HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 04132015 - FHS Cte Agenda Pkt
FAMILY & HUMAN SERVICES
COMMITTEE
April 13, 2015
10:30 A.M.
651 Pine Street, Room 101, Martinez
Supervisor Federal D. Glover, Chair
Supervisor Candace Andersen, Vice Chair
Agenda
Items:
Items may be taken out of order based on the business of the day and preference
of the Committee
1.Introductions
2.Public comment on any item under the jurisdiction of the Committee and not on this
agenda (speakers may be limited to three minutes).
3. APPROVE recommendations for seat re-assignment for Tamara Mello from At-Large
Seat #9 to the Medi-Cal Subscriber seat, declaring the At-Large Seat #9 vacant,
appointing Charlotte Ann Annett to At-Large seat #1, and if no other candidates are
identified during posting period, appointing Andy Li to At-Large seat #9 and direct staff
to forward these recommendation to the Board of Supervisors.
4. CONSIDER accepting a report from the Health Services Department, Public Health
Division, on the implementation of the Second Hand Smoke Ordinance, as amended, and
directing staff to forward the report to the Board of Supervisors. (Jaime Jenett, Health
Services Department)
5. CONSIDER accepting a report from the Conservation and Development Department,
approving the staff recommendations for the 2015/16 and 2016/17 projects, and
directing staff to forward these recommendations to the Board of Supervisors for
approval. (Gabriel Lemus, CDBG Program)
6.The next meeting is currently scheduled for May 11, 2015.
7.Adjourn
The Family & Human Services Committee will provide reasonable accommodations for persons
with disabilities planning to attend Family & Human Services Committee meetings. Contact the
staff person listed below at least 72 hours before the meeting.
Any disclosable public records related to an open session item on a regular meeting agenda and
distributed by the County to a majority of members of the Family & Human Services Committee
less than 96 hours prior to that meeting are available for public inspection at 651 Pine Street, 10th
less than 96 hours prior to that meeting are available for public inspection at 651 Pine Street, 10th
floor, during normal business hours.
Public comment may be submitted via electronic mail on agenda items at least one full work day
prior to the published meeting time.
For Additional Information Contact:
Dorothy Sansoe, Committee Staff
Phone (925) 335-1009, Fax (925) 646-1353
dorothy.sansoe@cao.cccounty.us
FAMILY AND HUMAN SERVICES COMMITTEE 3.
Meeting Date:04/13/2015
Subject:Appointments to the Managed Care Commission
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.:
Referral Name: Appointments to Advisory Bodies
Presenter: Contact:
Referral History:
Recommendations for appointments to various advisory bodies, boards, and commissions are
reviewed by the Family and Human Services Committee and referred to the Board of Supervisors
with Committee recommendations for appointments.
Referral Update:
Please see the attached memo from the department.
Recommendation(s)/Next Step(s):
Approve the recommendations from the staff to the Managed Care Commission to re-assign
Tamara Mello from At-Large Seat #9 to the Medi-Cal Subscriber seat, declare At-Large Seat #9
vacant, Appoint Charlotte Ann Annett to the At-Large Seat #1, and, if no other candidates are
identified during the required 10 day posting period, appoint Andy Li to At-Large Seat #9.
Fiscal Impact (if any):
No fiscal impact.
Attachments
Staff Memo
Application from Charlotte Ann Annett
Application from Andy Li
FAMILY AND HUMAN SERVICES COMMITTEE 4.
Meeting Date:04/13/2015
Subject:Second Hand Smoke Ordinance
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: 82
Referral Name:
Presenter: Jaime Jenet Contact:
Referral History:
The issue of secondhand smoke and the associated health implications was first referred to the
Family and Human Services Committee by the Board of Supervisors on March 1, 2006. Since
that time the Health Services Department has provided annual reports to update the Committee
and the Board of Supervisors on the problem and progress made to address it.
The Board of Supervisors adopted a comprehensive Secondhand Smoke Protections Ordinance in
2006 on the heels of the California Air Resources Board report which designated secondhand
smoke as a toxic air contaminant based on a review of the research linking secondhand smoke
with numerous adverse health effects. The Board strengthened these protections in October 2009,
October 2010 and again in April 2013 in response to community complaints regarding drifting
smoke in multi-unit housing and the need for additional policies to protect public health.
Referral Update:
On June 17, 2014 the Board of Supervisors adopted Ordinance 2014-06 which prohibits smoking
on property owned or leased by the County. The ordinance accomplishes this by amending the
definitions of “County Facilities” (subsection (b) of the section 445-4.002) to include all outdoor
areas owned or leased by the county, including parking lots, the grounds of the county’s hospital
and health clinics and the grounds of all other buildings owned or leased by the County.
The Department is reporting on the progress made in implementing the new ordinance and the
challenges associated with it.
Recommendation(s)/Next Step(s):
Accept the report and direct staff to forward it to the Board of Supervisors.
Fiscal Impact (if any):
No fiscal impact from this report. However, it should be noted that some unknown fiscal impact
No fiscal impact from this report. However, it should be noted that some unknown fiscal impact
will occur due to the need to provide signage in appropriate locations.
Attachments
Report on Implementation of Ordinance
Attachments to Report
• Contra Costa Behavioral Health Services • Contra Costa Emergency Medical Services • Contra Costa Environmental Health •
• Contra Costa Hazardous Materials • Contra Costa Health Plan • Contra Costa Public Health • Contra Costa Regional Medical Ce nter and Health Centers •
WILLIAM B. WALKER, M.D.
HEALTH SERVICES DIRECTOR
WENDEL BRUNNER, M.D.
DIRECTOR OF PUBLIC HEALTH
C ONTRA C OSTA
P UBLIC H EALTH
597 CENTER AVENUE, SUITE 200
MARTINEZ, CALIFORNIA 94553
PH (925) 313-6712
FAX (925) 313-6721
WENDEL.BRUNNER@HSD.CCCOUNTY.US
To: Family and Human Services Committee, Contra Costa Board of Supervisors
From: Wendel Brunner, M.D., Director, Public Health
Re: Report on Implementation of Secondhand Smoke Protections Ordinance
Date: April 13, 2015
Background
The Board of Supervisors adopted a comprehensive Secondhand Smoke Protections Ordinance in 2006.
This decision came on the heels of the California Air Resources Board report designating secondhand
smoke as a toxic air contaminant based on a review of the research linking secondhand smoke with
numerous adverse health effects. The Board strengthened these protections in October 2009, October
2010, April 2013 and June 2014 in response to community complaints regarding drifting smoke and the
need for additional policies to protect public health.
After the last report on implementation of the Secondhand Smoke Protections Ordinance to the Family
and Human Services Committee in April 2014, the Committee voted to send to the full Board of
Supervisors a revision to the County Health and Safety Code that would expand secondhand smoke
protections to make all County properties 100% smoke-free. Staff worked with County Counsel to draft
revisions to the County Code to make all County owned and leased properties totally smoke-free. Staff
brought the proposed changes to the Board of Supervisors on June 3, 2014, and based on complaints
from employees and visitors and the recommendation of the Family and Human Services committee, the
Board of Supervisors voted to revise the County Code to make all County-owned and leased properties
100% smoke-free.
Since that time, County properties went smoke-free on March 1, 2015. Our department developed and
executed an implementation plan, which is described below, to educate County staff and visitors about
the new law.
Implementation of the Smoke-free County Properties Provision and other Secondhand Smoke
Protections Ordinance Provisions Over the Past Year
Smoke-Free County Campuses Provision:
Tobacco Prevention Project staff developed educational materials including a new website
(www.smokefreecc.org) (Attachment 1) which has a description of the law, information about
how the law will be enforced and a violation reporting mechanism. Additional materials available
on the site include:
o Flyers in English and Spanish describing the policy (Attachment 2),
o “Frequently Asked Questions” document (public version) (Attachment 3),
o “Reminder cards” cards in English and Spanish with policy and cessation information
for staff to use as an educational tool (Attachment 4)
o “What to Say” guide for how to discuss the policy with someone smoking on the
property (Attachment 5).
∎ Contra Costa Community Substance Abuse Services ∎ Contra Costa Emergency Medical Services ∎ Contra Costa Environmental Health ∎ Contra Costa Health Plan ∎
∎ Contra Costa Hazardous Materials Programs ∎ Contra Costa Mental Health ∎ Contra Costa Public Health ∎ Contra Costa Regional Medical Center ∎ Contra Costa Health Centers ∎
A staff version of the “Frequently Asked Questions” document was developed that addresses
personnel issues that may come up related to the change in the law (Attachment 6). This
document is not posted online.
An email memo notifying all County employees about the new law and a copy of the staff version
of the “Frequently Asked Questions” went out from the County Administrator’s office to all
County staff in early February 2015. In an effort to reach all of Health Services staff with
additional information, an article was also published in the January/February 2015 issue of the
Health Services Director’s Report and in the February issue of County Clips, sent to all County
employees. The “A Guide to Contra Costa County’s Secondhand Smoke Protections
Ordinance” brochure will be updated to reflect the new provisions.
Tobacco Prevention Project staff presented the new smoke-free County property regulations and
the staff version of the “Frequently Asked Questions” document to County Building Safety
Coordinators at Risk Management’s Countywide Safety Coordinators in October 2014 and
February 2015, to Environmental Health and Safety Coordinators in February 2015, Public
Health Management team in February 2015 and at the Alcohol and Other Drugs System of Care
Meeting in March 2015.
Flyers were sent out through Safety Coordinators to post in affected buildings and two thousand
English and one hundred fifty Spanish Reminder Cards have been distributed to departments and
staff that requested them.
Efforts are underway to install large metal signs (Attachment 7) at the entry point of all affected
properties and to remove all ash canisters and signage related to “smoking areas”.
Smoke-free County property complaints can be registered through the www.smokefreecc.org
website, by email, or by phone, in the same manner as other secondhand smoke related
complaints. Tobacco Prevention Project staff will determine if additional signage and/or
education is needed.
In response to continued complaints and evidence of smoking at Contra Costa Regional Medical
Center, approximately 25 additional no-smoking signs are being added throughout the Regional
Medical Center campus to encourage compliance.
Other Ordinance Provisions:
The Tobacco Prevention Project continues to educate the public and businesses on provisions
of the ordinance through community presentations, distributing educational brochures
(Attachment 8), responding to complaints and inquiries, and incorporating materials into County
business license materials. There have been only two complaints from the public over the past
year regarding existing outdoor secondhand smoke protection provisions and no complaints
about the use of electronic smoking devices (ESDs) in areas where smoking is permitted.
Challenges to Protecting Residents, Workers and Visitors from Secondhand Smoke and
Electronic Smoking Devices
Multi-Unit Housing Protections:
The majority of the complaints received by the Tobacco Prevention Project continue to be from
residents in the unincorporated county and in the city of Concord regarding unit-to-unit and
outside-to-unit drifting smoke. For residents of the unincorporated county, staff follows up
with landlords and property owners regarding compliance with the County’s current laws.
∎ Contra Costa Community Substance Abuse Services ∎ Contra Costa Emergency Medical Services ∎ Contra Costa Environmental Health ∎ Contra Costa Health Plan ∎
∎ Contra Costa Hazardous Materials Programs ∎ Contra Costa Mental Health ∎ Contra Costa Public Health ∎ Contra Costa Regional Medical Center ∎ Contra Costa Health Centers ∎
However, since the County’s ordinance does not include protections that address unit-to-unit
drifting smoke, many of these residents are still exposed to secondhand smoke in their homes.
Many communities in California have been moving quickly to address the issue of smoke drifting
between units. Since the last report to the Committee, El Cerrito joined Richmond and Walnut
Creek in adopting 100% smoke-free multi-unit housing. In the Bay Area, ten communities
including Alameda, Berkeley, Union City, San Rafael, Tiburon, Belmont, Daly City, Foster City,
unincorporated San Mateo County, and unincorporated Santa Clara County have similar laws.
Unit-to-unit drifting smoke would be alleviated with a similar provision in the County’s
ordinance.
If the Committee would like to create 100% smoke-free multi-unit housing, staff would need
direction from the Committee to develop draft ordinance language for consideration.
Electronic Smoking Devices:
In 2013, the Contra Costa Board of Supervisors was one of the first jurisdictions in California to
specifically revise its Secondhand Smoke Protections Ordinance to prohibit the use of electronic
cigarettes where smoking of tobacco was prohibited. (The current definition requires
“biologically active amounts of nicotine” in the product in order for the law to apply.) Since then,
the best practice for defining these products addresses industry changes in these emerging
products, now generally referred to as “Electronic Smoking Devices”. The new definition
specifically includes any electronic smoking device that mimics smoking, regardless of whether or
not the device contains nicotine, which differs from the County’s current definition. The new
definition was developed in response to numerous e-cigarette manufacturers (all of whom are
unregulated and many of whom are outside of the U.S.) claiming that the device does not contain
nicotine, when laboratory test show otherwise. Additionally, there is concern that whether or not
these devices contain nicotine, they mimic smoking, thus re-normalizing smoking and making
enforcement of smoke-free laws more difficult and confusing. In the county, the cities of
Concord, El Cerrito, Oakley, Pittsburg, and Walnut Creek prohibit the use of Electronic Smoking
Devices where smoking is prohibited. Revising the County ordinance to reflect best practice
would also mean that the County’s ordinance could be a model for other cities in the county.
If the Committee would like to update and strengthen the regulation of electronic smoking
devices under County law, staff would need direction from the Committee to develop draft
ordinance language for consideration.
Provision of Technical Assistance to Contra Costa Cities
Over the past year, Tobacco Prevention Project staff provided technical assistance to the cities of
Oakley and El Cerrito regarding secondhand smoke protections policy and implementation.
Staff provided technical assistance to the city of Oakley in the development and implementation
of a city-level policy to create smoke-free outdoor areas, including doorways, outdoor dining and
service areas, public parks and trails, as well as some multi-unit housing secondhand smoke
protections. In El Cerrito, technical assistance and consultation included development and
implementation planning for their comprehensive smoke-free outdoor and 100% smoke-free
multi-unit housing ordinance. With citywide smoke-free commercial areas, all sidewalks and
smoke-free multi-unit housing, El Cerrito’s ordinance is now the strongest single ordinance in the
∎ Contra Costa Community Substance Abuse Services ∎ Contra Costa Emergency Medical Services ∎ Contra Costa Environmental Health ∎ Contra Costa Health Plan ∎
∎ Contra Costa Hazardous Materials Programs ∎ Contra Costa Mental Health ∎ Contra Costa Public Health ∎ Contra Costa Regional Medical Center ∎ Contra Costa Health Centers ∎
County, earning them special recognition as a “City on the Rise” for going from an “F” to an
“A” in the American Lung Association’s 2015 Tobacco Control Report Card.
Attachments:
1. Print out of www.smokefreecc.org homepage
2. Smokefree CC “Flyers”
3. Smokefree CC Public version of “Frequently Asked Questions”
4. Smokefree CC “Reminder Cards”
5. Smokefree CC “What to Say if You See Someone Smoking On County Property”
6. Smokefree CC Staff version of “Frequently Asked Questions”
7. Mock up of Smokefree CC property signs
8. “A Guide to Contra Costa County’s Secondhand Smoke Protections Ordinance” brochure and
“For Property Managers, Developers and Landlords in unincorporated Contra Costa:
Information on Contra Costa County’s Secondhand Smoke Protections Ordinance” brochure.
FAMILY AND HUMAN SERVICES COMMITTEE 5.
Meeting Date:04/13/2015
Subject:Public Service Portion of the CDBG Program
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: 20
Referral Name:
Presenter: Gabriel Lemus Contact:
Referral History:
The Department of Conservation and Development, Community Services Block Grant Program,
reports to the Family and Human Services Committee at least annually regarding
recommendations for funding allocations in the Public Services category.
Referral Update:
Please see the attached report from the CDBG Program Manager.
Recommendation(s)/Next Step(s):
Approve the staff recommendations as discussed in the attached report and direct staff to forward
these recommendations to the Board of Supervisors for approval.
Fiscal Impact (if any):
100% by Community Development Block Grants.
