdf
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31 Other MOWMP Plan MOWMP_123.pdf
Program Manager Signature Esther Hobbs
Date Signed 01/10/2022
Approved By: Haroon Noori
Date Signed 01/15/2022
Initially submitted: Jan 10, 2022 - 12:30:53
Community Kitchen Needs A
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=1180&rpt=A10761 1/8 City of Seaside Application for Program Year 2022-2023
Part 1 - General Information
Legal Name of Organization
Submitting Proposal: Monterey Peninsula Unified School District Program/Project Name: Monterey Adult School - Portable Rehab Phase II Person Completing Application: Serina Eichelberger Title: Administrator Direct Telephone: 831-392-3565
Email Address: [email protected]
Authorized Official: (e.g. Exec. Dir.): Daniel PK Diffenbaugh Title: Superintendent Direct Telephone: (831) 645-1200
Email Address: [email protected]
Program/Project Contact: Serina Eichelberger Title: Administrator Direct Telephone: 831-392-3565
Email Address: [email protected]
Authorized Contact: Serina Eichelberger Title: Administrator Direct Telephone: 831-392-3565
Email Address: [email protected]
Finance Contact: Jazelle Johnson Title: Accountant
Direct Telephone: (831) 645-1200
Email Address: [email protected]
Organization Mailing Address: 1295 La Salle Ave City: Seaside Zip: 93955 Organization’s Website Address: mas.mpusd.net
Organization Telephone: 831-392-3565
Organization Fax:

Tax ID Number: 77-0320712 9 digits, format xx-xxxxxxx
Organization DUNS Number: 07-718-6302 9 digits, format xx-xxx-xxxx Seaside Customer/Vender Number:

Type of Organization
(check all that apply): Public Agency CHDO CBDO Faith-Based What is your agency's fiscal year? July-June
Date of your organization's most recently completed audit. (Month/Year) June 2020 Was this audit conducted in compliance with the Single Audit Act? Yes Are there any outstanding audit findings which remain unresolved? No Are you a Legal Services provider? No
Select type of Funding Requested and Type of Activity, then click to Update Application We are applying for funding from: City of Seaside
Type of Funding Requested: CDBG
Type of Activity: Public Service Other
Type of Program:
. Our proposal is for a City of Seaside project.

Amount Requested
City of Seaside CDBG $55,000
Is your organization submitting an application for multiple projects? PART 2 - PROJECT ELIGIBILITY

1. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide. 05H - Employment Training

3. Mark the box below that indicates the national objective met:

Activities Benefiting Low and Moderate-Income Persons. 570.208(a)

4. Describe the population/target group your project will serve and how low and moderate-income persons will benefit.

The rehabilitation of the construction classroom portable will allow Monterey Adult School to provide classes/programs for low and moderate-income persons to enter the construction trades. It will allow for partnerships with the construction union to create pre-apprenticeship and apprenticeship opportunities, along with stackable certifications and/or adult basic education in different construction trades that allow an individual to receive training and increase economic mobility within a shorter timeline. Additional work is needed to repair ceiling tiles, flooring, and window replacement

5. How will people or conditions in the community change as a result of what you do? The people of the Seaside community will have the opportunity to advance their career options through project based learning, certifications and pre-apprenticeships. With the Workforce Development Board's America Job Packet Page 188
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The conditions in the City of Seaside would change by having training and available employees who are able to rehabilitate blights, and be able to fill gaps in needed construction industry. There would be local, training personnel available for building more housing and rehabilitation.

Check if the proposed activity will:

Help prevent homelessness?
Help those with HIV or AIDS?
Help the homeless?
Help the disabled?

6. Outcome Performance Measurement

1. Please choose the most appropriate performance measurement objective Create Economic Opportunities

2. Please choose the most appropriate performance measurement outcome.

Availability/Accessibility
PART 3 - SCOPE OF WORK

1. Short description of proposed project for which funding is requested.

Additional rehabilitation of the former construction classroom portable, which will include window replacement, ceiling repair, flooring repair, ventilation, and patchwork, will provide a more conducive learning environment in the construction classroom.

