Seaside City Council
October 16, 2025

A G E N D A

CITY OF SEASIDE REGULAR MEETING
CITY COUNCIL/SUCCESSOR 440 HARCOURT AVE (COUNCIL CHAMBER) AGENCY TO THE Thursday, October 16, 2025
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. ___________________________________________________________________________________ _________________________________________________________________________________

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

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3. To listen or participate by phone: Please call (669) 900-9128 Enter the WEBINAR 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: When the Chair calls for public comment, 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.

When the Chair calls for public comment, members of the public participating on Zoom and wishing to address the City Council can queue to speak with the “Raise Hand” feature. On the Zoom application, click the “Raise Hand” button. On the phone, press *9 to “Raise Hand”; press *6 to unmute.

5. In accordance with the City’s Remote Meeting Participation Policy for Public Comment: The City of Seaside reserves the right to refuse, limit, and/or revoke use of video conferencing technology and the option for virtual public participation. Granting use of the virtual participation in no way constitutes an endorsement of any person or group to display hateful conduct, including sending or posting hateful images, making violent threats, or targeting others with hateful or abusive speech. The City may remove any participate that violates its agreement or applicable policy with proper notice as outlined in the conditions of use/meeting access.

Packet Page 1
City Council REGULAR Meeting October 16, 2025 5:00 PM Agenda Page 2

1. CALL TO ORDER

2. ROLL CALL – ESTABLISHMENT OF QUORUM
Ian N. Oglesby
David R. Pacheco
Alexis Garcia-Arrazola
Rita Burks
Alex Miller
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.

A. SEASIDE CITY NEWS BROADCAST OF UPCOMING CITYWIDE EVENTS

AND COMMUNITY ANNOUNCEMENTS

7. PRESENTATIONS
A. AUGUST AND SEPTEMBER 2025 HOUSE OF THE MONTH AWARDS
(NEIGHBORHOOD IMPROVEMENT COMMISSION)

8. CONSENT AGENDA
A. APPROVE MINUTES FROM OCTOBER 2, 2025, REGULAR MEETING RECOMMENDATION: Approve minutes as presented in the agenda packet.

B. APPROVE A PROCLAMATION RECOGNIZING NOVEMBER 11, 2025, AS

VETERANS DAY
Packet Page 2
City Council REGULAR Meeting October 16, 2025 5:00 PM Agenda Page 3 RECOMMENDATION: Approve proclamation.

C. APPROVE A PROCLAMATION RECOGNIZING NOVEMBER 4-11, 2025, AS

OPERATION GREEN LIGHT WEEK IN SUPPORT OF VETERANS
RECOMMENDATION: Approve proclamation.

D. APPROVE A PROCLAMATION RECOGNIZING NOVEMBER AS AMERICAN

INDIAN HERITAGE MONTH
RECOMMENDATION: Approve proclamation.

E. APPROVE ENVIRONMENTAL SERVICES COOPERATIVE AGREEMENT (ESCA) REPORT COVERING ACTIVITIES FROM JULY THROUGH
SEPTEMBER 2025
RECOMMENDATION: Approve Environmental Services Cooperative Agreement (ESCA) report covering activities from July through September 2025 as presented.

F. ADOPT A RESOLUTION AUTHORIZING AGREEMENTS WITH COASTAL FABRICATIONS, INC FOR A NEW 90" STORM DRAIN OUTFALL
STRUCTURE AND INSTALLATION IN THE AMOUNT OF $125,296.04 PLUS A 20% CONTINGENCY
RECOMMENDATION: Approve agreements.

G. ADOPT A RESOLUTION AUTHORIZING THE PURCHASE OF A NEW

DUCKBILL ONE-WAY VALVE FROM LEIGH VALLEY VALVE LLC FOR THE 90" STORM DRAIN OUTFALL STRUCTURE IN THE AMOUNT OF
$82,071.88 PLUS A 15% CONTINGENCY
RECOMMENDATION: Authorize purchase.

9. BUSINESS ITEMS
A. APPROVE A REQUEST FROM INTERNATIONAL SCHOOL OF MONTEREY FOR A DONATION OF $3,000.00 FROM THE MAYOR'S YOUTH FUND FOR

THE COSTS ASSOCIATED WITH THEIR AFTER-SCHOOL SOCCER

PROGRAM
RECOMMENDATION: Approve the request.

B. REVIEW AND DISCUSS THE 2025 COMMUNITY SOCIAL SERVICES GRANT

APPLICATIONS
RECOMMENDATION: Approve funding allocations.

C. 2025 SEASIDE CAR WEEK AFTER ACTION REPORT
RECOMMENDATION: Receive the presentation.

10. COUNCIL MEMBER REQUESTS
Packet Page 3
City Council REGULAR Meeting October 16, 2025 5:00 PM Agenda Page 4 A. NEW COUNCIL MEMBER REQUESTS

1. Receive an overview of the Mayor's Youth Fund policy (Pacheco) B. FOLLOW UP ON PREVIOUS REQUESTS

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

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.

12. CLOSED SESSION
Pursuant to Government Code Section 54956 et seq., the City Council and Successor Agency to Redevelopment Agency may adjourn to a Closed Session to consider specific matters dealing with litigation, certain personnel matters, property negotiations or to confer with the City Attorney. Public comments on these items are taken after being read by the City Attorney. For the public record, please state your name.

A. CONFERENCE WITH REAL PROPERTY NEGOTIATORS PURSUANT TO GOVERNMENT CODE 54956.8
Property: 956 & 962 Hilby Avenue, Seaside, CA 93955
Agency Negotiator: City Manager, City Attorney, et. al.

Negotiating Parties: Stepping Stone Outreach Inc. and City of Seaside Under Negotiation: Price, terms of payment, or both
B. CONFERENCE WITH REAL PROPERTY NEGOTIATORS PURSUANT TO GOVERNMENT CODE 54956.8
Property: APN 031-151-024 generally located on the south west corner of the intersection with Colonel Durham and 7th Avenue
Agency Negotiators: City Manager, City Attorney, et. al.

Negotiating Parties: Monterey-Salinas Transit and City of Seaside Under Negotiation: Price, terms of payment, or both
C. CONFERENCE WITH LEGAL COUNSEL PURSUANT TO GOVERNMENT CODE 54956.9 (D)(2)
Two matters of potential litigation

13. ADJOURNMENT
Next Regularly Scheduled Meeting:

November 6, 2025
5:00 p.m.

Packet Page 4
City Council REGULAR Meeting October 16, 2025 5:00 PM Agenda Page 5 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 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 5

DRAFT MINUTES

CITY OF SEASIDE REGULAR MEETING
CITY COUNCIL/ SUCCESSOR 440 HARCOURT AVE
AGENCY TO THE Thursday, October 2, 2025
REDEVELOPMENT AGENCY 5:00 PM

1. CALL TO ORDER
Mayor Pro Tem/Vice Chair Pacheco called the meeting to order at 5:00 p.m.

2. ROLL CALL – ESTABLISHMENT OF QUORUM
PRESENT: Burks, Garcia-Arrazola, Miller
ABSENT: Oglesby

3. INVOCATION AND PLEDGE OF ALLEGIANCE
The invocation was led by Rev. Jimmy Welch (Ocean View Baptist Church).

Council/Agency Member Burks led the pledge.

4. REVIEW OF AGENDA
No changes.

5. PUBLIC COMMENT
Vince Lucido, Joe Levoscheck, Rick Mendoza

6. PUBLIC AGENCY COMMUNICATIONS
Mayor Pro Tem/Vice Chair Pacheco recognized the passing of community members Ms. Frankie Green and Mr. Larry Walker, Sr. and advised that the meeting would be closed in their honor.

The City Council presented proclamations to Rising Star Gymnastics for their achievements at National Championship Competition in Virginia Beach, VA.

A. SEASIDE CITY NEWS BROADCAST OF UPCOMING CITYWIDE

EVENTS AND COMMUNITY ANNOUNCEMENTS
The following events were announced:
• Saturday, October 11th, 2025, from 12:30 to 2:30 PM at 705 Broadway Avenue as the City of Seaside celebrates this exciting new addition to our community.

This year, the City will induct the fourth class of honorees, which will feature Pearl Carey, James C. Bogan, Charles “Coach” Williams, and Shari Hastey! • ReGen Monterey is excited to announce a Grant Funding Opportunity for the SB1383 Edible Food Recovery Program. These grants are intended to expand and enhance edible food recovery programs at food rescue organizations and services throughout the County. Organizations, businesses, or public entities that collect, generate, and distribute food to those in need can learn more about this program Packet Page 6
Thursday, October 2, 2025 City Council REGULAR Meeting Page 2 on the bulletin board at REGENMONTEREY.ORG. The deadline to apply is October 15th.
• The Seaside Recreation Department invites you to Movies in the Park on Friday, October 3rd at 7 p.m. The movie this month is Hocus Pocus! • Everyone’s Harvest, in partnership with Farms Together, is offering FREE boxes of produce at the Seaside Farmer’s Market every Thursday! Please note that the new time for box distribution is 4:30 PM.
• Join FOSPA on Saturday, October 4th at Farallones Park, and, on the 11th at Lincoln Cunningham Park for a day of service and outdoor fun! For more information, including future workdays and locations, visit Friends of Seaside Parks.org.
• Seaside Fire invites you to their Annual Open House as they charge into fire safety! Join the fun on Saturday, October 4th, from 10 AM to 2 PM at 1635 Broadway Avenue in Seaside.
• Bring the whole family for exciting activities, live demonstrations, and valuable community resources. Enjoy a free barbecue, and don’t forget to meet Sparky the Fire Dog!
• That’s the Seaside Fire Open House—Saturday, October 4th, 10 to 2. For more information, call 831-899-6790.

7. PRESENTATIONS
A. COMMUNITY PARTNERSHIP FOR YOUTH (CPY) SUMMER INTERN

PROGRAM
CPY Program Director, Ben Bruce provided an overview of the summer intern program and three participants in the program provided their testimonials of their involvement and the impact of the program.

B. ECONOMIC DEVELOPMENT UPDATE (JOSE BAZUA, ECONOMIC

DEVELOPMENT DIRECTOR)
The presentation reviewed the following projects/advancements:
• Auto Mall Investments
• Broadway Activation
• Fremont Corridor Improvements
• Campus Town Progress
• Main Gate Mixed-Use Development
• Business Recruitment & Retention
• Business Marketing & Support

8. CONSENT AGENDA
On motion by Council/Agency Member Garcia-Arrazola and second by Council/Agency Member Burks and carried by the following vote, the City Council/Successor Agency moved to approve the consent agenda as presented.

Packet Page 7
Thursday, October 2, 2025 City Council REGULAR Meeting Page 3 RESULT: 4-0-0-1
AYES: Burks, Garcia-Arrazola, Miller, Pacheco
NOES: None
ABSTAIN: None
ABSENT: Oglesby
A. APPROVE MINUTES FROM SEPTEMBER 18, 2025, REGULAR MEETING ACTION: APPROVED
B. APPROVE A PROCLAMATION RECOGNIZING OCTOBER 12-18, 2025, AS

FREEDOM FROM WORKPLACE BULLYING WEEK
ACTION: APPROVED
C. APPROVE A PROCLAMATION RECOGNIZING OCTOBER AS NATIONAL

BREAST CANCER AWARENESS MONTH
ACTION: APPROVED
D. APPROVE A PROCLAMATION RECOGNIZING OCTOBER AS NATIONAL

DISABILITY AWARENESS MONTH
ACTION: APPROVED
E. APPROVE THE PROCLAMATIONS FOR THE RECIPIENTS OF THE FOURTH

CLASS OF THE SEASIDE STARS PROGRAM
ACTION: APPROVED
F. ADOPT A RESOLUTION AWARDING ON-CALL PROFESSIONAL SERVICES

AGREEMENTS FOR TRAFFIC ENGINEERING IN THE AMOUNT OF
$250,000.00
ACTION: ADOPTED RESO #25-119
G. ADOPT A RESOLUTION APPROVING AN AMENDMENT TO THE

PROFESSIONAL SERVICES AGREEMENT WITH GEOSYNTEC
CONSULTANTS, INC. FOR SUPPLEMENTAL SOIL SAMPLING SERVICES FOR CAMPUS TOWN PHASE 1B, 2A, AND 2B FOR AN AMOUNT NOT TO EXCEED $43,100.00
ACTION: ADOPTED RESO #25-120
Packet Page 8
Thursday, October 2, 2025 City Council REGULAR Meeting Page 4

9. BUSINESS ITEMS
A. APPROVE MAYOR'S YOUTH FUND CONTRIBUTION REQUEST OF
$3,000.00 FROM SEASIDE MIDDLE SCHOOL TO ASSIST WITH THE COST

ASSOCIATED WITH THEIR ANNUAL FOOD FLEX COURSE FOR THEIR

EIGHTH GRADE STUDENTS
Kee-Hyon Higgins, Recreation Superintendent, provided a presentation reviewing the program and the intended use of the funding that includes food and safety materials, Kitchen equipment, Field trips (bakeries, farms, markets) and Curriculum enrichment. Supplemental Funding will be sourced from local businesses, and past partnership included Palermo Bakery and Grocery Outlet. Ongoing vendor outreach to cover partial costs.

PUBLIC COMMENT: Bobby Maxwell, Ann Marie Pagan
On motion by Council/Agency Member Garcia-Arrazola and second by Council/Agency Member Burks and carried the following vote, the City Council/Successor Agency denied the request.

RESULT: 2-2-0-1 (Motion Failed)
AYES: Burks, Garcia-Arrazola
NOES: Miller, Pacheco
ABSTAIN: None
ABSENT: Oglesby
B. STRATEGIC PLAN QUARTERLY UPDATE
City Manager McDanel provided a presentation reviewing selected contributions for each of the strategic pillars, and responded to questions from the Council. This item was for information only, there was no action taken.

PUBLIC COMMENT: Dianne Nielson

10. COUNCIL MEMBER REQUESTS
A. NEW COUNCIL MEMBER REQUESTS

1. Mayors Youth Fund Program Review (Pacheco)
B. FOLLOW UP ON PREVIOUS REQUESTS

1. Car Week After Action Report at October 16, 2025 meeting

2. Options regarding Pickleball Court issues & concerns at November 20, 2025 Packet Page 9
Thursday, October 2, 2025 City Council REGULAR Meeting Page 5

11. CITY ATTORNEY, CITY MANAGER, CITY COUNCIL AND MAYOR COMMENTS

AND REPORTS ON COMMITTEE ASSIGNMENTS
Reports provided.

12. CLOSED SESSION
City Attorney Sheri Damon read the closed session items and did not anticipate any report.

A. CONFERENCE WITH LEGAL COUNSEL PURSUANT TO GOVERNMENT CODE SECTION 54956.9 - EXISTING LITIGATION
Monterey County Superior Court Case No. 24 CV002872
Case Name: Seaside Highlands Homeowners Association v. City of Seaside, et al.

B. CONFERENCE WITH LEGAL COUNSEL PURSUANT TO GOVERNMENT CODE SECTION 54956.9 - EXISTING LITIGATION
Monterey County Superior Court Case No. 25CV001036
Case Name: City of Seaside v. Seaside Highlands Homeowners Association, et al.

C. CONFERENCE WITH LEGAL COUNSEL PURSUANT TO GOVERNMENT CODE 54956.9 (d)(2)
Two matters of potential litigation

13. ADJOURNMENT
With no further business, the meeting adjourned in the memory of Ms. Frankie Green and Mr. Larry Walker, at 7:45 p.m.

Respectfully submitted,
_________________________ _________________________
Dominique L. Davis, City Clerk Ian N. Oglesby, Mayor
Packet Page 10

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.B.

TO: City Council
FROM: Greg McDanel, City Manager
BY: Dominique Davis, City Clerk
DATE: October 16, 2025
SUBJECT: APPROVE A PROCLAMATION RECOGNIZING NOVEMBER 11, 2025, AS VETERANS DAY

RECOMMENDATION
Approve proclamation.

BACKGROUND
Veterans Day is observed annually on November 11 to honor the men and women who have served in the Armed Forces of the United States. Originally known as Armistice Day to commemorate the end of World War I, the holiday was officially renamed Veterans Day in 1954 to acknowledge all U.S. veterans who served honorably in wartime or peacetime.

The City of Seaside, with its deep ties to the military through the historic presence of Fort Ord and its proximity to active-duty and retired service members, has long valued and celebrated the contributions of our veterans. This proclamation serves as a formal reaffirmation of the City’s gratitude and commitment to honoring those who have worn the uniform in defense of our nation's ideals.

The 2025 Veterans Day Proclamation publicly recognizes the immeasurable contributions of veterans to the preservation of liberty, democracy, and peace. Through this ceremonial item, the City seeks to promote community-wide reflection, appreciation, and engagement in observances that pay tribute to those who have served.

Local commemorations are anticipated throughout the Monterey Peninsula, and the proclamation reinforces Seaside’s role as a partner in honoring our veteran community.

Packet Page 11

Item No. 8.B. Page 2 of 2
The language has been updated to reflect current context and continues the tradition of civic recognition of our armed forces.

FISCAL IMPACT
None.

STRATEGIC PRIORITY
Diverse and Inclusive Community

ATTACHMENTS

1. Veterans Day Proclamation
Reviewed for Submission to the City Council by:

____________________________________
Greg McDanel, City Manager
Packet Page 12
City of Seaside

PROCLAMATION
Veteran’s Day
WHEREAS, freedom is the cornerstone of the American spirit—an inalienable right we hold sacred, and the foundation upon which our communities thrive; and
WHEREAS, the brave men and women who have served in the Armed Forces of the United States of America have answered the highest call to defend that freedom, safeguarding our nation through valor, sacrifice, and unwavering dedication; and
WHEREAS, throughout our country’s history, millions of veterans have stood watch in times of war and peace, exemplifying courage and devotion to the ideals of liberty and justice for all; and WHEREAS, these honorable individuals have placed service above self, confronting adversity with resilience and reaffirming our nation's commitment to democracy through their actions on distant shores and here at home; and
WHEREAS, the City of Seaside joins the nation and the global community in expressing profound gratitude to our veterans, whose sacrifices have shaped a more peaceful and principled world.

NOW, THEREFORE, BE IT PROCLAIMED that I, The Honorable
Ian N. Oglesby, Mayor of the City of Seaside, on behalf of the Seaside City Council, do hereby proclaim November 11, 2025 as Veterans Day in the City of Seaside, and encourage all residents to honor this day with ceremonies and expressions of remembrance for those who have served in defense of our nation and the enduring ideals of freedom, justice, and democracy.
________________
Ian N. Oglesby
Mayor
October 16, 2024
Packet Page 13

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.C.

TO: City Council
FROM: Greg McDanel, City Manager
BY: Dominique Davis, City Clerk
DATE: October 16, 2025
SUBJECT: APPROVE A PROCLAMATION RECOGNIZING NOVEMBER 4-11, 2025, AS OPERATION GREEN LIGHT WEEK IN SUPPORT OF

VETERANS

RECOMMENDATION
Approve proclamation.

BACKGROUND
Operation Green Light is a nationwide initiative led by the National Association of Counties (NACo) and other veteran advocacy groups to raise awareness of the unique challenges faced by veterans transitioning to civilian life and to honor their service and sacrifice.

This campaign encourages counties, cities, and residents to display green lights in visible locations during the week leading up to Veterans Day. The City of Seaside has participated in this initiative in past years and will again illuminate City Hall in green as a symbol of our continued commitment to veteran recognition and support.

Seaside has a rich legacy of military history through its ties to the former Fort Ord and its active veteran community. The proclamation affirms the City’s dedication to uplifting veterans through visible, public support and complements broader efforts to address veteran mental health, housing, employment, and transition challenges.

Displaying green lights is a small yet powerful gesture that signals solidarity and appreciation to those who have served.

FISCAL IMPACT
Packet Page 14

Item No. 8.C. Page 2 of 2
None.

STRATEGIC PRIORITY
Diverse and Inclusive Community

ATTACHMENTS

1. Operation Green Light for Veterans Proclamation
Reviewed for Submission to the City Council by:

____________________________________
Greg McDanel, City Manager
Packet Page 15
City of Seaside

PROCLAMATION
Supporting Operation Green Light for Veterans
WHEREAS, the residents of the City of Seaside hold deep respect, admiration, and unwavering gratitude for the men and women who have selflessly served our country and community through service in the Armed Forces; and
WHEREAS, the contributions and sacrifices of military veterans have been vital to securing the freedoms and way of life we cherish today; and
WHEREAS, the City of Seaside honors those who placed themselves in harm’s way for the greater good, including those who continue their service in civic organizations such as the American Legion, Veterans of Foreign Wars, religious and volunteer groups, and public service roles; and

WHEREAS, each year, approximately 200,000 service members transition from military service to civilian life, with that number expected to grow in the years ahead; and WHEREAS, research indicates that 44–72% of service members experience high levels of stress during their transition, and the first year post-discharge carries a heightened risk for suicide among veterans; and
WHEREAS, the City of Seaside recognizes the unique challenges faced by veterans and is committed to supporting their well-being and successful reintegration into civilian life; and WHEREAS, Operation Green Light is a national campaign encouraging individuals, businesses, and governments to show visible support and appreciation for veterans by illuminating green lights in homes, storefronts, and public buildings; and WHEREAS, the City of Seaside will participate by shining green lights at City Hall throughout the week and encourages all residents and local businesses to join in this tribute as a visible symbol of appreciation and support.

NOW, THEREFORE, BE IT PROCLAIMED that I, The Honorable Ian N. Oglesby, Mayor of the City of Seaside, on behalf of the Seaside City Council, do hereby proclaim the week of November 4–11, 2025 as Operation Green Light for Veterans Week in the City of Seaside and urge all residents to honor the service and sacrifice of our veterans by displaying green lights and engaging in acts of recognition and support.

Ian N. Oglesby, Mayor
October 16, 2025
Packet Page 16

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.D.

TO: City Council
FROM: Greg McDanel, City Manager
BY: Dominique Davis, City Clerk
DATE: October 16, 2025
SUBJECT: APPROVE A PROCLAMATION RECOGNIZING NOVEMBER AS

AMERICAN INDIAN HERITAGE MONTH

RECOMMENDATION
Approve proclamation.

BACKGROUND
Since 1990, the United States has formally recognized American Indian Heritage Month each November as a national observance to celebrate the culture, history, and contributions of Native peoples. In California—home to more federally recognized tribes than any other state—this recognition is especially important.

Locally, the Monterey Bay region rests on the ancestral lands of the Ohlone, Esselen, and Amah Mutsun peoples. Their legacy remains present in local landscapes, stories, and cultural practices. This proclamation acknowledges that legacy and aligns with the City of Seaside’s efforts to promote inclusion, cultural awareness, and community education.

The proclamation affirms the City’s commitment to honor Native American communities—past, present, and future—through civic recognition and public engagement. It encourages residents to participate in educational programming, cultural events, and meaningful reflection throughout the month of November and beyond.

This action is consistent with statewide and national observances and complements the City’s efforts to advance equity, cultural visibility, and historical acknowledgment.

Packet Page 17

Item No. 8.D. Page 2 of 2

FISCAL IMPACT
None.

STRATEGIC PRIORITY
Diverse and Inclusive Community

ATTACHMENTS

1. American Indian Heritage Proclamation
Reviewed for Submission to the City Council by:

____________________________________
Greg McDanel, City Manager
Packet Page 18
City of Seaside

PROCLAMATION
American Indian Heritage Month
WHEREAS, for thousands of years before the founding of the United States, American Indians and Alaska Natives cultivated rich and diverse cultures, languages, and traditions that continue to shape the spirit and strength of our nation; and WHEREAS, November is nationally recognized as American Indian Heritage Month, a time to honor the enduring contributions, achievements, history, and resilience of Native peoples, who are the first stewards of this land; and WHEREAS, California is home to more Native Americans than any other state in the nation, including members of the Ohlone, Esselen, Amah Mutsun, and other tribal nations whose ancestral homelands include the Monterey Bay region; and WHEREAS, the City of Seaside is committed to promoting equity, justice, and cultural understanding, and acknowledges the past and present injustices faced by Native communities—including forced displacement, erasure, and systemic marginalization; and
WHEREAS, Native American heritage is not confined to history books, but is a living legacy passed down through art, storytelling, land stewardship, ceremony, and community leadership; and
WHEREAS, the City encourages all residents to reflect upon and celebrate the heritage and sovereignty of American Indian nations, to learn from their deep wisdom and traditions, and to recognize their continued contributions to the fabric of Seaside and the nation.

NOW, THEREFORE, BE IT PROCLAIMED that I, The Honorable Ian N. Oglesby, Mayor of the City of Seaside, on behalf of the Seaside City Council, do hereby proclaim November 2025 as American Indian Heritage Month in the City of Seaside and urge all residents to participate in programs, observances, and educational events that honor the Indigenous peoples of our region and nation.
______________
Ian N. Oglesby
Mayor
October 16, 2024
Packet Page 19

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.E.