Attachments
CDBG Report
1
CONTRA COSTA COUNTY
DEPARTMENT OF CONSERVATION AND
DEVELOPMENT
30 Muir Road
Martinez, CA 94553
Telephone: (925) 674-7877
MEMORANDUM
DATE: April 13, 2015
TO: Family and Human Services Committee
Supervisor Federal Glover, Chair
Supervisor Candace Andersen, Vice Chair
FROM: Bob Calkins, CDBG Program Manager
By: Gabriel Lemus
SUBJECT: Staff Recommendations for FY 2015/16 & FY 2016/17
CDBG Public Service Category
Emergency Solutions Grant Program
RECOMMENDATIONS
1. Approve recommendations for FY 2015/16 and FY 2016/17 Public Service (PS) projects as
recommended by staff or amended by the Committee.
2. Approve recommendations for FY 2015/16 and FY 2016/17 Emergency Solutions Grant (ESG)
projects as recommended by staff or amended by the Committee
3. Direct the Department of Conservation and Development to prepare a staff report on the
Committee’s recommendations. The staff report will be submitted together with funding
recommendations for all other CDBG categories for the Board of Supervisors consideration on
May 5, 2015.
BACKGROUND
The purpose of this memorandum is to transmit staff recommendations for funding in the Public Service
(PS) and Emergency Solutions Grant (ESG) categories. The Summary of Staff Recommendations
2
spreadsheet and the project staff reports are attached. Thirty-three applications in the CDBG PS
category and five applications in the ESG category were submitted by the December 15, 2014 deadline.
Available Funding: The County’s FY 2015/16 CDBG grant amount is $2,996,848, which
approximately $20,000 more than the County received this year. Over the last two years, the County’s
CDBG entitlement allocation has been relatively flat, with no significant increases or decreases to the
total entitlement allocation.
On November 4, 2014, the Board of Supervisors (Board) adopted new funding guidelines for the
allocation of CDBG funds that require the County’s annual grant be allocated to the following CDBG
eligible categories:
Category of Use Previous
Guidelines
CDBG Program
New Guidelines
CDBG Program
Available Funding
Affordable Housing 45.1% 45% $1,348,582
Public Services 15% *17% $ 449,527
Economic Development 14% 10% $ 299,685
Infrastructure/Public Facility 3.9% 8% $ 239,748
Contingency 2% N/A N/A
Administration 20% 20% $ 599,370
Total FY 2015/16 CDBG Grant $2,996,848
*As long as the amount does not go over HUD’s statutory cap for Public Services
The new funding guidelines were derived as a result of the FY 2015/2020 Consolidated Plan
participation process, which included a survey of needs completed by many County residents and
representatives of public and private/non-profit agencies. Consultations with various County/City
departments and non-profit agencies also took place as part of the Consolidated Plan participation
process. The survey results and consultations indicated that there is a need to increase the
Infrastructure/Public Facilities category. Many of the infrastructure needs of various communities within
the County are due to the age of the infrastructure and are typically within lower-income communities.
With the demise of Redevelopment, the opportunities for cities to rehabilitate and improve their
infrastructure and public facilities are much more limited. In addition, many non-profit agencies that
serve low-income residents are in need of funding to rehabilitate their facilities to provide much more
efficient and effective services.
Public Service Category: Pursuant to the Board’s guidelines, a total of $449,527 (17 percent of the
County’s grant amount) is available for PS projects. In addition, there is $17,014 available to be
recaptured from completed projects, $52,000 contributed from the “Affordable Housing” category to
help fund landlord/tenant and fair housing services, and $23,723 in unallocated funds from the IPF
category. Consequently, there is a total of $602,201 available and recommended to be allocated to 32
eligible Public Service projects as listed in Attachment A.
Emergency Solutions Grants: The County will receive a total of $265,324 in ESG funding for FY
2015/16. Seven and a half percent (7.5%) of the grant will be used for administration expenses resulting
in a total of $245,425 being available for projects. All five applications for ESG funds are
3
recommended for funding. Staff recommendations for the use of ESG funds are listed in Attachment
B.
The CDBG Consolidated Plan operates under a five-year period. In October 2013, the Board approved
having two funding cycles for the ESG Program and for the non-housing categories of the CDBG
Program to align with the five-year period of the Consolidated Plan. The first cycle is a two-year
funding cycle (FY 2015/16 and FY 2016/17) for programs/projects in the CDBG public service and
economic development categories, and the ESG Program. The second cycle is a three-year funding
cycle (FY 2017/18, FY 2018/19, and FY 2019/20) to conclude the final three years of a 5-year
Consolidated Plan period.
Application Process and Evaluation Criteria: Each applicant was required to submit an application
describing the proposed project, need and target population, steps necessary to carry out the project, and
proposed budget. Applications are reviewed by staff for completeness and eligibility and against criteria
listed below. Applicants are also interviewed by staff to respond to or clarify any issues related to the
application. Below are the general criteria used by staff in evaluating applications:
Intended purpose (outcome) - The quantitative and qualitative goals of the project are achievable,
measurable and result in a desirable outcome.
Consistency with Priorities Established in the Consolidated Plan and County Policy – The project meets
goals and strategies of the Consolidated Plan. Secondarily, the project meets goals of other plans such
as Redevelopment Agency Plans, Capital Improvement Plans, community planning documents, etc.
Eligibility in Respect to Federal Regulation – The proposed use of CDBG funds is consistent with
federal regulations and is determined to be an eligible activity. The project meets one of the following
three national objectives: benefit to very-low and low-income persons, preventing blight, or emergency
need.
Target Population and Demonstrated Need – The project fulfills a well-defined need and has supporting
documentation that the need exists. The proposed project is responsive to the community and the target
population, and shows a relationship between the need and the action to be taken. The target population
or area is clearly defined, the project is accessible and outreach is effective.
Financial Analysis - Total project costs are reasonable, and are adequate to carry out the project through
the specified time period. The budget is well thought out with reasonable assumptions for completing
the project with federal funding. A reasonable relationship exists between the cost of the project and
the expected outcome. Sponsor has the capacity to secure all funds necessary to carry out the project
within normal standards. Volunteer or in-kind services are attainable and realistic. The project cost is
within normal range of similar projects. Projects are required to supply matching funds in order to
maximize the use of CDBG funds. Audits or other financial statements demonstrate success in securing
funds through grant proposals or other fund raising efforts.
Experience and Capacity to Carry out the Project – Components of the project are fully described and
goals and objectives are attainable. The project sponsor has demonstrated the ability to successfully
carry out the proposed project including providing a project manager, construction manager and/or
4
qualified licensed contractor. The applicant demonstrates that capacity exists to complete the project
and meet all the federal requirements of the CDBG program.
Project Readiness and Timeliness – All components of the project are in place or can be in place within
a specified period of time. Project can be implemented and completed in a timely manner. Particular
attention is given to these criteria due to specific HUD timeliness requirements.
Past Performance - Rate of progress toward completing contractual goals, ability to overcome and avoid
past problems. Inaccurate or incomplete performance reports, unresolved audit findings, delays in or
failure to submit required reports, persistent difficulties with payment request process, failure to correct
significant problems.
Environmental, Historic Preservation, Relocation, and/or Prevailing Wage Issues – Identification of
federal requirements that may be imposed on the project that require specific action to be taken.
Clarity and completeness of application - The application submitted was complete and lacked
inaccuracies and ambiguities.
Public Hearing and Transmittal of Recommendations: The Committee’s recommendations will be
forwarded to the full Board of Supervisors prior to the public hearing that is scheduled for May 5, 2015.
Final recommendations must be forwarded to the Department of Housing and Urban Development by
May 15, 2015 for review to ensure consistency with federal regulation.
Attachments
cc: John Kopchik, Conservation and Development Director
Community Development Block Grant
Public Services Category
FY 2015/16 and 2016/17
ATTACHMENT A
Project Name
Amount
Requested
Amount
Received in
FY 2014/15
County Staff
Recommendation for
FY 2015/16 Antioch Concord Pittsburg Richmond Walnut Creek
15-01-PS Anka Behavioral
Health, Inc.HOPE Plus
Provide basic needs and
mental health and
addiction services for 480
homeless clients.
$15,831 $10,000 $10,000 $6,331 $12,831 $6,331 $12,831 $5,331 $53,655 $188,609 28%
15-02-PS Bay Area Legal Aid
(BayLegal)
Tenant Landlord
Housing Services
Collaborative
Provide landlord/tenant
counseling and legal
services for 550
landlords/tenants.
$63,000 $55,000 $55,000 $15,000 $15,000 $85,000 $194,466 44%
15-03-PS Bay Area Legal Aid
(BayLegal)
Fair Housing Services
Collaborative Project –
Investigate fair housing
complaints, educate
landlords/tenants,
serve 155 clients.
$27,000 $24,000 $25,000 $30,000 $55,000 $105,058 52%
15-04-PS
Community Housing
Development
Corporation of North
Richmond
Multicultural/ Senior
Family Center
Provide 400 persons
with educational,
recreational and
nutritional programs at
community center.
$55,210 $30,000 $55,000 $55,000 $142,193 39%
15-05-PS
Community Housing
Development
Corporation
Contra Costa County
Home Equity
Preservation Alliance
(HEPA)
Provide foreclosure
counseling, education
and legal assistance to
120 clients.
$30,000 $30,000 $25,000 $25,000 $130,536 19%
15-06-PS Community Violence
Solutions (CVS)
CIC Child sexual
assault intervention
Provide forensic
interview, case
management, advocacy
for 70 children and
caregivers.
$20,000 $15,000 $15,000 $8,500 $10,000 $11,500 $12,000 $5,000 $62,000 $448,000 14%
15-07-PS
Contra Costa
Behavioral Health
Services Homeless
Program
Adult Interim Housing
Program
Provide 24-hour
shelter/wrap-around
services for 150
homeless adults.
$75,000 $62,056 $54,000 $15,000 $30,000 $10,000 $30,000 $8,000 $147,000 $2,067,741 7%
CCC Project
No.OutcomeApplicant
Public Service Projects
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County Amount Requested (Other CDBG Jurisdictions)
Community Development Block Grant
Public Services Category
FY 2015/16 and 2016/17
ATTACHMENT A
Project Name
Amount
Requested
Amount
Received in
FY 2014/15
County Staff
Recommendation for
FY 2015/16 Antioch Concord Pittsburg Richmond Walnut Creek
CCC Project
No.OutcomeApplicant
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County Amount Requested (Other CDBG Jurisdictions)
15-08-PS Contra Costa Crisis
Center
Crisis / 211 Contra
Costa
Provide telephone 24-
hour crisis intervention
and 211 referral
service for 8,200
clients.
$20,000 $18,000 $18,000 $10,000 $10,000 $10,000 $10,000 $58,000 $1,089,509 5%
15-09-PS Contra Costa Senior
Legal Services
Legal Services for
Older Americans
Provide legal
counseling services for
200 seniors.
$12,000 $10,000 $12,000 $10,000 $12,000 $10,000 $10,000 $6,500 $60,500 $467,500 13%
15-10-PS
Court Appointed
Special Advocates
(CASA)
Children At Risk
Provide advocacy,
mentoring, and
representation services
for 37 abused and
neglected children.
$18,000 $18,000 $18,000 $10,000 $28,000 $638,165 4%
15-11-PS Food Bank of Contra
Costa and Solano
Collaborative Food
Distribution
Provide food
distribution services for
9,300 low-income
clients.
$31,500 $31,500 $31,500 $10,000 $15,000 $56,500 $3,641,234 2%
15-12-PS
James Morehouse
Project/YMCA of the
East Bay(fiscal
sponsor)
James Morehouse
Project at El Cerrito HS
(YMCA of the East Bay
fiscal sponsor)
Provide
comprehensive mental
health and support
services for 55
students.
$10,000 $9,000 $10,000 $10,000 $20,000 $239,400 8%
15-13-PS LITA OF CONTRA
COSTA
Love Is The Answer
Music Awakenings &
iPod Compassion
Project
Provide music therapy
for 394 senior/disabled
clients.
$22,000 $0 $10,000 $10,000 $72,200 14%
15-14-PS Lamorinda Spirit - City
of Lafayette
Lamorinda Spirit Van
Senior Transportation
Program
Provide free or low-
cost transportation to
150 seniors living in
Moraga, Orinda and
Lafayette.
$10,000 $0 $10,000 $10,000 $168,199 6%
Community Development Block Grant
Public Services Category
FY 2015/16 and 2016/17
ATTACHMENT A
Project Name
Amount
Requested
Amount
Received in
FY 2014/15
County Staff
Recommendation for
FY 2015/16 Antioch Concord Pittsburg Richmond Walnut Creek
CCC Project
No.OutcomeApplicant
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County Amount Requested (Other CDBG Jurisdictions)
15-15-PS Lions Center for the
Visually Impaired
Independent Living
Skills for Blind &
Visually Impaired
Adults
Provide in-home
independent living
skills and mobility
training for 42 visually
impaired persons.
$15,000 $10,000 $10,000 $10,000 $12,000 $10,000 $10,000 $52,000 $482,951 11%
15-16-PS Loaves and Fishes of
Contra Costa
Feeding the hungry in
Martinez
Provide hot buffet-style
meal weekdays to 500
low-income/homeless.
$15,000 $15,000 $15,000 $15,000 $13,810 $43,810 $947,263 5%
15-18-PS
Meals On Wheels and
Senior Outreach
Services
Care Management
Provide long-term care
services case
management for 120
seniors.
$20,000 $10,000 $15,000 $15,000 $20,000 $7,500 $10,000 $67,500 $349,585 19%
15-19-PS
Meals On Wheels and
Senior Outreach
Services
Senior Nutrition - CC
Cafes
Provide hot, weekday
lunches to 303 seniors
at six senior centers.
$20,000 $10,000 $15,000 $20,000 $10,000 $45,000 $278,025 16%
15-20-PS Monument Crisis
Center
Nutrition/Community
Resources for Low
Income Seniors/ Adults
with Disabilities
Provide wrap-around
safety net services for
2,766 low-income
clients.
$50,000 $10,000 $15,000 $20,000 $50,000 $25,000 $20,000 $130,000 $2,014,620 6%
15-21-PS Mount Diablo Unified
School District
CARES After School
Enrichment Program
Provide after-school
programing for 580
elementary and middle
school students.
$10,000 $10,000 $10,000 $10,000 $3,497,797 '0.02%
15-22-PS New Horizons Career
Development Center
Education, Job
Training, Life Skills,
and Job Placement
Services
Provide job
training/placement,
GED prep, and life
skills for 300 clients.
$25,000 $25,000 $25,000 $25,000 $154,000 16%
15-23-PS Northern California
Family Center
Runaway Shelter
Services
Provide runaway
shelter and
mediation/placement
for 6 youth.
$20,000 $0 $0 $10,000 $10,000 $10,000 $30,000 $220,000 14%
Community Development Block Grant
Public Services Category
FY 2015/16 and 2016/17
ATTACHMENT A
Project Name
Amount
Requested
Amount
Received in
FY 2014/15
County Staff
Recommendation for
FY 2015/16 Antioch Concord Pittsburg Richmond Walnut Creek
CCC Project
No.OutcomeApplicant
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County Amount Requested (Other CDBG Jurisdictions)
15-24-PS Ombudsman Services
of Contra Costa
Ombudsman Services
of Contra Costa
Provide
abuse/compliance
investigation for 775
seniors living in
nursing facilities.
$10,000 $10,000 $10,000 $10,000 $10,600 $6,900 $10,000 $47,500 $292,665 16%
15-25-PS Opportunity Junction Bay Point Career
Development Services
Provide individual
vocational services for
40 low-income clients.
$20,000 $0 $20,000 $10,000 $20,000 $50,000 $174,745 29%
15-27-PS
Pacheco/Mtz Homeless
Outreach, Inc. dba
Central County
Homeless Outreach
Reaching Out to the
Homeless
Provide basic needs,
transportation, shelter
placement, and health
assessment for 200
homeless.
$23,340 $0 $12,626 $11,025 $23,340 $11,025 $23,340 $5,150 $86,506 $193,600 45%
15-28-PS
Pleasant Hill
Recreation & Park
District
Senior Service
Network
Provide on-site care
management and crisis
intervention for 150
seniors.