2. For each type of activity you provide, show the number served and the type of activity.

Number Served Type of Activity
60 per school year Training sessions

3. Please list proposed activities for funding in one sentence for each activity.

Description of Activity
Activity #1 Further improvement of the construction portable classroom to provide a better learning environment for the construction trades career technical education classroom

4. Provide any additional relevant description of proposed activity or project. Monterey Adult School formerly partnered with the Construction Trades union to provide pre-apprenticeship training for students to enter the industry. The portable Construction classroom needs additional minor repairs to ceiling, windows, flooring and gutter to meet basic classroom needs that will allow students to build industry skills through training and certification

5. Provide a timetable for accomplishing objectives. Upload Project Timetable or complete the table below.

Description of Activity/Milestone Est. Completion Date
Collect bids and choose providers Jul 2023
Purchase materials needed Dec 2023
Install/repair ceiling tile/windows/flooring Mar 2024
Repair gutter Mar 2024
Minor repairs Jun 2024
Finalize project Jun 2024

For this project we will be providing outreach and marketing through multiple avenues. We will be advertising on the radio, online through social media and our website, with printed brochures and flyers. We will also market through targeted in person outreach to our current students (over 800 total per year), through our Workforce Development Board Partners at the AJCC onsite, and at our local faith based organizations, laundromats and other community centers.

7. How will you measure the effectiveness or impact of your project in meeting the needs of the persons assisted with these HUD funds?
1) Completion of Workforce Preparation Milestones (stackable certifications, pre apprenticeship programs, etc) 2) Reported Earnings prior to the program and 2/4 quarters after exit. 3) Level gains for students who need adult basic skills such as math and literacy for career advancement

8. How will the proposed activity or project directly respond to the Corona Virus Pandemic? For example, Agency C may have provided emergency food assistance for x-persons in calendar 2019.

Because of economic dislocation in 2020, demand for emergency food assistance increased to y-persons, a z-% change, in 2020.

This project provides job training opportunities to those who have lost their jobs or had to shift industry sectors.

9. Explain how the proposed activity or project will meet the corona virus objectives of: prevention, preparation for, and/or response.

For example, Agency B expanded their Senior food delivery program to deliver meals to seniors sheltering in place as a proactive measure to prevent exposure to the Coronavirus.

N/A
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The project will continue to advertise and provide opportunities for job skill acquisition.

11. Explain how your organization will avoid duplication of benefits? Our program provides opportunities for students to acquire skills in the construction trade industry to prepare students to enter into a pre-apprenticeship program.

PART 4 FUNDING AVAILABILITY
The right to fund the proposed project is at the funders' discretion. Be advised that your project may be based on funding availability and be partially funded. Please explain how your organization would be able to adapt the proposed activity should your organization receive less than requested funding. Please also explain how the provision of CDBG funds will serve to increase the level of service above and beyond what would be possible without the use of CDBG funds. Without the use of CDBG funds we would not be able to complete the rehabilitation of the classroom for the Constructions Trades Training Program and may deter interested students. We would need to look for other grants and partnerships, which would delay completion of the classroom. If we were partially funded, we would focus our efforts on the minimum repairs needed to rehabilitate the building.

PART 5 CONFORMENCE WITH CONSOLIDATED PLAN

1. Describe how the need for the activity or project was determined? Attach a needs assessment, market study, or other documentation demonstrating project need.

Over the last few years, several agencies have expressed the need for skilled labor so that jobs are not outsourced when housing projects or other construction projects are needed. Monterey Adult School has been approached by the Trades Union, the Monterey County Workforce Development board and by a Seaside Council Member about the need for a construction trades program to train needed skilled employees. For many, the need to build and/or rehabilitate affordable housing has been a priority. As such, we turned our focus to this project.

3. Describe how you will meet the need identified above.

Neighborhood conditions will be enhanced both directly and indirectly. Directly, an aging portable will be renovated into a usable classroom. Also, Seaside community members will be able to access more educational and vocational services through an additional classroom space. Indirectly, a pipeline of skills trades people from the community of Seaside will increase skilled labor force for construction projects in the local region.

4. Which one of the following City of Seaside Consolidated Plan Goals will you meet? Increased Decent and Affordable Housing

5. Describe how you will meet the goal identified above.

PART 6 RELATIONSHIP TO EXISTING PROGRAMS

1. Leveraging: Complete the table below, using one line for each funding source used in the program/project that you are applying for.

Indicate the source of the funds.

Indicate if the funds are restricted or may be used for any type of program/project cost.

In column (A), enter the amount (all or part) that is on-hand at the time of application.

In column (B), enter the amount (all or part) that has been committed (in writing) but not yet on-hand.