TO: City Council
FROM: Greg McDanel, City Manager
BY: Melissa Broadston, ESCA Program Manager
DATE: October 16, 2025
SUBJECT: APPROVE ENVIRONMENTAL SERVICES COOPERATIVE

AGREEMENT (ESCA) REPORT COVERING ACTIVITIES FROM
JULY THROUGH SEPTEMBER 2025

RECOMMENDATION
Approve Environmental Services Cooperative Agreement (ESCA) report covering activities from July through September 2025 as presented.

BACKGROUND
The Fort Ord Reuse Authority (FORA) officially closed all operations on June 30, 2020.

Prior to sunset, the City of Seaside and FORA entered into a Memorandum of Agreement nominating Seaside as FORA’s Environmental Services Cooperative Agreement (ESCA) Successor-In-Interest (Successor). Seaside is now responsible to perform the remaining Long-Term Obligations (LTO) management responsibilities related to U.S. Army (Army) Munitions and Explosives of Concern (MEC) on ESCA property until June 30, 2028. A summary of the ESCA remediation program to date is provided below. A quarterly report is required to be prepared and submitted to the Army after review and acceptance by the City Council.

FORA ESCA Remediation Program Background:

In 2007, the Army and FORA entered into an agreement for Army-funded ESCA for the removal of the remnant MEC on 3,340 acres of the former Fort Ord. Under the ESCA terms, the Army awarded FORA approximately $98 million to perform Comprehensive Environmental Response Compensation and Liability Act (CERCLA) MEC cleanup on those parcels. FORA also entered into the Administrative Order on Consent (AOC) with the United States Environmental Protection Agency (EPA) and California Department of Toxic Substance Control (DTSC) (collectively referred to as regulatory agencies) Packet Page 20

Item No. 8.E. Page 2 of 4
defining FORA’s contractual conditions to complete the Army remediation obligations for the “ESCA parcels.” FORA received ESCA property ownership after EPA approval and gubernatorial concurrence under a Finding of Suitability for Early Transfer in 2009.

The ESCA properties received Records of Decision (ROD) documenting controls required to protect public health and safety and Land Use Control Implementation Plan (LUCIP) / Operation and Maintenance Plan (OMP) implementation, operation and maintenance ROD controls tailored to individual site conditions and historic MEC use. The final ESCA LUCIP/OMP documents were accepted by the Army and Regulators in February 2019.

These ESCA properties received the last EPA Remedial Action Completion letter in February 2019. The EPA issued a site-wide ESCA remedial completion certificate in April 2020.

Remedial Action Completion initiated the Army's long-term obligations on ESCA properties. To complete the ESCA and the AOC obligations, the Successor, Seaside, is required to complete a truncated series of tasks until the expiration on June 30, 2028, to include site investigation and monitoring, ensuring compliance with the land use controls for ESCA parcels by land holding jurisdictions, mitigation, monitoring, reporting for any potential or found munitions and explosives of concern, and public information and outreach regarding land use. Should any instances of MEC occur, the contractors of Arcadis, Inc., Weston Solutions, Inc. and Westcliffe Engineers, Inc. will assist with providing LTO support services.

ESCA QUARTERLY UPDATE
Jurisdiction Coordination
ESCA property could not be transferred to the jurisdictions until Army deed modifications and issuance of the Army CERCLA Warranties/Deed Amendments were completed. The ESCA property Army CERCLA Warranty and Deed modification documents were recorded in Monterey County on June 26, 2020. The receiving jurisdictions signed and recorded these deeds and have final ownership of their ESCA properties.

There are a few remaining property transfer tasks. Work continues to transfer the last two Economic Development Conveyance parcels from Army ownership to their designated recipients: Monterey-Salinas Transit Parcels L2.3 and L2.4.1. This transfer will also include a Covenant to Restrict the Use of Property for both of these parcels.

ESCA staff continues to host LTO Management, and Property, Planning, Police, and Property Manager quarterly meetings with all land holding jurisdictions and the Army.

These meetings discuss and review projects or other activities as outlined by the LUCIPs that are included with their properties. A quarterly meeting was held on August 6, 2025.

ESCA submitted the revised Final Construction Support Plan for the Seaside storm water Packet Page 21

Item No. 8.E. Page 3 of 4
infiltration system repair project. There were no comments. ESCA will provide the required After-Action Report for the in-progress Monterey One Water Pipeline Phase 4 project upon completion.

ESCA also assisted with documentation for several small (less than 10 cubic yards in locations with a low probability to encounter munitions) projects for the City of Seaside (San Pablo Traffic Calming), Monterey County (Parker Flats trailhead improvement project), and California American pipeline installation.

Given the history of the former Fort Ord as an Army base, munitions may be encountered during reuse of the property. ESCA outreach specific to the munitions safety awareness class at FortOrdSafety.com serves as an important resource to remind community members who might discover suspicious objects to follow the 3Rs of explosives safety – Recognize, Retreat, and Report. ESCA is responsible for the maintenance and participant tracking for the English and Spanish version of the free online training class at Fort Ord Safety.com. The training at FortOrdSafety.com supplements and compliments the Army’s on-site munitions safety training program as an important community asset for the use of the lands of the former Fort Ord.

Participation in this training remains robust.

The ESCA team continues to conduct weekly patrols of Seaside’s ESCA properties and bi-weekly patrols of other ESCA properties. ESCA patrols also included debris removal.

ESCA assisted Monterey Peninsula College with the non-intrusive installation of boundary markers. ESCA also participated in meetings related to the Army’s prescribed burn program.

ESCA provided program updates at the Army’s BRAC Cleanup Team meetings dedicated to munitions on July 25 and September 18, 2025. ESCA participated in the Army’s Community Involvement Workshop and Technical Review Committee in July. ESCA also participated in a September 30 mobile workshop for the California Chapter of the American Planning Association conference. ESCA highlighted land use controls during this workshop.

NEXT QUARTER GOALS
During the next quarter, the ESCA Program will be focusing on the following tasks. • ESCA will continue coordination supporting completion of property transfers. • ESCA will also continue coordination with jurisdictions and extensive public outreach on the Munitions Recognition and Safety Training which is available at FortOrdSafety.com.
• ESCA will continue weekly inspection and monitoring of activities on ESCA lands. • ESCA will continue follow-up of incidents of concern. • ESCA will offer “refresher” training to all jurisdictions and property owners. • ESCA will continue assistance and coordination with munitions documentation Packet Page 22

Item No. 8.E. Page 4 of 4
such as After Action Reports, Construction Support Plans, and notifications for projects located in ESCA properties with soil disturbances of less than 10 cubic yards with low probability of encountering munitions.
• ESCA will assist other jurisdictions with questions related to ESCA land use controls and assist with the development and completion of the Fiscal Year 2025 Annual Land Use Control report.
• ESCA will participate the following 2026 outreach events: Army Technical Review Committee, Army Community Involvement Workshop, and meetings regarding the Army’s prescribed burn program.
• ESCA will participate in the Army’s munitions response 2026 BRAC Cleanup team meetings.

FISCAL IMPACT
The actual cost to Seaside of these Army obligations will be fully reimbursed.

STRATEGIC PRIORITY
Effective Accessible Governance

ATTACHMENTS
None
Reviewed for Submission to the City Council by:

____________________________________
Greg McDanel, City Manager
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CITY OF SEASIDE

STAFF REPORT
Item No.: 8.F.

TO: City Council
FROM: Greg McDanel, City Manager
BY: Andreas Baer, Assistant Public Works Director
DATE: October 16, 2025
SUBJECT: ADOPT A RESOLUTION AUTHORIZING AGREEMENTS WITH COASTAL FABRICATIONS, INC FOR A NEW 90" STORM DRAIN

OUTFALL STRUCTURE AND INSTALLATION IN THE AMOUNT OF
$125,296.04 PLUS A 20% CONTINGENCY

RECOMMENDATION
Approve agreements.

BACKGROUND
On June 27, 2025, engineering staff requested quotes from three companies for services to construct and install a new outflow structure for the 90" storm drain outfall.

Staff received quotes from two companies, while the third was non-responsive. Coastal Fabrications Inc. submitted the low bid of a total of $125,296.04.

The storm drain outfall serves Sand City and the majority of Seaside. Once cleared, the outfall functions well even in high surf. However, if the outfall plugs badly enough, it leads to flooding in Sand City. The outfall is constructed with a duckbill terminating in the sand and a backup outlet that is too far up the beach, which has caused serious erosion and property damage in the past. Seaside's existing Duckbill one-way valve is torn and has failed. The emergency overflow can get blocked with sand, and is susceptible to being plugged with trash and debris.

Many options for reconstructing the outfall have been considered, including, but not limited to: extending the outfall into the ocean beyond the waves, constructing a seawall in front of the outfall, installing a pump or pumps to clear the outfall with jets of water, pumping storm water in from Sand City to increase pressure in the storm drain, etc. these options may work, but are more costly to design and build, and are difficult Packet Page 24

Item No. 8.F. Page 2 of 3
to install. The new outfall structure proposed here bolts to the end of the existing outfall. It has gated overflow valves at varying elevations in the duck bill. The intention is to have the overflow at the duckbill, so its wash water will be focused directly on the duckbill clearing it. The new structures used a series of gates installed at different elevations which would close by gravity, preventing sand from pushing back up the pipe. If the lower gates are closed and blocked with sand, the upper gates should open flowing storm water and progressively clear the lower gates and duckbill. This structure bolts to the existing headwall, and can be installed with no environmental impact beyond what occurs now operating the outfall. This design is untested, and due to the nature of the situation, staff believes the structure may have difficulties and will still need monitoring, maintenance or modification. Staff believes this is a relatively lowcost, low-impact solution and should be tried.

Staff recommends the City Council adopt a resolution (Attachment 1) authorizing:

1. The City Manager to execute a Contract Services Agreement (Attachment 2) with Coastal Fabrications Inc. for an amount $125,296.04 plus a 20% contingency of $25,059.21 for a not-to-exceed amount of $150,355.25

ENVIRONMENTAL COMPLIANCE
Per Title 14 of the California Code of Regulations, Chapter 3, “Guidelines for Implementation of California Environmental Quality Act (CEQA),” Article 19, “Categorical Exemptions,” Section 15302 (c) the following Class 2 actions are categorically exempt:

Class 2 consists of replacement or reconstruction of existing structures and facilities where the new structure will be located on the same site as the structure replaced and will have substantially the same purpose and capacity as the structure replaced, including but not limited to:

Examples include but are not limited to:
(c) Replacement or reconstruction of existing utility systems and/or facilities involving negligible or no expansion of capacity
The replacement of an existing storm drain outfall is maintenance of a publicly-owned utility and is therefore considered categorically exempt as described above.

FISCAL IMPACT
The following proposals were received:

Coastal Fabrication Inc.: $125,296.04
Metal Specialties: $221,500.00
ARC Metal Fabrication: Non - Responsive
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Item No. 8.F. Page 3 of 3
CIP Project Account (271-8910-9963)
Available Funding: $484,075.00
Duckbill Purchase: $ 94,382.66
Outfall Structure and Installation: $150,355.25
Remaining Funding $239,337.09
Staff recommends a 20% contingency for this work due to fluctuating tariffs and material prices. In addition, the outfall structure will require manufacturer shop drawings, and detailed design may lead to design innovations or improvements that could allow better performance of the outfall structure.

There are sufficient funds in the 90-Inch Storm Drain Improvements CIP Project Account (271-8910-9963) for the Contractor Services Agreement with Coastal Fabrications for an amount $125,296.04 plus a 20% contingency of $25,059.21 for a not-to-exceed $150,355.25.

STRATEGIC PRIORITY
Enhanced Physical Infrastructure & Abundant Water Supply

ATTACHMENTS

1. Resolution

2. Contractor Services Agreement - 90 Inch Outfall Wall - Coastal Fabrication Inc Reviewed for Submission to the City Council by:

____________________________________
Greg McDanel, City Manager
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RESOLUTION NO. 25-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE ADOPT A RESOLUTION AUTHORIZING AGREEMENTS FOR A NEW 90" OUTFALL STRUCTURE AND INSTALLATION IN THE AMOUNT OF $125,296.04 PLUS 20% CONTINGENCY TO COASTAL FABRICATION INC.

WHEREAS, The existing outfall structure has failed and plugs with sand, and; WHEREAS, The existing overflow structure is too far up the beach from the existing outfall and does not reliably clear the outfall, and; WHEREAS, A plugged outfall can lead to flooding in Sand City, and; WHEREAS, Staff requested proposals to construct a modified outfall with overflow gates, and;
WHEREAS, Staff received proposals from Coastal Fabrication Inc. ($125,296.04), Metal Specialties ($221,500.00); and
WHEREAS, there are sufficient funds in the 90-Inch Storm Drain Improvements CIP Project Account No. 271-8910-9963 construct and install a new outfall structure, and; NOW THEREFORE BE IT RESOLVED, that the City Council of the City of Seaside Accepts proposals from Coastal Fabrication and Metal Specialties, and; BE IT FURTHER RESOLVED, that the City Council deem ARC Metal Fabrication non-responsive
BE IT FURTHER RESOLVED, that the City Council authorize and agreement for fabricating and installing a new 90” outfall structure with Coastal Fabricaion Inc. for an amount $125,296.04 plus a 20% contingency of $25,059.21 for a not-to-exceed $150,355.25, and;
BE IT FURTHER RESOLVED, Per Title 14 of the California Code of Regulations, Chapter 3, “Guidelines for Implementation of California Environmental Quality Act (CEQA),” Article 19, “Categorical Exemptions,” Section 15302 (c) the following Class 2 actions are categorically exempt;
Class 2 consists of replacement or reconstruction of existing structures and facilities where the new structure will be located on the same site as the structure replaced and Packet Page 27
will have substantially the same purpose and capacity as the structure replaced, including but not limited to:

Examples include but are not limited to:
(c) Replacement or reconstruction of existing utility systems and/or facilities involving negligible or no expansion of capacity
The replacement of existing storm drain outfall is maintenance of publicly-owned utility and is therefore considered categorically exempt as described above., and; PASSED AND ADOPTED at a regular City Council meeting of the City of Seaside duly held on the 16th day of October, 2025, 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

AGREEMENT FOR CONTRACTOR SERVICES
NEW WALL FOR 90” OUTFALL
THIS AGREEMENT FOR CONTRACTOR SERVICES is made and effective as of October 16th 2025, between the City of Seaside, a municipal corporation ("City") and Coastal Fabrication Inc. ("Contractor") whose current and valid Contractor’s License #1012636 as duly issued by the California Department of Consumer Affairs. In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

1. TERM
This Agreement shall commence on October 16th 2025 and shall remain and continue in effect until tasks described herein are completed, but in no event later than June 30th 2026, unless sooner terminated pursuant to the provisions of this Agreement.

2. SERVICES
Contractor shall perform the tasks described and set forth in Exhibit A, attached hereto and incorporated herein as though set forth in full. Contractor shall complete the tasks according to the schedule of performance which is also set forth in Exhibit A. Exhibit A may include any Scope of Work, Plans, Specifications and other related documents specific to the services to be provided by Contractor.

3. PERFORMANCE
a) Contractor shall at all times faithfully, competently and to the best of his/her ability, experience, and talent, perform all tasks described herein. Contractor shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing similar services as are required of Contractor hereunder in meeting its obligations under this Agreement.
b) Contractor shall conform to the rules and regulations pertaining to safety established by the California Division of Industrial Safety. Contractor further agrees to take all necessary precautions for the safety of employees and shall comply with all applicable provisions of federal, state and local regulations, ordinances and codes. The Contractor shall be responsible for erecting and properly maintaining at all times as required by the conditions and progress of the work, all necessary safeguards for the protection of workers and the public and shall post danger signs warning against known or reasonably foreseeable or unusual hazards. c) At all times during the term of this Agreement, Contractor shall have in full force and effect, all licenses required of it by law for the performance of the services described in this Agreement.

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d) The Contractor will obtain a valid City Business License and shall maintain said Business License for the term of this Agreement and any extensions. e) Contractor shall keep itself informed of State and Federal laws and regulations which in any manner affect those employed by Contractor or in any way affect the performance of its service pursuant to this Agreement. Contractor shall at all times observe and comply with all such laws and regulations. City, and its officers and employees, shall not be liable at law or in equity occasioned by failure of Contractor to comply with this Section. f) Contractor agrees to comply with all of the applicable provisions of Sections 1777.5 and 1777.6 of the Labor Code, which Sections are hereby specifically referred to, incorporated herein by reference and made a part hereof as though set forth at length herein. g) Contractor agrees that in the performance of this Agreement or any sub-agreement hereunder, neither Contractor nor any person acting on Contractor’s behalf shall refuse to employ or refuse to continue in any employment any person on the basis of race, religious creed, color, national origin, ancestry, physical handicap, medical condition, marital status, sexual preference, sex or age. Harassment in the workplace is not permitted in any form.

Contractor further agrees to comply with all laws with respect to employment when performing this Agreement.
h) Contractor shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit C attached to and part of this To insure performance, Contractor and any sub-contractor must provide Faithful Performance and Labor and Material Bonds in favor of City, each in the amount of one hundred percent (100%) of the value of the contract.
i) Contractor declares and warrants that no undue influence or pressure is used against or in concert with any officer or employee of the City of Seaside in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential financial agreement or financial inducement. No officer or employee of the City of Seaside will receive compensation, directly or indirectly, from Contractor, or from any officer, employee or agent of Contractor, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement. Violation of this Section shall be a material breach of this Agreement entitling City to any and all remedies at law or in equity.

5. CONTENTS OF REQUEST FOR PROPOSAL AND PROPOSAL
Contractor is bound by the contents of City's Request for Proposal, Exhibit A hereto and incorporated herein by this reference, and the contents of the proposal submitted by the Contractor, Exhibit B hereto. In the event of conflict, the requirements of City's Request for Proposals and this Agreement shall take precedence over those contained in the Contractor's proposals.

6. CITY MANAGEMENT
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City Engineer/Public Works Services Manager shall represent City in all matters pertaining to the administration of this Agreement, review and approval of all products submitted by Contractor, but not including the authority to enlarge the Tasks to Be Performed or change the compensation due to Contractor. City's City Manager, shall be authorized to act on City's behalf and to execute all necessary documents which enlarge the Tasks to Be Performed or change Contractor's compensation, subject to Section 5 hereof.

7. PAYMENT
(a) City agrees to pay Contractor monthly, in accordance with the payment rates and terms and the schedule of payment as set forth in Exhibit "B", attached hereto and incorporated herein by this reference as though set forth in full, based upon actual time spent on the above tasks. This amount shall not exceed One Hundred Twenty-Five Thousand Two Hundred Ninety-Six dollars and Four Cents ($125,296.04) which sum shall include all costs, if any, for the total term of the Agreement unless additional payment is approved as provided in this Agreement. (b) The City Manager's contract authority is limited to a total threshold of $24,999.00 which includes all costs. Contracts, including any contract amendments that exceed the total threshold, require City Council approval. Any contracts, including contract amendments that exceed the total threshold, which do not have City Council approval, shall be void. (c) Contractor will submit invoices monthly for actual services performed. Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month. Payment shall be made within thirty (30) days of receipt of each invoice as to all non-disputed fees. If the City disputes any of Contractor's fees it shall give written notice to Contractor within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice.

7. INSPECTION
City shall at all times have the right to inspect the work and materials. Contractor shall furnish all reasonable aid and assistance required by City for the proper examination of the work and all parts thereof. Such inspection shall not relieve Contractor from any obligation to perform said work strictly in accordance with the specifications or any modifications thereof and in compliance with the law.

9. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE (a) The City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon the Contractor at least ten (10) days prior written notice. Upon receipt of said notice, the Contractor shall immediately cease all work under this Agreement, unless the notice provides otherwise. If the City suspends or terminates a portion of this Agreement such suspension or termination shall not make void or invalidate the remainder of this Agreement.

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(b) In the event this Agreement is terminated pursuant to this Section, the City shall pay to Contractor the actual value of the work performed up to the time of termination, provided that the work performed is of value to the City. Upon termination of the Agreement pursuant to this Section, the Contractor will submit an invoice to the City pursuant to Section 5(c).

10. DEFAULT OF CONTRACTOR
(a) Contractor's failure to comply with the provisions of this Agreement shall constitute a default. In the event that Contractor is in default for cause under the terms of this Agreement, City shall have no obligation or duty to continue compensating Contractor for any work performed after the date of default and can terminate this Agreement immediately by written notice to Contractor. If such failure by Contractor to make progress in the performance of work hereunder arises out of causes beyond Contractor's control, and without fault or negligence of Contractor, it shall not be considered a default.
(b) If the City Manager or his/her delegate determines that Contractor is in default in the performance of any of the terms or conditions of this Agreement, he/she shall cause to be served upon Contractor a written notice of the default. Contractor shall have ten (10) days after service upon it of said notice in which to cure the default by rendering a satisfactory performance. In the event that Contractor fails to cure its default within such period of time, City shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement.

11. OWNERSHIP OF DOCUMENTS
(a) Contractor shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by City that relate to the performance of services under this Agreement. Contractor shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Contractor shall provide free access to the representatives of City or its designees at reasonable times to such books and records; shall give City the right to examine and audit said books and records; shall permit City to make copies and transcripts there from as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement. Such records, together with supporting documents, shall be maintained at the City of Seaside City Hall for a minimum period of three (3) years after receipt of final payment. (b) Upon completion of, or in the event of termination or suspension of this Agreement, all finished or unfinished documents, data, studies, surveys, drawings, maps, models, photographs, computer discs, and reports prepared by the Contractor under this Agreement shall become the sole property of City and may be used, reused, or otherwise disposed of by City without the permission of Contractor. With respect to computer files, Contractor shall make available to City, at City's office and upon reasonable written request by City, the necessary computer software and hardware for purposes of accessing, compiling, transferring, and printing computer files.

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12. INDEMNIFICATION
(a) Indemnification for Professional Liability. Contractor shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all losses, liabilities, damages, costs and expenses, including attorney’s fees and costs to the extent same are actually caused in whole or in part by any negligent or wrongful act, error or omission of Contractor, its officers, agents, employees or sub -contractors (or any entity or individual that Contractor shall bear the legal liability thereof) in the performance of professional services under this Agreement. With respect to the design of public improvements, the Contractor shall not be liable for any injuries or property damage resulting from the reuse of the design at a location other than that specified in Exhibit A without the written consent of the Contractor.
(b) Indemnification for Other Than Professional Liability. Contractor shall indemnify defend and hold harmless City, and any and all of its employees, officials and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys’ fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Contractor or by any individual or entity for which Contractor is legally liable, including but not limited to officers, agents, employees or sub-contractors of Contractor.
(c) General Indemnification Provisions. Contractor agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this section from each and every sub-contractor or any other person or entity involved by, for, with or on behalf of Contractor in the performance of this Agreement. In the event Contractor fails to obtain such indemnity obligations from others as required here, Contractor agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth here is binding on the successors, assigns or heirs of Contractor and shall survive the termination of this Agreement or this section. (d) Indemnity Provisions for Contracts Related to Construction. Without affecting the rights of City under any provision of this Agreement, Contractor shall not be required to indemnify and hold harmless City for liability attributable to the active negligence of City, provided such active negligence is determined by agreement between the parties or by the findings of a court of competent jurisdiction. In instances where City is shown to have been actively negligent and where City’s active negligence accounts for only a percentage of the liability involved, the obligation of Contractor will be for that entire portion or percentage of liability not attributable to the active negligence of City.

13. WARRANTIES
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Contractor agrees that it will warrant all work performed and equipment supplied hereunder for a period of one year or, in the case of equipment, for the period of the manufacturer's warranty if such warranty be for a period longer than one year. Contractor shall immediately correct all defective workmanship discovered within one year after acceptance of final payment by it and shall indemnify and defend City against all loss and damage occasioned by any such defect, discovered within said year, even though the damage or loss may not be ascertained until after the expiration thereof. Nothing herein constitutes a waiver of City's rights or any statute of limitations.

14. INSURANCE
Contractor shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit "C" attached to and part of this Agreement.

15. INDEPENDENT CONTRACTOR
(a) Contractor is and shall at all times remain as to City a wholly independent Contractor.

The personnel performing the services under this Agreement on behalf of Contractor shall at all times be under Contractor's exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of Contractor or any of Contractor's officers, employees, or agents, except as set forth in this Agreement. Contractor shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the City. Contractor shall not incur or have the power to incur any debt, obligation, or liability whatever against City, or bind City in any manner. (b) No employee benefits shall be available to Contractor in connection with the performance of this Agreement. Except for the fees paid to Contractor as provided in the Agreement, City shall not pay salaries, wages, or other compensation to Contractor for performing services hereunder for City. City shall not be liable for compensation or indemnification to Contractor for injury or sickness arising out of performing services hereunder. (c) Any and all employees or sub-contractors of Contractor under this Agreement, while engaged in the performance of any work or services required by Contractor under this Agreement, shall be considered employees or sub-contractors of Contractor only and not of city. Any and all claims that may arise under the Workers’ Compensation Act on behalf of said employees or sub-contractors, while so engaged and all claims made by a third party as a consequence of any negligent act or omission on the part of the Contractor’s employees or sub-contractors, while so engaged in any of the work or services provided for or rendered herein shall not be City’s obligation.