$10,000 $10,000 $10,000 $10,000 $48,305 21%
15-29-PS
Rainbow Community
Center of Contra
Costa
Kind Hearts
Community Support
Program
Provide congregate meals,
food pantry, wellness calls,
home visits for 60 LGBT
seniors/ people with
HIV/AIDS.
$10,000 $10,000 $10,000 $6,500 $16,500 $71,786 23%
15-30-PS RYSE, Inc.RYSE Career Pathway
Program
Provide career development,
media arts education, paid
work exp, and academic
support for 115 low-income
youth.
$15,000 $15,000 $15,000 $25,000 $40,000 $249,451 16%
15-31-PS SHELTER, Inc.Homeless Prevention
and Rapid Rehousing
Provide homeless
prevention and rapid
rehousing for 270 low-
income clients.
$27,000 $26,675 $15,075 $10,000 $12,000 $11,000 $10,000 $5,000 $63,075 $792,660 8%
Community Development Block Grant
Public Services Category
FY 2015/16 and 2016/17
ATTACHMENT A
Project Name
Amount
Requested
Amount
Received in
FY 2014/15
County Staff
Recommendation for
FY 2015/16 Antioch Concord Pittsburg Richmond Walnut Creek
CCC Project
No.OutcomeApplicant
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County Amount Requested (Other CDBG Jurisdictions)
15-32-PS Village Community
Resource Center
Village Community
Resource Center
Program Support
Provide support for
afterschool program
for 115 students.
$13,000 $13,000 $13,000 $13,000 $272,756 5%
15-33-PS
West Contra Costa
Family Justice
Center/Tides Center
Family Justice Center
Provide one-stop center
services for 500 victims
of abuse and domestic
violence.
$30,000 $0 $15,000 $30,000 $40,000 $85,000 $852,904 10%
15-34-PS West County Adult
Day Care
West County Adult
Day/Alzheimer Respite
Center
Provide
comprehensive adult
day care services for
25 seniors with
Alzheimers.
$18,000 $15,000 $18,000 $22,000 $40,000 $230,500 17%
15-35-PS YWCA of Contra
Costa/Sacramento
YWCA Family
Empowerment
Program
Provide mental,
physical, social, and
emotional health skills
training for 125
families.
$12,000 $10,000 $10,000 $10,000 $24,000 42%
$772,881 $512,231 $602,201 $205,856 $287,771 $166,166 $227,071 $101,481 $1,761,226 $20,740,423 8%TOTALS
Emergency Solutions Grant
FY 2015/16 and 2016/17
ATTACHMENT B
Project Name
Amount
Requested
Amount
Received in
FY 2014/15
County Staff
Rec.
15-01-ESG
Contra Costa
Behavioral Health
Services Homeless
Program
Adult Interim Housing
Program
Emergency shelter beds
and wraparound services
for 150 homeless.
$105,000 $84,025 $105,000 $105,000 $2,067,741 5%
15-02-ESG
Contra Costa
Behavioral Health
Services Homeless
Program
Calli House Youth
Shelter
Emergency shelter beds
and support services for
25 homeless youth.
$10,000 $10,000 $10,000 $10,000 $497,228 2%
15-03-ESG SHELTER, Inc.
Homeless Prevention
and Rapid Rehousing
Program
Homelessness
prevention and rapid
rehousing services to 50
Extremely Low Income
households in the Urban
County
$86,925 $75,000 $86,925 $86,925 $792,660 11%
15-04-ESG STAND! For Families
Free of Violence
Rollie Mullen
Emergency Shelter
Emergency shelter and
support services for 40
women and their
children.
$31,000 $31,000 $31,000 $31,000 $518,718 6%
15-05-ESG Trinity Center Trinity Center
Hygiene/food services
and day-use facility for
100 homeless clients.
$12,500 $10,000 $12,500 $12,500 $444,500 3%
$245,425 $210,025 $245,425 $245,425 $4,320,847 6%TOTALS
CCC Project
No.OutcomeApplicant
Emergency Solutions Grant Projects
% Budget
(ESG)
Total
Budget
Total
ESG
Contra Costa County
FY 2015/16 & 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Anka Behavioral Health, Inc.
PROGRAM NAME/NUMBER: HOPE Plus
15-01-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide 480 homeless Urban County clients
suffering from mental health and substance
abuse disorders with access to integrated health,
mental health and substance abuse services and
to living environments which support their
recovery.
TOTAL PROGRAM COST: $186,234
AMOUNT REQUESTED: $15,831
AMOUNT RECOMMENDED:
FY 2015/16: $10,000
FY 2016/17: $10,000
RECEIVED IN FY 2014/15: $10,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: HOPE Plus is managed and operated by Anka
Behavioral Health, Inc. (Anka) in partnership with the Contra Costa County Alcohol
and Other Drugs Services Division, the County Office of Homeless Programs and
the County AIDS Program. The mission of HOPE Plus is to raise the quality of life
for County residents who are living in places not intended for human habitation by
getting individuals off of the street and placed into housing . Integrated health,
mental health and substance abuse services will be provided to 480 Urban County
homeless persons to help them transition to a safe and healthy lifestyle.
The HOPE Plus outreach team makes contact with clients and provides services in
soup kitchens, Anka’s Multi-Services Centers (MSC), shelters, detoxification
programs, parks, encampments and on the streets. The outreach team assists
clients in finding shelter, receiving medical care, enrolling in benefits, referral to
residential treatment programs, and HIV testing and counseling. In partnership
with Health Care for the Homeless they provide diabetes testing and flu shots,
prescribe medication and treat minor injuries. HOPE Plus staff also provides food,
sleeping bags and clothes to their homeless clients. Van transportation is provided
to help the clients access medical care and the various appointments required to
secure necessary services.
The HOPE Plus team provides support to facilities such as interim housing, detox,
residential treatment, hospitals and jails/prisons by assisting with discharge
planning.
This program is eligible, feasible and timely. It is well established, meets
Consolidated Plan goals and has achieved established goals in previous years.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Prevention Services for Homeless [H-2].
2. CDBG ELIGIBLE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary/Homeless [24 CFR
570.208(a)(2)(i)(A)]
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population
served by HOPE Plus is homeless individuals suffering from co -occurring
mental health and substance abuse disorders. Data gathered in 2014 by the
County’s Homeless Program shows that there were a total of 8,409 individuals
receiving shelter, support services, or housing assistance. Significant numbers
of the total were children, veterans, disabled and/or chronically homeless.
Given that one-third of the chronic homeless population are veterans and that
post-traumatic stress syndrome, a psychiatric disorder common in combat
veterans, is frequently correlated with substance abuse, it is estimated that
veterans are significantly represented in the target population.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $10,000 480 $20.83
Total Program Amount $186,234 216 $1,341
CDBG % of Total Budget 5.3%
Required Match – 50% $5,000
Amount Secured $62,699
Leverage* $17.62
*Does not include other CDBG funds from other
jurisdictions.
County CDBG funds will be used for salaries and employee taxes and benefits .
The majority of the program’s other funds come from a CCC PATH grant.
Besides the County, Anka receives CDBG funds from Antioch, Concord, and
Walnut Creek for this program and it is expected that the program will receive
CDBG funds in FY 2015/16 from these jurisdictions . Based on funding history,
Anka has the ability to raise the necessary funds to operate the program.
6. EXPERIENCE AND CAPACITY: Anka has been in operation for over thirty
years. They manage 45 programs that offer a comprehensive array of services
including homeless services for adults and children, developmentally disabled
children’s programs, residential programs for adults and adolescents, outpatient
services, socialization and vocational services and supportive and tran sitional
housing programs. The program is staffed by experienced mental health
professionals who are dedicated to the program’s mission and goals. In order
to leverage services the HOPE Plus program operates in partnership with other
non-profit agencies that advocate for the homeless, including Bay Area Legal
Aid, STAND! Against Domestic Violence, the Hawkins Center, Mental Health
Consumer Concerns, and Central County Homeless Outreach.
7. PROGRAM READINESS AND TIMELINESS: This program has been in
operation since July, 2005. The program is fully staffed and has developed an
extensive outreach program that has been highly effective in reaching the
target population. The agency is well established and works in partnership with
numerous local agencies and organizations.
8. PAST PERFORMANCE: Anka is in its ninth year of receiving County CDBG
funds. They have met their established goal in the past and are expected to
reach it again this year. As of March 6, Anka has served 240 homeless
persons, bringing them to 50 percent of their contractual goal. All reports have
been submitted on time.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service projects are exempt from an environmental
review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Bay Area Legal Aid
PROGRAM NAME/NUMBER: Contra Costa County Housing Services Collaborative
15-02-PS and 15-03-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide comprehensive tenant/landlord and fair
housing counseling services to approximately 705
Urban County residents (550 landlord/tenant
counseling and 155 fair housing counseling)
TOTAL PROGRAM COST: $299,524 ($194,466 for landlord/tenant counseling
and $105,058 for fair housing services)
AMOUNT REQUESTED: $90,000 ($63,000 for landlord/tenant counseling and
$27,000 for fair housing services)
AMOUNT RECOMMENDED
FY 2015/16: $ 80,000 ($55,000 for landlord/tenant and $25,000 for
fair housing)
FY 2016/17: $ 80,000
RECEIVED IN FY 2014/15: $ 79,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Bay Area Legal Aid (BALA) will be the lead agency in the
Housing Services Collaborative that will provide a milieu of housing services including
housing counseling, discrimination investigation, mediation and advocacy, legal
representation, and education and outreach to lower income Urban County residents.
BALA will partner with ECHO Housing, another nonprofit organization providing housing
counseling services for many. The proposed collaborative continues the service model
that was begun over ten years ago that provides seamless landlord/tenant and fair
housing services to all residents of the Urban County.
The proposed project will assist Urban County residents in exercising their housing
rights by providing the following services and activities:
• Tenant/Landlord Counseling: tenants and landlords will receive counseling on
their rights and responsibilities under federal, state and local housing law.
Counselors will also provide clients with information on administrative and court
proceedings. Common counseling subjects include: landlord duty to rent to
families with children; negotiating with landlords to avoid eviction for nonpayment
of rent or alleged tenant misconduct or violation of lease terms; assistance in
obtaining rent payment assistance, including Section 8 rent subsidies, deposit
assistance and temporary rent payment assistance; and assistance in
understanding lease terms.
• Fair Housing Counseling: fair housing laws will be enforced by investigating
alleged housing discrimination complaints; maintaining a panel of fair housing
testers; counseling households regarding their rights, responsibilities and
options; and providing mediation, advocacy, and legal referrals. All CDBG
jurisdictions are required to take appropriate steps to affirmatively further fair
housing.
• Legal Advise and Representation: clients whose housing issues cannot be
resolved through counseling alone will be provided counsel and advise, brief
legal services or legal representation.
• Education and Outreach: the collaborative will conduct education and outreach
activities to educate residents, staff of other community-based organizations and
rental property owners/mangers on landlord/tenant rights and responsibilities.
All of the above services will be provided free of charge and in multiple languages
through in-house language capacity, the Language Line and freelance interpreter
services. A majority of the clients will be served via the telephone and/or email, but
because ECHO has an office located in Concord and BALA’s main office is in
Richmond, clients will have easy access to in-person services. In addition, special
clinics/meetings will be scheduled in the less accessible areas of the County. The
program is eligible, feasible and timely
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Ensure that opportunities and services are
provided to improve the quality of life and independence for lower-income persons
and ensure access to programs that promote prevention and early intervention
related to a variety of social concerns such as hunger, substance abuse and other
issues. [CD-1, CD -5]
2. CDBG ELIGIBILE ACTIVITY: Public Services[24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: Many renters in the
County face “high cost burden” which is defined as spending 30 percent or more of
household income on housing. In fact according to 2010 data, almost 40 percent of
all renters meet the high cost burden threshold. But an even larger percentage of
extremely low income households experience high cost burden – 74 percent of
household incomes with annual incomes below 30 percent of the Average Median
Income are paying more than 30 percent of household income for housing. High and
severe cost burden is a risk factor for being homeless. Lack of affordable housing
coupled with the fact that most renters do not understand their basic rights and
responsibilities under the law can lead to some landlords trying to attempt to illegally
evict tenants, fail to maintain their properties in habitable condition, refuse to make
accommodations for the disabled, keep security deposits without cause, or harass or
discriminate against tenants based on race, disability, or other legally protected
classes. In addition, some renters do not understand their rights and responsibilities
under the law and may believe an action by them is legal or an action by their
landlord is illegal resulting in their residency being placed in jeopardy. Educating
renters and landlords on their responsibilities is also a very important component of
the proposed project.
Also, with a tight housing market and reduced incomes, protected classes of renters
have limited housing options and experience increased discrimination in various
forms, including denial of available units; higher rents, security deposits or minimum
income requirements; segregation to certain parts of a building or complex,; limited
access to facilities such as swimming pools; or refusal to make a reasonable
accommodation for disabled tenants.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $80,000 705 $113
Total Program Amount $299,524 1,360 $220
CDBG % of Total Budget 27%
Required Match – 50% $40,000
Amount Secured $284,524
Leverage* $2.80
*Does not include other CDBG funds from other
jurisdictions.
The other funding sources for this project come from the Legal Services Corporation
(LSC), and the Federal Department of Housing and Urban Development. BALA is
confident that they will receive the resources needed to help finance this project.
6. EXPERIENCE AND CAPACITY: Bay Area Legal Aid was created on January 1,
2000 through the merger of three Bay Area legal service providers: Contra Costa
Legal Services Foundation (Est. 1966), San Francisco Neighborhood Legal
Assistance Foundation (Est. 1966) and Community Legal Services of Santa Clara
County (Est. 1995), and has over 45 years of experience of providing a wide variety
of legal services to lower income residents of the County. ECHO Housing has its
main office in Alameda County and has been working to eradicate housing
discrimination and promote understanding by tenants and landlords of their rights
and responsibilities for approximately 40 years.
7. PROGRAM READINESS AND TIMELINESS: This is an existing project and the two
collaborative partners have staff in place to continue providing these valuable
services to Urban County residents.
8. PAST PERFORMANCE: BALA has consistently met or exceeded its program goals
and administrative requirements.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/ RELOCATION/ PREVAILING
WAGE ISSUES: Public Service projects are exempt from an environmental review.
2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Community Housing Development Corporation of
North Richmond
PROGRAM NAME/NUMBER: Multicultural Senior and Family Center
15-04-PS
PROGRAM SERVICE AREA: North Richmond
PROGRAM OUTCOME: Operate and maintain a community center for the
residents of North Richmond providing educational,
recreational, and nutritional programs to a diverse
community with a primary focus on senior citizens.
TOTAL PROGRAM COST: $142,193 ($25,000 in In-Kind services)
AMOUNT REQUESTED: $ 55,210
AMOUNT RECOMMENDED
FY 2015/16: $ 55,000
FY 2016/17: $ 55,000
RECEIVED IN FY 2014/15: $ 30,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Community Housing Development Corporation (CHDC), in
collaboration with Neighborhood House of North Richmond (NHNR), propose to manage
and maintain the Multicultural Senior and Family Center (Center) for use by North
Richmond residents. CHDC purchased the building in 2013 and leases it back to NHNR
for $1 per year.
The Center is the site for a variety of recreational, educational, social and human service
programs for all age groups but primarily serves seniors. The Multi-Cultural Family
Center is open five days a week, 9:00AM – 2:00PM and as needed in the evenings. In
collaboration with other community agencies, NHNR will provide a variety of vital
services including nutrition programs, information and referral services, educational
programs, arts and crafts, ESL classes, and social programs reflecting the area’s cultural
diversity.
The proposed program is eligible, feasible, and timely. Requested funding will be
allocated to staff salary and benefit expenses, insurance, and property taxes. In addition
to providing human and social services, the Neighborhood House also provides
collaboration with other agencies and facilitates access to outside activities.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Ensure that opportunities and services are
provided to improve the quality of life and independence for lower income persons and
ensure access to programs that promote prevention and early intervention related to a
variety of social concerns such as hunger, substance abuse and other issues [CD-1].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201(e)].