In column (C), enter the amount (all or part) that has been pledged or awarded, but not yet formally awarded.

Column (C) may also include planned amounts to be contributed from your agency's annual operating budget including fund-raising revenue.

Your requested CDBG funds is copied from your entry in Part 1 You must provide supporting documentation in the attachments section for all onhand and committed funding.

Source Restricted
Use?
Total
Amount
OnHand(A)
Amount
Committed
(B)
Amount
Pledged
(C)
On-Hand
Plus
Committed
% On-Hand
Plus
Committed
Adult Education Yes $15,000 $0 $15,000 $0 0% State/Local Packet Page 190
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TOTAL $70,000 $0 $0 $70,000 $0 0%
Leveraging Ratio 79%

2. Describe how you will leverage the funds you are requesting. Specifically describe other funding sources, collaboration with other service providers, and in-kind services. Please note any restrictions on the use of other funds. We will be collaborating with the Monterey County Workforce Development Board, local trades unions, and other education providers in the tri county area to leverage funds for a two year grant. This grant would provide much support needed to bring an MC3 construction trades program to the peninsula.

The Adult Education program funds can help pay for teachers to teach adult basic education and pre-vocational skill buliding.

3. Describe your existing or proposed collaborative efforts for addressing Program/Project need. Please include names of all partnerships and define the roles and responsibilities of these partners. If you have no collaborative partners, explain how you propose to coordinate your services with other community agencies in order to leverage resources. Monterey County Workforce Development Board/AJCC - we are WIOA partners, we co-locate we are a service provider for the WDB, and are collaboratively applying for a grant to serve the trades Construction Trades Union - we are in collaboration with President Ron Chesshire, the president of the construction trades, to bring tools, materials and teachers to the program and we are collaboratively applying for a grant to serve the trades
PART 7 ORGANIZATIONAL CAPACITY AND EXPERIENCE

1. Please outline your organization's purpose. Include how long the organization has been in operation, mission statement and current business plan, if applicable.

The Monterey Adult School, since 1941, is a place for people to come for a chance to acquire the skills and knowledge to be successful in today's world. This may mean becoming more employable, more able to successfully participate in community college or university, or trade school, and/or better able to assist their children in their academic progress. The staff recognizes and responds to each student as an individual with unique needs.

In addition, the staff meets each student where he or she is now and helps him/her move forward to where he/she wants to go. Without this 'stepping stone' available to them, many would not have the resources to move forward in their life. Mission: Monterey Adult School provides educational opportunities for individuals to meet their personal, academic, civic, and career goals in a safe and supportive environment which honors culture and diversity, while encouraging open, effective communication as a bridge to lifelong learning and success.

Vision: Unlocking Doors to Opportunity

2. List the locations of all facilities, and days and hours of operation. Monterey Adult School (Main Site) 1295 La Salle Ave. Seaside, CA 93955
Monday-Thursday 8:30 am -8:30 pm.

Friday - 8:30am - 5:00pm
ESL Satellite Marina Vista Elementary
390 Carmel Ave. Marina, CA 93933
Monday-Thursday 6:00-8:30 pm

3. Describe internal administrative controls to be used, including financial record-keeping procedures and management controls. Upload copy of financial policies.

Internal fiscal trackers including budget calculators, expenditure trackers and the ESCAPE program to maintain fiscal solvency. Every financial request must be initially approved by an administrator, then by the district accountant, then several more people in the business department to ensure funds are being used responsibly. The district fiscal department oversees all departments and programs, which includes an accountant for the adult school, a finance director, and finally, our Chief Business Officer.

See district board policy in attachments

5. Describe the record-keeping system to be used to maintain program data.

Every student registers through the front office where data is collected, including basic demographics and barriers to enrollment. The data is entered by the data clerk into ASAP, the attendance system. This data is then entered into TOPS Enterprise, which connects to the CDE for accountability purposes. All security measures are practiced and data is checked regularly for accuracy.

6. Describe your agency's process for verifying beneficiary eligibility and attach copy of all intake forms.

The only requirement for our program is to be over 18 years of age, which is verified via birthdate. Registration forms are attached.