16. PREVAILING WAGE
The general prevailing wage rates are determined by the Director of Industrial Relations, for the County of Monterey. Current prevailing wage rates can be found in “General Prevailing Wage Determinations made by the Director of Industrial Relations” (wage determinations) at the Division of Labor Statistics and Research, Prevailing Wage Unit, P. O. Box 420603, San Packet Page 34
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Francisco, CA 94142, (415) 703-4774, or at DIRs website at http://www.dir.ca.gov/. Changes, if any, to the general prevailing wage rates will be available at the same location.

The Contractor will be required to maintain and distribute certified payroll records in compliance with Section 1776 of the California Labor Code. The Contractor shall register as specified in Labor Code section 1771.1(a). Records shall be made available to the City upon request for inspection or for copies thereof. The project is subject to compliance monitoring and enforcement by the Department of Industrial Relations in accordance with Labor Code sections 1725.5 (contractor registration requirements and criteria), 1771.1 (requirement to register as a condition to bid or work on public works), and 1771.4 (project compliance monitoring).

The labor surcharge, equipment rental rates, and the delay factors for each classification of equipment are listed in the Department of Transportation publication entitled "Labor Surcharge and Equipment Rental Rates."

17. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES
No member, officer, or employee of City, or their designees or agents, and no public official who exercises authority over or responsibilities with respect to the Project during his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any agreement or subagreement, or the proceeds thereof, for work to be performed in connection with the Project performed under this Agreement.

18. CONFLICT OF INTEREST
Contractor shall at all times avoid conflicts of interest, or the appearance of conflicts of interest, in the performance of this Contract.

Contractor covenants that neither he/she nor any officer or principal of their firm have any interest in, or shall acquire any interest, directly nor indirectly, which will conflict in any manner or degree with the performance of their services hereunder. Contractor further covenants that in the performance of this Agreement, no person having such interest shall be employed by them as an officer, employee, agent, or sub-contractor. Contractor further covenants that Contractor has not contracted with nor is performing any services, directly or indirectly, with any developer(s) and/or property owner(s) and/or firm(s) and/or partnership(s) owning property in the City or the study area and further covenants and agrees that Contractor and/or its sub-contractors shall provide no service or enter into any agreement or agreements with a/any developer(s) and/or property owner(s) and/or firm(s) and/or partnership(s) owning property in the City or the study area prior to the completion of the work under this Agreement.

If City determines Contractor comes within the definition of Contractor under the Political Reform Act (Government Code §87100 et seq.) Contractor shall complete and file and shall require any other person doing work under this Agreement to complete and file a "Statement of Economic Interest" with City disclosing Contractor’s and/or such other person’s financial interests.

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19. NO WAIVER OF BREACH/TIME
The waiver by City of any breach of any term or promise contained in this Agreement shall not be deemed to be a waiver of such term or provision or any subsequent breach of the same or any other term or promise contained in this Agreement. Time is of the essence in carrying out the duties hereunder.

20. CONFIDENTIAL INFORMATION/RELEASE OF INFORMATION
(a) All information gained by Contractor in performance of this Agreement shall be considered confidential and shall not be released by Contractor without City's prior written authorization. Contractor, its officers, employees, agents, or sub-contractors, shall not without written authorization from the City Manager or unless requested by the City Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories, or other information concerning the work performed under this Agreement or relating to any project or property located within the City. Response to a subpoena or court order shall not be considered "voluntary" provided Contractor gives City notice of such court order or subpoena. (b) Contractor shall promptly notify City should Contractor, its officers, employees, agents, or sub-contractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions, or other discovery request, court order, or subpoena from any person or party regarding this Agreement and the work performed there under or with respect to any project or property located within the City. City retains the right, but has no obligation, to represent Contractor and/or be present at any deposition, hearing, or similar proceeding. Contractor agrees to cooperate fully with City and to provide the opportunity to review any response to discovery requests provided by Contractor. However, City's right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response.

21. NOTICES
Any notices which either party may desire to give to the other party under this Agreement must be in writing and may be given either by (i) personal service, (ii) delivery by a reputable document delivery service, such as but not limited to, Federal Express, which provides a receipt showing date and time of delivery, or (iii) mailing in the United States Mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by notice:

To City:
__City of Seaside__________
__440 Harcourt Ave________
__Seaside, CA 93955_______
Attention: City Clerk

To Contractor: __Coastal Fabrication Inc____
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___755 Redwood Ave______
___Sand City, CA 93955____

22. THIRD PARTY BENEFICIARIES
Nothing contained in this Agreement shall be construed to create, and the parties do not intend to create, any rights in third parties.

23. ASSIGNMENT
Contractor shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, without prior written consent of the City. Subject to the foregoing, all terms of the Agreement will be binding upon, enforceable by and inure to the benefit of the parties and their successors and assigns.

24. GOVERNING LAW
City and Contractor understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in Monterey County, or the federal district court with jurisdiction over the City.

Contractor agrees not to commence or prosecute any dispute arising out of or in connection with this Agreement other than in the aforementioned courts and irrevocably consents to the exclusive personal jurisdiction and venue of the aforementioned courts.

25. ATTORNEY’S FEES AND COURT VENUE
Should either party to this Agreement bring legal action against the other (formal judicial proceeding, mediation or arbitration) the party prevailing in such action shall be entitled to a reasonable attorney's fee which shall be fixed by the judge, mediator or arbitrator hearing the case, and such fee shall be included in the judgment together with all costs.

26. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Contractor warrants and represents that he/she has the authority to execute this Agreement on behalf of the Contractor and has the authority to bind Contractor to the performance of its obligations hereunder.

27. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations, and statements, oral or written, are merged into this Agreement Packet Page 37
New Wall For 90” Outfall
Rev. 1/18 Page 10 COS Contractor Services
and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material.

28. AGREEMENT CONTAINS ALL UNDERSTANDINGS: AMENDMENT
(a) This document represents the entire and integrated Agreement between City and Contractor, and supersedes all prior negotiations, representations and agreements, either written or oral.
(b) Any modification or amendment to this Agreement must be in writing. (c) Neither City nor Contractor shall be deemed to have waived any obligation of the other, or to have agreed to any modification to this Agreement unless it is in writing, and signed by the party giving the waiver.

29. SEVERABILITY
If any term of this Agreement is held invalid by a court of competent jurisdiction or arbitrator the remainder of this Agreement shall remain in effect.

IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.

CITY OF SEASIDE CONTRACTOR
By: By:

Date: Date:

Attachments: Exhibit A Scope of Work
Exhibit B Contractor Proposal
Exhibit C Insurance Requirements
Packet Page 38
New Wall For 90” Outfall
Exhibit A

EXHIBIT A

SCOPE OF WORK
I am looking for three quotes for someone to build an overflow structure for our 90" outfall storm drain structure that drains Sand City and most of Seaside. The structure currently gets plugged up with sand, and then does not drain. It has an overflow designed to clear the outfall, but that fills in with sand and is too far up the beach to be helpful. Last time it overflowed at that point it did a lot of damage to the adjacent dune. I want an overflow that is tied in at the discharge point, and that will have flap gates so that sand can’t push back up against it. Attached is a rough plan for something I think that would work. Do you think you would be able to give me a quote on this, and do you think you could build it for me?
Thank you,
Andreas Baer P.E.

City of Seaside
Assistant Public Works Director
[email protected]
Desk: (831) 899-6886
Packet Page 39
New Wall For 90” Outfall
Exhibit C

EXHIBIT C

INSURANCE
Prior to the beginning of and throughout the duration of the Work, CONTRACTOR and its subcontractors shall maintain insurance in conformance with the requirements set forth below. CONTRACTOR will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth herein, CONTRACTOR agrees to amend, supplement or endorse the existing coverage to do so.

CONTRACTOR acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to CONTRACTOR or its subcontractors in excess of the limits and coverage identified in this Agreement and which is applicable to a given loss, claim or demand, will be equally available to AGENCY.

A. CONTRACTOR shall provide the following types and amounts of insurance:

Without limiting CONTRACTOR’s indemnification of AGENCY, and prior to commencement of Work, CONTRACTOR shall obtain, provide and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and in a form satisfactory to AGENCY.

General liability insurance. CONTRACTOR shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage, and a $2,000,000 completed operations aggregate. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.

Automobile liability insurance. CONTRACTOR shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the CONTRACTOR arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non-owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident.

Umbrella or excess liability insurance. [Optional depending on limits required] CONTRACTOR shall obtain and maintain an umbrella or excess liability insurance that Packet Page 40
New Wall For 90” Outfall
Exhibit C
will provide bodily injury, personal injury and property damage liability coverage at least as broad as the primary coverages set forth above, including commercial general liability, automobile liability, and employer’s liability. Such policy or policies shall include the following terms and conditions:
• A drop-down feature requiring the policy to respond in the event that any primary insurance that would otherwise have applied proves to be uncollectable in whole or in part for any reason;
• Pay on behalf of wording as opposed to reimbursement; • Concurrency of effective dates with primary policies; • Policies shall “follow form” to the underlying primary policies; and • Insureds under primary policies shall also be insureds under the umbrella or excess policies.

Workers’ compensation insurance. CONTRACTOR shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000) for CONTRACTOR’s employees in accordance with the laws of the State of California, Section 3700 of the Labor Code. In addition, CONTRACTOR shall require each subcontractor to similarly maintain Workers’ Compensation Insurance and Employer’s Liability Insurance in accordance with the laws of the State of California, Section 3700 for all of the subcontractor’s employees.

CONTRACTOR shall submit to AGENCY, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of AGENCY, its officers, agents, employees and volunteers.

Pollution liability insurance. Environmental Impairment Liability Insurance shall be written on a CONTRACTOR’s Pollution Liability form or other form acceptable to AGENCY providing coverage for liability arising out of sudden, accidental and gradual pollution and remediation. The policy limit shall be no less than $1,000,000 dollars per claim and in the aggregate. All activities contemplated in this Agreement shall be specifically scheduled on the policy as “covered operations.” The policy shall provide coverage for the hauling of waste from the project site to the final disposal location, including nonowned disposal sites.

Builder’s risk insurance. Upon commencement of construction and with approval of AGENCY, CONTRACTOR shall obtain and maintain builder’s risk insurance for the entire duration of the Project until only the AGENCY has an insurable interest. The Builder’s Risk coverage shall include the coverages as specified below.

The named insureds shall be CONTRACTOR and AGENCY, including its officers, officials, employees, and agents. All Subcontractors (excluding those solely responsible for design Work) of any tier and suppliers shall be included as additional insureds as their interests Packet Page 41
New Wall For 90” Outfall
Exhibit C
may appear. CONTRACTOR shall not be required to maintain property insurance for any portion of the Project following transfer of control thereof to AGENCY. The policy shall contain a provision that all proceeds from the builder’s risk policy shall be made payable to the AGENCY. The AGENCY will act as a fiduciary for all other interests in the Project.

Policy shall be provided for replacement value on an "all risk" basis for the completed value of the project. There shall be no coinsurance penalty or provisional limit provision in any such policy. Policy must include: (1) coverage for any ensuing loss from faulty workmanship, Nonconforming Work, omission or deficiency in design or specifications; (2) coverage against machinery accidents and operational testing; (3) coverage for removal of debris, and insuring the buildings, structures, machinery, equipment, materials, facilities, fixtures and all other properties constituting a part of the Project; (4) Ordinance or law coverage for contingent rebuilding, demolition, and increased costs of construction; (5) transit coverage (unless insured by the supplier or receiving contractor), with sub-limits sufficient to insure the full replacement value of any key equipment item; (6) Ocean marine cargo coverage insuring any Project materials or supplies, if applicable; (7) coverage with sub-limits sufficient to insure the full replacement value of any property or equipment stored either on or off the Site or any staging area. Such insurance shall be on a form acceptable to Agency to ensure adequacy of terms and sublimits and shall be submitted to the Agency prior to commencement of construction.

Other provisions or requirements
Proof of insurance. CONTRACTOR shall provide certificates of insurance to AGENCY as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers’ compensation. Insurance certificates and endorsements must be approved by AGENCY’s risk manager prior to commencement of performance. Current certification of insurance shall be kept on file with AGENCY at all times during the term of this contract. AGENCY reserves the right to require complete, certified copies of all required insurance policies, at any time.

Duration of coverage. CONTRACTOR shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the Work hereunder by CONTRACTOR, his agents, representatives, employees or subcontractors.

CONTRACTOR must maintain general liability and umbrella or excess liability insurance for as long as there is a statutory exposure to completed operations claims. AGENCY and its officers, officials, employees, and agents shall continue as additional insureds under such policies.

Packet Page 42
New Wall For 90” Outfall
Exhibit C
Primary/noncontributing. Coverage provided by CONTRACTOR shall be primary and any insurance or self-insurance procured or maintained by AGENCY shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of AGENCY before the AGENCY’s own insurance or self-insurance shall be called upon to protect it as a named insured.

Products/completed operations coverage. Products/completed operations coverage shall extend a minimum of three (3) years after project completion. Coverage shall be included on behalf of the insured for covered claims arising out of the actions of independent contractors. If the insured is using subcontractors, the Policy must include work performed “by or on behalf” of the insured. Policy shall contain no language that would invalidate or remove the insurer’s duty to defend or indemnify for claims or suits expressly excluded from coverage. Policy shall specifically provide for a duty to defend on the part of the insurer. The AGENCY, its officials, officers, agents, and employees, shall be included as additional insureds under the Products and Completed Operations coverage.

Agency’s rights of enforcement. In the event any policy of insurance required under this Agreement does not comply with these requirements or is canceled and not replaced, AGENCY has the right but not the duty to obtain the insurance it deems necessary and any premium paid by AGENCY will be promptly reimbursed by CONTRACTOR or AGENCY will withhold amounts sufficient to pay premium from CONTRACTOR payments. In the alternative, AGENCY may cancel this Agreement.

Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the AGENCY’s risk manager.

Waiver of subrogation. All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against AGENCY, its elected or appointed officers, agents, officials, employees and volunteers or shall specifically allow CONTRACTOR or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. CONTRACTOR hereby waives its own right of recovery against AGENCY, and shall require similar written express waivers and insurance clauses from each of its subconsultants.

Packet Page 43
New Wall For 90” Outfall
Exhibit C
Enforcement of contract provisions (non estoppel). CONTRACTOR acknowledges and agrees that any actual or alleged failure on the part of the AGENCY to inform CONTRACTOR of non-compliance with any requirement imposes no additional obligations on the AGENCY nor does it waive any rights hereunder.

Requirements not limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the CONTRACTOR maintains higher limits than the minimums shown above, the AGENCY requires and shall be entitled to coverage for the higher limits maintained by the CONTRACTOR. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the AGENCY.

Notice of cancellation. CONTRACTOR agrees to oblige its insurance agent or broker and insurers to provide to AGENCY with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage.

Additional insured status. General liability policies shall provide or be endorsed to provide that AGENCY and its officers, officials, employees, agents, and volunteers shall be additional insureds under such policies. This provision shall also apply to any excess/umbrella liability policies.

Prohibition of undisclosed coverage limitations. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to AGENCY and approved of in writing.

Separation of insureds. A severability of interests provision must apply for all additional insureds ensuring that CONTRACTOR’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions.

Pass through clause. CONTRACTOR agrees to ensure that its subconsultants, subcontractors, and any other party involved with the project who is brought onto or involved in the project by CONTRACTOR, provide the same minimum insurance coverage and endorsements required of CONTRACTOR. CONTRACTOR agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section.

CONTRACTOR agrees that upon request, all agreements with consultants, Packet Page 44
New Wall For 90” Outfall
Exhibit C
subcontractors, and others engaged in the project will be submitted to AGENCY for review.

Agency’s right to revise requirements. The AGENCY reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the CONTRACTOR a ninety (90) day advance written notice of such change.

If such change results in substantial additional cost to the CONTRACTOR, the AGENCY and CONTRACTOR may renegotiate CONTRACTOR’s compensation.

Self-insured retentions. Any self-insured retentions must be declared to and approved by AGENCY. AGENCY reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these specifications unless approved by AGENCY.

Timely notice of claims. CONTRACTOR shall give AGENCY prompt and timely notice of claims made or suits instituted that arise out of or result from CONTRACTOR’s performance under this Agreement, and that involve or may involve coverage under any of the required liability policies.

Additional insurance. CONTRACTOR shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the Work.

Packet Page 45

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.G.

TO: City Council
FROM: Greg McDanel, City Manager
BY: Andreas Baer, Assistant Public Works Director
DATE: October 16, 2025
SUBJECT: ADOPT A RESOLUTION AUTHORIZING THE PURCHASE OF A

NEW DUCKBILL ONE-WAY VALVE FROM LEIGH VALLEY VALVE
LLC FOR THE 90" STORM DRAIN OUTFALL STRUCTURE IN THE
AMOUNT OF $82,071.88 PLUS A 15% CONTINGENCY

RECOMMENDATION
Authorize purchase.

BACKGROUND
On September 25th, 2025, engineering staff requested quotes from five suppliers for a made-to-order duckbill one-way valve to replace the failed 84' valve currently installed at Seaside's main storm drain outfall. Staff received quotes from three companies.

Leigh Valley Valve LLC submitted the lowest price of a total of $82,071.88 including tax and shipping. .

Seaside's existing Duckbill one-way valve is torn and has failed. In its existing condition, the duckbill allows ocean waves to push sand up the outfall pipe, clogging Seaside's main storm drain outfall to the ocean. This storm drain outfall serves Sand City and the majority of Seaside. If the outfall plugs badly enough, it leads to flooding in Sand City.

Installing a new outlet valve does not prevent the outfall from being buried in sand, requiring ongoing maintenance. However, the duckbill will reduce the severity of the problem, increase the likelihood of self-clearing, and allow manual clearing of the pipe to be completed more easily.

This valve is made-to-order. Due to constantly changing tariffs, and potential changes that may come up during manufacturing, staff recommends council approve a 15% Packet Page 46

Item No. 8.G. Page 2 of 3
contingency for this purchase.

Staff recommends the City Council adopt a resolution (Attachment 1) authorizing:

1. The City Manager to purchase a replacement one-way valve for $82,071.88 plus up to an additional 15% contingency in the amount of $12,310.78 for a total notto-exceed $94,382.66.

ENVIRONMENTAL COMPLIANCE
A material purchase is not a project under CEQA.

FISCAL IMPACT
The following quotes were received:

Company Quote Tax Shipping TOTAL 15%
Contingency
TOTAL
Leigh
Valley
Valve
$73,750.00 $6,821.88 $1,500.00 $82,071.88 $12,460.78 $94,382.66 UR
Waterworks
$83,356.47 $7,710.47 $7,370.00 $98,436.94 $14,765.54 $113,202.48 Red Valve $168,000.00 $15,540.00 $7,370.00 $190,910.00 $28,636.50 $219,546.50 J&S Valve Non
Responsive
Non
Responsive
Non
Responsive
Non
Responsive
Non
Responsive
Non
Responsive
PROCO Non
Responsive
Non
Responsive
Non
Responsive
Non
Responsive
Non
Responsive
Non
Responsive
CIP Project Account (271-8910-9963)
Available Funding: $484,075.00
Duckbill Purchase: $ 94,382.66
Outfall Structure and Installation: $150,355.25
Remaining Funding $239,337.09
Leigh Valley Valve LLC is the low-price supplier. There are sufficient funds in the 90-Inch Storm Drain Improvements CIP Project Account (271-8910-9963) for the valve purchase for an amount not-to-exceed $82,071.88 plus up to an additional 15% contingency in the amount of $12,310.78 for a total not-to-exceed $94,382.66.

STRATEGIC PRIORITY
Packet Page 47

Item No. 8.G. Page 3 of 3
Enhanced Physical Infrastructure & Abundant Water Supply

ATTACHMENTS

1. Resolution

2. Quote
Reviewed for Submission to the City Council by:

____________________________________
Greg McDanel, City Manager
Packet Page 48
RESOLUTION NO. 25-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE

ADOPT A RESOLUTION AUTHORIZING THE PURCHASE OF A NEW DUCKBILL ONE-WAY VALVE FOR THE 90" OUTFALL PIPE FOR $82,071.88 PLUS A 15% CONTINGENCY FROM LEIGH VALLEY VALVE LLC.

WHEREAS, The existing duckbill has failed and plugs with sand, and; WHEREAS, A plugged outfall can lead to flooding in Sand City, and; WHEREAS, Staff requested proposals for new duckbill one-way valves, and; WHEREAS, Staff received proposals from Leigh Valley Valve ($82,071.88), UR Waterworks ($98,436.94), and Red Valve ($190,910.00); and WHEREAS, there are sufficient funds in the 90-Inch Storm Drain Improvements CIP Project Account No. 271-8910-9963 purchase the new duckbill, and; NOW THEREFORE BE IT RESOLVED, that the City Council of the City of Seaside authorize the purchase of a new duckbill one-way valve from Leigh Valley Valve for $82,071.88 plus up to an additional 10% contingency in the amount of $12,310.78 for a total not-to-exceed $94,382.66, and;
BE IT FURTHER RESOLVED, That a material purchase is not a project under CEQA
PASSED AND ADOPTED at a regular City Council meeting of the City of Seaside duly held on the 16th day of October, 2025, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

______________________________
Ian N. Oglesby, Mayor
ATTEST:

Packet Page 49
___________________________
Dominique L. Davis, City Clerk
Packet Page 50
Past Due Invoices may be subject to a 1.50% late charge per month.

Lehigh Valley Valve LLC
PO Box 20391
Lehigh Valley, PA 18002 US
(610) 255-7071
[email protected]
Estimate

ADDRESS
City of Seaside
610 Olympia Blvd
Seaside, CA 93955

SHIP TO
City of Seaside
610 Olympia Blvd
Seaside, CA 93955
ESTIMATE LVV100825-2Q
DATE 09/24/2025
PO #
TBD

QTY RATE AMOUNT
MISC 1 73,750.00 73,750.00
MISC 1 5,346.88 5,346.88
MISC

DESCRIPTION
84” Cla Val RF-DBO-SB Slip on Duckbill check valve – Bottom slope design
CA Sales Tax if applicable - 7.25%
Estimated Freight 1 1,500.00 1,500.00
TOTAL $80,596.88
Accepted By
Accepted Date
CA Sales Tax should be quoted at 9.25% = $6,821.88
New Total for this Quote = $82,071.88
Packet Page 51

CITY OF SEASIDE

STAFF REPORT
Item No.: 9.A.

TO: City Council
FROM: Greg McDanel, City Manager
BY: Dan Meewis, Assistant City Manager
Kee Hyon Higgins, Recreation Supervisor
DATE: October 16, 2025
SUBJECT: APPROVE A REQUEST FROM INTERNATIONAL SCHOOL OF MONTEREY FOR A DONATION OF $3,000.00 FROM THE

MAYOR'S YOUTH FUND FOR THE COSTS ASSOCIATED WITH

THEIR AFTER-SCHOOL SOCCER PROGRAM

RECOMMENDATION
Approve the request.

BACKGROUND
International School of Monterey (ISM) is requesting a donation of $3,000.00 from the Mayor's Youth Fund to help cover the costs of their after-school soccer program. Their soccer program is part of IPAL, a non-competitive league that welcomes both girls and boys. They ensure every student-athlete who wishes to participate has the opportunity.

Their goal is to prepare students for high school athletics while fostering teamwork, skill development, and sportsmanship. In recent years, their soccer program has faced challenges with maintaining safe, playable fields. Their grass fields are often damaged by ground squirrels, moles, and gophers, creating uneven surfaces that increase the risk of injury. They plan to use the funds to secure permits for practices and home games at City of Seaside parks, such as Cutino Park. These facilities provide safer, wellmaintained spaces for their student-athletes.

International School of Monterey's students practice responsible environmental stewardship daily. They turn off unused lights, minimize food waste, and use reusable water bottles to limit single-use plastics. They are also trained to properly sort waste into recycling (glass, metal, plastic, and clean paper), compost (food and yard waste), and landfill categories. These habits extend to their athletic events, where students and Packet Page 52

Item No. 9.A. Page 2 of 2
families are encouraged to model these same practices.

Based on the information provided, staff has determined that the application meets the requirements of the Mayor's Youth Fund Policy. This is the first time that International School of Monterey has requested a donation for their After-School Soccer Program.

FISCAL IMPACT
This request would be funded by a donation from the Green Waste Recovery's donation to the Mayor's Youth Fund. The current balance of the Mayor's Youth Fund account (601-2106) is $41,122.20. If the City Council approves this request, the balance will decrease to $38,122.20. This is for fiscal year 2025/26.