3. NATIONAL OBJECTIVE: Area Benefit [24 CFR 570.208(a)(1)(i)].
4. TARGET POPULATION AND DEMONSTRATED NEED: NHNR provided documentation
indicating that most of the residents served by the Center are low-income and/or
minorities. The Center is located in unincorporated North Richmond and meets “area
benefit” criteria (Census Tract 3650.02). The proposed program will provide access to
necessary services, including but not limited to counseling, crisis intervention, rental
assistance, cultural activities, social interaction opportunities, senior services,
neighborhood safety, nutrition education, translation, and information and referral
services. In addition, the Center provides North Richmond neighbors (Parchester Village and
Iron Triangle residents) access to local and County/City government sponsored activities.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $55,000 400 $138
Total Program Amount $142,193 400 $355
CDBG % of Total Budget 39%
Required Match – 50% $27,500
Amount Secured $93,000
Leverage* $1.84
*Does not include other CDBG funds from other jurisdictions.
6. EXPERIENCE AND CAPACITY: The Neighborhood House of North Richmond has
provided comprehensive human services and social programs to the North Richmond
community and other communities for many years. NHNR staff’s the Center and
manages other programs throughout the community. The Program Manager has
many years of experience and is well known in the community.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is fully
staffed.
8. PAST PERFORMANCE: NHNR has received CDBG funding for several years and has
met program goals and requirements in an efficient and timely manner.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Community Housing Development Corporation of
North Richmond
PROGRAM NAME/NUMBER: Home Equity Preservation Alliance
15-05-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide the following services to 120 Urban County
lower income homeowners: 1) foreclosure counseling
and case management including legal advice and
representation, 2) foreclosure clinics and referrals,
and 3) foreclosure rescue scam and predatory lending
education.
TOTAL PROGRAM COST: $130,536
AMOUNT REQUESTED: $ 30,000
AMOUNT RECOMMENDED
FY 2015/16: $ 25,000
FY 2016/17: $ 25,000
RECEIVED IN FY 2014/15: $ 30,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Community Housing Development Corporation of North
Richmond (CHDC) and its two nonprofit partners (Bay Area Legal Aid and Housing and
Economic Rights Advocates) propose to continue to assist lower income Urban County
homeowners who are facing or are in foreclosure, and persons who have gone through
the foreclosure process.
When the HEPA program first started operating 2008, there were well over 10,000
distressed homes at risk of foreclosure in Contra Costa County, and an additional 5,000
homes were bank owned. Based on the most current information, there are currently
approximately 1,200 properties in the County that are in some stage of foreclosure,
default, auction or bank owned. Clearly, the crisis has subsided but foreclosure and the
after effects of foreclosure continue to have serious consequences to homeowners,
neighborhoods, and the County. One of the biggest issues currently facing families at
risk of foreclosure is the different types of rampant and bold “rescue” scams targeting
desperate homeowners. Victims of rescue scams lose not only their homes but also the
last bit of savings that they have toward a rental security deposit. Low income renters
living in foreclosed properties are often subject to repeated aggressive demands to
move out, have their utilities abruptly and wrongfully cut, lose their security deposit and
months of rent, and have their credit score ravaged if banks mistakenly list them as
defendants in foreclosure cases. All of these issues directly affect families living through
a foreclosure but there are wider implications to a community including loss in property
tax revenues, blight, vacant homes and increased crime.
By pooling partners’ resources, coordinating services and working together, the HEPA
partners have and will continue to address the foreclosure issue to continue to
effectively mitigate the impacts of foreclosures in the County. HEPA partners will
provide community education, including media outreach, one-on-one default counseling
and loan work-outs, and free legal advice and representation to households facing
foreclosure or to those former homeowners who went through the foreclosure process
and just trying to get their lives back together.
This program is eligible, feasible and timely.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Ensure that opportunities and services are
provided to improve the quality of life and independence for lower-income persons
and ensure access to programs that promote prevention and early intervention
related to a variety of social concerns such as hunger, substance abuse and other
issues [CD-1].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201(e)].
3. NATIONAL OBJECTIVE: Low and moderate income [24 CFR 570.208(a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: Based on the most
current information, there are currently approximately 1,200 properties in the County
that are in some stage of foreclosure, default, auction or bank owned. While the rate
of home foreclosure is down dramatically from its peak there are still hundreds of
homeowners facing foreclosure, and hundreds more that are one or two paychecks
from foreclosure. Vacant, boarded up homes lead to vandalism and other blight
conditions, and squatters in these homes pose a serious fire danger. Perhaps the
biggest issue currently facing families at risk of foreclosure is the different types of
rampant and bold “rescue” scams targeting desperate homeowners. These
scammers have creative names, flashy websites, radio and billboard ads, and fancy
mailers. Victims of rescue scams lose not only their homes but also the last bit of
savings that they have toward a rental security deposit.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $25,000 120 $208
Total Program Amount $130,536 120 $1,087
CDBG % of Total Budget 19%
Required Match – 50% $12,500
Amount Secured $105,000
Leverage* $4.22
*Does not include other CDBG funds from other
jurisdictions.
6. EXPERIENCE AND CAPACITY: CHDC, the lead agency in this project, has been
active in community development organization issues throughout West Contra Costa
County and primarily in North Richmond since 1990. The organization has actively
participated in the efforts to increase the supply of affordable housing, to eliminate
blighted conditions, improve the physical attractiveness of North Richmond, and
improve the financial security of all County residents. CHDC will oversee reporting
of HEPA activities and allocation of funds; provide default and loss mitigation
counseling; negotiate with lenders; and make referrals and be responsible for
Richmond and West County. HEPA project partners have also been active in Contra
Costa County for many years. Bay Area Legal Aid will provide partner agencies with
legal advice; negotiate with lenders on behalf of homeowners; provide technical
assistance to housing counselors and represent clients in legal actions. Housing
and Economic Rights Advocates, will take the lead in the development of education
and workshops and materials; provide legal advice at outreach events and provide
additional technical assistance to housing counselors.
7. PROGRAM READINESS AND TIMELINESS: All of the partner agencies have
been working cooperatively on foreclosure issues for over eight years and are able
to coordinate services in an effective and efficient manner.
8. PAST PERFORMANCE: This will be the eighth year that CDBG funds have been
provided to this project. CHDC and its partners have met or exceeded performance
obligations and continue to receive positive feedback from customers about the
services provided throughout the County.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2012/14 and FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Community Violence Solutions
PROGRAM NAME/NUMBER: Children’s Interview Center (CIC) Program
15-06-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide in-depth forensic interview, counseling
advocacy, and case management services to 70 child
victims of sexual assault and their families to help
clients show positive changes in behavior and
psychological well being.
TOTAL PROGRAM COST: $ 448,000
AMOUNT REQUESTED: $ 20,000
AMOUNT RECOMMENDED
FY 2015/16: $ 15,000
FY 2016/17: $ 15,000
RECEIVED IN FY 2014/15: $ 15,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Community Violence Solutions (CVS) proposes to provide
forensic interviewing, non-acute medical examinations, counseling, and ongoing
advocacy and case management services to child sexual assault victims and their non-
offending family members. Services are provided at CVS’s Children’s Interview Center,
which is located at a confidential site due to the nature of the program and its clients.
The program is delivered via a multi-disciplinary team with central collaborators that
includes the County’s District Attorney’s Office, Employment and Human Services
Department, Health Services Department, Community Care Licensing, and all 25 law
enforcement jurisdictions in the County. All collaborating partners operate within
formalized protocols and an annual Memorandum of Understanding. The primary goals
of the program are to reduce trauma to child victims and their non-offending family
members, and to assist in successful investigations to make communities safer for
children. The CVS expects that 75 percent of the clients/households provided services
will show positive changes in behavior and psychological well being as measured by a
standardized outcome measurement tool that is well-researched and widely used in the
field. During the time the CIC has operated, criminal charges were filed in more than 70
percent of the cases brought to the CIC and then presented to the District Attorney’s
office for a filing decision.
Sexual abuse is a health issue since victims of sexual assault require immediate
medical care due to possible internal injury, pregnancy, and sexually transmitted
diseases, including HIV infection. Low-income victims of sexual violence especially
need free services to assist them in the crisis created by a sexual assault. CVS
proposes to provide these services utilizing professional and medical staff.
The program is eligible, feasible and timely. CVS has been operating this program
since 2001.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Ensure that opportunities and services are
provided to improve the quality of life and independence for lower income persons
and ensure access to programs that promote prevention and early intervention
related to a variety of social concerns such as hunger, substance abuse and other
issues [CD-1].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: Sexual assault is the most
under reported violent crime in the country, with only 20 percent of the cases ever
being reported. According the Department of Justice, one out of four female children
and one out of six male children are sexually assaulted before they reach the age of
18. Furthermore, children are most often abused by someone they know and
usually by someone they care about. Non-offending parents of child sexual abuse
victims often become immobilized by fear, shame, guilt or worry that they will lose
their child or lose their ability to support themselves (i.e. when a spouse is the
offender). All demographic categories experience child sexual abuse; however,
children and families with fewer resources and higher rates of poverty are most
vulnerable. Victims of sexual assault suffer long-term problems that affect emotional
development, work, school, and social aspects of the victims’ lives. If untreated,
victims of sexual assault are three times more likely to suffer from depression, four
times more likely to contemplate suicide, thirteen times more likely to abuse alcohol
and twenty-six times more likely to abuse drugs.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $15,000 70 $285.71
Total Program Amount $448,000 450 $995.56
CDBG % of Total Budget 4%
Required Match – 50% $7,500
Amount Secured $381,000
Leverage* $25
*Does not include other CDBG funds from other
jurisdictions.
6. EXPERIENCE AND CAPACITY: CVS has provided the proposed services to the
target population for several years and has received CDBG funding for other
programs in previous years. CVS staff and volunteers complete Community
Violence Solutions\ State certified 45-hour pre-service training, making them sexual
assault victim counselors in the State of California.
CVS tracks data using a computer database. In addition, outcomes are measured at
six-month intervals and at the conclusion of treatment using a questionnaire
instrument designed to evaluate change in mental health settings.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: CVS has received funding to operate the CIC for several
years and has routinely met or exceeded its annual program goals and
administrative requirement.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Health Services Department
PROGRAM NAME/NUMBER: Adult Interim Housing Program
15-07-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide shelter and supportive services to 150
homeless men and women to help them regain
housing.
TOTAL PROGRAM COST: $2,067,741
AMOUNT REQUESTED: $75,000
AMOUNT RECOMMENDED:
FY 2015/16: $54,000
FY 2016/17: $54,000
RECEIVED IN FY 2014/15: $62,056
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: The Behavioral Health Division of the County’s Health
Services Department (HSD) operates an interim housing program (emergency shelter)
for homeless adults in Contra Costa County that is open 24 hours-a-day year round.
The program is operated at two sites, one in Richmond and one in Concord, and
provides wrap-around services to assist persons in finding appropriate long-term
housing. A specialized program for youth 18 to 21 years of age is located at the
Richmond facility.
Upon entry into the shelter, each resident is assigned a case manager to assist the
individual in determining an appropriate service plan that will help them rega in housing
as soon as possible. This approach engages individuals the moment they walk in the
door and reflects the transition to a “housing first” approach to service delivery that aims
to reduce shelter stays. The current recidivism rate for homeless individuals who have
obtained permanent housing is only 10 percent.
The shelters are part of the County’s Continuum of Care and enable adults the
opportunity to work on stabilizing their lives and moving toward a permanent housing
situation. Each person receives needs and health assessments, as well as case
management, job training, transportation and other services that help each individual
reach their highest level of self-sufficiency.
The program is eligible, feasible, and timely. Providing services to the homeless
population is consistent with the County Continuum of Care Homeless Plan and a
priority of the CDBG program. Staff is recommending that this project be funded at
$8,056 less from CDBG funds for the next fiscal year; however, staff is also
recommending Emergency Solutions Grant funding for the Adult Shelter at $105,000 to
more than make up for the reduced CDBG funding.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Permanent Housing for the Homeless [H-1].
2. CDBG ELIGIBLE ACTIVITY: Public Service [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary/Homeless
[24 CFR 570.208(a)(2)(i)(A)]
4. TARGET POPULATION AND DEMONSTRATED NEED: HSD estimates that nearly
15,000 persons experience an episode of homelessness each year in Contra Costa
County; nearly 2,000 of them are chronically homeless with disabling mental health
conditions, physical illness and/or substance abuse problem s. A homeless count,
conducted in January 2014, found that 2,009 individuals were living in shelters or in
encampments or on the street on a single night in Contra Costa County. The number
of unsheltered homeless individuals (1,329) was almost double that of sheltered
homeless individuals (680). Of those individuals who accessed the County’s shelters
and homeless services last year, over 18% were age 55 and over, 7% were
veterans, and over 40% had one or more disabling conditions such as mental health
and or substance abuse disorders, physical and/or development disabilities.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $54,000 150 $367
Total Program Amount $2,067,741 850 $2,433
CDBG % of Total Budget 2.6%
Required Match – 50% $27,000
Amount Secured $1,740,842
Leverage* $37.29
*Does not include other CDBG funds from other
jurisdictions.
County CDBG funds will be used to pay salaries for Counselors. The majority of the
program’s funds are provided by Mental Health Subs tance Abuse Prop 63 funds,
County General Funds, and several Federal non-CDBG grants. The cities of
Antioch, Concord, and Walnut Creek also currently provide CDBG funding to the
program and are all recommending funding for FY 2015/16. Based on funding
history, HSD has the ability to raise the necessary funds to operate the program.
6. EXPERIENCE AND CAPACITY: HSD has operated an emergency shelter for
homeless single adults since 1994. HSD is responsible for the overall coordination,
implementation and funding of the shelter program , which is managed by an
experienced Director with oversight from the County’s Homeless Program Chief. All
necessary positions are staffed.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: HSD has been operating an emergency shelter for several
years with CDBG funding and has consistently met or exceeded annual contract
goals.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa Crisis Center
PROGRAM NAME/NUMBER: Crisis/211 Contra Costa
15-08-PS
PROGRAM SERVICE AREA: County-wide
PROGRAM OUTCOME: Provide crisis intervention service and information and
referrals to 8,200 Urban County residents including
homeless persons, abused children, seniors, battered
spouses, persons with HIV/AIDS and the disabled.
TOTAL PROGRAM COST: $1,089,509
AMOUNT REQUESTED: $20,000
AMOUNT RECOMMENDED:
FY 2015/16: $18,000
FY 2016/17: $18,000
RECEIVED IN FY 2014/15: $18,000
CONDITIONS OF APPROVAL: None
PROGRAM DESCRIPTION: Through 211 Contra Costa, the Contra Costa Crisis
Center manages and maintains a database of local health and social services
programs. Full-time staff and trained volunteers provide immediate crisis support
service as well as information and referrals, 24 hours-a-day, to emergency shelters,
emergency food programs, job training, health care and other services.
211 is a national, toll-free three-digit number that can be called 24 hours-a-day for
information about local health and social services. It enables people to access
resources in their community quickly and easily, allowing residents in need a single
point of entry for a variety of resources. 211 criteria is set by the state Pub lic Utilities
Commission and includes: (1) must operate 24 hours per day, (2) offer multilingual
access and access for the hearing impaired, (3) manage and maintain a
comprehensive, up-to-date database of health and social services, (4) coordinate with
local and state disaster responders, and (5) have a local presence and support from
local stakeholders.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: General Public Services [CD-1].
2. CDBG ELIGIBLE ACTIVITY: Public Services[24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary/Homeless [24 CFR
570.208(a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The program provides
services for anyone in Contra Costa County, but spe cifically for presumed
beneficiaries as defined in 24 CFR 570.208(a)(2)(i)(A) for the purposes of the
application. A 24-hour homeless hotline was identified as one of the highest priorities
for homeless people by the 1996 Contra Costa County Task Force on
Homelessness. The Crisis Center began operating the County’s hotline in 1996 in
collaboration with the Health Services Department. The 211 line was activated in
the County in 2007 and the hotline became part of that program. The Cri sis Center
answered more than 4,000 calls from Urban County residents in FY 2013/14.
According to the Crisis Center, their call volume has increased every year.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $18,000 8,200 $2.19
Total Program Amount $1,089,509 19,000 $57.34
CDBG % of Total Budget 1.6%
Required Match – 50% $9,000
Amount Secured $348,850
Leverage* $59.53
*Does not include other CDBG funds from other
jurisdictions.