The only requirement for eligibility is for students to be 18 years of age or older. The Monterey Peninsula Unified School District is committed to equal opportunity for all individuals in education and in employment. MPUSD prohibits discrimination, harassment, intimidation, and bullying based on actual or perceived age, ancestry, color, physical or mental disability, ethnicity, gender, gender expression, gender identity, genetic information, immigration status, marital status, medical information, national origin, parental status, pregnancy status, race, religion, sex, Packet Page 191
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https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=1180&rpt=A10761 5/8 sexual orientation, or association with a person or a group with one or more of these actual or perceived characteristics. If you believe you, or your student, have been subjected to discrimination, harassment, intimidation, or bullying you should contact your school site principal and/or the District’s Chief Compliance and Title IX Officer, Dr. Manny Nunez, by phone at 831-645-1272, by email at [email protected], or in person at 700 Pacific Street, Monterey, CA 93940. Visit http://www.mpusd.net/titleix/ for more information.

Our agency evaluates the effectiveness of our programs through the following 1) Level gain in reading or math based on CASAS standardized computer tests 2) Completion of a milestone (prevocational or vocational) 3) Earning and wage increases
These are measured at the state level through standardized test data and wage earning matches/surveys. Serina Eichelberger, the administrator, is responsible for monitoring progress, which can be found on the state Launchboard data https://www.calpassplus.org/Launchboard/Adult-Education-Pipeline.aspx Internal tracking systems cannot be shared to due student data privacy.

9. Describe the capacity of your organization to carry out the proposed activity, including the ability to quantify and measure results. You should include previous federal grants management, fiscal staff resources, skills and experience. Monterey Adult School has been serving the community of Seaside since 1941 and has provided support to over a thousand students or more every year. In the 17/18 school year 53% of our students completed their high school diploma or equivalency and 65% gained one or more educational levels. These are strong numbers in adult education. We have had a balanced budget for years, take pride in continuous school improvement through professional development and training, and have participated in an audit in 2018 and a recent site audit this past December with no findings either time.

10. Please complete the table below, which should encompass your full projected Agency FY22-23 budget.

Program
Staff
(Personnel) Supplies Equipment Overhead CapitalImprovements Total
City of Seaside Application $55,000 $55,000
Certificated Salaries - 1000 $534,690 $534,690
Classified Salaries - 2000 $160,785 $160,785
Employee Benefits - 3000 $186,509 $186,509
Supplies and Materials -
4000
$103,125 $103,125
Other Operating Expense
and Services - 5000
$50,524 $50,524
Capital Outlay - 6000 $0
Indirect Costs - 7000 $52,000 $52,000
TOTAL $881,984 $103,125 $0 $102,524 $55,000 $1,142,633
Total Budget less capital improvements $1,087,633
Application progam percent 5%

11. Please list previous grants/awards received from City of Seaside Program Year Project
Amount
Funded
City of Seaside
FY 2020-2021 Construction Portable Classroom Rehabilitation $42,786 FY 2019-2020 Outdoor Classroom/Community Gardeo $20,000 FY 2018-2019
FY 2017-2018
FY 2016-2017

12. Describe your past experience with grants from the City of Seaside. If there were performance issues, please describe the steps you have taken to correct them
Our past experience wit grants from the City of Seaside have been successful despite pandemic related challenges, supply issues and personnel shifts. We were able to meet our goals by the deadline.

Part 8 - For CDBG Funds

12. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide: 05H - Employment Training

3. This program provides assistance of the following type:

4. Number of Unduplicated Beneficiaries previously served by the project.

City of Seaside
Period Actual Monthly
Average
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July 1, 2021 - December 31, 2021 60 10

5. Number of Unduplicated Beneficiaries projected to be served by the project.

Outcome Measure
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Total # Served % # Served % # Served % # Served % Further improvement of the
construction portable
classroom to provide a better
learning environment for the
construction trades career
technical education classroom
10 13% 10 13% 30 38% 30 38% 80
TOTAL 10 13% 10 13% 30 38% 30 38% 80

7. Cost-per-Beneficiary for this project(CDBG Request/CDBG Beneficiaries)=$ City of Seaside
CDBG Request CDBG Beneficiaries Total Cost-per-Beneficiary $55,000 80 $687.50

8. Indicate the funding set-aside the activity belongs to: Choose

9. Please justify the cost per person served. If you believe there are compelling reasons or extenuating circumstances for a relatively high cost please explain.

The cost per persons is justified because this program allows access into the pre-apprenticeship program for those students who would not have had the prevocational skills to be successful. Students who are underskilled, will have the ability to move into a career that pays living wage. Also, these numbers are only for this particular school year and doesn't account for the number of students who will be served in the future years.