In the event that all the funds in the Mayor's Youth Fund become exhausted, staff will keep a file of all applications. Once Green Waste issues the next round of funding, all applications on file will be processed at the next available City Council meeting.

STRATEGIC PRIORITY
Diverse and Inclusive Community

ATTACHMENTS

1. MYF International School of Monterey - Soccer 2025

2. International School of Monterey 501(c)(3)
Reviewed for Submission to the City Council by:

____________________________________
Greg McDanel, City Manager
Packet Page 53
Packet Page 54
Packet Page 55
Packet Page 56
Packet Page 57
I R S i"i?i"ili"ft !i:i';: l,:::,;:?'
0GDEN UT 84201-0038
In reply refer to z 044I674L33
Feb. O7 t 20 I I LTR 4L68C E0
77-0485756 000000 00 R
00026545
BODC: TE

INTERNATIONAL SCHOOL OF MONTEREY
% SEAN FIADDEN
I72O YOSEHITE ST
SEASIDE CA 93955-39I4
Employer Identification Number: 77-O485756
Person to Contact: M. SeIim
Toll Fnee Tel.ephone Number: I-877-829-5500
Dear Taxpayer:

This is in response to your Jan. 27' 20IIr r€euest for information negarding your tax-exempt status.
0ur records indicate that you were recognized as exempt under section 50 I (c) (3) of the Internal Revenue Code in a determination Ietter issued in JuIy 1999.
0ur reconds also indicate that you are not a private foundation within the meaning of section 509(a) of the Code because you are described in section(s) 5O9(a)(I) and 170(b)(1)(A)(ii).

Donors may deduct contnibutions to you as provided in section I70 of the Code. Bequests' Iegacies, devises' transfers, or gifts to you or for vour use ane deductible for Federal estate and gift tax purposes if they meet the applicable provisions of sections 2055' 2L06' and 2522 of the Code.

PIease refer to our website www.irs.gov/eo for information regarding filing requirements. Specifically, section 5033(j ) of the Code provides that failure to file an annual information return for three consecutive yeaFs nesults in revocation of tax-exempt status as of the filing due date of the third return for organizations required to file. We will publish a Iist of organizations whose tax-exempt status was revoked under section 6033(j) of the Code on our website beginnins in early 20II.
_)- Packet Page 58
044I674I33
Feb . 07 , 20 1 I LTR qI68C E0
77-0485756 000000 00 R
00026546

INTERNATIONAL SCHOOL OF MONTEREY
% SEAN MADDEN
T72O YOSEMITE ST
SEAS IDE CA 93955-39T4
If you have any questions, pLease call Lrs at tlre tel-ephone number slrowr-r in tlre lreading of tlris l-etter.

Sincerel-y yours,
?++a-a-Jdffi-'
Rita A. Leete
Accounts Management II
I
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Packet Page 59

CITY OF SEASIDE

STAFF REPORT
Item No.: 9.B.

TO: City Council
FROM: Greg McDanel, City Manager
BY: Dan Meewis, Assistant City Manager
DATE: October 16, 2025
SUBJECT: REVIEW AND DISCUSS THE 2025 COMMUNITY SOCIAL

SERVICES GRANT APPLICATIONS

RECOMMENDATION
Approve funding allocations.

BACKGROUND
The City of Seaside established the Community Social Services (CSS) Grant Program in 2020, to support local organizations that provide essential social, educational, and health-related services benefiting Seaside residents. The program aims to strengthen community-based organizations and enhance quality of life through programs that address key community needs.

For Fiscal Year 2025–2026, the City has allocated $420,000 in one-time grant funding for this program. Eligible applicants include nonprofit and community-based organizations that serve Seaside residents in areas such as:
• Education, youth development, and recreation
• Social work and public health
• Elder care and mental health
• Homelessness prevention and housing advocacy
• Community building, safety, and neighborhood restoration A minimum 10% match (cash or in-kind) is required from applicants. Award recipients must provide quarterly reports, including measurable outcomes and participant data, and comply with City insurance and reporting requirements.

Packet Page 60

Item No. 9.B. Page 2 of 3
The 2025 CSS Grant cycle closed on September 18, 2025. City staff conducted an initial review of all applications to verify eligibility, completeness, and alignment with City priorities. Applications meeting all criteria are now presented for the City Council's review and discussion.

During this meeting, the City Council is asked to:

1. Review submitted applications for community benefit, impact, and feasibility.

2. Consider how proposed projects align with City values, strategic priorities and identified community needs.

3. Discuss possible funding priorities and make funding allocations.

In evaluating applications, the City Council may wish to consider the following:
• Urgency and importance of the community need addressed; • Number and demographics of Seaside residents served;
• Organizational capacity and past performance;
• Opportunities to leverage other funding sources; and
• Cost-effectiveness and sustainability of the proposed project.

Overall, the City received applications from twenty-two organizations for a total requested amount of $1,067,303.00. The organizations that submitted applications are as follows:

Action Council All In Monterey County Arts Council for Monterey County
Bethel Missionary Baptist
Church
Community Human
Services
Community Partnership for
Youth
Delta Sigma Theta Sorority
Inc.

Emmanuel Church of God
and Christ
Everyone's Harvest
Friends of Seaside Parks
Association
Gene Holloway Consulting Greater Victory Temple
Church
Jacana Inc. Jerry Rubin Foundation for
Cancer Care
Monterey Peninsula
College
Meal on Wheels of the
Monterey Peninsula
Palenke Arts Refresh Start
Salvation army Stepping Stone Outreach SunStreet Centers The Village Project Inc.

Packet Page 61

Item No. 9.B. Page 3 of 3

FISCAL IMPACT
$420,000 has been allocated in Fiscal Year 25/26 in account 100-9250-4206.

STRATEGIC PRIORITY
Effective Accessible Governance, Diverse and Inclusive Community

ATTACHMENTS

1. 2025 CSS Grant Applications

2. Seaside CSS Grant Guidelines 2025
Reviewed for Submission to the City Council by:

____________________________________
Greg McDanel, City Manager
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1 COMMUNITY SOCIAL SERVICES GRANT APPLICATION
Program Title: Seaside Youth Leadership & AI Literacy Academy Organization Name: Action Council of Monterey County Inc.

Address: 295 Main St. #500 Salinas, CA 93901
Contact Person: Rosalyn Green; Macarena Johnson
Phone: 831-783-1244 ext. 114
Email: : [email protected]; [email protected] Non-Profit Status: ☐ 501(c)(3) ☐ Fiscal Sponsor ☐ Other:

1. Program Summary
Provide a short description of your proposed project (2–3 sentences):

The Seaside Youth Leadership Academy builds on past year's success by continuing to develop leadership, civic engagement, and solidarity skills. This year, we are expanding our program to include STEM and AI literacy, which will equip youth with the tools to address community inequities and navigate the digital age. By working in place-based settings like schools and libraries, our academy will ensure that youth and residents are co-designers of innovative solutions.

2. Statement of Need
Explain the problem(s) your project addresses, why it is important, and who will benefit.

Our program serves as a safe learning space where youth leaders from Seaside can share their experiences and collaborate on strengthening community ties through collective action. We also focus on community-driven solutions that expand access to essential services, support mental well-being, and build trust—especially for populations historically excluded from digital innovation.

A core part of our mission is to retain local talent, which is crucial for building a more equitable community. This approach helps reduce unemployment and keeps money circulating in the local economy. When residents can work where they live, it strengthens their sense of community, encourages greater civic participation, and makes them more likely to invest in local governance and community projects. Hence, we are seeking your support to continue and expand this vital program for our youth and young professionals residing in Seaside.

3. Goals & Objectives
List your project’s primary goals and measurable objectives.

Goal 1 Leadership Development:
• Recruit and train 10 to 12 core youth leaders and at least 50 academy participants through 8 sessions and more than a dozen extra-curricular activities during this grant cycle.

Goal 2 STEM / AI Literacy & Public Understanding:
• Introduce STEM and AI concepts relevant to youth and community life, such as civic applications and digital security. We will also host workshops on STEM and AI basics, Packet Page 63
2 ethics, and community innovation, training youth to discuss AI with their peers and trusted local leaders.

Goal 3 Community Building:
• Strengthen youth leadership and civic engagement in Seaside. We are creating a civic return by encouraging future professionals to reinvest in their community through strategic partnerships with local academic institutions like Monterey Peninsula College (MPC) and California State University, Monterey Bay (CSUMB), and local companies such as DART and Joby, fostering a pipeline of local talent that can return to or remain in Seaside after graduation.

4. Proposed Activities
Describe the services, events, or activities to be provided; include timeline and number served.

Seaside Rising Youth Leadership Academy (SRYLA): Annual Calendar and Service Plan
While the funding available is via fiscal year the programing occurs in a calendar year.

SRYLA provides a year-round calendar of services, events, and activities designed to empower youth from marginalized communities in Seaside. The program is structured to provide continuous engagement and leadership development, with a goal of preventing challenges such as depression and youth violence. The following outlines our monthly focus and activities, which will incorporate topics such as civic engagement, solidarity, and community technology. The academy will prepare young leaders to incorporate and apply AI literacy and organizing skills to real-world challenges. • January: Recruitment and training. Activities: During this period, we usually partner with schools, teachers, and local programs to find motivated and committed young people.

Our goal is to recruit and identify 10 to 12 core youth leaders who will reinvest in their community.
• February: Community Engagement. Activities: Tabling events and promotional activities at community events to increase program visibility and collaboration. • March: Core leader training and curriculum development. Activities: Convene planning meetings to update the Academy's curriculum. This year’s focus will be on integrating new topics such as civic engagement, healing-informed practices, and introductory AI literacy. • April: Community Giveback. Activities: A community clean-up event (beach, park, or other public space) to promote environmental stewardship and civic responsibility. • May: Transitioning (Elementary to Middle to High school to College-Career readiness).

Activities: Provide tutoring, mentorship, and peer-to-peer pairing to help youth with academic and career readiness, including STEM workshops. • June: Building Community. Activities: Participation in Seaside’s annual Juneteenth Jubilee event. Participants will showcase their leadership progress by showcasing their mentorship in the arts within the Kid's Zone. And we will participate in CSUMB’s STEM camp, and DroneCamp by DART.
• July: Identity and Self Leadership. Activities: Workshops and activities focused on helping youth explore their identities, build confidence, and find their voice. • August: Expression through the Arts. Activities: Sessions focused on creative expression, allowing youth to explore personal growth and community connection through various art forms.

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3 • September: Mental Health. Activities: Workshops on important topics such as suicide prevention, mental health awareness, and bullying prevention. In the STEM area we will be participating in a “Girls in Aviation Day” with Joby. • October: Civic Engagement. Activities: Workshops on policy advocacy, voting initiatives, and political participation.
• November: Intro into AI and tech workshops. Activities: Introduction to AI basics, ethics, and community innovation. Youth will learn how AI impacts areas like education, health, and civic life, and be provided with tools to challenge bias and co-design solutions that strengthen community trust.
• December: Youth Summit. Activities: A major event to celebrate the year's successes, attended by 250+ participants, including youth and their families. This summit also serves as a recruitment opportunity for new participants.

5. Organizational Experience
Briefly describe your organization’s mission, community ties, and relevant experience. List key staff for this project.

In Seaside, BHCMC has empowered youth through programs such as Wellness Wednesdays and the Seaside Rising Youth Leadership Academy. This 8-sessions academy provides participants with a platform to explore what it means to be a community leader, fostering advocacy, creativity, and collaboration. It cultivates a safe and diverse space where social-emotional growth, relationship-building, and the voices of marginalized youth are prioritized, equipping them to make meaningful contributions to their schools and communities.

BHCMC’s work is informed by years of experience in healing-informed practices, youth organizing, and popular education. Collaborations with CSUMB and MPC support college and career readiness, while countywide initiatives—including the Resident Leadership Academy (2017–present), Seaside High Wellness Wednesdays (2021–present), and the Seaside Annual Juneteenth celebration (2020–present)—bring together city, county, school, philanthropic, and community partners to dismantle systemic inequities. Through this ecosystem approach, BHCMC leverages its deep connections in Seaside to craft programs and curricula that truly serve and uplift youth.

For this project key personnel staff are:
• Rosalyn Green, Regional Black Power-Building and Justice Reinvestment Director, is a lifelong Seaside resident, Governing Board of Trustees at Monterey Peninsula College, and an experienced community organizer for youth and parents. • Da’Ja Robinson, Youth Organizing Program Manager, has strengthened youth programs by actively uplifting young people in our community and across the county. • Peninatautele (Nina) Faumuina-Eze: Seaside Youth Organizer, who has reinforced the organization’s commitment to equity and justice.

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4 6. Budget Summary (Round to nearest dollar)
Seaside Rising Leadership Academy 2025-2026
Project Budget
City
Funds
Other
Funds
In-kind
match Total

1. Salaries/Benefits
Personnel (benefits included at 30%)
Regional Black Power Building and Justice
Reinvestment Director 0 18,379 18,379
Youth Organizing Program Manager 37,315 55,973 0 93,288 Youth Organizer 31,637 3,515 0 35,152
Coordinator 28,275 0 28,275
Total Personnel 68,952 106,142 0 175,094

2. Services/Supplies
Operating Costs
Meeting Expenses (food) 2,048 3,952 0 6,000
Travel (mileage) 0 500 0 500
Project Supplies 1,000 1,500 0 2,500
Translation & Interpretation 500 0 500
Software (zoom) 0 1,000 0 1,000
Core Team Stipends (10 youth) 10,000 2,000 0 12,000
Summit Participant incentives (gift cards) 2,000 1,250 0 3,250 Equity Stipends for leadership academy youth 4,000 0 0 4,000 Total Services 19,048 10,702 0 29,750

3. Equipment
Total Equipment 0 0 0 0

4. Other Costs
Subcontracts
Honorariums for 4 speakers (@$500) 2,000 0 0 2,000
Total Other Costs 2,000 0 0 2,000
Indirect Costs @ 10% 10,000 0 0 10,000
Grand Total 100,000 116,844 0 216,844
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5 7. Proposed Reach / Beneficiaries
Estimate the number of Seaside residents your program will directly serve during the grant period. Please include information on the demographics of participants (e.g., age groups, income levels, neighborhoods, etc.), if available.

During the grant period, we anticipate directly serving approximately 250+ Seaside residents - youth and families. Participants are primarily youth from Seaside neighborhoods, whose ages vary, spanning from elementary, middle and high school ages to include college mentors with varied socioeconomic backgrounds.

8. Sustainability / Partial Funding:

If the City awards less than your full requested amount, can your program or elements of your program still be implemented?
䡩 Yes, in full
䡩 Yes, in part (please describe what would change)
䡩 No
The Academy's curriculum will be delivered as planned; however, a partial award would require us to modify the frequency of workshops and activities, which would reduce our reach and shrink our impact.

9. Certification
I certify that the information provided is true and complete to the best of my knowledge.

Name: Andrea Manzo Title: Executive Director
Organization: Action Council of Monterey County, Inc.

Signature: Date: 09/18/2025
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COMMUNITY SOCIAL SERVICES GRANT APPLICATION

1. Our organization provides perishable and non perishable food boxes to the Seaside community on a weekly basis at Seaside High School through our Giving Drive. The Giving Drive also provides deliveries of food boxes to households without the ability to get to the Giving Drive as well as walk up participants without transportation. Our organization also has partners including Target, Luckys, The Food Bank for Monterey and others that donate so we can share with our community, we need fuel and transportation upkeep to continue picking up. We also need to purchase items we do not have in stock like eye glasses, formula and other specific needs requested by community members that we do not have.

2. ALL IN Monterey County needs funding for maintenance, registration, insurance and fuel for three vehicles donated to our organization for the Giving Drive. Funding for the storage cost of three storage pods that hold Giving Drive supplies and materials including cones, dollies, lift jack, tables, pallet carts, boxes/cartons/bags.

Safety is also of the utmost importance to us at ALL IN Monterey County so we also need funding for the purchase of four new pop up canopies to keep surfaces dry when we still operate in poor weather, additional gear such as reflective vests, gloves, traffic flags, car magnet signs, directional signs. In order to operate our Giving Drive, funding for office supplies such as paper and printing supplies for sign up sheets, informational materials, pens and grease pens. Another safety item we would like to purchase with grant funding would be t-shirts and hats (protection from sun) for our amazing volunteers.

3. ALL IN Monterey County, Inc would like to continue providing safe access to food for community members of Seaside however, donations are scarce. We need funding in order to provide the overhead items that allow our organization to focus on our overarching goal of providing food every week to this community.

4. Our Giving Drive distributes food every week to 525 residents on average, 40 walk ups which are local residents with no transportation, 105 group deliveries which are designated delivery drivers that collect up to 10 food boxes and then deliver to assigned addresses for shut-ins, neighbors or group homes. Food for 120 families is sorted, divided and loaded for designated groups to take to their constituencies. 30 to CPY, 30 seniors via the Moose Lodge and 60 for MPUSD and military families. We average approximately 260 families that complete the drive through, receiving packed boxes each week. Giving Drive operates in rain or shine, high wind or freeze.

There are only two days in a calendar year the drive is closed: Christmas week and Food Bank inventory day. We pick-up 6 days a week from our community partners.

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Our Kindness Closet welcomes 100 families per month where we share basic essentials including Hygiene, Cleaning and household items.

5. ALL IN Monterey, Inc’s mission is to provide immediate and direct continuous support to neighbors, volunteers and donors. ALL IN Monterey, Inc came to fruition in 2020 during Covid in order to provide food for the members of the hospitality industry who suddenly were without income. We quickly pivoted to disaster relief that same year when the Monterey area experience three simultaneous wildfires.

Using Seaside Highschool campus, we were able to provide toiletries, clothing and non perishable food to neighbors who had to evacuate quickly and did not have access to their home. This has been the platform for which everything we have done since grew from. We currently take care of our neighbors on a regular basis by providing food, clothing and toiletries on a weekly basis but we also have a relationship with County of Monterey Office of Emergency Management as well as the American Red Cross to work directly with any disaster relief needed. Key staff for the project listed above would be our President, Tanya Kosta, our Giving Drive lead staff, Carey Madill and Treasurer, Audrey Cray.

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1 COMMUNITY SOCIAL SERVICES GRANT APPLICATION
Program Title: Casa de Noche Buena -- Emergency Shelter for Homeless Unaccompanied Women and Families with Children
OrganizationName: Community Human Services
Address: 2511 Garden Rd
Suite#A160
Monterey, CA 93940
Contact Person: Anab Mohamed, Grants Manager
Phone: (831) 658-3811. Ext 301 Email: [email protected] Non-Profit Status: ☒ 501(c)(3) ☐ Fiscal Sponsor ☐Other:

1. Program Summary
Provide a short description of your proposed project (2–3 sentences):

Casa de Noche Buena (CDNB) is a low-barrier emergency shelter located in Seaside, CA, dedicated to serving unaccompanied women and families with children experiencing homelessness. Operated by Community Human Services in partnership with the Gathering for Women, the shelter follows a Housing First approach, providing safe, supportive, and immediate access to shelter and housing stabilization services without prerequisites such as sobriety or income. CDNB helps clients overcome barriers to stable housing through personalized case management, housing navigation, rapid rehousing financial assistance, and other supportive services.

2. Statement of Need
Explain the problem(s) your project addresses, why it is important, and who will benefit.

During the 2024 Monterey County Homeless Point-In-Time Count conducted in January, a staggering 2,436 individuals were experiencing homelessness in Monterey County, a 19% increase from the last count. Of that number, 780 were women and 366 were individuals in families. Also of the total, 77% or 1,883 were unsheltered and sleeping in conditions deemed unfit for human habitation.

In Monterey County, due primarily to the high cost of living, 14,038 low-income renter households do not have access to affordable housing.

The Monterey Peninsula has one of the most expensive housing markets in the country, making many households one emergency away from losing their home -- it could be an unexpected job loss, a work-related or car accident or fall, an illness or unexpected medical expenses, death of a family member, or a sudden raise in rent, often when properties pass to new owners or family members.

Many people experiencing homelessness face multiple barriers to stable housing.

Seventy-nine percent of the PIT survey indicated that many individuals and families do not Packet Page 81
2 apply for assistance because they believe they are not eligible for such services, find it too difficult, or lack personal identifying documentation, highlighting the need for a suite of supportive services to connect homeless individuals and families with resources and services to increase economic and housing stability.

There is a high prevalence of traumatic stress in the lives of women and families with children experiencing homelessness. This trauma often includes domestic violence, sexual abuse and neglect, distressing or toxic family relationships, as well as the trauma associated with poverty and the loss of home, safety, and sense of security. Acute and cumulative trauma can have a significant impact on the way adults and children react, think, feel, behave, relate to others, and cope with future experiences, resulting in responses ranging from shutting down to confused thinking to “fight or flight” reactions.

Casa de Noche Buena (CDNB), located in Seaside, CA, was opened in partnership between Community Human Services and Gathering for Women, as the first shelter on the Monterey Peninsula to exclusively serve unaccompanied women and families with children.

Casa de Noche Buena addresses the barriers that women and families often face in securing homeless services and housing by offering a low barrier emergency shelter that follows a “Housing First” model. As such, sobriety, income, mandatory program participation, and other eligibility requirements are not imposed, so that homeless women and families with children can find a safe place to begin rebuilding their lives.

Staff at CDNB are trained to respect the rights and dignity of those served in several ways. They offer case management and housing navigation services in a person-centered, trauma-informed manner; encourage clients to participate in case management and work towards achieving their goals in a recovery-oriented, voluntary, and client-driven approach; connect clients to a more comprehensive support network for better social and community integration; engage in providing housing stabilization services which include rapid re-housing services and financial assistance, all with the goal of supporting clients in exiting homelessness into permanent housing.

We are requesting $120,000, primarily to support salaries and benefits for our shelter staff who directly provide housing stabilization services to our shelter clients. Specifically, our funding request will be used for:
• Salaries and Benefits for the program’s Program Officer, Case Manager/Housing Navigator and Support Counselors ($92,000)
• Shelter Operating Costs including utilities, maintenance, IT costs, communications costs, and insurance ($28,000)
On top of the $120,000 grant, CHS commits to providing a 10% match ($12,000) that will be used to pay for shelter staff salaries and benefits.

The requested funds will provide essential staffing and operational costs at CDNB, where support services for women and families experiencing homeless are not only critical, but also urgently needed to help individuals and families move from crisis to stability. CDNB meets a critical local need in Seaside by addressing the urgent and complex needs of women and families with children experiencing homelessness. From both humanitarian and systemic perspectives, when programs like CDNB are successful, community burden and public costs Packet Page 82
3 are reduced when law enforcement and social services experience decreased service calls regarding unhoused individuals, and local businesses experience a reduction in loitering and panhandling. Hospitals ultimately receive fewer emergency and indigent cases as individuals are stabilized and linked to appropriate medical/mental health services. Schools also benefit, as stabilizing homeless families and youth leads to increased average daily school attendance and the amount of funding the school district receives, and youth attain better educational outcomes. Ultimately, when chronic homelessness is interrupted and vulnerable individuals receive the long-term support and protection they need, they do better and the community does better.

3. Goals & Objectives
List your project’s primary goals and measurable objectives.

The primary objectives of CDNB are to provide immediate access to shelter and basic needs; stabilize clients and initiate the housing process; develop and implement individualized case management and housing navigation plans; and support clients in securing and maintaining permanent housing. The overall goals of CDNB are to help clients exit homelessness and secure permanent housing; improve self-sufficiency and economic mobility by helping clients attain employment, income, education, access to healthcare, and life skills; and assist clients in accessing and connecting with available community services and resources so they can reach their full potential. CDNB aims to provide safe shelter to homeless, single women and families with children, combined with a host of comprehensive supportive services leading to permanent housing, housing stabilization, and increased economic security.

Our goals for FY2025-2026 are:
• 80 individuals will receive comprehensive case management and housing navigations services
• 45 individuals will receive rapid rehousing assistance • 45 individuals will be permanently house
• 30 individuals will receive referrals to income and/or employment • 30 individuals will receive referrals to mental health and/or substance use services

4. Proposed Activities
Describe the services, events, or activities to be provided; include timeline and number served.

CDNB provides a safe and supportive environment for homeless women and families with children where their basic needs are addressed. Services and activities provided at CDNB include:
• Emergency shelter services—Upon entry, guests are provided with shelter, 3 daily meals, and access to bathroom facilities to meet their immediate and basic needs.
• Case management/housing navigation services—Once stabilized, guests receive an individualized needs assessment to identify barriers to long-term housing stability such as income, employment, health (physical, mental, substance use).

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4 Housing and rental history, debt, and other indicators used by landlords are considered. All of this information is used to create individualized case plans with specific measurable goals and objectives. Guests are supported in reaching their goals through regular case management meetings, and are assisted with housing searches, rental applications, and housing voucher applications.