County CDBG funds will be used to pay salaries for the Crisis/211 Call Specialists.
The program is also expected to receive CDBG funds from Walnut Creek. Based on
funding history, the Crisis Center has the ability to raise the necessary funds to
operate the program.
6. EXPERIENCE AND CAPACITY: Contra Costa Crisis Center has been in operation
since 1963 and in 1996 began operating the County’s homeless hotline in
collaboration with the Health Services Department. They provide a wide variety of
services including crisis lines, grief counseling, homeless services, youth violence
prevention and responsibility for the County Online Resource Database (CORD).
211 Contra Costa, a national toll-free number, began operation in the County in
2007 and is well organized and well-funded. The agency has longtime staff in place
who are well-trained and knowledgeable. Their Executive Director has extensive
background in the operations of non-profit organizations.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: The Crisis Center has received County CDBG funds for
several years. They have consistently far exceeded their annual goals and all
required reports have been submitted in a timely manner.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Services projects are exempt from an environmental review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa Senior Legal Services
PROGRAM NAME/NUMBER: Legal Services for Needy Seniors
15-09-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide free legal advice to 200 Urban County seniors
resulting in the retention of housing, protection from
physical and financial abuse, and provision of
consumer and individual rights.
TOTAL PROGRAM COST: $467,500 ($220,000 in In-Kind services)
AMOUNT REQUESTED: $ 12,000
AMOUNT RECOMMENDED
FY 2015/16: $ 12,000
FY 2016/17: $ 12,000
RECEIVED IN FY 2014/15: $ 10,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Contra Costa Senior Legal Services (CCSLS) proposes to
provide Urban County seniors with access to free legal services related to consumer
law, housing, public benefits, income maintenance, planning for incapacity, estate
planning and elder abuse. The program also provides legal education services. The
services are provided by a paralegal, pro bono, emeritus and/or staff attorney
depending on the clients need. Services are offered at the agency’s office in Richmond,
or by appointment at various senior centers throughout the Urban County. Senior
access to legal services is often limited due to failure to recognize the legal dimension
of a problem, restricted mobility, impaired mental functioning and the prohibitive cost of
the services. Legal services will be provided to 200 very low and low-income Urban
County seniors. In addition, presentations regarding planning for the future and
prevention of potential legal problems will be provided throughout the year. Outreach is
done at senior centers, churches and community groups.
The proposed program is eligible, feasible, and timely. The program has received
CDBG funds for the past several years and has been successful in meeting contract
goals and reporting requirements in a timely manner.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: To enhance the quality of life of senior
citizens and frail elderly, and enable them to maintain independence [CD-2].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary/ Seniors [24 CFR
570.208(a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The targeted
population is lower income seniors. According to U.S. Census data, the County’s 65
and older population increased by 21 percent from 107,000 to 130,000 between
2000 and 2010. Many senior live on fixed incomes and access to legal services by
lower income seniors through private attorneys is very limited if not precluded, by the
high cost of private attorneys in the County who typically charge $250 per hour for
their services. Studies show that the elderly are the most likely group to victimized
by unscrupulous persons including family members. Seniors are also frequently
unable to get legal protection due to their limited resources, impaired mental
functioning, physical disability, limited English proficiency and embarrassment.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $12,000 200 $60
Total Program Amount $467,500 650 $719
CDBG % of Total Budget 3%
Required Match – 50% $6,000
Amount Secured $407,000
Leverage* $34
*Does not include other CDBG funds from other
jurisdictions.
The majority of the program’s cash budget is from the Area Agency on Aging and
the State Bar of California. In-kind services are provided by volunteer attorneys.
Based on the agency’s history, the funds and volunteers needed to carry out the
program will be secured.
6. EXPERIENCE AND CAPACITY: Senior Legal Services has provided services to the
target population for over 37 years. The program is staffed by a directing attorney,
paralegal/pro bono coordinator, and various pro bono attorneys, paralegals, and aids
and intake workers.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: CCSLS has received CDBG funds for several years and
has been successful in meeting contract goals and reporting requirements in an
efficient and timely manner. In FY 2013/14, CCSLS served 363 Urban County
seniors or 181 percent of their goal. Through the 2nd quarter of the current year,
CCSLS has served 185 seniors putting them in a position to exceed their annual
goals again this year.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Court Appointed Special Advocates
PROGRAM NAME/NUMBER: Children at Risk
15-10-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide advocacy and representation services to 37
Urban County abused and neglected children who are
wards of the County’s Juvenile Dependency Court as
a way to improve access to health and social services
and a safe and permanent living situation.
TOTAL PROGRAM COST: $647,165
AMOUNT REQUESTED: $18,000
AMOUNT RECOMMENDED:
FY 2015/16: $18,000
FY 2016/17: $18,000
RECEIVED IN FY 2014/15: $18,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Court Appointed Special Advocates (CASA) proposes to
provide case assessment, counseling, mentoring and volunteer court representation to
150 abused or neglected children from Contra Costa County, with 37 being from the
Urban County. Services include matching a trained volunteer child advocate with the
minor. The volunteer researches the child’s case by interviewing social workers,
teachers, counselors, and parents/foster parents. The volunteer also attends
administrative and civil hearings that affect the rights and welfare of the child.
CASA attempts to carefully match the personality, socio-economic, and cultural
background of the child with a specially trained volunteer child advocate who will stay
with that child until his or her case is officially vacated by the Courts. The specialized
training, community outreach, and Court representation of low-income and minority
children are critical elements of the proposed program. Volunteer child advocates
consult with program staff and Court personnel prior to making recommendations for the
disposition of the case based on the child’s best interest in context with their total
circumstances.
Clients are referred to the program from the Department of Social Services, and
Juvenile Court and Probation Departments through a formal agreement. CASA recruits
volunteers through newspaper ads, PSA’s, social media, and presentations to various
service clubs and community organizations.
The program is eligible, feasible, and timely. CASA has been providing youth advocacy
services to abused youth of Urban County families since 1981. CASA has bee n funded
by the CDBG program in the past and has exceeded contract goals in a timely and cost -
effective manner.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Non-homeless Special Needs Population [CD-
2].
2. CDBG ELIGIBLE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary/Abused Children [24 CFR
570.208(a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: CASA indicated that each
year there are over 1,000 abused and neglected children that come under the
court’s care in Contra Costa County. These children are currently dependents of the
Juvenile Court system, after being removed from their parent’s home due to abuse
and neglect. According to the Institute for Research on Women and Families, foster
care children often do not receive health care or other services and nearly 50% have
chronic medical conditions. It is not uncommon for foster children to have multiple
placements throughout the County and 5-7 social worker changes. The purpose of
this program is to provide child advocacy services in order to help prevent child
abuse and to guide them through burdensome legal and foster care systems. CASA
provides representation at no charge to dependents of the Court between the ages
of birth and 18 years.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $18,000 37 $486.49
Total Program Amount $647,165 150 $4,314
CDBG % of Total Budget 3%
Required Match – 50% $9,000
Amount Secured $115,633
Leverage* $34.95
*Does not include other CDBG funds from other
jurisdictions.
County CDBG funds will be used for staff salaries for the Volunteer Coordinator and
Case Coordinator. Other funds will be secured from various corporations and
foundations, including a grant from the Judicial Council. CASA also raises a
significant amount of funding from private donations. Based on funding history, it is
expected CASA will secure the remaining funds to carry out the program.
6. EXPERIENCE AND CAPACITY: CASA is an established program with over a
twenty year history in providing services to abused children. The program is
currently receiving CDBG funds and has already exceeded program goals. CASA
works in collaboration with the Juvenile Court, the Employment and Human Services
Department, and the Department of Probation in providing child advocacy and
mentoring services. The Executive Director will have primary oversight of the
program. Training of volunteer child advocate s consists of 35 hours of classroom
training, as well as monthly supervision. Currently 150 volunteers are providing
services program-wide. Volunteers are expected to work with the child assigned to
them until the courts officially vacate the child’s case.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: The program has received CDBG funding for several
years. For FY 2013/14, CASA served 51 children from the Urban County, exceeding
their goal of 37. Through the 2nd quarter of the current fiscal year, CASA has
already exceeded their annual goal (37), serving 39 children. CASA has been timely
in meeting reporting requirements.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Food Bank of Contra Costa and Solano
PROGRAM NAME/NUMBER: Collaborative Food Distribution Program
15-11-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide food to over 9,300 low-income persons in the
Urban County.
TOTAL PROGRAM COST: $3,641,234
AMOUNT REQUESTED: $ 31,500
AMOUNT RECOMMENDED
FY 2015/16: $ 31,500
FY 2016/17: $ 31,500
RECEIVED IN FY 2014/15: $ 31,500
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: The Food Bank of Contra Costa and Solano (FBCC&S)
proposes to operate a year-round food program, which collects and distributes nutritious
food to low-income households through three of its direct food distribution programs:
Food for Children, Senior Food Distribution program, and Food Assistance program.
The FBCC&S has 30 sites throughout the County from which food is distributed of
which 18 are Urban County locations. Each site is visited once a month to distribute
food. Each household is able to pick-up one bag of food containing non-perishables
plus bread and produce as available. Bags contain approximately 40 pounds of food.
The FBCC&S collects and stores food in a central warehouse. Food is received from
USDA surplus, donations and purchases by the Food Bank. All drivers are trained, and
staff is certified in food handling. The FBCC&S has operated the program for almost 32
years.
The FBCC&S has been an active participant in the County in providing and maintaining
a consistent stock of nutritious food for distribution throughout the County and has
consistently met programmatic goals in a timely and cost-effective manner. The
FBCC&S provides a valuable safety net for lower income County residents.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Ensure that opportunities and services are
provided to improve the quality of life and independence for lower income persons
and ensure access to programs that promote prevention and early intervention
related to a variety of social concerns such as hunger, substance abuse and other
issues [CD-1].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Low and Moderate Income [24 CFR 570.208 (a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: FBCC&S cites census
data identifying the need for the provision of emergency food services. For example,
according to 2011 Census data, there are approximately 86,720 poor people living in
Contra Costa County, and 118,600 people whose family income is less than 125
percent of the Federal Poverty Level. Of the families living in poverty, 81 percent
include children under the age of 18, and 39 percent include children under the age
of five. The high cost of living places tremendous pressure on many low-income
families. Low-income families/individuals are paying so much for housing and
transportation costs that obtaining the necessary nutrition often gets ignored by
those struggling to make ends meet. Many families rely on soup kitchens or other
programs to provide hot meals for part or all of their nutritional needs.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $31,500 9,300 $3.39
Total Program Amount $3,641,234
CDBG % of Total Budget 1%
Required Match – 50% $15,750
Amount Secured $3.6 million
Leverage* $105
*Does not include other CDBG funds from other
jurisdictions.
The FBCC&S expects to raise $1.1 million from corporate and private donations,
and over $2.3 million in state and federal resources to operate the program next
year. In addition, funds from two other CDBG jurisdictions are expected to be
awarded. For many years, the FBCC&S has been successful in raising the
necessary funds to operate this very successful and much needed program.
6. EXPERIENCE AND CAPACITY: The FBCC&S has been a source and provider of
nutritious foods in the County for many years. The CDBG program is in its thirteenth
year of supporting this particular program but supported the Food Bank’s Prepared
and Perishable Food program for several years. The FBCC&S has been operating
the Direct Distribution Food Program for over 33 years. The Executive Director has
been with FBCC&S for over 38 years. Contra Costa Food Bank has consistently
met or exceeded goals and requirements for past programs.
The program uses inventory software to track food from its procurement through
distribution. Clients are tracked on an intake form and statistics are aggregated
annually. Outcome measures are related to the effective distribution of food and
elimination of waste.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: This program is on pace to exceed established goals for
the current program year, and meets the administrative requirements each year.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: YMCA of the East Bay (Fiscal Agent)
PROGRAM NAME/NUMBER: James Morehouse Project at El Cerrito High School
15-12-PS
PROGRAM SERVICE AREA: West County (El Cerrito High School)
PROGRAM OUTCOME: Provide comprehensive mental health and student
support services to 55 students attending El Cerrito
High School resulting in improved well-being and an
increase in school connectedness measured by student
pre- and post-evaluations.
TOTAL PROGRAM COST: $ 239,400 ($106,700 in In-Kind services)
AMOUNT REQUESTED: $ 10,000
AMOUNT RECOMMENDED
FY 2015/16: $ 10,000
FY 2016/17: $ 10,000
RECEIVED IN FY 2014/15: $ 9,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: The James Morehouse Project (JMP) at El Cerrito High School
Project will provide comprehensive mental health services to El Cerrito High School
students who reside in West County communities. With clinical services available on
campus, teachers and staff can refer students for on-site assessments and counseling to
support youth and prevent more serious mental heal problems. In addition to traditional
mental health modalities like individual counseling and peer support groups, the project
links innovative youth development programs with its clinical mental health services to
offer youth opportunities to strengthen critical skills like conflict resolution and anger
management and to build a deeper analysis of the challenges facing the communities
that impact on their own lives. The JMP anticipates delivering mental health services to
55 Urban County students.
The JMP partners with a variety of community agencies to coordinate and deliver services.
YMCA of the East Bay, Planned Parenthood, Community Violence Solutions, UCB School
of Social Welfare, SFSU School of Social Work, CSUEB School of Social Work, New
Conservatory Theater, and Community Works are among the other organizations that offer
a wide range of services through JMP.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Increase opportunities for children/youth to be
healthy, succeed in school and prepare for productive adulthood [CD-3].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201(e)].
3. NATIONAL OBJECTIVE: Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: A diverse population of
1,400 students from West Contra Costa County attends El Cerrito High School.
According to the Community Project, 40 percent of the students at the high school
live in a community where almost 25 percent of the 18 year olds have not completed
high school, and 62 percent of African American children live in families with income
levels below the poverty line. Additionally, many students do not have health
insurance or are covered by MediCal, resulting in minimal or no access to providers
with experience in adolescent health.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $10,000 55 $181
Total Program Amount $239,400 300 $798
CDBG % of Total Budget 4%
Required Match – 50% $5,000
Amount Secured $229,000
Leverage* $23
*Does not include other CDBG funds from other jurisdictions.
6. EXPERIENCE AND CAPACITY: The JMP has been serving the students of El Cerrito
High School since its inception in 1999. The Executive Director has been primarily
responsible for the program since its inception, and the Clinical Mental Health Director
has worked on the program for over six years. The program has received CDBG
funding for eight years without any issues.
7. PROGRAM READINESS AND TIMELINESS: This program is ongoing and has
sufficient staff to operate the program. The JMP has existing strong working
relationships with a variety of community organizations.
8. PAST PERFORMANCE: During FY 2013/14, the program served 62 students,
exceeding their goal of serving 50. During the first two quarters of FY 2014/15, the
program served 37 students or 74 percent of its annual goal.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING WAGE
ISSUES: Public Service projects are exempt from an environmental review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: LITA of Contra Costa
PROGRAM NAME/NUMBER: Love is the Answer (LITA) Music Awakening Project
15-13-PS
PROGRAM SERVICE AREA: El Sobrante, Pleasant Hill, San Pablo, and Martinez
PROGRAM OUTCOME: Provide group and individual music therapy to 394
residents in nursing homes to stimulate and engage
each resident to help enliven, enrich and improve
their quality of daily life.
TOTAL PROGRAM COST: $100,890 (including $30,000 in In-Kind Services)
AMOUNT REQUESTED: $22,000
AMOUNT RECOMMENDED
FY 2015/16: $ 10,000
FY 2016/17: $ 10,000
RECEIVED IN FY 2014/15: $0
CONDITIONS OF APPROVAL: Sufficient resources are secured by July 1, 2015 to
operate the program as proposed.
PROGRAM ANALYSIS: Love is the Answer (LITA) proposes to provide music therapy
to residents of at least four nursing homes in Contra Costa County (Urban County sites)
by sponsoring live music performances for large groups and developing personal play
lists programmed on IPod’s for individuals as a way to stimulate and engage the
residents, and enrich and improve their quality of life.