10. As required by the Federal Office of Management and Budget (OMB) and HUD, describe how the overall project budget is cost effective and reasonable for the anticipated result.

The funds would be used to serve at least 60 students or more per year. Over the course of many years, this is an extremely effective use of funds.

Worksheet # 1 - Positions to be Funded
Please list each position for the activity for which funding is requested.

Complete all columns with entry boxes.

Job Title % of FTE
Requested CDBG
Personnel Funding,
City of Seaside
Grand Total $0
Worksheet # 2 - Operational Budget
Budget Category
Actual Budget
for July 1, 2021
to June 30,
2022
Projected
Budget for July
1, 2022 to June
30, 2023
% Increase
or Decrease
CDBG Funds
Request, City
of Seaside
Other Staff ------------
Supplies and Materials
Consumable Supplies $5,000
Non-Consumable Supplies
Outside Services
Telephone
Utilities
Maintenance
Contract/Consultant Services $45,000
Other Charges
Rent
Travel (Mileage)
Insurance
Capital Outlay
Equipment/Furniture $5,000
Other - # of lines needed: 0
Total $0 $0 $55,000
Total Funding Requested from Part 1 $55,000
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1 HUD Agency Certification -
Download this document,
complete it, and upload to this
item.

Agency_Certification.pdf
Agency_Certification_2020.pdf
2 Federal and State Tax
Exemption Determination
Letters/Non-Profit Certification
(e.g., IRS 501C (3) Letter)
Tax_Exempt_Letter_2018-19.pdf
3 Articles of
Incorporation/Bylaws
https://www.mpusd.net/apps/pages/index.jsp?uREC_ID=1006438&type=d&pREC_ID=1320245 4 Certificate of Good Standing
with the State
(http://kepler.sos.ca.gov/)
Entity_Status_Letter.pdf
5 Organizational Chart AE_02_2019-20__MPUSD_Organizational_Chart_1.pdf 6 List of Current Board
Members [with titles, contact data
(i.e., telephone, email, address)
and current terms]
https://www.mpusd.net/apps/pages/index.jsp?uREC_ID=1006438&type=d&pREC_ID=1305115 7 Resumes of Program
Administrator and Fiscal Officer
Serina_Eichelberger_Resume_for_Grant.pdf
8 Evidence of
Insurance/Fidelity
Bonding/Worker's Compensation
Cert._of_Coverage_21-22.pdf
9 Audited Annual Financial
Statements covering 2 Years
2018-19_FINAL_MPUSD_Audit_Report_12.11.19.pdf
2019-20_Fiscal_Audit.pdf
10 Signed Authorization to
Request Funds (usually Executive
Director or Board of Directors)
Letter_of_Authorization_and_Designation.pdf
11 Designation of Authorized
Officials (usually Executive
Director or Board of Directors)
Letter_of_Authorization_and_Designation.pdf
12 Conflict of Interest Policy GAMUT_Online___Monterey_Peninsula_USD___Conflict_Of_Interest_BB_9270.pdf 13 Project Team Experience
and Qualifications
https://mas.mpusd.net/apps/pages/index.jsp?uREC_ID=1395013&type=d&pREC_ID=1573118 14 Project/Activity Timeline See part 3 # 5
15 Financial Policies Financial_Reports_and_accountability_Online___Monterey_Peninsula_USD___Financial_Reports_And_Accountability_BP_3460_1.pdf 16 Procurement Policies GAMUT_Online___Monterey_Peninsula_USD___Contracts_BP_3312_Procurement.pdf 17 Eligibility Intake Forms or
Data Collection Tools (which
should include Race and Ethnicity
data fields as required by The
Federal Office of Management
and Budget (OMB)
Registration_Forms.pdf
18 Project/Activity Support
Letters
Letter_of_Support_CDBG.pdf
19 Program Evaluations https://www.calpassplus.org/Launchboard/Adult-Education-Pipeline.aspx 20 Outreach Materials https://mas.mpusd.net/apps/pages/index.jsp?uREC_ID=1394972&type=d&pREC_ID=1573084 21 Evidence of Project
Support/Community Outreach
(written endorsements, when
available)
Letter_of_Support_CDBG.pdf
22 Limited English Proficiency
(LEP) plan and/or equal access
(Section 504) plan. See HUD
FAQs on LEP and HUD
information on Section 504 for
sub-grantees
LEP_CDBG.pdf
23 Employee Handbook https://4.files.edl.io/4f7c/12/16/19/192045-3e86376f-61bf-4292-91f8-7f142a9039e6.pdf 24 Record Retention Policies Records___Monterey_Peninsula_USD___District_Records_AR_3580.pdf 25 Federal Tax Form 990 N/A
26 State Tax Form 199 N/A
27 Rental/Lease Agreement (if
applicable)
N/A
28 Cost Alocation Plan N/A
29 Other
Site Map
Copy_of_MAS-map_1.pdf
30 Other
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Program Manager Signature Serina Eichelberger
Date Signed 01/10/2022
Approved By: Haroon Noori
Date Signed 01/15/2022
Initially submitted: Jan 10, 2022 - 10:36:14
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Part 1 - General Information
Legal Name of Organization
Submitting Proposal: Monterey Peninsula Unified School District Program/Project Name: Community Mural
Person Completing Application: Serina Eichelberger Title: Assistant Principal Direct Telephone: 831-392-3565
Email Address: [email protected]
Authorized Official: (e.g. Exec. Dir.): Cris Perry Title: AE Fiscal Specialist Direct Telephone: 831-392-3565
Email Address: [email protected]
Program/Project Contact: Serina Eichelberger Title:

Direct Telephone: 831-392-3565
Email Address: [email protected]
Authorized Contact: Serina Eichelberger Title:

Direct Telephone: 831-392-3565
Email Address: [email protected]
Finance Contact: Jazelle Johnson Title: Accountant
Direct Telephone: 831-645-1200
Email Address: [email protected]
Organization Mailing Address: 1295 La Salle Ave City: Seaside Zip: 93955 Organization’s Website Address: https://mas.mpusd.net/
Organization Telephone: 831-392-3565
Organization Fax:

Tax ID Number: 77-0320712 9 digits, format xx-xxxxxxx
Organization DUNS Number: 07-718-6302 9 digits, format xx-xxx-xxxx Seaside Customer/Vender Number:

Type of Organization
(check all that apply): Public Agency CHDO CBDO Faith-Based What is your agency's fiscal year? July to June
Date of your organization's most recently completed audit. (Month/Year) 06/2020 Was this audit conducted in compliance with the Single Audit Act? Yes Are there any outstanding audit findings which remain unresolved? No Are you a Legal Services provider? No
Select type of Funding Requested and Type of Activity, then click to Update Application We are applying for funding from: City of Seaside
Type of Funding Requested: CDBG
Type of Activity: Public Service Other
Type of Program:
. Our proposal is for a City of Seaside project.

Amount Requested
City of Seaside CDBG $58,000
Is your organization submitting an application for multiple projects? PART 2 - PROJECT ELIGIBILITY

1. Our proposal is for a City of Seaside project.

2. Select the type of assistance you provide. 05V - Neighborhood Cleanups

3. Mark the box below that indicates the national objective met:

Slum and Blight. 570.208(b)

4. Describe the population/target group your project will serve and how low and moderate-income persons will benefit.

The Community Mural serves socio economically marginalized Seaside Community members, with a focus on Monterey Adult School students and local Seaside residents. The neighborhood will benefit by eliminating blank space on the wall that is frequently vandalized with gang affiliated tagging. It will also bring local art and beautification to the neighborhood in city of Seaside. Finally, the students at Monterey Adult School will work collaboratively to design the art piece showcasing resilience throughout the pandemic. Our students often have 4 or more barriers to education and employment. This project serves to empower through culture, relationships and hope for the future.

5. How will people or conditions in the community change as a result of what you do? The community will be able to heal from pandemic truma with a focus on aspirations, relationships and culture through the creation and implementation of a community mural. The Seaside neighborhood will be improved with Packet Page 196
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Check if the proposed activity will:

Help prevent homelessness?
Help those with HIV or AIDS?
Help the homeless?
Help the disabled?

6. Outcome Performance Measurement

1. Please choose the most appropriate performance measurement objective Create Suitable Living Environments

2. Please choose the most appropriate performance measurement outcome.

Sustainability
PART 3 - SCOPE OF WORK

1. Short description of proposed project for which funding is requested. Monterey Adult School, under the lead of a professional muralist, will collaborate with the Monterey Adult School student body to design and paint two large murals on the street facing sides of our school campus. The focus of the mural will be driven by the student community, under the theme of pandemic resistance. The large murals will span the lengths of the beige walls facing La Salle and Playa and will deter future gang related tagging. The project will provide an opportunity for our local community to showcase their assets and strengths and will focus on aspirations for our future.