Financial assistance, such as support for rental deposits, housing application fees, and moving costs, is provided through a separate pool of funds. Needs are reassessed and progress is measured monthly. Guests are assisted in securing essential personal documents such as identification cards, birth certificates, and social security cards.
• Ancillary Support and Referrals—Guests are connected to a variety of community-based resources and services, including public benefits, legal assistance, childcare, transportation, medical services, education and employment support.
• Amenities, Activities and Events: These include annual holiday clothes and toy drives, birthday celebrations, arts and crafts, story time, books for all, and toys/games/puzzles for the children. A patio provides a safe place for children to play and all guests to enjoy the outdoors. There is also a laundry room, kitchen, dining room, and respite bedroom for medically fragile individuals or those recovering from hospital discharge.

Timeline of Services and Activities:

CDNB provides a safe and supportive environment for homeless women and families with children where their basic needs are addressed. Services and activities provided at CDNB include:
• Emergency shelter services -- Upon entry, guests are provided with shelter, 3 daily meals, and access to bathroom facilities to meet their immediate and basic needs. • Case management/housing navigation services -- Once stabilized, guests receive an individualized needs assessment to identify barriers to long-term housing stability such as income, employment, health (physical, mental, substance use). Housing and rental history, debt, and other indicators used by landlords are considered. All of this information is used to create individualized case plans with specific measurable goals and objectives. Guests are supported in reaching their goals through regular case management meetings, and are assisted with housing searches, rental applications, and housing voucher applications. Financial assistance, such as support for rental deposits, housing application fees, and moving costs, is provided through a separate pool of funds. Needs are reassessed and progress is measured monthly. Guests are assisted in securing essential personal documents such as identification cards, birth certificates, and social security cards.

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5 • Ancillary Support and Referrals: Guests are connected to a variety of communitybased resources and services, including public benefits, legal assistance, childcare, transportation, medical services, education and employment support. • Amenities, Activities and Events: These include annual holiday clothes and toy drives, birthday celebrations, arts and crafts, story time, books for all, and toys/games/puzzles for the children. A patio provides a safe place for children to play and all guests to enjoy the outdoors. There is also a laundry room, kitchen, dining room, and respite bedroom for medically fragile individuals or those recovering from hospital discharge.

Timeline of Services and Activities:
• Intake and Assessment: Guests are assessed upon admission (within the first 24-48 hours) to identify and address immediate needs and begin case management planning process.
• Housing Needs Addressed: Within the first week, housing needs are addressed, and the acquisition of critical documents begins.
• Stabilization and Goal Setting: Case Managers and Housing Navigators then begin working with guests to create a Housing and Stabilization plan, with measurable goals and ongoing follow-up and support. Progress on individualized goals determines the length of a client’s stay. Progress is measured monthly. • Continuous Case Management: Case management continues throughout the guest's stay, with periodic reviews of their progress towards housing, employment, and other personal goals. Support is provided for up to six months or longer if needed after discharge.

Number Served: On average, CDNB serves approximately 80 individuals (women and members of families) per year, helping them transition into stable, permanent housing.

5. Organizational Experience
Briefly describe your organization’s mission, community ties, and relevant experience. List key staff for this project.

Our 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.

Our Vision is a community free of substance abuse, mental health challenges and housing instability.

Community ties
CHS is proud of the cooperative relationships we have developed in the City of Seaside and County of Monterey. Our collaborative network strengthens the impact we have on this vulnerable target population, as we can refer our clients to other community Packet Page 85
6 programs as needed. We work with and refer individuals to Genesis House, CHS’s residential substance abuse treatment center, and other services including, but not limited to, Goodwill Industries, Good Samaritan Center (Salvation Army), 2-1-1 Information (United Way), Community Homeless Solutions, Interim, Inc., Monterey Rape Crisis Center, Food Bank for Monterey County, Planned Parenthood, Dept. of 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 Place, Greyhound Bus Line, the area’s free clinics, local schools including several continuation high schools, and MCOE.

CHS has been a member of the Coalition of Homeless Services Providers (CHSP) since 1996. CEO Robin McCrae served as the Coalition’s board president for 10 years, participated in the development of the 10-Year-Planto End Homelessness and the recent 5-Year-Plan update, was on the Coordinated Assessment and Referral Committee that designed the coordinated entry system used to connect clients with available community resources, and served on the Housing Pipeline Committee. She still serves on the CHSP Board and currently served on the Leadership Council of the Monterey-San Benito CoC until July 2025.

We are also part of United Way’s Smart Referral Network, which we use to make sure that the services we refer our clients to are attained, and that the welfare networks they need remain strong.

Relevant experience
Community Human Services has been delivering homeless services and housing for over 39 years. We started in 1986 at Safe Place in Monterey with a counseling and case management program for runaway and homeless youth ages 12-24. We added a youth Street Outreach Program in 2003covering the entire Monterey Peninsula. In 2016 we opened a 12-bedEmergency Shelter serving youth ages 18-24. In 2009 we opened Safe Passage, a six-bed, co-ed, Transitional Supportive Housing Program a few doors down from Safe Place serving youth ages 18-24. In 2019 we opened the Salinas Valley Street Outreach Program which provides a variety of services to homeless youth throughout the Salinas Valley. In January 2021in partnership with Gathering for Women, we opened Casa de Noche Buena (CDNB), a 35-bed Emergency Shelter for single women and families with children in Seaside. In 2023, we opened Shuman HeartHouse (SHH), our second shelter for women and families, located in Monterey. And in the spring of 2024, we opened Safe Place Salinas, a new Housing Navigation and Resource Center in Salinas for homeless youth. And in September 2024, we assumed operations of the SHARE Center, a 104-bed low-barrier housing navigation center and shelter in Salinas. Our homeless programs work closely together and with other service providers throughout the Continuum of Care to best serve our youth, engage in county-wide strategic planning, and share information and resources to improve and strengthen the homelessness response system.

Project Key Staff
Generally, CHS seeks hard-working, energetic individuals who meet the necessary Packet Page 86
7 knowledge, education, and experience requirements, are compassionate and empathetic, and have demonstrable critical thinking and problem-solving skills. We recruit bilingual staff with lived experience, who are reflective of local demographics and target population served. Key project staff positions at CDNB include the following:
• A Senior Program Officer of Homeless Services (SPO-HS): responsible for overseeing all CHS homeless programs and ensuring the provision of effective, highquality services, compliance with contracts and grants, accurate data collection and reporting, staff training and development, and other day-to-day management functions.
• Program Officer (PO): works under the general supervision of the Senior Program Officer and is responsible for the delivery of quality services to persons experiencing homelessness in a clean and safe shelter environment; directs, supervises and evaluates staff; maintains high program standards; interfaces with shelter guests as needed; makes budget recommendations to administration; engages in strategic planning and setting of program goals in cooperation with immediate supervisor; coordinates with various county departments and community organizations for the successful delivery of services; represents the shelter and the agency in community outreach and engagement. • Case Manager/Housing Navigators (CM/HN): work under the general supervision of the PO. CM/HNs meet with clients on site and provide case management and housing navigation services regularly that include assessing the needs of clients and creating person-centered plans leading to permanent housing placements. They support rapid rehousing activities that potentially lead to long-term housing stability, assist with housing voucher applications, and secure financial assistance for rent, utility costs, security deposits, and moving expenses. Other CM/HN activities include referrals to ancillary community services and resources, enrollment in mainstream benefits providing case planning, case management, housing navigation, rapid rehousing services, counseling, and administrative functions as delegated by their supervisor while overseeing clients’ general safety and well-being through counseling relationships in the program. CM/HNs assess clients for Coordinated Entry into housing, assess clients’ needs, checking-in with clients, developing case plans, monitoring clients’ progress, enter data into the HMIS system, provide housing navigation services to connect clients with affordable housing options/vouchers/Rapid re-housing/rental assistance. Additionally, they provide clients with information and referral to ancillary services that help them meet their goals and arrange warm handoffs to other service providers. • Office Manager (OM): performs general receptionist and administrative duties to facilitate the day-to-day operations of the shelter, assists the PO in executing their responsibilities, and supports other shelter staff and shelter guests. Key responsibilities include assisting clients in completing applications for mainstream benefits, scheduling Shelter Monitor shifts, tracking and keeping staff renewables up to date such a first aid certificates, TB tests, and documentation of required Packet Page 87
8 training, tracking program spending and submits reconciled petty cash purchases to Administration, creating any needed documents in the form of letters, memorandums, proposals, or reports, and providing accurate program information to individuals inquiring about admission or the waiting list. The OM also assists with data entry and HMIS, food service and transportation, as needed, and exhibits confidentiality when dealing with client and staff matters. • Shelter Monitors (SMs): managed/supervised by the PO with support in scheduling and other administrative functions from the OM. There are four (4) Shelter Monitors. Both the OM and SMs support shelter guests in day to day living and working on their case plans. SMs provide on-site supervision to ensure the safety and well-being of shelter guests and the security of the shelter facility over night and on weekends and holidays and supports shelter guests in advancing their housing and other personal goals for self-sufficiency. SMs also assist with meal prep and kitchen clean up and ensure that shelter guests keep the shelter tidy. They are also responsible for maintaining the shelter schedule including meal periods, laundry hours and quiet time/lights out. Other services include informal counseling, crisis resolution, and providing general assistance to clients as they take steps to accomplish their goals (job searches, applications, etc.).SMs are on hand and trained in conflict resolution should the need arise, and issue rules violations reports when necessary. They track and log all shelter activities throughout their shift to communicate important information to the next monitor and help other staff understand what has transpired overnight, such as any concerning events or notable happenings, any client behavior or client interactions that need monitoring, and other things to be aware of. The log is also used to note any supplies, repairs, or maintenance needed.

6. Budget Summary (Round to nearest dollar)
Line Item City Funds Other Funds In-Kind Match Total

1. Salaries/Benefits $92,000 $464,468 $12,000 $568,468

2. Services/Supplies $0 $0 $0 $0

3. Equipment $0 $0 $0 $0

4. Other $28,000 $562,309 $0 $590,309

5. Total Requested $120,000
*Minimum 10% match required (cash, in-kind, or combination)

7. Proposed Reach / Beneficiaries
Estimate the number of Seaside residents your program will directly serve during the grant period. Please include information on the demographics of participants (e.g., age groups, income levels, neighborhoods, etc.), if available.

During the last FY24-25, we served 77 clients at Casa de Noche Buena, of whom 62 Packet Page 88
9 clients (approximately 80%) were residents of the City of Seaside. Given our consistent outreach and service levels, we anticipate serving a similar number of Seaside residents during the upcoming grant period, between 60 to 65 clients.

Of those served in FY24-25, 22 unaccompanied women, and 41 families with children (25 adults in families, and 30 children). There were 58 exits during that time, 27 placements into permanent housing of which 24 of those guests are individuals in family units; 12 in other positive housing destinations that included 2 in transitional housing; 8 living or staying with family; and 2 living or staying with friends. Additionally, 10 shelter guests received rapid re-housing financial assistance to secure permanent housing.

Approximately 15.6% of our shelter guests were under the age of 5, 23.4% were between 5-17 years of age; 10.4% were between the ages of 18-24; 48% were between the aged of 25-64; and 2.3% were age 65+. Also,47% identified as Hispanic/Latino; 17% as Caucasian; 6.5% as Black/African American; 2.6% as Asian; 1% as Native American; and 26% as Two or More Races/Ethnicities. Of our clients, 18% identified as male, and 82% were female.

In Seaside, 63% of renter households and 28% of owner households face a housing cost burden, meaning they spend more than 30% of their income on housing. For Monterey County, 73% of extremely low-income households pay over half of their income on housing costs. Furthermore, housing instability is heightened by Seaside's poverty rate, which was

14.9% in 2025, higher than both the rate for California (12%) and Monterey County (12.6%). Most of the clients we serve fall below the federal poverty level and come from areas with high rates of housing instability and poverty. Given the continued need and complex dynamics between poverty and housing insecurity, we expect to serve the same demographic groups, and we are prepared to continue to address the complex needs of our clients from those communities. Our trauma-informed, housing-first approach ensures we can provide meaningful, client-centered support regardless of demographics or geography.

8. Sustainability / Partial Funding:

If the City awards less than your full requested amount, can your program or elements of your program still be implemented?
☐ Yes, in full
☒ Yes, in part (please describe what would change)
☐ No
We designed out initiative with scalability in mind, allowing us to prioritize core components that deliver the greatest impact. While a reduced award may limit the scope of reach of certain activities, we are committed to adaptation to ensure meaningful outcomes within the available budget. Our flexible approach ensures that the initiative remains effective and aligned with its intended goals, even under constrained funding.

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10 We are deeply committed to the success of this initiative and are confident in our ability to deliver transformative results. With additional support, we can expand our reach and deepen our impact – yet regardless of the funding level, we will remain focused, strategic, and responsive to ensure that every dollar contributes to lasting measurable change.

Certification
I certify that the information provided is true and complete to the best of my knowledge.

Name: Robin McCrae Title: Chief Executive Officer
Organization: Community Human Services
Signature:

Date: 9/18/2025
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COMMUNITY SOCIAL SERVICES GRANT APPLICATION
Program Title: Emmanuel Community Food Pantry Expansion Project Organization Name: Emmanuel Church of God in Christ
Address: 1450 Sonoma Avenue, Seaside, CA 93955
Contact Person: Pastor Eugene B. Jones
Phone: 831-601-8255 Email: [email protected] Non-Profit Status: x 501(c)(3) ☐ Fiscal Sponsor ☐ Other: __________________________________

1. Program Summary
Provide a short description of your proposed project (2–3 sentences):

Emmanuel Church of God in Christ is seeking funding to support the Emmanuel Community Food Pantry Expansion Project, a community-driven initiative to strengthen food security for Seaside residents. This project will expand the church’s long-standing pantry services by upgrading infrastructure, increasing distribution hours, and providing greater access to fresh, perishable foods.

Through strategic partnerships with the Monterey County Food Bank and local grocers, the program will ensure families, youth, and seniors have reliable access to nutritious food in a safe, welcoming environment.

2. Statement of Need
Explain the problem(s) your project addresses, why it is important, and who will benefit.

Many Seaside families continue to struggle with food insecurity, particularly access to fresh, healthy, and affordable options. Current pantry limitations—restricted hours, insufficient cold storage, and reliance on primarily non-perishable donations—create barriers for residents who need regular, reliable food support. This burden falls disproportionately on low-income households, seniors, and youth, many of whom already face economic and social hardships. The Emmanuel Community Food Pantry Expansion Project addresses these challenges by expanding capacity and availability, ensuring that vulnerable residents have equitable access to nutritious food, improved health outcomes, and stronger community support.

3. Goals & Objectives
List your project’s primary goals and measurable objectives.

Goals:
• Expand food pantry capacity to meet the rising needs of Seaside families. • Increase availability of fresh and perishable foods.
• Strengthen local partnerships to sustain long-term food security solutions.

Objectives (measurable):
• Complete infrastructure upgrades (refrigeration, shelving, and storage) by Spring 2026. • Expand pantry hours to serve an additional 30 households (approximately 120 individuals) monthly.
• Increase the distribution of fresh produce, dairy, and proteins by 20% by June 2026. • Formalize partnerships with the Monterey County Food Bank and at least two local grocers during the grant period.

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4. Proposed Activities
Describe the services, events, or activities to be provided; include timeline and number served.
• Infrastructure Upgrade: Invest in refrigeration, shelving, and storage improvements to ensure safe handling and greater capacity for perishable foods.
• Expanded Hours: Increase pantry distribution days and hours, enabling families with varying schedules to access services more reliably.
• Fresh Food Procurement: Purchase fresh fruits, vegetables, dairy, and proteins to supplement donated non-perishable items, ensuring residents receive balanced, nutritious options. • Community Partnerships: Establish and strengthen collaborations with the Monterey County Food Bank, as well as local grocers and community organizations, to secure reliable food sources and volunteer support.

Timeline: October 2025 – June 2026.

Projected Reach: Approximately 120 Seaside residents served, with expanded support to families, youth, and seniors.

5. Organizational Experience
Briefly describe your organization’s mission, community ties, and relevant experience.

List key staff for this project.

Emmanuel Church of God in Christ has served the Seaside community for over 65 years, offering both spiritual leadership and direct community support. The church has long operated a food pantry, hosted outreach programs, and coordinated events that bring resources to residents annually. Pastor Eugene B. Jones, a respected leader with decades of pastoral and administrative experience, oversees a dedicated volunteer team eager to be trained in food distribution, safety, and outreach. Emmanuel COGIC’s deep ties in the community ensure trust, credibility, and strong participation across Seaside neighborhoods.

6. Budget Summary (Round to nearest dollar)
*Minimum 10% match required (cash, in-kind, or combination) Line Item City Funds Other Funds In-Kind Match Total

1. Salaries/Benefits $3,000.00 $1,000.00 $1,000.00 $5,000.00

2. Services/Supplies $1,000.00 $1,400.00 $2,400.00

3. Equipment $4,000.00 $2,000.00 $6,000.00

4. Other $2,000.00 $900.00 $2,900.00

5. Total Requested $10,000.00
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7. Proposed Reach / Beneficiaries
Estimate the number of Seaside residents your program will directly serve during the grant period. Please include information on the demographics of participants (e.g., age groups, income levels, neighborhoods, etc.), if available.

The Emmanuel Community Food Pantry Expansion Project will directly serve approximately 120 Seaside residents during the grant period.
• Families: 60 households supported through expanded hours and increased fresh food availability.
• Youth: Improved access to nutritious food, reducing risks of hunger-related challenges in school and social settings.
• Seniors: Greater access to fresh, balanced meals, supporting health and reducing isolation.

Beneficiaries will primarily include low-to-moderate income households across diverse neighborhoods in Seaside, with strong participation from African American, Latino, and immigrant communities.

8. Sustainability / Partial Funding:

If the City awards less than your full requested amount, can your program or elements of your program still be implemented?
☐ Yes, in full
x Yes, in part (please describe what would change)
☐ No
If awarded less than the full request, Emmanuel COGIC would maintain its existing pantry operations. However, without full funding, the church would not be able to expand fresh and perishable food distribution, extend operating hours, or hire a full-time Pantry Coordinator.

These expansions are essential to meeting the increasing needs of Seaside residents, and without them, many families and seniors will continue to face barriers to consistent, nutritious food access.

9. Certification
I certify that the information provided is true and complete to the best of my knowledge.

Name: Eugene B. Jones Title: Pastor
Organization: Emmanuel Church of God in Christ
Signature: ___________________________ Date: _____________________ 9/16/25 ______________ Packet Page 109
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1 COMMUNITY SOCIAL SERVICES GRANT APPLICATION
Program Title: Seaside Farmers’ Market CalFresh and Healthy Eating Incentives Organization Name: Everyone’s Harvest
Address: 31 Upper Ragsdale Dr. Ste 4 Monterey, CA 93940 Contact Person: Hester Parker, PhD
Phone: 831-384-6961
Email: [email protected]
Non-Profit Status: x 501(c)(3) ☐ Fiscal Sponsor ☐ Other:

1. Program Summary
Provide a short description of your proposed project (2–3 sentences):

Everyone’s Harvest is seeking $23,759 to support the use of CalFresh (SNAP) benefits by Seaside residents from low-income backgrounds to purchase and consume fresh produce by augmenting Market Match (MM) nutrition incentives and providing cooking demonstrations at the Seaside Certified Farmers’ Market (CFM). MM is a program that provides a $15 match for each $15 of CalFresh redeemed at the Seaside CFM, and the project will extend the match by $15 more per transaction to allow Seaside SNAP users to double the amount of produce they can purchase (i.e. $30 of CalFresh/SNAP benefits = $60 in produce). This project enhances public health in Seaside by incentivizing residents from low-income backgrounds to purchase and consume more healthy produce directly from the local farmers. Previous initiatives to double the match amount of MM by $15 have resulted in a 36% increase in the number of CalFresh transactions at the Seaside CFM. And 92% of participants in cooking demonstrations have expressed confidence in preparing healthy meals using fresh produce.

2. Statement of Need
Explain the problem(s) your project addresses, why it is important, and who will benefit.

Among Seaside’s 32,000 residents, 35.5% earn below 200% of the federal poverty level, and fewer than 60% of eligible Seaside families are enrolled in CalFresh. The City’s investment in Market Match (MM) can serve as an incentive for residents from low-income backgrounds to enroll in CalFresh to take advantage of doubling their fresh produce spending power from $30 to $60 at the Seaside CFM. Throughout Monterey County, diabetes has been identified as the highest priority community health challenge, 70.4% of residents are overweight, and 40.8% of the population experiences food insecurity, a higher rate than the U.S. average of 34.1%. Previous surveys of MM users at Everyone’s Harvest Packet Page 113
2 (EH) markets have demonstrated significant increases in their average daily consumption of vegetables by 0.71 cups and fruit by 0.55 cups, and greater fruit and vegetable consumption has been associated with lower A1c (a measure of average blood sugar) among participants living with diabetes who have participated in Everyone’s Harvest’s community food programs.

3. Goals & Objectives
List your project’s primary goals and measurable objectives.

The programs’ goals are to improve the food security and produce consumption of Seaside residents from low-income backgrounds by achieving the following objectives:

1. To increase the number of customers using CalFresh benefits to purchase produce at the Seaside farmers’ market by 25%.

2. To increase the number of returning customers using CalFresh benefits to purchase produce at farmers’ markets by 15%.

3. To increase the amount of produce received by low-income customers with CalFresh benefits from small-scale farmers at the farmers’ markets.

4. To increase the food security and daily consumption of fruits and vegetables by at least 0.5 cups in low-income households that qualify for CalFresh benefits.

5. To increase the confidence of Seaside residents in cooking healthy, culturally relevant meals with fresh produce.

4. Proposed Activities
Describe the services, events, or activities to be provided; include timeline and number served.

The Seaside CFM market and office staff will advertise the Market Match (MM) program at the Seaside CFM, online through social media and the website, as well as tabling at other community events with brochures for in-person distribution. The market staff will also process CalFresh and MM transactions at the CFM and record the redemption of CalFresh and MM tokens by farmers and reimburse the farmers.

The project’s success will be evaluated by counting new and returning customers purchasing CalFresh and MM and the total CalFresh/MM redemptions recorded daily at the farmers’ markets during the project period. All purchases are anonymously recorded by market day, uploaded and analyzed using a long-established Salesforce database. Redemptions of CalFresh/MM purchases from farmers are recorded and analyzed using EH’s QuickBooks account. The number of new and returning CalFresh/MM customers, as well as the total amount of MM redeemed at each market, will be compared to the prior year. Customers receiving MM will be surveyed pre- and post-season regarding the effect of increasing the MM amount on their food security and consumption of produce.

Five cooking demonstrations will be advertised and conducted by the Edible Education Coordinator in collaboration with chefs during the grant period.

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3 Participants in cooking demonstrations will be surveyed after cooking demonstrations regarding their confidence in cooking healthy, culturally relevant meals with fresh produce and results of all surveys will be analyzed and reported to funders and other stakeholders.

Timeline: October - November 2025 and May - June 2026: Survey distribution at the market: Pre- and post-grant period
October 2025 and weekly at the market and outreach events at schools, communitybased organizations and community events: Advertisement and Outreach October 2025 – June 2025: Distribution of Incentives weekly at the Seaside Certified Farmers’ Market; 5 cooking demonstrations and surveys administered December 2025, March 2026, June 2026: Quarterly Reports to the City of Seaside Number served: 3,200+

5.Organizational Experience
Briefly describe your organization’s mission, community ties, and relevant experience. List key staff for this project.

With an approach long rooted in the idea that food is medicine, Everyone’s Harvest (EH) has been serving families impacted by nutrition insecurity and diet-related chronic diseases in historically underserved Monterey County communities for 22 years. Everyone’s Harvest’s (EH) mission is to provide access to healthy, affordable fruits and vegetables through certified farmers’ markets and community food programs.

Community ties: partnerships with Building Healthy Communities, The Village Project, Community Partnership for Youth, Palenke Arts, and MPUSD, specifically the Seaside-based elementary, middle and high schools where the EH staff have presented at multiple events.

Key staff qualifications:

Hester Parker, the Executive Director, has been with the organization for nine years, first as a board member and then as the Executive Director for the last four years. She is proficient in Spanish, and her leadership role includes project management and cultivating partnerships. For this project, she will oversee all project staff, data management, coordination with collaborators, and reporting.

Michelle Clark, the Finance and Office Manager, has over four years of extensive experience illustrating data outcomes, providing program support, handling grant reports, program budgeting, administration, and logistics to ensure program success. She manages and maintains the integrity of the program databases and reports.

Alex Hernandez the Edible Education (EE) Coordinator, and Mitzi Camacho, the Market Program Manager, are bilingual in English and Spanish and have over two years of experience operating the EE and MM programs.