Depression and anxiety set in quickly for residents in skilled nursing facilities, which can
be an overcrowded and impersonal environment. While nurse to resident ratio averages
6-8 persons per Certified Nursing Assistant (CAN), the ratio for activity staff is generally
one person per 70-80 residents. Consequently, there is not enough time to stimulate or
give personal attention to residents especially those who exhibit symptoms of dementia
in any form.
LITA’s has researched quantitative studies demonstrating a realistic expectation for
improved quality of daily life in 80 percent of people who have a lasting form of daily
stimulation including access to their own personal music playlists. Studies show that by
listening to familiar music, the overall mood and alertness of people with dementia can
significantly improve and therefore improve their quality of life. In addition, to increasing
the number of live music performances at four nursing facilities located in the Urban
County, the LITA Music Awakenings On-Site Coordinator will be present 2 hours a day,
3 days a week at each facility taking the time and care necessary to reach the most
withdrawn and lest responsive residents.
The proposed program is eligible, feasible, and timely.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: To enhance the quality of life of senior
citizens and frail elderly, and enable them to maintain independence [CD-2].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary/ Seniors [24 CFR
570.208(a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The targeted population
are seniors in nursing facilities. Caregivers have observed for decades that
Alzheimer’s patients can still remember and sing songs long after they have stopped
recognizing names and faces. Many nursing homes use music as recreation, since
it brings patients pleasure. But beyond the entertainment values, there is growing
evidence that listing to music can also help stimulate seemingly lost memories and
even help restore some cognitive function. It also has been shown that listening to
familiar music can improve the mood of the person and therefore improve their
quality of live.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $10,000 394 $25
Total Program Amount $100,890 394 $256
CDBG % of Total Budget 10%
Required Match – 10% $1,000
Amount Secured $50,000
Leverage* $9
*Does not include other CDBG funds from other
jurisdictions.
The majority of the program’s cash budget is from foundations and corporations. In-
kind services (volunteers) make up approximately 33% of the proposed budget.
CDBG funds will be used to pay the salaries and benefits for the part-time Program
Manager, Case Manager, and Music Therapist positions. The Executive Director
volunteers all of her time.
6. EXPERIENCE AND CAPACITY: LITA’s Executive Director has presided over the
organization for over 12 years overseeing an increase in the agency’s budget from
approximately $1,000 in 2002 to over $60,000 this year, increased the number of to
over 100 people.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program.
8. PAST PERFORMANCE: LITA has not received CDBG funds in the past. Five of the
nursing facilities that LITA currently provides services to provided letters of
recommendation.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: City of Lafayette
PROGRAM NAME/NUMBER: Lamorinda Spirit Van Senior Transportation Program
15-14-PS
PROGRAM SERVICE AREA: Cities of Lafayette, Moraga, and Orinda
PROGRAM OUTCOME: Provide free or low-cost transportation to seniors
living in Lafayette, Moraga, and Orinda.
Transportation to medical and other personal
appointments, grocery and sundry shopping, exercise
and other classes will be provided to 150 seniors.
TOTAL PROGRAM COST: $168,199
AMOUNT REQUESTED: $ 10,000
AMOUNT RECOMMENDED
FY 2015/16: $ 10,000
FY 2016/17: $ 10,000
RECEIVED IN FY 2014/15: $ 0
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: The City of Lafayette (Lamorinda Spirit) will provide free or
low-cost transportation to seniors living in Lafayette, Moraga, and Orinda. The program
will provide rides to medical and personal appointments, grocery and sundry shopping,
exercise or other recreational classes, lunch at the Congregate Case at the Walnut
Creek Senior Center and other social outings. Lamorinda Spirit destinations include
sites located in Lafayette, Moraga, Orinda, Concord, Martinez and Pleasant Hill.
The purpose of the program is to ensure seniors have adequate opportunities to
socialize and have reliable, safe, and accessible transportation so they can age in their
own home for as long as possible instead of becoming institutionalized. According to the
applicant, the people who use Lamorinda Spirit are primarily in their 80’s and 90’s, and
most have age-based disabilities. The program helps older adults accomplish essential
activities of daily living, socialize, get out of the house, stay active in the community – all
of which contribute to a higher quality of life, reducing isolation and loneliness that are
factors that have been found to led to illness and early death. The proposed program is
eligible, feasible, and timely.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: To enhance the quality of life of senior
citizens and frail elderly, and enable them to maintain independence [CD-2].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary/ Seniors [24 CFR
570.208(a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population is
lower income seniors, many who are in their 80’s and 90’s. According to the City,
the total population of the three cities (Lafayette, Moraga, and Orinda) is
approximately 58,100 with approximately 9,300 seniors age 65 years or older. In
Contra Costa County, there are approximately 12,000 households, age 65 and up
that don’t have access to a private vehicle and therefore in need safe, reliable,
convenient and accessible transportation to meet their basic needs (going to medical
appointment, shopping, socialization, etc.).
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $10,000 150 $66
Total Program Amount $168,199 150 $1,121
CDBG % of Total Budget 6%
Required Match – 10% $1,000
Amount Secured $158,199
Leverage* $16.81
*Does not include other CDBG funds from other
jurisdictions.
The majority of the program’s cash budget is from a Federal grant through the
Department of Transportation and MTC. The cities of Lafayette and Moraga
contribute $34,000 towards the project. Most of the drivers are volunteers.
6. EXPERIENCE AND CAPACITY: This program has been operating for many years
and the Program Coordinator has been with the program for almost ten years.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: This will be the first year that the program will receive
CDBG funding. The program is highly respected in the community, and has received
positive reviews from its clients.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Lions Center for the Visually Impaired
PROGRAM NAME/NUMBER: Independent Living Skills for Blind & Visually Impaired
Adults
15-15-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide in-home independent living skills instruction
and training to 42 visually impaired adults throughout
the Urban County so they will maintain their
independence and avoid institutionalization.
TOTAL PROGRAM COST: $482,951
AMOUNT REQUESTED: $15,000
AMOUNT RECOMMENDED:
FY 2015/16: $10,000
FY 2016/17: $10,000
RECEIVED IN FY 2014/15: $10,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: The Lions Center for the Visually Impaired (LCVI) proposes to
provide needs assessment and supportive services in order to maintain client
independence for adults with visual impairments. LCVI provides in-home living skills
instruction and training to avoid institutionalization of clients so that they may continue
living at home.
Services to be provided by the program include needs assessment, adaptive daily living
instruction including personal grooming and housekeeping, counseling, financial
management assistance, demonstration and training in the use of optical and adaptive
aids, orientation and mobility training, information and referral services, and case
management. Assistance will result in maintaining or regaining individual independence.
Most of the Contra Costa residents served in the past year were elderly, low income and
had severe visual impairments.
The program is eligible, feasible, and timely. LCVI has been providing independent
living skills instruction to low-income persons with assistance from the CDBG program
since 1992 and has met or exceeded contract goals in a timely and cost-effective
manner.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Non-homeless Special Needs Population [CD-
2].
2. CDBG ELIGIBLE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary/ Disabled persons [24 CFR
570.208(a)(2)(i)(A)]
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population is
blind and visually impaired adults. Based on statistics from the American Institute
for the Blind, it is estimated at least 18,000 adults in the County are living with
significant visual impairment. Most are low-income women over the age of 65 who
live alone. According to a demographic profile of the Bay Area, the 55 years of age
and older population is expected to be one of the fastest growing populations in the
Bay Area. The number of adults 65 and older in California with visual impairment is
expected to increase by as much as 200 percent by the year 2020. LCVI indicates
there are pockets of underserved seniors, including those in West County and the
African-American community, where they would like to increase their outreach
efforts. LCVI proposes to address the needs of this population in order to avoid
institutionalization and assist adults in remaining independent and living at home by
providing independent living skills instruction to visually impaired adults.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $10,000 42 $238.10
Total Program Amount $482,951 159 $3,037
CDBG % of Total Budget 2%
Required Match – 50% $5,000
Amount Secured $307,878
Leverage* $47.29
*Does not include other CDBG funds from other
jurisdictions.
County CDBG funds will be used for staff salaries. The majority of the program’s
funding comes from a California Title VII grant and several corporate and foundation
sponsors. LCVI’s funding history suggests that it will have no difficulty in securing
the needed funds.
6. EXPERIENCE AND CAPACITY: LCVI has been providing independent living skills
to disabled persons through the CDBG program since 1992. The Executive Director
oversees and supervises the program. The program ut ilizes an Orientation and
Mobility Specialist, with highly specialized skills and training in working with the
visually impaired. Additionally, LCVI employs Early Detection Specialists along with
Community Outreach/Vision Specialists.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: In FY 2013/14 LCVI provided independent living instruction
to 46 Urban County residents, exceeding their contractual goal. Through the 2nd
quarter of 2014/15 LCVI has served 20 residents, which puts them at 50% of their
annual goal. Program requirements have been met in an efficient and timely
manner.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Loaves and Fishes of Contra Costa
PROGRAM NAME/NUMBER: Martinez Dining Room
15-16-PS
PROGRAM SERVICE AREA: Martinez
PROGRAM OUTCOME: Provide free buffet-style meals weekdays to 500
people.
TOTAL PROGRAM COST: $947,263
AMOUNT REQUESTED: $15,000
AMOUNT RECOMMENDED:
FY 2015/16: $15,000
FY 2016/17: $15,000
RECEIVED IN FY 2014/15: $15,000
CONDITIONS OF APPROVAL: 1. Funds to be used for the operation of the Martinez
Dining Room only.
2. Must secure all necessary funding to operate
program prior to CDBG contract execution.
PROGRAM ANALYSIS: Loaves & Fishes provides hot, nutritionally sound meals to
homeless and very low-income men, women, and children Monday – Friday at the
Martinez Dining Room. Since its inception in 1983, Loaves & Fishes has served over
2.6 million meals to residents who are homeless, unemployed, underemployed or
disabled. The organization primarily uses volunteers (98% of staff) and a large portion
of the food served is donated by local food industry businesses. The Martinez Dining
Room will serve noontime meals to 500 persons, primarily Martinez residents.
By feeding the hungry, Loaves & Fishes accomplish es three objectives: preventing
homelessness and maintaining the family unit, preventing poor cognitive development
of children living in poverty and reducing hunger and poor nutrition for very low-income
people. Since 2010, most dining rooms have experienced a 40-50% increase in
demand with the Martinez site serving an average of 209 meals per day.
The program is eligible, feasible, and timely. Providing services to the homeless
population is consistent with the Consolidated Plan and the Homeless Continuum of
Care Plan. Loaves & Fishes has consistently met programmatic goals in a timely
manner.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Prevention Services for the Homeless [H-2].
2. CDBG ELIGIBLE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Area Benefit & Presumed Beneficiary/Homeless [24 CFR
570.208 (a)(1)(ii) and 24 CFR 570.208 (a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The program targets the
homeless and the County’s low-income residents. Dining rooms are located in
neighborhoods whose residents are primarily very low to low-income, many of them
families. Hunger and nutrition are major issues for these residents. Many find it
difficult to make ends meet every month and often have to choose between paying
rent and going hungry. The risk of homelessness is very real and often results in the
break up of family units. By providing the assurance of a regular meal throughout
the year, the program enables families to conserve their financial resources for rent,
mortgages, and utilities.
Loaves and Fishes is a neighborhood based program and is intended to serve low -
income area residents and homeless persons in the surrounding areas and
neighboring communities. Referrals are made to the program through social service
agencies, the County hospital and other government agencies. The Martinez
program is located in an area that meets area benefit1 criteria (Census Tract 3160).
This census tract has an adjusted percentage of low/moderate income residents of
54%.
1 Area benefit activity: An activity, the benefits of which are available to all the residents in a particular area, where at l east 51%
(or as adjusted by HUD) of the residents are low- and moderate-income persons. The adjusted percentage set by HUD for Contra
Costa County is 41.2%.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $15,000 500 $30
Total Program Amount $947,263 1,500 $728.66
CDBG % of Total Budget 1.6%
Required Match – 50% $7,500
Amount Secured Unknown
Leverage* $62.15
*Does not include other CDBG funds from other
jurisdictions.
County CDBG funds will be used to pay salaries for the Martinez Dining Room
Manager and security. Although secured funding for this program for the upcoming
year is unclear, based on their funding history, Loaves & Fishes will secure sufficient
funds through fundraising and corporations/foundations to carry out the program.
The program utilizes mostly volunteers to serve meals and maintain the Dining
Room.
6. EXPERIENCE AND CAPACITY: Loaves & Fishes has been providing meals to the
homeless and low income families in Martinez since 1992 and has been funded by
the CDBG program since 1995. The Executive Director has primary oversight of the
program and requested funds are allocated to staff salaries. A number of volunteers
are utilized to carry out this program.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: In FY 2013/14, Loaves & Fishes provided meals to 788
low-income Martinez-area residents. As of the end of December, Loaves & Fishes
has provided meals to 387 low-income Martinez-area residents or 77% of its
contractual goal for FY 2014/15.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Senior Outreach Services
PROGRAM NAME/NUMBER: Senior Center Care Management
15-18-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide care management services to 120 Urban
County seniors resulting in the resolution of issues
affecting health and wellness, quality of life, and
ability to live independently.
TOTAL PROGRAM COST: $ 349,880
AMOUNT REQUESTED: $ 20,000
AMOUNT RECOMMENDED
FY 2015/16: $ 15,000
FY 2016/17: $ 15,000
RECEIVED IN FY 2014/15: $ 10,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Senior Outreach Services (SOS) proposes to provide care
management services to 120 seniors from the Urban County. Services will include:
• Needs assessment
• Development of a care management plan
• Consultation with family and other providers, as needed
• Information and referral services
• Linkages to other appropriate services
• Providing Crisis intervention
• Reviewing financial, legal, or medical issues
• Save their homes from foreclosure
• Home visits are performed as needed
Care management staff will assist the client in the implementation of a care plan and
follow them through its execution. Additionally, SOS will coordinate with other service
providers, establishing agreements in order to improve the coordination and delivery of
services and to develop and implement systems consistent with providing integrated
and well-coordinated home care services.
The program is eligible, feasible and timely. The program is currently receiving CDBG
funds and meeting program requirements.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: To enhance the quality of life of senior
citizens and frail elderly, and enable them to maintain independence [CD-2].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary/ Seniors [24 CFR
570.208(a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population
served by the program are seniors. According to the U.S. Census Bureau
projections, older (over 65) and oldest (over 85) populations are expected to double
between 2003 and 2030. The need for integrative services continues to increase
with the increase of the population. Early identification and intervention is crucial to
maintaining the health and independence of seniors choosing to live at home as they
age. This program augments and enhances the existing services at senior centers,
and provides critical assessment and intervention for seniors and their caregivers.
SOS intends to reach its target population through an existing network of contacts
that includes other county agencies and local organizations.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $15,000 120 $166
Total Program Amount $349,880 570 $613
CDBG % of Total Budget 6%
Required Match – 50% $7,500
Amount Secured $276,880
Leverage* $18.45
*Does not include other CDBG funds from other
jurisdictions.
Approximately 20 percent of the program’s proposed budget is expected from CDBG
funds (County and other jurisdictions). The remaining budget consists of fundraising
and corporations/foundations. The agency has committed to meeting the budgetary
needs of the program from their fundraising efforts.
6. EXPERIENCE AND CAPACITY: SOS has been providing comprehensive services
to seniors and to severely disabled, ill, and homebound populations for over 45
years. The program would have direct supervision from the Care Mentor Program
Manager with oversight from the Executive Director. One Care Manager will conduct
the 9 hours of on-site services per week. SOS has met CDBG reporting
requirements in a timely manner.
7. PROGRAM READINESS AND TIMELINESS: The proposed program is ongoing
and fully staffed.
8. PAST PERFORMANCE: During the first six months of the current fiscal year, SOS
has served 103 seniors or 114 percent of its yearly goal of 90 seniors. In FY
2013/14, SOS served a total of 183 seniors.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Senior Outreach Services
PROGRAM NAME/NUMBER: Senior Nutrition (Congregate Café)
15-19-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide hot and nutritious lunches to 303 Urban
County seniors resulting in maintained and/or
improved health and welfare.