2. For each type of activity you provide, show the number served and the type of activity.

Number Served Type of Activity
65 Participants

3. Please list proposed activities for funding in one sentence for each activity.

Description of Activity
Activity #1 Advertise and promote for community leaders amongst students and staff Activity #2 Recruit and interview professional, local artists/muralists Activity #3 Form a committee to provide input
Activity #4 Finalized designs
Activity #5
Implement multiple workshops where student community and local community participates in painting the mural
Activity #6 Murals will be finalized and weatherized
Activity #7 Community based mural unveiling event

4. Provide any additional relevant description of proposed activity or project.

The murals would be created and implemented by the community under the guidance of professional artists. The focus would be on community voice so that the assets and strengths of our community members can shine for years to come. There will also be an unveiling event to allow for the rich culture of the Seaside/Monterey Adult School community to celebrate our successes and accomplishments.

5. Provide a timetable for accomplishing objectives. Upload Project Timetable or complete the table below.

Description of Activity/Milestone Est. Completion Date
Advertise and promote for community leaders amongst students and staff Sept 2022 Recruit and interview professional, local artists/muralists Oct 2022 Form a committee to provide input Oct 2022
Finalized designs Nov 2022
Implement multiple workshops where student community and local community participates in painting the mural Dec 2022 - Mar 2023
Murals will be finalized and weatherized April 2023
Community based mural unveiling event May 2023

6. If this is a new project, describe how you will reach out to the proposed beneficiaries? Upload your outreach plan. If not available at time of application, the plan will be required to be submitted if your project is funded prior to disbursement of HUD funds. With this project our plan is to advertise on our website, on social media and in person with our students. We will also be creating flyers to distribute door to door so neighbors can contribute to the process if desired.

7. How will you measure the effectiveness or impact of your project in meeting the needs of the persons assisted with these HUD funds?
We will measure the effectiveness of our impact with a survey given to our participants in the project and to our wider school community.

8. How will the proposed activity or project directly respond to the Corona Virus Pandemic? For example, Agency C may have provided emergency food assistance for x-persons in calendar 2019.

Because of economic dislocation in 2020, demand for emergency food assistance increased to y-persons, a z-% change, in 2020.

The murals will directly showcase how our community persevere and persistent throughout the the Corona Virus pandemic. It will pay homage to the resiliency of our community through one of the most challenging times in recent history.

9. Explain how the proposed activity or project will meet the corona virus objectives of: prevention, preparation for, Packet Page 197
1/15/22, 1:50 PM City Data Services - Seaside, CA
https://www.citydataservices.net/cities/salinca/sapp2022arc.pl?prop=1173&rpt=A10736 3/8 and/or response.

For example, Agency B expanded their Senior food delivery program to deliver meals to seniors sheltering in place as a proactive measure to prevent exposure to the Coronavirus.

The murals will meet the objective of how to response to challenges in life by turning a barrier into an opportunity.

Not applicable.

11. Explain how your organization will avoid duplication of benefits? We will avoid duplication of efforts through the personalization of the murals to our recent times and our community.

PART 4 FUNDING AVAILABILITY
The right to fund the proposed project is at the funders' discretion. Be advised that your project may be based on funding availability and be partially funded. Please explain how your organization would be able to adapt the proposed activity should your organization receive less than requested funding. Please also explain how the provision of CDBG funds will serve to increase the level of service above and beyond what would be possible without the use of CDBG funds. Without the CDBG funding, we would not be able to beautiful the campus with a tribute to the resiliency of our community throughout the pandemic. If we were partially funded, we would decrease the murals from two to one or decrease the size of the murals.

PART 5 CONFORMENCE WITH CONSOLIDATED PLAN

1. Describe how the need for the activity or project was determined? Attach a needs assessment, market study, or other documentation demonstrating project need.

The need for the mural project came from a student town hall where students expressed the need to beautify and paint the campus. The impact of the pandemic was also reflected in our annual Youthtruth survey where 65% of the student population indicated they were somewhat, moderately or significantly impacted by the covid-19 pandemic.

Seaside City CouncilMarch 17, 2022

Seaside City Council
March 17, 2022