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4 6. Budget Summary (Round to nearest dollar)
Line Item City Funds Other Funds In-Kind Match Total
Salaries/Benefits –
include Edible
Education
Coordinator/Market
Program Manager for
5 cooking demos or
nutritional tastings at
farmers’ market and
pre- and post-survey
administration and
analysis
6,660

2. Services/Supplies
–$12,000 in Market
Match Incentives,
$1000 outside
contract chef fee for
5 cooking demos,
$500 cooking demo
supplies, $500 for
survey vouchers for
survey participants
14,000 12,000 36,000

3. Equipment

4. Other – Indirect
administrative cost
3,099 1,800 5,400

5. Total Requested 23,759 13,800 41,400
*Minimum 10% match required (cash, in-kind, or combination)

7. Proposed Reach / Beneficiaries
Estimate the number of Seaside residents your program will directly serve during the grant period. Please include information on the demographics of participants (e.g., age groups, income levels, neighborhoods, etc.), if available.

We estimate that the over 3,000 Seaside households who are eligible for CalFresh will benefit from the Market Match program. Additionally, over 200 participants in the cooking demonstrations will benefit from knowledge and market vouchers obtained for completing surveys. Local Seaside-based small businesses who serve the market will benefit from the additional income from CalFresh/MM and market voucher purchases that will strengthen the local economy.

8. Sustainability / Partial Funding:

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5 If the City awards less than your full requested amount, can your program or elements of your program still be implemented?

1.Yes, in full

2. X Yes, in part (please describe what would change)

3. No
Yes, Everyone’s Harvest will provide a partial increase of MM and seek other sources of funding to augment the MM match amount during the grant period and beyond.

9. Certification
I certify that the information provided is true and complete to the best of my knowledge.

Name: Hester Parker Title: Executive Director
Organization: Everyone’s Harvest
Signature: Date: 09/18/25
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1 COMMUNITY SOCIAL SERVICES GRANT APPLICATION
Program Title: ____________________________________________________________________________________ Organization Name: ______________________________________________________________________________ Address: ___________________________________________________________________________________________ Contact Person: ___________________________________________________________________________________ Phone: ___________________ Email: _________________________________________________________________ Non-Profit Status: ☐ 501(c)(3) ☐ Fiscal Sponsor ☐ Other: __________________________________

1. Program Summary
Provide a short description of your proposed project (2–3 sentences):
_____________________________________________________________________________________________________ _____________________________________________________________________________________________________

2. Statement of Need
Explain the problem(s) your project addresses, why it is important, and who will benefit. _____________________________________________________________________________________________________ _____________________________________________________________________________________________________

3. Goals & Objectives
List your project’s primary goals and measurable objectives. ______________________________________________________________________________________________________ ______________________________________________________________________________________________________

4. Proposed Activities
Describe the services, events, or activities to be provided; include timeline and number served.
_____________________________________________________________________________________________________ _____________________________________________________________________________________________________

5. Organizational Experience
Briefly describe your organization’s mission, community ties, and relevant experience. List key staff for this project.
_____________________________________________________________________________________________________ Let's Get Together in Parks! Friends of Seaside Parks Association Pollinator Gardens Friends of Seaside Parks Association - FOSPA
Patty Kennedy
831-915-4873 [email protected]
P. O. Box 1032 Seaside, CA 93955
See supplemental document attached.

See supplemental document attached.

See supplemental document attached.

See supplemental document attached.

See supplemental document attached.

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2 _____________________________________________________________________________________________________

6. Budget Summary (Round to nearest dollar)
Line Item City Funds Other Funds In-Kind Match Total

1. Salaries/Benefits

2. Services/Supplies

3. Equipment

4. Other

5. Total Requested
*Minimum 10% match required (cash, in-kind, or combination)

7. Proposed Reach / Beneficiaries
Estimate the number of Seaside residents your program will directly serve during the grant period. Please include information on the demographics of participants (e.g., age groups, income levels, neighborhoods, etc.), if available.
_______________________________________________________________________________________________________ _______________________________________________________________________________________________________

8. Sustainability / Partial Funding:

If the City awards less than your full requested amount, can your program or elements of your program still be implemented?
☐ Yes, in full
☐ Yes, in part (please describe what would change)
☐ No
______________________________________________________________________________________________________ ______________________________________________________________________________________________________

9. Certification
I certify that the information provided is true and complete to the best of my knowledge.

Name:________________________________ Title:________________________________________________________ Orgnanization:_____________________________________________________________________________________ Signature: ___________________________ Date: _______________________________________________________ 30,000 3,000 10,000 43,000
30,000
See supplemental document attached.

See supplemental document attached.

Patty Kennedy Treasurer, Friends of Seaside Parks Association Friends of Seaside Parks Association
September 18, 2025
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Let’s Get Together in Parks!
Friends of Seaside Parks Association (FOSPA) Pollinator Gardens Seaside Community Social Services Grant Application – September 18, 2025

1. Program Summary – Short description of the proposed project The Friends of Seaside Parks Association (FOSPA) propose an Awareness Campaign to strength community presence, pride and spirit through the improvement of our local parks with pollinator gardens. The Awareness Campaign includes door to door contact with the neighbors of 9 City parks, creating and maintaining 9 informative bulletin boards, establishing an active social media presence, coordinating a Spring/Summer Park event and hosting collaborations with other local non-profit organizations.

2. Statement of Need – The issue being addressed and why it matters Parks provide multifaceted benefits to communities by fostering physical and mental health, building social connections and cultural unity, supporting economic development through increased property values and tourism, and offering crucial environmental services like air purification, water management, and habitat protection. They serve as accessible gathering spaces for diverse populations, promote childhood development, and improve a community's overall quality of life.

While FOSPA has made major improvements in our local parks over the last 11 years, some neighbors near the parks are not aware of activities we run. Our pollinator and community food gardens require a dedicated and ever-expanding group of volunteers. Introducing residents to FOSPA provides outlets for local youth, families, and community members to work in nature and connect with each other. Seaside parks lay within neighborhoods that are ethnically diverse and can supply underserved communities with local support and hubs for connection. Improving attendance and pollinator education directly provides native flora and fauna populations habitat, enhancing the natural environment of Seaside.

3. Goals & Objectives – Measurable outcomes the program aims to achieve

1. Increasing Seaside neighborhood participation in pre-existing Saturday workdays. a. Coordinating an Awareness Campaign: design and print 5,000 flyers for doorto-door delivery to 9 park neighbors, create and run a publicity effort to include radio appearances, newsprint articles and social media outlets. b. Creating and maintaining current and informative bulletin boards which will keep the public up to date about current and future events in the 9 FOSPA Parks - Beta, Capra, Durant, Farallones, Havana Soliz, Highland Otis, Lincoln Cunningham, Martin and Mescal Neil Parks.

2. Inviting other local non-profits to join FOSPA volunteers on a designated Saturday to feature that particular non-profit and exchange and share information on their causes and efforts. Possible agencies include Village Project, the Art and History Commission, Community Partnership for Youth, Palenke Arts, Monterey Peninsula Unified School District, International School of Monterey, Pacific Grove Natural History Museum, Sun Street Centers, Friends of Seaside Library, Youth Arts Collective and Plein Aire Painters.

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Let’s Get Together in Parks!
Friends of Seaside Parks Association (FOSPA) Pollinator Gardens Seaside Community Social Services Grant Application – September 18, 2025

3. Coordinating an Outreach Event in the spring/summer of 2026 that highlights Seaside Parks with the goal of increasing participation in our workdays, encouraging neighbor to neighbor connections and informing the public about the importance of pollinator and community gardens.

4. Proposed Activities – Services, events, or activities; timeline; number served FOSPA wishes to involve as many Seaside residents as possible in the pollinator gardens so that they may become aware of why we need pollinator plants, what plants we can use in our gardens, when to plant, where the gardens can be successful and how to do it! On our Saturday workdays, we plant over the winter months, care for the plants in the spring, have activities showcasing the gardens in the summer and prepare for the winter rains in the fall. We anticipate involving all ages and hope to include up to 100 Seaside residents regularly.

Winter Planting Events: Saturdays 10-12 from January to March 2026. 30-70 participants.

Winter/Spring Door-to-Door Awareness Campaign: 7 days per week in March/April. 5,000 flyers to be passed out door-to-door to residents. Media campaigns to go live.

Spring/Summer/Fall: One Saturday 10-12 per month host a collaborative day with another non-profit organization. As an example, when collaborating with an artistic non-profit group such as Plein Aire Painters or Youth Arts Collective, we will provide the space and materials to create art with the park and include surrounding neighbors as participants. 70- 80 community participants. Spring/Summer: Public Outreach Event “Discover Seaside Parks” or something similar to celebrate the gardens in the Parks with an anticipated attendance of 300 – 500.

5. Organizational Experience – Mission, community ties, key staff qualifications FOSPA’s Mission: To foster a sense of community, unity and civic pride by volunteering together to improve city parks and neighborhoods.

FOSPA is a volunteer-led non-profit organization that supports the development and maintenance of parks and open green spaces in the City of Seaside. Volunteers create habitat for native plants, trees, pollinators, and wildlife, and foster a sense of community and civic pride in the cleanliness, safety, health and beauty of the city parks & neighborhoods. Every Saturday, for over 11 years, 20-50 residents, including the Mayor, City Council members and other City officials, have joined together to care for the pollinator gardens in 9 city parks. Among our regular participants are at least four experts in pollinator plants and gardens. The Board of FOSPA will oversee the proposed project. Members include: Chair: Dianne Nielson, Vice Chair: Rachel Christopherson, Secretary:

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Let’s Get Together in Parks!
Friends of Seaside Parks Association (FOSPA) Pollinator Gardens Seaside Community Social Services Grant Application – September 18, 2025 Jeannie Reese, Treasurer: Patty Kennedy; Directors: Catherine Crockett, Carol Mikkelsen, MaryAnn Pryce, Ramona Reed, Roelof Wijbrandus.

FOSPA will pay the Resource Conservation District of Monterey County to utilize the skills of a Grizzly Corps Fellow employed by them to complete the work outlined in this grant proposal. We feel that we have a jewel of an idea in FOSPA and to keep it going we need professional assistance for our outreach efforts to get more neighbors involved and keep our jewel shining.

6. Budget Summary – With required 10% match
See grant application.

7. Proposed Reach/Beneficiaries – Estimated number of Seaside residents The FOSPA project proposed will benefit the residents of the entire City of Seaside. All age groups, income levels and neighborhoods will reap the rewards of our project that encourages a sense of community and civic pride and improves the safety and beauty of our Parks and neighborhoods.

8. Sustainability/Partial Funding – Ability to implement if partial funds awarded Yes, in part.

FOSPA continues to have a very active volunteer base but always wishes for more community participation and involvement. This project can be organized to fit the budget as awarded by the City of Seaside.

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Gene Holloway Consulting, LLC
661-388-6797
[email protected]
Strategic Planning Consultant, Organizational Consultant, Non-profit Founder, Trainer, I/O Psychologist, Research Analyst, & Professor
Gene Holloway finished a PhD in Industrial Organizational Psychology in December of 2022. He earned a Master’s degree in Psychology/Educational Counseling and Bachelor’s degree in Psychology from Ottawa University. Gene has over 15 years of extensive experience with resolving barriers in communication, systemic policy issues within DoD and federal agencies and helping organizations with leadership development/management strategies. His experiences and training in I/O Psychology over time, has sharpened his awareness about the interconnections between organizational culture, employee job Packet Page 136
satisfaction, company thriving, executive/mid-management leadership, and civil service issues.

Organizations & Businesses that Dr. Gene Holloway has provided Consulting Services to Include:

The Atlas
Partners in PROMISE
City of Monterey Police Department
Travis County
Booz Allen Hamilton
NASA
Traitify by Paradox (Workplace Personality Assessments) OrganizatIOnal Empowerment 501©3
California State University Channel Islands
Mr. B. Gridley (Kane, Ballmer & Berkman Law Firm)
Virus Geeks Inc.

Cultural Infusion- Diversity Atlas (https://www.diversityatlas.com.au) College of the Redwoods (Development-of Faculty & Staff) 3embers-Talent Advisory Firm (Business Partner)
Florida Keys Aqueduct Authority
Thomas Edison State University
GenTrAIner
Higher Education
Gene has consulted for several colleges and universities since 2012. He has specialized in providing training/workshops on developing unity and connections between staff, the community, and students. He continues to provide follow-up training and strategic diversity, equity, and inclusion goals to measure progress over time. He speaks at several engagements throughout the year to champion the principles of I/O psychology.

Federal System
Gene was a propelling force with the Processing Station Leadership Committee. His work entailed developing and being the administrator over a strategic marketing plan and he was responsible for using two assessments (Authentic Leadership & Job Satisfaction) to inform leadership of the of the impact of leadership on employees in the work environment. He provided strategies for improving impact and penetration throughout 9 counties and facilitated interactions and led strategic discussions between personnel from Army, Navy, Air force, Marines, and the Coast Guard to accomplish goals and identify barriers to reaching outcomes.

Non-profit
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Gene has been a consultant on nonprofit a National Singing Teachers’ Association, several church organizations, and local governments in Southern California. Gene connects with nonprofits organizations in Africa, India, England, and South America. While providing leadership over OrganizatIonal Empowerment 501(c)3, Gene continues to form alliances with multiple nonprofits and fortune 500 hundred companies.

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1 COMMUNITY SOCIAL SERVICES GRANT APPLICATION
Program Title: ____________________________________________________________________________________ Organization Name: ______________________________________________________________________________ Address: ___________________________________________________________________________________________ Contact Person: ___________________________________________________________________________________ Phone: ___________________ Email: ________________________________________________________________ Non-Profit Status: ☐ 501(c)(3) ☐ Fiscal Sponsor ☐ Other: __________________________________

1. Program Summary
Provide a short description of your proposed project (2–3 sentences):
________________________________________________________________________________________________ _____________________________________________________________________________________________________

2. Statement of Need
Explain the problem(s) your project addresses, why it is important, and who will benefit. _____________________________________________________________________________________________________ _____________________________________________________________________________________________________

3. Goals & Objectives
List your project’s primary goals and measurable objectives. ______________________________________________________________________________________________________ ______________________________________________________________________________________________________

4. Proposed Activities
Describe the services, events, or activities to be provided; include timeline and number served.
_____________________________________________________________________________________________________ _____________________________________________________________________________________________________

5. Organizational Experience
Briefly describe your organization’s mission, community ties, and relevant experience. List key staff for this project.
_____________________________________________________________________________________________________ Afternoon Community Support Program
Greater Victory Temple Church
1620 Broadway Ave, Seaside, CA 93955
Amanda Kennedy
(831) 394-2774 [email protected]
X
The GVT Afternoon Community Support Program provides free, safe and structured after-school supervision and educational enrichment for students attending Martin Luther King School of the Arts in Seaside. We are requesting grant funds to expand specialized tutoring services in reading and literacy.

Martin Luther King School serves a student population with significant academic and social challenges. Eighty-nine percent (89%) of students qualify for free and reduced lunch, reflecting widespread economic need, and 84% of students are not reading at grade level according to state literacy assessment data. Many students lack access to consistent after-school supervision and targeted academic support. (See attached for more information) Goal 1: Increase reading proficiency for students identified as needing additional literacy support.

Objective: Provide at least 100 hours of specialized tutoring, aiming for 70% of participating students to demonstrate measurable growth on school-based literacy assessments. (See attached for more information) Specialized Tutoring: individual or group sessions focused on reading intervention, delivered by trained staff and educational professionals.

Community Building Activities: Monthly events, such as art lessons and field trips, to broaden student experiences and strengthen school-community connections. (See attached for more information) Please see attachment.

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2 _____________________________________________________________________________________________________

6. Budget Summary (Round to nearest dollar)
Line Item City Funds Other Funds In-Kind Match Total

1. Salaries/Benefits

2. Services/Supplies

3. Equipment

4. Other

5. Total Requested
*Minimum 10% match required (cash, in-kind, or combination)

7. Proposed Reach / Beneficiaries
Estimate the number of Seaside residents your program will directly serve during the grant period. Please include information on the demographics of participants (e.g., age groups, income levels, neighborhoods, etc.), if available.
_______________________________________________________________________________________________________ _______________________________________________________________________________________________________

8. Sustainability / Partial Funding:

If the City awards less than your full requested amount, can your program or elements of your program still be implemented?
☐ Yes, in full
☐ Yes, in part (please describe what would change)
☐ No
______________________________________________________________________________________________________ ______________________________________________________________________________________________________

9. Certification
I certify that the information provided is true and complete to the best of my knowledge.

Name:________________________________ Title:________________________________________________________ Orgnanization:_____________________________________________________________________________________ Signature: ___________________________ Date: _______________________________________________________ $10,000
$5,000
$1,000 $11,000
$500 $5,500
$15,000
The program will directly serve approximately 50 students from transitional kindergarten through 6th grade.

Historically, all the students we've served have come from low-income households. Demographics reflect the diverse school community, which includes, Latino, African American, Asian and immigrant families. Students will benefit from academic tutoring, social-emotional support, enrichment activities and safe after-school supervision.

X
(Please see the attachment)
Amanda A. Kennedy Director of Educational Initiatives
Greater Victory Temple COGIC
Packet Page 140
Supplemental Narrative
Greater Victory Temple Afternoon Community Support Program Seaside Community Social Services Grant Application

1. The Greater Victory Temple Afternoon Community Support Program is a free, safe, and structured after-school initiative that provides both supervision and high-quality educational enrichment for students attending Martin Luther King School of the Arts in Seaside, CA. The program addresses a critical community need by ensuring that students, the majority of which come from historically underserved backgrounds, have access to a supportive environment during after-school hours, reducing risks associated with unsupervised time while also supporting academic growth and personal development.

We are seeking $15,000 in City funds to expand our specialized tutoring services with a particular focus on reading and literacy proficiency. Strengthening literacy skills at an early age is vital for long-term academic success, and the requested funds will allow us to provide targeted, small-group and one-on-one instruction aligned to research-based practices. With this expansion, students struggling in foundational reading will receive individualized support designed to boost confidence, close skill gaps, and improve overall school performance.

2. Our program addresses this urgent need by providing a safe environment where students receive tutoring, academic reinforcement, and enrichment opportunities that directly support their academic success and social-emotional well-being.

3. Goal 2: Improve overall academic engagement and confidence.

Objective: At least 80% of participants will report increased confidence in their learning skills through surveys and teacher feedback.

Goal 3: Support working families by offering consistent, safe, and enriching after-school supervision.

Objective: Serve at least 50 Seaside students with free access to structured after-school programming during the 2025–2026 school year.

4. Daily Supervision & Enrichment: we are available for families after school until 5:00 PM including homework help, structured activities, and enrichment.

5. Greater Victory Temple Church of God in Christ has a long-standing commitment to serving families in the Seaside community. Our mission is to provide holistic support that nurtures both academic achievement and character development. The Afternoon Community Support Program has operated for multiple years, offering free, structured Packet Page 141
after-school care. Our team includes experienced tutors, retired teachers, and volunteers committed to student success. The program is directed by Amanda Kennedy, a local educator, who has 18 years of experience in education and community program management.

8. Yes, in part. If awarded less than the full $15,000 request, we will still operate the program by prioritizing tutoring hours and supplies, though we may need to reduce the number of tutoring sessions or enrichment activities offered. The $1,500 in-kind contribution ensures a base level of program continuity.

Conclusion:

Greater Victory Temple has a strong track record of serving Seaside families with holistic programs that support both educational achievement and social well-being. Our experienced staff and volunteers are committed to creating a nurturing environment where students can thrive. This grant will directly enable us to expand tutoring hours and resources, while our in-kind contribution of $1,500 ensures sustainability and compliance with match requirements.

With the City’s partnership, we can continue building a brighter future for Seaside youth by addressing critical literacy gaps and offering families a safe, supportive program during after-school hours.

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1 COMMUNITY SOCIAL SERVICES GRANT APPLICATION
Program Title: ____________________________________________________________________________________ Organization Name: ______________________________________________________________________________ Address: ___________________________________________________________________________________________ Contact Person: ___________________________________________________________________________________ Phone: ___________________ Email: _________________________________________________________________ Non-Profit Status: ☐ 501(c)(3) ☐ Fiscal Sponsor ☐ Other: __________________________________

1. Program Summary
Provide a short description of your proposed project (2–3 sentences):
_____________________________________________________________________________________________________ _____________________________________________________________________________________________________

2. Statement of Need
Explain the problem(s) your project addresses, why it is important, and who will benefit. _____________________________________________________________________________________________________ _____________________________________________________________________________________________________

3. Goals & Objectives
List your project’s primary goals and measurable objectives. ______________________________________________________________________________________________________ ______________________________________________________________________________________________________

4. Proposed Activities
Describe the services, events, or activities to be provided; include timeline and number served.
_____________________________________________________________________________________________________ _____________________________________________________________________________________________________

5. Organizational Experience
Briefly describe your organization’s mission, community ties, and relevant experience. List key staff for this project.
_____________________________________________________________________________________________________ Seaside Cooperative Housing Tenant Advocates
PO Box 327, Seaside, CA 93955
831-224-0625
In Seaside over 4,800 low-income renters lack access to affordable housing, with most extremely low-income families spending more than 50% of income on rent. Renters of color, older adults, and families with young children face the highest housing cost burdens, overcrowding, and risk of homelessness.

The 6 lead trainers will train 100 tenant advocates and assist them in converting one apartment building to a permanently affordable housing co-op.

2. 100 tenants, will be trained as co-op advocates from 2/2026 to 6/2026. 3. Identify, finance, acquire, and convert 1 building to co-op housing over 18 months.

[email protected]
Ben Nurse
Jacana, Inc.

1. In 10 sessions from 9/30/25 to 1/14/26, lead trainers will be trained in topics covering cooperative housing models, governance, financing, and long-term stewardship.

5. Connect co-op residents to ongoing technical assistance and partnerships with three co-op housing organizations.

We will train 6 Seaside residents to become housing advocate trainers with the skills to create, govern, and sustain cooperative housing.

Jacana, Inc. is a nonprofit dedicated to creating permanently affordable housing through acquisition, cooperative ownership, and long-term stewardship.

1. Train 6 lead trainers, 2. Train 100 tenant advocates, 3. Convert 1 apartment building to cooperative housing, 4. House 100 co-op residents.

Ben Nurse, Executive Director, Rosalyn Green, Board President, and Ron Glover, Board V.P., are experienced in real estate management, development, and community organizing.

Packet Page 143
2 _____________________________________________________________________________________________________

6. Budget Summary (Round to nearest dollar)
Line Item City Funds Other Funds In-Kind Match Total

1. Salaries/Benefits

2. Services/Supplies

3. Equipment

4. Other

5. Total Requested
*Minimum 10% match required (cash, in-kind, or combination)

7. Proposed Reach / Beneficiaries
Estimate the number of Seaside residents your program will directly serve during the grant period. Please include information on the demographics of participants (e.g., age groups, income levels, neighborhoods, etc.), if available.
_______________________________________________________________________________________________________ _______________________________________________________________________________________________________

8. Sustainability / Partial Funding:

If the City awards less than your full requested amount, can your program or elements of your program still be implemented?
☐ Yes, in full
☐ Yes, in part (please describe what would change)
☐ No
______________________________________________________________________________________________________ ______________________________________________________________________________________________________

9. Certification
I certify that the information provided is true and complete to the best of my knowledge.

Name:________________________________ Title:________________________________________________________ Orgnanization:_____________________________________________________________________________________ Signature: ___________________________ Date: _______________________________________________________ 106 Residents: 20 at 30% AMI, 16 at 50% AMI, 56 at 80% AMI, 14 at 100% AMI.

If awarded partial funding, we would reduce the number of lead trainers. $15,450

0.00 We would extend the time needed to train 100 tenant advocates. (Travel expenses) $8,780
$49,230
Ben Nurse Executive Director
Jacana, Inc.
9/17/2025
$25,000 $25,000
$8,780

0.00 -$5,000 $10,450
Packet Page 144

SEASIDE

CALIFORNIA

COMMUNITY SOCIAL SERVICES GRANT APPLICATION
Program Title: J F
Organization Name:

Address:

Phone, fi Ztd/e:$ 4o'l! E mail :

Non-Profit Status: il SOf t.XgJ tr Fiscal Sponsor E Othen

1. Program Summary
Provide a short description ofyour proposed proiect (2-3 sentences):
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2. Statennent of l\eed
Explain the problem[s) your project addresses, why it is important, and who will benefit. 9,

3. Goals & Objectives
Listyour project's primary goals and measurable objectives.

4. Proposed Activities
Describe the services, events, or activities to be provided; include timeline and number served.
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5. Organizational Experience
Briefly describe your organization's mission, communityties, and relevant experience. List key stafffor this projecl
Contact Person:

Packet Page 145

SEASIDE

CALIFORNIA

5. Budget Summary (Round to neorest dotlor)
Line ltem CiWFunds Other Funds In-Kind Match Total

1. Salaries/Benefits 3

2. Services/Supplies g

3. Equipment F

4. Other (fexrr) b lb, o0' tt,o&^ b t1.ta9 -

5. Total Requested & bpoD
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*Minimum 7A%o match required (cash, in-kind, or cambination)

7. Proposed Reach / Beneficiaries
Estimate the number of Seaside residents your program will directly serve during the grant period. Please include information on the demographics of participants (e.g., age groups, income levels, neighborhoods, etc.J, if available.