TOTAL PROGRAM COST: $278,175
AMOUNT REQUESTED: $ 20,000
AMOUNT RECOMMENDED
FY 2015/16: $ 15,000
FY 2016/17: $ 15,000
RECEIVED IN FY 2014/15: $ 10,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Senior Outreach Services (SOS) proposes to promote
socialization and community engagement in addition to meeting the basic nutritional
needs of seniors by operating the Congregate Cafes at various locations throughout the
County. In partnership with senior centers in Bay Point, Crockett and Rodeo, SOS
plays an active role in consumer education and outreach events that encourage seniors
to participate in the lunch program and to become involved in senior center activities.
The program’s outreach targets diverse cultural and ethnic communities and
encourages seniors to develop and maintain a healthy lifestyle.
The program also recruits and trains volunteers, integrating more persons into the social
fabric of the community and increasing utilization of senior centers. These activities
connect seniors with one another, volunteers and the community at large. Project
participants receive a hot, nutritious meal that provides one-third of the Recommended
Daily Allowances based on the U.S. Department of Agriculture’s Dietary Guidelines.
Anonymous donations are requested but not required. The program will serve 303
Urban County seniors
This program is eligible, feasible and timely. The program is well established and meets
Consolidated Plan goals.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Enhance the quality of life of senior citizens
and frail elderly, and enable them to maintain independence [CD-2].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary/Seniors [24 CFR
570.208(a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The programs target
population is elderly persons, severely disabled, and lower income persons. Census
information projects that the senior population will double between 2003 and 2030.
Accordingly, the demand for senior programs will continue to grow with the
population. Persons attending senior lunch programs are less likely to become
socially isolated, generally enjoy improved health and a greater sense of well-being
and are mentally more acute when compared to their homebound peers.
Participation in social programs is linked to longevity and a sense of purpose.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $15,000 303 $66.01
Total Program Amount $278,175 1,405 $197.99
CDBG % of Total Budget 7%
Required Match – 50% $7,500
Amount Secured $228,000
Leverage* $15.20
*Does not include other CDBG funds from other
jurisdictions.
The majority of the program budget is from the County Health Services Department.
The funding has been in place for multiple years and is expected to continue. Other
funding for the program is from Concord CDBG, Pittsburg CDBG, Walnut Creek City
Funds, and fundraising.
6. EXPERIENCE AND CAPACITY: SOS has been in operation for over 45 years
providing a wide range of services aimed at creating a suitable living environment
and helping seniors achieve and maintain a high quality of life. SOS works in
partnership with local crisis center, food banks and other agencies to provide
solutions to the rising needs of the aging population. The Program Manager has
been in her position for over ten years.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: The Senior Nutrition Program has consistently exceeded
its program goals and administrative requirements. During the first half of FY
2014/15, the program has already exceeded its annual goal by providing services to
220 seniors.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from an environmental
review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Monument Crisis Center
PROGRAM NAME/NUMBER: Critical Safety Net Resources for Families and
Individuals
15-20-PS
PROGRAM SERVICE AREA: Central County
PROGRAM OUTCOME: Provide wrap-around safety net services through on-
site food distribution, direct referrals to shelter,
workshops for financial assistance and employment,
referrals to healthcare, and on-site legal and crisis
support services. At least 2,766 lower income Urban
County residents will be provided services.
TOTAL PROGRAM COST: $2,014,620
AMOUNT REQUESTED: $ 50,000
AMOUNT RECOMMENDED
FY 2015/16: $ 15,000
FY 2016/17: $ 15,000
RECEIVED IN FY 2014/15: $ 10,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Monument Crisis Center (MCC) proposes to provide wrap-
around safety net services to lower income families. Services to be provided include:
food distribution; ESL classes; employment workshops, assistance in completing Medi-
Cal Healthy Families, and insurance forms; and other safety net services and basic
necessities.
The proposed program is eligible, feasible, and timely. Requested funding will be
allocated to staff salary and benefit expenses, and operational expenses (rent, utilities,
and the purchase of food).
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Ensure that opportunities and services are
provided to improve the quality of life and independence for lower income persons
and ensure access to programs that promote prevention and early intervention
related to a variety of social concerns such as hunger, substance abuse and other
issues [CD-1].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Low Income [24 CFR 570.208(a)(2)(i)(B)]
4. TARGET POPULATION AND DEMONSTRATED NEED: MCC opened 11 years ago
to meet the needs of the most vulnerable in the community, people that often miss
meals and need to choose between buying food or paying rent. MCC started as an
emergency food pantry but soon realized the critical need to address the underlying
causes and root effects of poverty. According to MCC, nearly all of their clients are
the working poor struggling at seasonal and underemployment making it extremely
difficult to provide for their families. Over 35 percent of its clients are female head of
household, over 50 percent are children, and almost 13 percent are homeless. The
clients of MCC need services that are accessible – both in location and content.
Many clients experience language barriers and have little or no formal education and
are intimated or lack the skill level to connect with available local resources without
the assistance of the MCC.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $15,000 2,766 $18.08
Total Program Amount $2,014,620 11,256 $178.98
CDBG % of Total Budget 35%
Required Match – 50% $5,000
Amount Secured $1.8 million
Leverage* $185
*Does not include other CDBG funds from other
jurisdictions.
MCC’s operational budget is funded primarily by corporations/foundations and
private donations. It is expected that MCC will continue to be successful in securing
corporate and foundation support with volunteer labor and in-kind donations filling in
the gap. MCC expects to continue to receive financial support from the cities of
Concord and Walnut Creek.
6. EXPERIENCE AND CAPACITY: MCC has been providing a plethora of valuable
services to the community for almost thirteen years.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: MCC has received County CDBG for the last seven years,
and has exceeded its performance goals each year
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Mt. Diablo Unified School District
PROGRAM NAME/NUMBER: CARES After School Enrichment Program
15-21-PS
PROGRAM SERVICE AREA: Bay Point Schools
PROGRAM OUTCOME: Provide after school enrichment classes for 580 K-8
students in Bay Point resulting in greater
understanding of the content of the enrichment
services, connection to and engagement in school,
and academic improvement.
TOTAL PROGRAM COST: $3,497,797
AMOUNT REQUESTED: $ 10,000
AMOUNT RECOMMENDED
FY 2015/16: $ 10,000
FY 2016/17: $ 10,000
RECEIVED IN FY 2014/15: $ 10,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Mt. Diablo Unified School District (MDUSD) proposes to
provide educational enrichment classes for students enrolled in the after school
programs at four Bay Point area schools: Bel Air, Rio Vista, Shore Acres elementary
schools, and Riverview Middle school. The proposed program provides academic,
enrichment and nutrition opportunities in a safe environment for students with the
greatest needs. Classes/activities will be provided during the 32-week school year and
six weeks during the summer. Activities will include dance, science, gardening, chess
club, drumming, and art. MDUSD will serve 580 K-8 students from the four schools.
The after school program operates between the hours of 2:00 and 6:00 p.m. All four
schools are located in areas that meet “area benefit” criteria (Census Tracts 3141.01
and 3142)
The proposed program is eligible, feasible and timely.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Increase opportunities for children/youth to be
healthy, succeed in school and prepare for productive adulthood [CD-3].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Area Benefit [24 CFR 570.208(a)(1)(i)]
4. TARGET POPULATION AND DEMONSTRATED NEED: The target populations are
students attending three elementary schools and one middle school locate in the
community of Bay Point. Bay Point is an area that meets Area Benefit criteria. The
percentage of low/mod income households in the area is 54.9 percent. All of the
schools have been identified as “underperforming schools.” MDUSD states that
many of the students in Bay Point are geographically isolated due to transportation
and economic reasons, and that there are very few enrichment activities available in
their community. The objectives of the program are to promote academic
performance, educational enrichment, school attendance, school safety and positive
behavior.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $10,000 580 $17
Total Program Amount $3,497,797 2,348 $1,489
CDBG % of Total Budget <1%
Required Match – 50% $5,000
Amount Secured $3,4 million
Leverage* $340
*Does not include other CDBG funds from other
jurisdictions.
.
6. EXPERIENCE AND CAPACITY: MDUSD has offered after school enrichment
programs since 1999. The After School Coordinator has been in her position for over
14 years and is well-respected in the field of after school programs.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: During FY 2013/14, the program served 700 students.
During the first two quarters of FY 2014/15, the program served 499 students – 71
percent of its annual goal.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: New Horizons Career Development Center
PROGRAM NAME/NUMBER: Education, Job Training, Life Skills, Job Placement
Program
15-22-PS
PROGRAM SERVICE AREA: West County (primarily the communities of Rodeo,
Crockett, and Hercules)
PROGRAM PURPOSE: The purpose of this program is to provide ongoing job
readiness education, job training, life shills, and
placement services to 300 persons who are
unemployed or underemployed.
TOTAL PROJECT COST: $154,000
AMOUNT REQUESTED: $25,000
AMOUNT RECOMMENDED
FY 2015/16: $25,000
FY 2016/17: $25,000
FY 2014/15 ALLOCATION: $25,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: New Horizons Career Development Center (New Horizons)
proposes to provide direct employment services to West County residents seeking
employment-related services at the Community Career Center located in Rodeo. The
services will include but not be limited to life skills development, resume development,
filling out a job application, Internet job seeking skills, GED preparations, introduction to
job seekers web pages, placement assistance, and job matching and follow-up to
promote job retention. In addition, New Horizons will host various job fairs throughout
the year. The program will serve a minimum of 300 residents from northern West
County. The Community Career Center is primarily staffed by community residents who
have been fully trained to meet the needs of those seeking assistance. The center is
open Monday – Friday from 8:45 AM to 4:45 PM, and Saturday from (9:00 AM to 1:00
PM.
The program is eligible, feasible and timely. The New Horizons Career Development
Center has been operating since 2005 and has been successful in attracting local
residents to utilize the services offered. New Horizons is the only job readiness
program in the Rodeo, Hercules, Crockett, and Port Costa areas, and is an affiliate site
for the Workforce Development Board’s One Stop Centers. .
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: General Public Services: Ensure that
opportunities and services are provided to improve the quality of life and
independence for lower-income persons, and ensure access to programs that
promote prevention and early intervention related to a variety of social concerns
such as substance abuse, hunger, and other issues [CD-1].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Benefiting extremely low- and very low-income
persons/income certification [24 CFR 570.208(a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: New Horizons has
identified a need for employment services in the north West County area. The area
includes populations that are both historically and presently severely impacted by
unemployment, underemployment, and many other employment challenges (i.e.
limited job readiness skills, life skills, training, and education). New Horizons Career
Development Center is located in Rodeo and will primarily serve residents of
northern north West County. Although there are other career centers in West
County, most are located in southern West County, serving primarily residents of
San Pablo, El Sobrante, and Richmond areas. Currently, there is a lack of career
development services and centers in northern West County and the New Horizons
Career Development Center meets this need. New Horizons will provide clients with
intensive one-on-one employment assistance designed to help them find jobs or
help them obtain the skills in acquiring a job. Outreach and marketing of the program
includes advertising, newsletters, brochures, surveys, and their website.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $25,000 300 $83
Total Program Amount $154,000 300 $513
CDBG % of Total Budget 16%
Required Match – 50% $12,500
Amount Secured $129,000
Leverage* $5.16
*Does not include other CDBG funds from other
jurisdictions.
6. EXPERIENCE AND CAPACITY: New Horizons has been operating since 2005.
The Center has received tremendous community support and input. The Center is
partly staffed by community members who have received extensive training in areas
that include customer service, resume writing, and computer applications. New
Horizons has established various partnerships with various agencies and
organizations within the County, such as Rubicon Programs, Inc., Martinez Adult
Education, and EASTBAY Works, to assist in providing some of the job readiness,
life skills, and education services of the career center.
7. PROJECT READINESS AND TIMELINESS: This is an existing program that is fully
staffed.
8. PAST PERFORMANCE: This will be the sixth year that New Horizons has been
awarded County for CDBG funds. In FY 2013/14, New Horizons provided services to
over 240 persons, and is on target for meeting its FY 2014/15 performance goals.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: None: Public Service activities are exempt from environmental
review.
FY 2015/16 & 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Northern California Family Center
PROGRAM NAME/NUMBER: Runaway Shelter Services
15-23-PS
PROGRAM SERVICE AREA: County-wide
PROGRAM OUTCOME: Provide 1-5 nights of emergency shelter, clothing and
food to 6 Urban County youth to prevent
homelessness and long-term institutionalization and
provide mediation and follow-up counseling services
for the youth and their parent(s).
TOTAL PROGRAM COST: $220,000
AMOUNT REQUESTED: $20,000
AMOUNT RECOMMENDED:
FY 2015/16: $0
FY 2016/17: $0
RECEIVED IN FY 2014/15: $N/A
CONDITIONS OF APPROVAL: N/A
PROGRAM ANALYSIS: Northern California Family Center (NCFC) provides
emergency shelter and counseling/mediation services to runaway youth and their
families in order to assist them in resolving their housing situation. NCFC p rovides a
24-hour hotline and receiving office, consultation services and shelter for up to 5 days.
Intake services are provided at a receiving site in Martinez and shelter services are
provided in certified foster homes throughout the County. The goal of the program is to
move youth to a stable housing situation. NCFC will provide services to 6 Urban
County youth.
Once the youth is sheltered in a safe place the program provides mediation services
between the youth and their parents to develop an agreement on where the youth will
live. The goal is to determine a stable living situation for the youth that is agreeable to
both parties. Counseling and therapy are available after mediation has been
completed.
The program has received CDBG funding in the past, most recently in FY 2010/11 for
$10,000. NCFC withdrew their application for funds for FY 2011/12 due to an inability to
meet the quarterly reporting requirements in a timely manner. It is unclear that NCFC
has satisfactorily resolved the issues related to timely submittal and sufficient record-
keeping of reports and other documents required under the CDBG program. Therefore,
staff recommends this project not be funded at this time.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Permanent Housing for the Homeless [H-1].
2. CDBG ELIGIBLE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary/ Homeless [24 CFR
570.208(a)(2)(i)(A)]
4. TARGET POPULATION AND DEMONSTRATED NEED: NCFC serves runaway,
throwaway and homeless youth throughout Contra Costa County who are under the
age of 18 and older than 8 years of age . Many of these youth are referred by Child
Protection Services or other agencies that cannot care for them. Twenty percent of
these youth have been abused or neglected, requiring coordination with Child
Protective Services. About forty percent are experiencing clinical depression,
ADHD, bipolar disorder, post traumatic stress disorder or some other diagnosable
mental health disorder which is often not being adequately treated. Providing a safe
place and shelter is the first step in providing stability to these youth.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $0 6 $0
Total Program Amount $220,000 65 $3,666
CDBG % of Total Budget 0%
Required Match – 50% N/A
Amount Secured $7,500
Leverage* N/A
*Does not include other CDBG funds from other
jurisdictions.
Requested CDBG funds are proposed to be used for intake staff, employee taxes
and insurance costs. NCFC has also requested CDBG funds from other jurisdictions
within the Consortium, however no other jurisdictions recommend funding for the
coming year. At this time, it is unclear how much funding has been secured for the
program, although NCFC expects to receive another HHS RHY grant for
approximately $159,000. They currently have $7,500 secured for the rest of 2015
through a grant from The George Sandy Foundation.
6. EXPERIENCE AND CAPACITY: NCFC has been providing services to runaway
youth since 1992 and shelter services since 1997 and received CDBG funding for
several years. The Executive Director is responsible for program operations and
oversight.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: The program has received CDBG funding in the past, most
recently 2010. In FY 2011/12, due to non-responsiveness to requests for
documentation and tardiness in the submission of required program reports, funding
to NCFC was reduced and it was stipulated that continued funding would be
dependent upon all reports and documents being submitted on time and with all
required backup documentation. In August, 2011, the agency withdrew their
application for the funding year as they were unable to meet these requirements.
They applied for funding again in FY 2012/13, but were denied due to continued
concerns over their ability to meet reporting requirements.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Ombudsman Services of Contra Costa
PROGRAM NAME/NUMBER: Ombudsman Services of Contra Costa
15-24-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide advocacy services to 775 Urban County
elders residing in long term care facilities, insuring
that these elderly residents receive proper health care
and necessary daily living support.