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8. Sustainability / Partial Funding:

If the City awards less than your full requested amount, can your program or elements of your program still be implemented?
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fl Yes, in part (please describe what would changeJ
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9. Certification
I certiff that the information provided is true and complete to the best of my knowledge. ritle: €y€cu-n u€ Dpe qo?-
Orgnanization:

Signature: 4-f|-aoao
Packet Page 146
Jerry Rubin Foundation for Cancer Care
#2. Community Need Statement
Access to quality, compassionate end-of-tife care is a criticatyet often overtooked need in ourcommunihT. Manyindividuatsfacingtheirfinatdays do sowithoutadequate support, housing, or resources. For thosewithoutfamity, caregivers, orfinanciat means, the end-ofLife journey can be marked by isoLation, fear, and unmanaged suffering.

Jerry's Place, a program of theJerry Rubin Foundation, was estabtished to meetthis pressing need. lt is a social model hospice home-a wetcoming, non-medicat setting that provides a safe, supportive environment for individual.s in their finat stage of tife. Residents of Jerry's Ptace receive 24f7 compassionate care from trained staff and votunteers, working in partnership with licensed hospice agencies. There is no cost to stay at Jerry's Ptace, removing financial barriers for individuats and famities atready burdened by emotionat and medicat chattenges. Ourfoundation pays the rent forthe 2 rooms we currently have in About Care; an assisted Living residence tocated in Seaside, CA. The cost is $8,000 per month for each room.

The need for this kind of care continues to grow in our region. Many locaI hospices serue individuats in their private homes or in skilted nursing facitities, but these settings are not a lways a ppropriate or ava ita bte-especia tty for th ose wh o a re un housed, live a [one, o r whose famities are unabte to provide adequate care. Ierry's Ptace fitts this gap by offering a dignified, home-tike environmentwhere peopte can spend theirfinaI days with peace and support.

Since our inception, Jerry's Ptace has provided end-of-tife care for many individuals, most of whom woutd othenuise have faced their final days without shelter, comfort, or companionship. Our residents have inctuded educators, veterans (inctuding a green beret), heatth care workers, law enforcement officers and others. They were a[[ productive members of ourcommunitythroughouttheirtives butforvarious reasons, now need our help during theirfinat days. As demand inereases, we seek to ensure that this vital service remains avaitabteto anyone in need, regardtess of background or abitityto pay. This grant witl.hetp sustain and expand ourcapacityto offercompassionate, no-costcareforour mostvulnerable community members atthe end of [ife.
#3. Goals & Objectives
GoaL 'l: Expand Access to Gare
Packet Page 147
Measurement Methods:
r Referra[ Tracking Sheet: Record number and source of reterrats, outcomes (admitted, not admitted, reason why).
r Demosraphic Anatysis: Monitor percentage of residents from underserved backgrounds or without housing/support.
r Satisfaction Surveys: Post-caresurveys forfamities assessingdignity, comfort, and overat[ experience.

Goat 2: Strenglhen Volunteer Engagement
Measurement Methods:
r Volunteer Sign-ln Logs: Track hours, type of service, and frequency. o Votunteer Feedback Forms: Cottect insighton trainingneeds, emotionatreadiness, and perceived impact.
r Resident/Family Feedback: lnctude questions aboutthe quatiffof votunteer support in post-care surveys.

Goal 3: Buitd Financial Sustainabitity
Measurement Methods:
r Donor Management System: Track number of donors, donation size, recurring gifts, and campaign performance.
o Event Metrics: Attendance, revenue raised, new donor acquisition at Circte of Friends dinners or annuaI fundraiser.
r Website Anatytics: Monitorvisits to donor pages, ontine giving conversions, and ema it enga gement rates.
#5 Organizational Experience
Our mission is to offer a compassionate, dignified and peaceful ptace for individuats in need to spend their final days at no cost to them or their famities. We serve as a vital safety net for the most vutnerable, honoring every person's right to comfort and cornpassion at end of life.

Our organization has received support from the Hospice Giving Foundation since our inception. We work ctosety with the three locat hospitats, patliative medicine teams and atl hospice agencies when ptacing residents at Jerry's Ptace.

Ourtearn members are Connie Ritey, Program Marrager; Carey Madil.l, Foundation Services Coordi n ator a n d Va t Wa reha m, Executive Di rector.

Packet Page 148
Packet Page 149
Packet Page 150
Meals on Wheels of the Monterey Peninsula (MOWMP) respectfully requests $50,000 from the Community Social Services Grant to support the provision of nutritious meals to Seaside residents through both home delivered and group dining services. This funding will sustain and expand our work to ensure that seniors, low-income individuals, veterans, and those who are homebound have reliable access to healthy meals and meaningful social connections.

Food insecurity and social isolation remain serious challenges for many Seaside residents, especially older adults and individuals living on limited incomes. According to our client data, 74% of those we serve are low-income, 58% are homebound, and 44% are over the age of 75. Many live alone, with 20% reporting no immediate family support. Without reliable access to healthy food, these residents are at greater risk of malnutrition, declining
Group dining services are equally critical, offering not only nutritious meals but also opportunities for social interaction, wellness activities, and connection to supportive services. By addressing both hunger and isolation, this program improves quality of life, promotes independence, and reduces the burden on healthcare and emergency systems.

The goals of our meal programs are to ensure that Seaside residents facing food insecurity have consistent access to healthy, freshly prepared meals. Additionally, we aim to reduce social isolation by providing safe, welcoming opportunities for connection.

Our objectives are to serve at least 5,000 meals during the grant year to approximately 350+ Seaside residents. We also want to provide daily group dining meals at the Oldemeyer Center and encourage increased participation. Finally, we will deliver meals directly to homebound individuals, ensuring they remain safely nourished in their homes.

Throughout the grant period, MOWMP will provide two types of services in Seaside:

1. Home Delivered Meals – Nutritious meals delivered year-round by staff and volunteers to homebound seniors and adults with disabilities. These visits also provide wellness checks and connections to other resources.

Packet Page 151

2. Group Dining at the Oldemeyer Center – Freshly prepared meals served in a welcoming, communal setting that offers wellness and social activities to build connection and reduce isolation.

Together, these services will reach approximately 350+ Seaside residents and provide 5,000+ meals in the coming year.

For over 53 years, Meals on Wheels of the Monterey Peninsula has provided meals and supportive services to older adults, disabled individuals, and veterans across the region.

In 2024 alone, MOWMP prepared more than 619,000 meals, delivered over 155,000 meals to homes, and engaged more than 600 volunteers. Last year in Seaside, we served 238 Home Delivered Meal clients and 170 Group Dining clients almost 125,000 meals.

We are deeply connected to the Seaside community, with a long-standing partnership with the Oldemeyer Center. In addition, we are beginning to build a new commercial kitchen in Seaside, which will significantly expand our production capacity and further solidify our roots in the city.

Key staff for this project include our President/CEO, Operations Director, Executive Chef, Recruitment and Outreach Manger, Home Delivered Meals Manager, and our Community Dining Services Coordinator, supported by a dedicated team of staff and volunteers who bring decades of experience in nutrition, food service, and community engagement.

The total project budget is $200,000, with $50,000 requested from the City of Seaside.

Matching support includes $100,000 in other funds and $50,000 of in-kind contributions, exceeding the 10% match requirement. Grant funds will directly support food, staffing, and program delivery costs for both home-delivered and group dining services in Seaside.

During the grant period, MOWMP will directly serve approximately at least 350 Seaside residents, providing over 5,000 meals. Of these participants, based on current statistics, 74% are low-income, 44% are over the age of 75, and 58% are homebound. Clients represent diverse neighborhoods across Seaside, and 68% are women, many of whom live alone and face heightened risk of malnutrition and isolation.

MOWMP is committed to sustaining these vital services regardless of fluctuations in funding. Should less than the requested amount be awarded, we would still provide meals in Seaside but would need to supplement the program through unknown sources.

Packet Page 152
1 COMMUNITY SOCIAL SERVICES GRANT APPLICATION
Program Title: The MPC Oral History Project - Seaside Voices Organization Name: Monterey Peninsula College
Address: 980 Fremont ST, Monterey, CA 93940
Contact Person: Dr. Jon Knolle
Phone: 831-646-4034 Email: [email protected]
Non-Profit Status: ☐ 501(c)(3) ☐ Fiscal Sponsor 🗹 Other: Public organization

1. Program Summary
Provide a short description of your proposed project (2–3 sentences):

The proposed project will capture and preserve the stories of notable residents who have shaped the Monterey Bay Area. The funding respectfully requested will allow the College to pilot the program in the City of Seaside with a focus on five residents whose experiences reflect the community’s rich cultural, social, and historical contributions.

MPC faculty and students will research, conduct, and archive interviews to ensure these local narratives are preserved and accessible for future generations.

2. Statement of Need
Please see attached supplemental narrative.

3. Goals & Objectives
Please see attached supplemental narrative.

4. Proposed Activities
Please see attached supplemental narrative.

5. Organizational Experience
Briefly describe your organization’s mission, community ties, and relevant experience. List key staff for this project.

MPC has a long history of providing high-quality higher education to communities through-out the Monterey Peninsula and beyond. MPC faculty are experts in their disciplines and regularly design and teach lessons that integrate local history and community perspectives. MPC’s faculty and staff also have extensive experience producing online lessons and multi-media presentations, ensuring engaging and accessible learning materials for students. The MPC Photography and Videography program trains students in professional recording, editing, and production skills, and these students will apply their training by assisting with the creation of the final oral history videos.

Packet Page 153
2 Key project staff: Dr. Jon Knolle, Vice President Academic Affairs; Dr. Jeannie Kim, Dean of Humanities; Lauren Blanchard, Social Science Division Chair; Political Science and Global Studies Department Chair and Faculty; Becky Brister, Photography/Videography Department Chair and Faculty; Dr. Kendra Cabrera, Ethnic Studies Department Chair and Faculty; David Serena, Ethnic Studies Faculty; Frank Silva, Online Instructional Design and Accessibility Specialist

6. Budget Summary (Round to nearest dollar)
Line Item City Funds Other Funds In-Kind Match Total

1. Salaries/Benefits $25,284 $25,284

2. Services/Supplies

3. Equipment $5,000 $10,000 $15,000

4. Other: Student Intern Stipends $7,000 $7,000

5. Total Requested $30,284
*Minimum 10% match required (cash, in-kind, or combination)

7. Proposed Reach / Beneficiaries
Please see attached supplemental narrative.

8. Sustainability / Partial Funding:

If the City awards less than your full requested amount, can your program or elements of your program still be implemented?
☐ Yes, in full
 Yes, in part (please describe what would change)
☐ No
If only partial funding is available, we can still establish the oral history project model, though the initial pilot would produce a smaller number of videos. MPC is committed to seeking additional funding to expand this project.

9. Certification
I certify that the information provided is true and complete to the best of my knowledge.

Name: Beccie Michael Title: Vice President of Advancement Organization: Monterey Peninsula College
Signature: Date: 09/18/2025
Packet Page 154
3 Monterey Peninsula College – Supplemental Narrative

2. Statement of Need
Explain the problem(s) your project addresses, why it is important, and who will benefit.

Monterey County is home to individuals whose lives and work have shaped the cultural, economic, educational, political, and civic fabric of the region. Many of these community elders hold remarkable stories that reflect not only the history of the area but also the resilience, diversity, and contributions that continue to define Monterey County today. Without intentional efforts to document and preserve these narratives, an invaluable part of the community’s living history risks being lost to future generations.

The proposed MPC Oral History Project responds to this urgent need by creating a structured archive that captures and shares the voices of those who have influenced local life in meaningful ways. With support from this grant, MPC will launch a pilot program focusing on five Seaside residents whose experiences highlight the city’s rich and diverse history. Their personal stories, told in their own words, will serve as living histories that humanize the past and how it has shaped present society. The resulting interviews will benefit MPC students by infusing curriculum with first-hand perspectives to help them understand how their community’s historical roots influenced current disparities and advancements.

The City of Seaside pilot will not only preserve these valuable legacies, but will also serve as a scalable model to expand and include individuals from across Monterey County as additional funding becomes available.

3. Goals & Objectives
List your project’s primary goals and measurable objectives.

Goal 1: Establish an Oral History Archive that documents and preserves the experiences of Monterey Peninsula community members
- Objective 1.1: Design and implement a pilot program that serves as a model for future oral history projects
- Objective 1.2: Develop processes for research, interviewing, recording, and archiving oral histories to ensure quality and accessibility Goal 2: Produce and share the first series of oral history video presentations featuring Seaside residents
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4 - Objective 2.1: Record and produce five oral history video lessons/presentations focused on notable current or former residents of Seaside - Objective 2.2: Produce completed video lessons/presentations publicly available for students, educators, and community members to view and learn from

4. Proposed Activities
Describe the services, events, or activities to be provided; include timeline & number served.

MPC faculty will research, plan, and conduct interviews with five notable residents of Seaside, capturing their personal stories, professional achievements, and community contributions. Each interview will be recorded and transformed into a series of concise video presentations, integrated with lesson content that highlights the individual’s impact on our region’s economy, government, politics, education, culture, and the greater community. The completed videos and accompanying lessons will be hosted by the College and made publicly accessible online, providing students, educators, and community members with valuable resources to learn from and preserve the region’s living history.

Timeline: Project preparation activities and the selection of Seaside community participants will commence in late 2025 with interviews to be conducted during MPC’s Spring 2026 semester. Filming, editing and production will be ongoing through the end of the College’s current fiscal year (June 30, 2026).
 Faculty will identify and recommend notable local residents, and propose lessons in their respective disciplines that align with the residents’ backgrounds and contributions.
 Faculty recommend the selected community members for interviews, conduct the necessary research, develop interview questions, and plan the discussions.  Faculty will conduct the interviews with the residents.  Student assistants record and edit interviews and produce a full-length interview video and 2–3 shorter video segments.
 Videos are finalized, captioned, and posted on MPC’s YouTube channel, making them accessible to students and the broader community.
 Faculty design a final lesson or presentation that incorporates the video segments; the lesson is shared online under a Creative Commons license.  Library staff create online research and content management tools (LibGuides), and archive videos to ensure integrity and accessibility for future researchers, students, and the public.
 A community premiere event is held to showcase the stories and recognize project participants, faculty and students.

Packet Page 156
5 7. Proposed Reach / Beneficiaries
Estimate the number of Seaside residents your program will directly serve during the grant period.

Please include information on the demographics of participants (e.g., age groups, income levels, neighborhoods, etc.), if available.

The oral history videos will be integrated into a wide range of MPC courses, including those in the Social Sciences, Arts, and Humanities, enriching instruction across multiple disciplines. Residents chosen to participate in the project will reflect Seaside’s diverse population and share multicultural perspectives on the city’s storied history.

Thousands of MPC students, along with high school students at our K–12 dual enrollment partner sites such as Seaside High School, will benefit from direct exposure to the lived experiences and contributions of these local community members. This includes 1197 MPC students (in the most recently completed semester) who reside in Seaside.

Nearly 90% of MPC’s 7500+ students receive financial assistance in the form of tuition waivers, loans, or scholarships. More than half of MPC students (54%) are between the ages of 16-24 with 36% aged 25-49. MPC’s diverse student population comprises the following ethnicities: Hispanic/Latino (47%), White (31%), Two or more races (6%), Asian (4%), Black (3%), Filipino (2%), American Indian/Alaska Native (1%), Native Hawaiian/Pacific Islander (1%) and 5% Unknown.

In addition, MPC Photography/Videography students will benefit as oral history project interns with the opportunity to apply their classroom knowledge to a realworld experience in their field of study. Beyond the classroom, the videos and presentations will be publicly accessible online, allowing the broader Monterey County community to engage with and learn from these stories. MPC faculty and students will research, conduct, and archive interviews to ensure these local narratives are preserved and accessible for future generations.

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COMMUNITY SOCIAL SERVICES GRANT APPLICATION
Program Title: Organizational support for Palenke Arts, a multicultural arts organization in Seaside
Organization Name: Palenke Arts
Address: 1713 Broadway Ave, Seaside, CA 939355
Contact Person: Juan L. Sánchez Phone 831-333-6612
Email: [email protected]
Non-Profit Status: X 501(c)(3) ☐ Fiscal Sponsor ☐ Other:

1. Program Summary
Provide a short description of your proposed project (2–3 sentences):

We are requesting operational support to provide high-impact educational opportunities in the arts to Seaside youth ages 7-19 . Our goal is to provide all of our students with a strong sense of purpose, cultural rootedness, and creative voice that will eventually lead to improved academic achievement, economic prosperity, mental health, and a sense of belonging in their community.

2. Statement of Need
Explain the problem(s) your project addresses, why it is important, and who will benefit.

Palenke Arts provides a space that does not exist elsewhere in Seaside: a dedicated multicultural arts center offering free and low cost arts-based classes and events to many families who would not traditionally be able to afford them. We aim to address the issue of inequity in the arts by imbuing our programs with high-interest, culturally-relevant offerings that are accessible for everyone. We strive to uplift youth voices, inspire creativity and transform our community into a place where everyone feels seen, valued and welcomed through the healing power of the arts. Our core programming consists of arts education courses for youth delivered at our center located in the Martin Luther King School of the Arts campus in Seaside and at the new Teen Arts Center located at 530 Elm Ave in Seaside.

3. Goals & Objectives
List your project’s primary goals and measurable objectives.

Our goal is to provide all of our students with a strong sense of purpose, cultural rootedness, and creative voice that will eventually lead to improved academic achievement, economic prosperity, mental health, cultural rootedness, and a sense of belonging in their community.

In terms of quality indicators, we will once again survey our parents and students in the following areas: quality of overall experience, assessment of artistic growth, cultural Packet Page 158
value of our classes, quality of instruction, administrative support and welcoming atmosphere. Our aim is to score a 4 or 5 in all of these areas for 90% of those surveyed.

Our students’ final performance of the season will be the 10th Annual Palenke Arts Festival.

4. Proposed Activities
Describe the services, events, or activities to be provided; include timeline and number served.

The specific weekly classes that we will be offering to a total of 280+ unduplicated students in 2025-26 are: visual arts (2 sections - K-5 and Teens), ballet folklórico (5 sections, beginning-advanced plus adults), hip hop dance, four jazz classes (middle-school combo, teen combo, jazz for adults, jazz saxophone), AfroCaribbean drumming, bilingual chorus, traditional Mexican band ensemble, piano, guitar, violin, clarinet, trumpet, drums, photoshop, audio, and video production (for teens).

We are also planning on continuing hosting World music concerts, community events and performances by our student groups in the city of Seaside (recitals, performances in the community, such as Oaxaca by the Sea, Día de los Muertos celebration, Winter Wonderland, Sustainable Seaside’s Earth Day) and our 10th Annual Palenke Arts Festival. This yearly festival is a family celebration of community where Palenke Arts student groups perform alongside professional ensembles. What sets us apart as an organization is the fact that we are more than an arts center: we are a community transformation center. Community members come together, often at no cost, to celebrate culture, dance, share their talents, and be seen as humans with dignity, restoring a part of their humanity that has often been ignored. We are constantly monitoring, checking and listening to our families so we can best tailor our offerings to their needs.

In our end-of-year surveys our families remind us of the importance of our work, which goes beyond learning about an art discipline into developing stronger self-esteem, cultural rootedness, and community connection. Thus, a parent mentioned "Palenke means community. In today's culture, I feel like we all can retreat into their own digital bubble, disassociated from people and the arts, and Palenke brings community and the arts into our lives, with others to share it with. I feel like this connection is what our society needs more than ever.."
Another parent added "Palenke Arts is great. It’s given my children a diverse experience with music in various forms. It has also given them a concrete connection to their culture and heritage. With the work Palenke Arts does, my entire family has had an opportunity to better connect to our community through various events." Packet Page 159

5. Organizational Experience
Briefly describe your organization’s mission, community ties, and relevant experience.

List key staff for this project.

Palenke Arts is a multicultural arts organization whose mission is to educate, inspire and transform the community of Seaside through the arts. Our organization is a leader in the delivery of high-quality and culturally rooted multicultural arts programs in the city of Seaside that has been recognized regionally and received national, state, county and local support.

Palenke Arts was founded in 2015 by a committed group of artists, educators and community members who recognized the urgent need for multicultural arts and music programs and events in the city of Seaside, especially for the youth, and envisioned the creation of a multicultural arts center. On December 24, 2018, Palenke Arts filed articles of incorporation with the State of California, adopted bylaws, elected a founding Board of Directors and on January 31, 2020 obtained its letter of determination from the IRS as a 501c3 tax exempt nonprofit corporation. We are the recipients of the 2019 Nonprofit of the Year award in arts and culture from the Nonprofit Alliance of Monterey County and our executive director Juan L. Sánchez is the recipient of the 2023 Champion of the Arts Award from the Arts Council of Monterey County.

Key personnel:

Juan L. Sánchez - Executive Director/Artistic Director/Teaching Artist Cindy Aguilar-Castañeda, Director of Programs and Operations Jocelyne Resendiz-Nieto, Program Coordinator, MLKSOA site Lirio Hernández, Program Coordinator, Teen Arts Center
Jenny Robles, Ballet Folklórico Program coordinator/teaching artist Paul Richmond, Visual Arts Teaching Artist
Paul Contos, Jazz Program coordinator/teaching artist
Packet Page 160

6. Budget Summary (Round to nearest dollar)
Line Item City Funds Other Funds In-Kind Match Total

1. Salaries/Benefits $75,000.- $575,000.- N/A $650,000

2. Services/Supplies
0 $100,000 N/A $100,000

3. Equipment/Ballet
folklórico outfits
$5,000 $10,000 N/A $15,000.-

4. Other/Rent,
utilities, insurance
$20,000.- $40,000.- $40,000 $100,000

5. Total Requested $100,000.- $725,000 $40,000.- $865,000.- *Minimum 10% match required (cash, in-kind, or combination)

7. Proposed Reach / Beneficiaries
Estimate the number of Seaside residents your program will directly serve during the grant period. Please include information on the demographics of participants (e.g., age groups, income levels, neighborhoods, etc.), if available.

Our programs will benefit 280+ students. 95% of our students (around 270 of them) are youth of color from immigrant and working-class families in Seaside who rely on us for access to affordable, culturally-rooted visual arts, music and dance programming and teachers. The majority of our students (85%) are elementary and middle school students that reside in or attend Seaside schools. Our model of high-quality, affordable and culturally-rooted multi-disciplinary programming is one of the few of its kind in the Monterey Peninsula.

Additionally, we will serve around 5,000 audience members (mostly from Seaside) who will attend our 30+ events throughout the year in partnership with the city of Seaside, MPUSD, Monterey Peninsula College, CSUMB, the Village Project and Building Healthy Communities.

Packet Page 161

8. Sustainability / Partial Funding:

If the City awards less than your full requested amount, can your program or elements of your program still be implemented?
☐ Yes, in full
X Yes, in part (please describe what would change)
☐ No
The City of Seaside’s funding represents approximately 10% of our organizational funds.

Thus, if we get less than the requested amount, we would have to adjust our services to city residents accordingly. For instance, we might have to cut some of the classes that we currently offer like ballet folklórico or piano, that are very impacted, or reduce the new teen offerings at our Teen Arts Center such as the off-site offerings at Continuation High School or Seaside High School. Furthermore, have we just added our second administrative position: the Director of Programs and Operations that needs to be funded and will allow us to start planning and executing our capital project: the new Multicultural Arts Center to be built in the Seaside High Campus in the next 5 years.

9. Certification
I certify that the information provided is true and complete to the best of my knowledge.

Name: Juan L. Sánchez
Title: Executive Director
Organization: Palenke Arts
Signature: Date: September 17, 2025
Packet Page 162
Packet Page 163
Packet Page 164
Packet Page 165
Packet Page 166
Packet Page 167
1 COMMUNITY SOCIAL SERVICES GRANT APPLICATION
Program Title: ____________________________________________________________________________________ Organization Name: ______________________________________________________________________________ Address: ___________________________________________________________________________________________ Contact Person: ___________________________________________________________________________________ Phone: ___________________ Email: _________________________________________________________________ Non-Profit Status: ☐ 501(c)(3) ☐ Fiscal Sponsor ☐ Other: __________________________________

1. Program Summary
Provide a short description of your proposed project (2–3 sentences):
_____________________________________________________________________________________________________ _____________________________________________________________________________________________________

2. Statement of Need
Explain the problem(s) your project addresses, why it is important, and who will benefit. _____________________________________________________________________________________________________ _____________________________________________________________________________________________________

3. Goals & Objectives
List your project’s primary goals and measurable objectives. ______________________________________________________________________________________________________ ______________________________________________________________________________________________________

4. Proposed Activities
Describe the services, events, or activities to be provided; include timeline and number served.
_____________________________________________________________________________________________________ _____________________________________________________________________________________________________

5. Organizational Experience
Briefly describe your organization’s mission, community ties, and relevant experience. List key staff for this project.
_____________________________________________________________________________________________________ Packet Page 168
2 _____________________________________________________________________________________________________

6. Budget Summary (Round to nearest dollar)
Line Item City Funds Other Funds In-Kind Match Total

1. Salaries/Benefits

2. Services/Supplies

3. Equipment

4. Other

5. Total Requested
*Minimum 10% match required (cash, in-kind, or combination)

7. Proposed Reach / Beneficiaries
Estimate the number of Seaside residents your program will directly serve during the grant period. Please include information on the demographics of participants (e.g., age groups, income levels, neighborhoods, etc.), if available.
_______________________________________________________________________________________________________ _______________________________________________________________________________________________________

8. Sustainability / Partial Funding:

If the City awards less than your full requested amount, can your program or elements of your program still be implemented?
☐ Yes, in full
☐ Yes, in part (please describe what would change)
☐ No
______________________________________________________________________________________________________ ______________________________________________________________________________________________________

9. Certification
I certify that the information provided is true and complete to the best of my knowledge.

Name:________________________________ Title:________________________________________________________ Orgnanization:_____________________________________________________________________________________ Signature: ___________________________ Date: _______________________________________________________ Packet Page 169
Seaside Community Social Services Grant Application Supplemental Information

6. Budget Summary
Service Supplies / In-Kind
City of Seaside $24,000 building at 956 Hilby Avenue
Safeway Stores $400,000. Based on June 2025 valuation
DESCRIPTION Cost /
pound
June /
weight Total
Bread $3.00 2,368 $7,104.00
Pastries $2.00 483 $966.00
Dairy $4.00 3,469 $13,876.00
Eggs $4.00 567 $2,268.00
Deli $3.50 937 $3,279.50
Meat $5.00 769 $3,845.00
Groceries $0.50 1,802 $901.00
Produce $0.50 2,409 $1,204.50
Total 12,804 $33,444.00
Annualized $401,328.

Equipment: We will need to replace our 2006 van with over 200,000 miles

7. Reach / Beneficiaries
Monthly arrivals
Seniors Homeless Other Total
May 107 42 97 246
June 266 82 125 473
July 368 103 258 729
August 428 110 304 842
Based on a survey during September 87 % of our arrivals ae Seaside residents.

Beneficiary estimates are as follows based on arrival patterns:

Seniors, 8 to 12 visits per month 45 clients
Homeless 12 to 15 visits per month 9 clients
Other 4 to 6 visits per month 60 clients
We expect growth to continue at approximate five percent per month in both food collection and distribution.

Packet Page 170
Cate: January 25, 2000
. Church or God In Christ. Inc.
93EI Maron St.

Memphts, TN 3812S-9219f
P.O. Box 2508
crncrnnatr, OH 45201
Parson to Contact:

Ms. Sanson #31-07273
Cu,tomer Service Representative
Telephone Number:·
an~S2e-ss00
FaxNumbar:
513-293-3756
Fadantl tdanffflcation Number:
23-7002419
OearStr:

This ts In response to yourcorraspondence dated Novamber 24, 1999 requesting s letter affirming your org~nlzatlon's c:urrent exempt status.

In January 1 $69 we fssuad a d~termlnaticn letter that reccgnlzad your organfzat!on as exempt from fadaraJ fncon;a· tax under saetfon 501 (c)(3) or tha rn!emaJ Ravenua Code. That letter ls still tn effec:t.
eased on fha information submitted, we recognized the wbordfnates named on the Ust your organization aupplfed as exempt from federal Income tsx under sacifon 501(0)(3} of the Coda.

Also. we cfasslffed those subordfnates as ~anizatfons that ara not prfvat• foundations because they are organlza1Jons of the type dtscnbed In sections 508(a)(1) and 170(b}(1)(A)(f) of1haCoda. . .
. Donors may deduct con1rfbt,:tion; to your organfz;ltfon•s subordinate., as provided rn section 170 ct tha COda: Beque.ts, Jegacfn, davlsu, traj,Sfarl or gr,is to 1he sub0lt1lnates or for fheir ues are dadudJblo for federal eaate and gift tax purposes if ihey meat Iha appliC!!lble prcvlsfons of sections 2055, 21 as, and 2522 or th• Code.

Your crgantzatfon and Its subordinate; are not reqund to ftte federal fnoome tax returns unless S1Jbjact ta the tax on unrelated businesa fnccma under aeGUon 511 of tile Cod9. If subject to this tax. the organlzaifcn muat file an Income tax return on Form 990- T, Exempt Organization eusinau tnccme Tax Return. In this Jetter, we ara not datenn!nlng whether any of ycur organfzatfon or Its subcrcfmates' present or proposed actfvltfea are unrelated trade or business as defined in sectJcn 013 Df the Code. ·
Uni ess a pacifically exc:epJecS, your organizstlon and itS aubordfnat~s are fiable for taxes under the FedaraJ Insurance ContS'Jbutlons Act (socfal security taxes} on remunma1fcn of $100 or more pafd each ·smpJoyaa during a calendar year. This doai not apply, howavar, If your organlz.ation makes or has made a tfmaly eJecUon und.er sectfon 3121(w) of the Code to be exempt from such tax. Your organlzatfon end Its subordinates are not Uabla for 1he tax lmposed under tho Fedar.11 UnempJoymert Tax Act {FUTA). • Your organlz:atJon's Group Examptl_an Numbor la 1909.

Wa have updated our flies to fnc:ll.1da your organization in the next revfsfcn .of PubUcatlon 78, eumuladvs Ust of Organization,.
tf you nave any questions, please call us at ths telepoona number 3hown In tho heading of thla · letter. Slncarely.
9Ut.f?~
Robert c. Padilla
Manager, customer Service
Packet Page 171
CJ)
Qilµtrcq ®£ ~oh JJn Qiqrist, Jnr.

INTERNATIONAL HEADQUARTERS
Office of the General Secretary
December 4, 2003·"
ELDER A. Z. HALL, JR.

General Secretary
Elder Samuel E. Gaskins; Sr., Pastor
Christian Memorial
Church Of God In Christ
4483 Col. Durham St.

Seaside, CA 93955
Dear Elder Gaskins:

The Church Of God In Christ, Inc., International Headquarters, is exempt from Federal Income Tax. The exemption is provided under 501(C) (3) of the Internal Revenue Code.

The Internal Revenue Service issued the National Church a group ruling tax exemption January 17, 1968, Group exemption GEN: 1969. All our affiliated local Churches in good standing are covered under this ruling.
(:;:~ In reply to your request, the following information is provided to you:
··-· . .',,-,
The Church's Group Exemption number shown above
A copy of the Church's Federal Income Tax exemption ruling This information is provided to you for your use only. It should not be used or copied for any other purpose. Please contact me should you have any questions.

Please note this is the federal exemption number. Your church should contact the state of CALIFORNIA regarding a state exemption number.

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Enclosure
930 MAsoN STREET • P.O. Box 320 • MEMPHIS, TENNESSEE 38101 (90)) 947-9356 • (901) 947-9359 fAx • E-MAJL: WWW.COGICGENSEc.ORG Assistant General Secretaries and National Office Staff J. Harley Lyles, Jr., Administration • Carolyn Fryson, Registration - Howard E. Quillen, Sr., Statistics - Gregory Askew, Technology Barachias Irons, Publications - Keith Dill, Records - Ronald Blumenberg, National Coordinator of Regional Directors Eddie L. Whitelaw, Assistant National Coordinator - . Jerry Ivery, Sr., Logistics - William C. Burks, Assistant to General Secretary Odie Tolbert. Archivist - Linda K. Wilkins, Administrative Assistant - Juanita Williams, Clergy Bureau - Beulah Davis. Secretary Packet Page 172
Packet Page 173
Packet Page 174
Packet Page 175
Packet Page 176
Packet Page 177
Packet Page 178
1 COMMUNITY SOCIAL SERVICES GRANT APPLICATION
Program Title: ____________________________________________________________________________________ Organization Name: ______________________________________________________________________________ Address: ___________________________________________________________________________________________ Contact Person: ___________________________________________________________________________________ Phone: ___________________ Email: _________________________________________________________________ Non-Profit Status: ☐ 501(c)(3) ☐ Fiscal Sponsor ☐ Other: __________________________________

1. Program Summary
Provide a short description of your proposed project (2–3 sentences):
_____________________________________________________________________________________________________ _____________________________________________________________________________________________________

2. Statement of Need
Explain the problem(s) your project addresses, why it is important, and who will benefit. _____________________________________________________________________________________________________ _____________________________________________________________________________________________________

3. Goals & Objectives
List your project’s primary goals and measurable objectives. ______________________________________________________________________________________________________ ______________________________________________________________________________________________________

4. Proposed Activities
Describe the services, events, or activities to be provided; include timeline and number served.
_____________________________________________________________________________________________________ _____________________________________________________________________________________________________

5. Organizational Experience
Briefly describe your organization’s mission, community ties, and relevant experience. List key staff for this project.
_____________________________________________________________________________________________________ Casa de Las Palmas and Phase II Transitional Housing
1491 Contra Costa St Seaside, CA 93955
Ashleym Koebel
(831)899-4911 [email protected]
The two transitional housing programs (listed above) provide housing for 14 families in need. These families are homeless or at extreme-risk of becoming homeless. They are give two years of housing and intensive case management toward long term stability.

In the current housing crisis, working families tend to fall through service cracks. Even with interventions like emergency housing or rent assistance, they find they do not have the saving or credit need to remain housed in the long-term. This program works toward long term stability.

The primary goal is simple - get families into long-term, secure housing. This is measured by intensivee case management which highlights self-directed goals, using the HUD self-sufficiency matrix (attached). Families make goals and measure succes by these goals.

The cost of participation in the program for one family over a twelve month period, is approximately $24,000. This covers "occupancy" costs like utilities and property upkeep as well as staffing costs.

The Salvation Army has been an active part of the Peninsula for decades, with the transitional housing program being a key community The Salvation Army, a California corporation
Packet Page 179
2 _____________________________________________________________________________________________________

6. Budget Summary (Round to nearest dollar)
Line Item City Funds Other Funds In-Kind Match Total

1. Salaries/Benefits

2. Services/Supplies

3. Equipment

4. Other

5. Total Requested
*Minimum 10% match required (cash, in-kind, or combination)

7. Proposed Reach / Beneficiaries
Estimate the number of Seaside residents your program will directly serve during the grant period. Please include information on the demographics of participants (e.g., age groups, income levels, neighborhoods, etc.), if available.
_______________________________________________________________________________________________________ _______________________________________________________________________________________________________

8. Sustainability / Partial Funding:

If the City awards less than your full requested amount, can your program or elements of your program still be implemented?
☐ Yes, in full
☐ Yes, in part (please describe what would change)
☐ No
______________________________________________________________________________________________________ ______________________________________________________________________________________________________

9. Certification
I certify that the information provided is true and complete to the best of my knowledge.

Name:________________________________ Title:________________________________________________________ Orgnanization:_____________________________________________________________________________________ Signature: ___________________________ Date: _______________________________________________________ service for over twenty years. We also have a local Advisory Board comprised of key community members who help direct service. 1,656,350
15,792
32,208
326,000 894,000
33,000 33,000
1,102,343 1,102,343
1,624,142
504,208
one minor child, but most have one parent with three to four children. All reside in Seaside and many attend Seaside area schools.

A sponosorship of $48,000 will cover program participation for two families. Every family has at least one parent and While the program can still be offered without funding, we are actively and continuously looking for funding to sustain this transformative work in Seaside.

Ashley Koebel
The Salvation Army, a California corporation
9-17-2025
Corps Officer, Montetery Peninsula Corps
48,000
Packet Page 180
The Salvation Army Western Territory Golden State Division Monterey Peninsula Corps
Statement of Activities
September 30, 2026
BudgetVR
This Year
2026
INCOME:
4100 Contributions 1,518,705
4003/4 Meeting Collections 10,300
4X05 World Service Contributions 200
4121/4200 Special Fund Raising Events 565,000
405X Gifts‐In‐Kind 326,000
4600 Associated Organizations 0
4691 Program Reserves Distributions 30,000
4692 Endowments Distributions 330,000
4693 Capital Reserves Distributions 12,000
4695 Income Res Distributions 295,000
4698 Distributions TO THQ Res/Capital Proj. (19,019)
5000 Fees & Grants ‐ Government Agencies 21,000
6200 Program Service Fees 86,500
6919 Rent Income 134,000
TOTAL INCOME 3,309,686

EXPENSE
7000 Salaries & Allowances 1,178,343
7100 Officer & Employee Benefits 371,526
7200 Employment Taxes 106,474
8000 Professional Fees 51,660
8100 Supplies 66,560
8200 Telecommunications 32,000
8300 Postage & Shipping 26,115
8400 Occupancy 445,171
8500 Equipment/Furnishings 31,000
8600 Printing and Publications 81,516
8700 Transportation/Meals 53,313
8800 Conf/Councils/Special Meetings 5,500
8900 Specific Assistance To Individuals 194,000
89x9 GIK Specific Assistance To Individuals 326,000
9000 Membership Dues 2,500
9100 Awards & Grants 1,200
9400 Miscellaneous Expense 3,029
9500 Depreciation 7,498
9605 World Service Expense 22,113
969? Indirect/Agency Support Service 304,168
Expenses Before Admin Allocation 3,309,686
TOTAL EXPENSE 3,309,686
Current Surplus / (Deficit) (0)
9/16/2025 1 GS Stmt of Activities.xlsx  Budget
Packet Page 181

SELF-SUFFICIENCY MATRIX
DOMAIN 1 2 3 4 5
Income No income. Inadequate income and/or
spontaneous or inappropriate spending.

Can meet basic needs with subsidy; appropriate spending.

Can meet basic needs and manage debt without assistance.

Income is sufficient, well managed; has discretionary income and is able to save.

Employment No job. Temporary, part-time or
seasonal; inadequate pay, no benefits.

Employed full time; inadequate pay; few or no benefits.

Employed full time with adequate pay and benefits.

Maintains permanent employment with adequate income and benefits.

Housing Homeless or threatened with
eviction.

In transitional, temporary or substandard housing; and/or current rent/mortgage payment is unaffordable (over 30% of income).

In stable housing that is safe but only marginally adequate.

Household is in safe, adequate subsidized housing.

Household is safe, adequate, unsubsidized housing.

Food No food or means to prepare it.

Relies to a significant degree on other sources of free or low-cost food.

Household is on food stamps.

Can meet basic food needs, but requires occasional assistance.

Can meet basic food needs without assistance.

Can choose to purchase any food household desires.

Childcare
(0=N/A)
Needs childcare, but none is available/accessible and/or child is not eligible.

Childcare is unreliable or unaffordable, inadequate supervision is a problem for childcare that is available.

Affordable subsidized childcare is available, but limited.

Reliable, affordable childcare is available, no need for subsidies.

Able to select quality childcare of choice.

Children’s
Education
(0=N/A)
One or more school-aged children not enrolled in school.

One or more school-aged children enrolled in school, but not attending classes.

Enrolled in school, but one or more children only occasionally attending classes.

Enrolled in school and attending classes most of the time.

All school-aged children enrolled and attending on a regular basis.

Adult Education Literacy problems and/or no
high school diploma/GED are serious barriers to employment.

Enrolled in literacy and/or GED program and/or has sufficient command of English to where language is not a barrier to employment.

Has high school diploma/GED.

Needs additional education/training to improve employment situation and/or to resolve literacy problems to where they are able to function effectively in society.

Has completed education/training needed to become employable. No literacy problems.

Legal Current outstanding tickets or
warrants.

Current charges/trial pending, noncompliance with probation/parole.

Fully compliant with probation/parole terms.

Has successfully completed probation/parole within past 12 months, no new charges filed.

No active criminal justice involvement in more that 12 months and/or no felony criminal history.

Health Care No medical coverage with
immediate need.

No medical coverage and great difficulty accessing medical care when needed. Some household members may be in poor health.

Some members (e.g. Children) on AHCCCS.

All members can get medical care when needed, but may strain budget.

All members are covered by affordable, adequate health insurance.

Packet Page 182
DOMAIN 1 2 3 4 5
Life Skills Unable to meet basic needs
such as hygiene, food, activities of daily living.

Can meet a few but not all needs of daily living without assistance.

Can meet most but not all daily living needs without assistance.

Able to meet all basic needs of daily living without assistance.

Able to provide beyond basic needs of daily living for self and family.

Mental Health Danger to self or others;
recurring suicidal ideation; experiencing severe difficulty in day-to-day life due to psychological problems.

Recurrent mental health symptoms that may affect behavior, but not a danger to self/others; persistent problems with functioning due to mental health symptoms.

Mild symptoms may be present but are transient; only moderate difficulty in functioning due to mental health problems.

Minimal symptoms that are expectable responses to life stressors; only slight impairment in functioning.

Symptoms are absent or rare; good or superior functioning in wide range of activities; no more than every day problems or concerns.

Substance Abuse Meets criteria for severe
abuse/dependence; resulting problems so severe that institutional living or hospitalization may be necessary.

Meets criteria for dependence; preoccupation with use and/or obtaining drugs/alcohol; withdrawal or withdrawal avoidance behaviors evident; use results in avoidance or neglect of essential life activities.

Use within last 6 months; evidence of persistent or recurrent social, occupational, emotional or physical problems related to use (such as disruptive behavior or housing problems); problems have persisted for at least one month.

Client has used during last 6 months, but no evidence of persistent or recurrent social, occupational, emotional, or physical problems related to use; no evidence of recurrent dangerous use.

No drug use/alcohol abuse in last 6 months.

Family Relations Lack of necessary support
form family or friends; abuse (DV, child) is present or there is child neglect.

Family/friends may be supportive, but lack ability or resources to help; family members do not relate well with one another; potential for abuse or neglect.

Some support from family/friends; family members acknowledge and seek to change negative behaviors; are learning to communicate and support.

Strong support from family or friends. Household members support each other’s efforts.

Has healthy/expanding support network; household is stable and communication is consistently open.

Mobility No access to transportation,
public or private; may have car that is inoperable.

Transportation is available, but unreliable, unpredictable, unaffordable; may have care but no insurance, license, etc.

Transportation is available and reliable, but limited and/or inconvenient; drivers are licensed and minimally insured.

Transportation is generally accessible to meet basic travel needs.

Transportation is readily available and affordable; car is adequately insured.

Community
Involvement
Not applicable due to crisis situation; in “survival” mode.

Socially isolated and/or no social skills and/or lacks motivation to become involved.

Lacks knowledge of ways to become involved.

Some community involvement (advisory group, support group), but has barriers such as transportation, childcare issues.

Actively involved in community.

Safety Home or residence is not safe;
immediate level of lethality is extremely high; possible CPS involvement Safety is threatened/temporary protection is available; level of lethality is high Current level of safety is minimally adequate; ongoing safety planning is essential Environment is safe, however, future of such is uncertain; safety planning is important Environment is apparently safe and stable
Parenting Skills
(0=N/A)
There are safety concerns regarding parenting skills
Parenting skills are minimal
Parenting skills are apparent but not adequate
Parenting skills are adequate
Parenting skills are well developed
Packet Page 183
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Packet Page 187
1 REQUEST FOR PROPOSALS

COMMUNITY SOCIAL SERVICES GRANT
DUE: SEPTEMBER 18, 2025
A. Program Description
The City of Seaside has budgeted $420,000 in the FY25/26 fiscal year to enhance community and social services. Enhanced services in realms including, but not limited to, education, recreation, social work, public health, public safety, mental health, youth development, elder care, community building and restoration, and homeless and housing advocacy are eligible for funding.

Funds awarded in FY25/26 are one-time and tied to current community needs. There is no guarantee of funding beyond June 30, 2026. The City expects to fund multiple projects, with a focus on established and/or grassroots Seaside community-based organizations.

B. Eligibility Requirements
Eligible Applicants. Eligible applicants are public or private nonprofit organizations including community-based organizations (CBO) and faith-based organizations serving Seaside residents. Grass-roots organizations which are not officially recognized as a nonprofit should align with an established non-profit to apply.

Funding and match requirements. A minimum 10% match (cash, in-kind, or combination) is required. Applicants should propose cost-effective projects that address a significant need or impact a substantial number of individuals.

Reporting requirements. Successful applicants will be required to submit quarterly reports to the City of Seaside. This includes descriptions of special events, significant activities, and major accomplishments, and quantitative information on the number of service hours, participants served, people completing or leaving the program, and other information as needed. Successful applicants will also be required to participate in a comprehensive evaluation of the program.

Insurance. The City of Seaside requires that individuals and firms that contract with the City for services file a certificate of insurance prior to the execution of the contract agreement.

Depending on the relationship between the City and the program recipient, the successful respondent may be required to maintain a general liability insurance policy, broad form, of Packet Page 188
2 at least $1,000,000 and provide an endorsement naming the City as an additional insured for liability and workers compensation.

C. Selection Process
All proposals will be reviewed by staff for eligibility and completeness before being forwarded to the Seaside City Council. The Council will allocate funds based on deliberation and City priorities. In making funding decisions, the Council may consider the urgency and importance of the community need addressed, the number and demographics of Seaside residents served, the organization’s capacity to deliver services, opportunities to leverage other funding or in-kind contributions, and the overall alignment of the proposal with City values and community priorities. Proposals may be funded in full, in part, or not at all.

D. Proposal Requirements
Applicants are required to complete the Community Social Services Grant Application Form.

Supplemental narrative may be provided to expand upon the responses; however, such narrative shall not exceed three (3) single-spaced pages in 12-point font.

Proposals should include:

1. Program Summary – Short description of the proposed project

2. Statement of Need – The issue being addressed and why it matters

3. Goals & Objectives – Measurable outcomes the program aims to achieve

4. Proposed Activities – Services, events, or activities; timeline; number served

5. Organizational Experience – Mission, community ties, key staff qualifications

6. Budget Summary – With required 10% match

7. Proposed Reach/Beneficiaries – Estimated number of Seaside residents

8. Sustainability/Partial Funding – Ability to implement if partial funds awarded

9. Certification – Signature verifying accuracy of application E. Other Requirements
Disqualification. Proposals may be disqualified for collusion, false information, inability to deliver services, or attempts to improperly influence the process.

Non-Discrimination / Non-Preferential Treatment. Program recipients shall not discriminate, in any way, against any person based on race, sex, color, age, religion, sexual orientation, actual or perceived gender identity, disability, ethnicity, national origin, or any other protected classification in connection with or related to the performance of this program.

Prohibition of Gifts. City officials are subject to several legal and policy limitations regarding receipt of gifts from persons, firms, or corporations either engaged in business with the City, Packet Page 189
3 or proposing to do business with the City. The offering of any illegal gift shall be grounds to disqualify a proposed recipient. To avoid even the appearance of impropriety, respondents should not offer any gifts or souvenirs, even of minimal value, to City officers or employees.

F. Guidance for Applicants. Applicants are encouraged to provide clear and concise information that demonstrates how their project will benefit Seaside residents. Proposals should show cost-effectiveness, highlight opportunities to leverage other resources, and, where possible, indicate how the program could be sustained beyond the grant period. Please note that information included in this application may be used in public-facing materials.

G. Questions / Clarifications. All questions must be submitted by email. Answers will be provided in writing to all applicants to ensure fairness.

Greg McDanel
City Manager
[email protected]
Proposals are due September 18, 2025, at 5:00 PM. Late submissions will not be accepted.

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CITY OF SEASIDE

STAFF REPORT
Item No.: 9.C.

TO: City Council
FROM: Greg McDanel, City Manager
BY: Dan Meewis, Assistant City Manager
DATE: October 16, 2025
SUBJECT: 2025 SEASIDE CAR WEEK AFTER ACTION REPORT

RECOMMENDATION
Receive the presentation.

BACKGROUND
During Monterey Car Week, the City of Seaside had seven events take place in the City.

The week kicked off with the Classic Porsche event on Monday, August 11th, which was held on Del Monte Blouevard. During the week there were other events that took place in the City. There was the Automobilia Collectors Expo that was held at the Embassy Suites. This year also saw two new events. The BMW M Sport event, which was on Wednesday, August 13th, and the organizers of the Concorso Itailiano launched a new event on Friday, August 15th, which was the Paddock featuring Radwood.

On Saturday, August 16th, the City hosted three separate events. The day started off with The Concours d'lemons, which was held on the lawn at City hall. The Bayonet & Blackhorse golf course hosted the Concorso Itailiano, and Broadway Avenue played host to the largest event, Exotics on Broadway. It is estimated that attendance for all four of the events was over 30,000 people, and the weekend as a whole saw over 100K people come to the City of Seaside.

FISCAL IMPACT
No fiscal impact for this item.

STRATEGIC PRIORITY
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Item No. 9.C. Page 2 of 2
Vibrant Local Economy, Diverse and Inclusive Community

ATTACHMENTS
None
Reviewed for Submission to the City Council by:

____________________________________
Greg McDanel, City Manager
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