TOTAL PROGRAM COST: $357,665
AMOUNT REQUESTED: $10,000
AMOUNT RECOMMENDED:
FY 2015/16: $10,000
FY 2016/17: $10,000
RECEIVED IN FY 2014/15 $10,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: The program will provide advocacy services on behalf of frail
and dependent seniors. Services include investigation and resolution of elder abuse
and quality of care issues as well as staff and family education and training. Trained
volunteer ombudsmen regularly visit nursing homes and residential care facilities
thereby maintaining a presence in order to safeguard the rights of residents.
Ombudsman services will investigate and resolve complaints from 775 frail or
dependent Urban County elders.
Nursing homes located in the Urban County are visited once per week, providing frail
and dependent elders an opportunity to discuss any complaints with the volunteer
Ombudsman. Residential care facilities are visited on a quarterly basis, unless a
situation occurs that requires monitoring more often. Priority is given to cases of
suspected abuse.
The program is eligible, feasible, and timely. The program has received CDBG funds
for the past several years and has been successful in meeting goals and submitting
reporting requirements in a timely manner.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Non-homeless Special Needs Population [CD-
2].
2. CDBG ELIGIBLE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed beneficiary/Seniors [24 CFR
570.208(a)(2)(i)(A)]
4. TARGET POPULATION AND DEMONSTRATED NEED: Ombudsman Services
provides information from the Association of Bay Area Governments (ABAG) that
based on the projections from the 2010 census; there has been an increase of
approximately 66% in the County’s 60+ years of age population over the last ten
years. Medical advances have increased longevity. One of every eight people is
over 65 years of age and one in 67 is 85 years or older. The fas test growing age
group in California is the age group of 85+, which is the age of a typical nursing
home resident. Issues that can arise in nursing homes and residential care facilities
include physical or sexual abuse and inadequate diet and staffing. With costs of care
rising due to increased longevity and long-term intensive care, the possibilities for
abuse are increasing.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $10,000 775 $12.90
Total Program Amount $357,665 2,981 $119.98
CDBG % of Total Budget 3%
Required Match – 50% $5,000
Amount Secured $300,167
Leverage* $34.77
*Does not include other CDBG funds from other
jurisdictions.
County CDBG funds will be used for salarie s, employee taxes, and benefits. The
majority of the program funding comes from Federal funds and the program receives
funds from other CDBG jurisdictions in the County. Based on their funding history,
Ombudsman Services will raise sufficient funds to carry out the proposed program.
6. EXPERIENCE AND CAPACITY: The organization has provided the proposed
service since 1991. The longtime Executive Director recently retired. The interim
Executive Director is a state-certified volunteer and has been with the program for
several years. Ombudsman Services currently employs five staff persons and has
around 40 trained state-certified volunteers.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: The program has received CDBG funds since 1991 and
has successfully met program agreement goals and report ing requirements. For FY
2013/14, Ombudsman Services provided 847 Urban County seniors with services,
exceeding their goal of 775. As of the 2 nd Quarter of FY 2014/15, Ombudsman
Services has provided 444 seniors with services, 57% of their annual goal.
9. ENVIRONMENTAL/HISTORIC PESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Opportunity Junction
PROGRAM NAME/NUMBER: Bay Point Career Development Services
15-25-PS
PROGRAM SERVICE AREA: East County (primarily Bay Point)
PROGRAM OUTCOME: Provide a set of intensive, individualized vocational
services including assessment and development of
employment plans, case management and service
referrals, connections to in-demand vocational
training, and one-on-one career skills development to
110 persons.
TOTAL PROGRAM COST: $174,745
AMOUNT REQUESTED: $ 20,000
AMOUNT RECOMMENDED
FY 2015/16: $ 20,000
FY 2016/17: $ 20,000
RECEIVED IN FY 2014/15: $ 0
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Opportunity Junction proposes to provide intensive,
individualized vocational services to the community of Bay Point that will be integrated
into SparkPoint Contra Costa. SparkPoint is an innovative economic development
system providing deep, personalized services including assessment and development
of employment plans, case management and service referrals, connections to in-
demand vocational training, and one-on-one career sills development.
The program is unique because it provides services that extend beyond traditional
vocational services. These services commonly include transit passes or gas cards to
attend interviews, gift cards for groceries to ensure good nutrition and energy, free
interview and working wardrobes, vouchers for eye exams and glasses, and
reimbursement for job-search related expenses like background checks. Opportunity
Junction also offers free weekly classes in computer basics. Program staff members
include a bi-cultural and bilingual Career Development Case Manager. This is critical to
providing culturally appropriate services to the large proportion of Bay Point and
Pittsburg residents who identify as Latino. Often, clients receive services for up to three
years to help them achieve their goals. In addition to career development, clients are
provided credit and financial counseling and education, benefits enrollment, and
information on Individual Development Accounts (matched savings accounts).
The proposed program is eligible, feasible, and timely. Requested funding will be
allocated to staff (Case Manager and the Sr. Career Manager) salaries and benefit
expenses.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Ensure that opportunities and services are
provided to improve the quality of life and independence for lower income persons
and ensure access to programs that promote prevention and early intervention
related to a variety of social concerns such as hunger, substance abuse and other
issues [CD-1].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Low Income [24 CFR 570.208(a)(2)(i)(B)]
4. TARGET POPULATION AND DEMONSTRATED NEED: The Bay Point Career
Development Services program addresses the community need to match local,
hard-to-serve residents with jobs that enable them to support their families thus
reducing reliance on ongoing government support, improving outcomes for their
children, and enriching the local economy. Unemployment in the Bay Point,
Pittsburg, and Antioch areas are higher than the County average. Not surprisingly,
poverty rates in the three areas are higher than the County average – 25% in Bay
Point, 13% in Pittsburg, and 11% in Antioch. 46% of adults aged 25 or older have
attained no more than their high school diploma or equivalency and more than 17%
speak English “not well” or “not at all”
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $20,000 40 $500
Total Program Amount $174,745 110 1,588
CDBG % of Total Budget 11%
Required Match – 10% $2,000
Amount Secured $124,000
Leverage* $7.70
*Does not include other CDBG funds from other
jurisdictions.
The program’s operational budget is funded primarily by foundations and private
donations. It is expected that Opportunity Junction will continue to be successful in
securing foundation support to continue the program.
6. EXPERIENCE AND CAPACITY: The Bay Point Career Development Services
program has been providing services since July 2010.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: This will be the first year that this program will receive
CDBG funding. Since September 2010, 132 local residents have been placed in
employment at an average starting wage of $13.16 per hours. During the first six
months of this fiscal year, 16 job seekers with addressable barriers were place into
employment.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Pacheco/Martinez Homeless Outreach dba
Central County Homeless Outreach
PROGRAM NAME/NUMBER: Reaching Out to the Homeless
15-27-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide basic necessities, transportation to
shelters, and referral services to 200 Urban
County homeless individuals through nightly
vehicle rounds throughout the County.
TOTAL PROGRAM COST: $193,600
AMOUNT REQUESTED: $23,340
AMOUNT RECOMMENDED:
FY 2015/16: $12,626
FY 2016/17: $12,626
RECEIVED IN FY 2014/15: N/A
CONDITIONS OF APPROVAL: Contingency plan for staff absence
PROGRAM ANALYSIS: Reaching Out to the Homeless (ROH) is managed by
Central County Homeless Outreach (CCHO) and coordinates with the County’s
Homeless Program, several police departments in the County, Anka Behavioral
Health, and the County’s shelter programs to identify and provide homeless
individuals and families basic necessities, transportation to shelter, and referral
services. Their mission is to start the process of moving clients out of
homelessness. ROH will provide services to 200 Urban County homeless clients to
help them transition to a safe and healthier lifestyle.
Their outreach is performed by a team of two outreach workers, one of whom
founded the organization in 2003. ROH makes nightly vehicle rounds 5-6 nights-a-
week from 8 PM to 6 AM by vehicle and is also able to enter many encampments
and other areas that are not accessible by vehicle (in collaboration with local police
departments).
The outreach team makes contact with clients and provides basic necessities
(clothing, water, food, over-the-counter medicine, toiletries) in the field. They also
assess the clients’ physical/mental conditions and can provide transportation to
shelters and/or refer clients to additional homeless services provided in the
County. CCHO works to build a level of rapport and trust with their clients, who are
often wary or distrustful of services at the beginning, through continued nightly
visits to known areas where the homeless congregate.
CCHO coordinates with several local agencies to help identify and serve homeless
clients. They coordinate with local police departments to help identify encampment
areas and respond to homeless individuals with a high-need for service.
Additionally, CCHO works with various organizations in the County to introduce
their clients to shelter and referral services.
This program is eligible, feasible and timely. It is well established, meets
Consolidated Plan goals and has performed consistently well for many years.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Prevention Services for the Homeless [H-
2].
2. CDBG ELIGIBLE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary/Homeless [24 CFR
570.208(a)(2)(i)(A)]
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population
served by ROH is homeless individuals. Data gathered in the 2013 Homeless
Count by the County’s Homeless Continuum of Care shows that there were a
total of 1,350 individuals living in places not meant for human habitation in
Contra Costa County. In 2014, the number of individuals accessing services for
the homeless was over 8,000. Although shelters on any given night can only
provide beds for 15 percent of the estimated homeless population, there are
times the beds are not filled because of a lack of referral and knowledge of
availability within the homeless community.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $12,626 200 $63.13
Total Program Amount $193,600 1,510 $128.21
CDBG % of Total Budget 6.5%
Required Match – 10% $1,262
Amount Secured $59,950
Leverage* $14.33
*Does not include other CDBG funds from other
jurisdictions.
County CDBG funds will be used for salaries and employee taxes and benefits
along with workers compensation insurance and payroll services . The majority
of the program’s other funds come from local law enforcement agencies and
individual and in-kind donations. CCHO has applied to all local CDBG
jurisdictions. The cities of Antioch and Pittsburg have recommended CDBG
funds for the ROH program. CCHO is applying for CDBG funding for the first
time, but has existed for many years on in-kind donations, support from local
law enforcement and small donations from corporations and foundations.
6. EXPERIENCE AND CAPACITY: CCHO has been in existence for nine years
and the ROH program is the only program they administer. They have garnered
support from the County’s Homeless Program, local law enforcement agencies
as well as homeless services organizations and, in 2013, the Executive Director
received a Martin Luther King, Jr. Humanitarian award from the Board of
Supervisors for his work on the program. The program is staffed by a small
team of experienced outreach workers who are dedicated to the program’s
mission and goals. In order to leverage services the ROH program operates in
partnership with other non-profit agencies that advocate for the homeless,
including Anka Behavioral Health, SHELTER Inc., the County homeless
shelters, Greater Richmond Interfaith Project, and Bay Area Rescue Mission.
CCHO’s is currently a small organization with limited capacity. CCHO has
provided a staff absence contingency plan that indicates they plan to hire extra
staff and apprentices as well as always have at least 1 experienced outreach
worker in the field during shifts. This will allow CCHO to have more outreach
teams to provide year-around services in case any outreach worker is absent.
7. PROGRAM READINESS AND TIMELINESS: This program has been in
operation since 2005. The program is fully staffed and has developed an
extensive outreach program that has been highly effective in reaching the
target population. The agency is well established and works in partnership with
numerous local agencies and organizations. If awarded CDBG funding, the
program plans to expand by hiring more outreach workers and apprentices.
8. PAST PERFORMANCE: This is CCHO’s first time applying for CDBG funds.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service projects are exempt from an environmental
review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Pleasant Hill Recreation & Park District
PROGRAM NAME/NUMBER: Senior Service Network
15-28-PS
PROGRAM SERVICE AREA: Central County (Primarily Pleasant Hill area)
PROGRAM OUTCOME: Provide on-site care management services and crisis
intervention to 150 Urban County seniors resulting in
the prevention of displacement and/or premature
institutionalization.
TOTAL PROGRAM COST: $48,305
AMOUNT REQUESTED: $10,000
AMOUNT RECOMMENDED
FY 2015/16: $10,000
FY 2016/17: $10,000
RECEIVED IN FY 2014/15: $10,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: The Pleasant Hill Recreation & Park District (PHRPD)
proposes to provide on-site counseling and care management services at the Pleasant
Hill Senior Center to 150 seniors residing in the Pleasant Hill and surrounding areas.
Seniors receiving services are those who need assistance with entitlement services or
support for crisis and other serious concerns in order to prevent premature
hospitalization or institutionalization. Services to be provided include:
• Care management and coordination onsite 15 hours per week
• Counseling and assessment
• Assistance in gaining access to resources
• Early intervention and prevention of elder abuse
• Linkages to multiple health, psychological, and social services resources for
frail seniors
The program is eligible, feasible, and timely. PHRPD has been providing care
management services to low-income Urban County seniors since 1990.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: To enhance the quality of life of senior
citizens and frail elderly, and enable them to maintain independence [CD-2].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed beneficiary/ Seniors [24 CFR
570.208(a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population is
low income Pleasant Hill seniors. Seniors are the fastest growing segment of the
population and are most at risk for premature hospitalization or institutionalization.
According to the most recent statistics from the City of Pleasant Hill, 12 percent of its
residents are 65 years and older, and that number is expected to increase to 22
percent in the next ten years. The average cost of nursing home care in Contra
Costa is $60,000-$72,000 annually. Seniors and their families often do not know
where or how to access services necessary to help seniors maintain independence.
Many turn to senior centers as a resource. PHRPD proposes to provide on-site care
management services at the Pleasant Hill Senior Center that will help seniors gain
access to resources and maintain independence. Provision of such services may
prevent not only hospitalization and institutionalization but also homelessness.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $10,000 150 $66.67
Total Program Amount $48,305
CDBG % of Total Budget 21%
Required Match – 50% $5,000
Amount Secured $38,305
Leverage* $3.83
*Does not include other CDBG funds from other
jurisdictions.
6. EXPERIENCE AND CAPACITY: PHRPD has been providing care management
services to low-income seniors through the CDBG program since 1990. The Care
Manager, who has worked on the program for thirteen years, will provide direct care
management services. The program has been successful at meeting the
administrative requirements of the CDBG program.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: During FY 2013/14, the program served 164 seniors
exceeding their goal of serving 150. During the first six months of the current fiscal
year, the program has served a total of 87 seniors and is therefore well on its way to
meeting is goal.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Rainbow Community Center of Contra Costa
PROGRAM NAME/NUMBER: Kind Hearts Community Support Program
15-29-PS
PROGRAM SERVICE AREA: Central County
PROGRAM OUTCOME: Provide congregate meals, food pantry services,
home/friendly visitor services and wellness calls to 60
Urban County People with AIDS and Lesbian, Gay,
Bisexual and Transgender seniors to decrease
isolation and improve quality of life.
TOTAL PROGRAM COST: $71,786
AMOUNT REQUESTED: $10,000
AMOUNT RECOMMENDED:
FY 2015/16 $10,000
FY 2016/17: $10,000
RECEIVED IN FY 2014/15: $10,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Rainbow Community Center (“RCC”) serves two vulnerable
populations: people living with AIDS and Lesbian, Gay, Bisexual and Transgender
(“LGBT”) seniors, primarily in Central County. RCC has found that these populations
share common needs that can be addressed by one program. By combining services,
these residents can be helped in a cost effective manner. Program services operate
along a continuum that includes outreach and socialization activities, case
management, nutritional support and home-based services for those unable to access
the Center. The Kind Hearts program provides congregate meals, food pantry services,
wellness calls and home/friendly visits to over 85 Contra Costa County residents, with
60 being from the Urban County.
Research documents significant health disparities when LGBT seniors are compared to
their heterosexual contemporaries, including higher rates of depression, anxiety, self
harm and suicide. LGBT seniors become increasingly isolated as they age; further
impacting their physical and mental well-being. Without children, many LGBT seniors
lack personal relationships with younger people who can provide family support. In
addition, many feel uncomfortable accessing mainstream senior services , including
visiting senior centers. Many of the same concerns voiced by LGBT seniors also apply
to People with AIDS – fear of being stigmatized, lack of support as a peer network
disappears and difficulty with transportation.
RCC’s home/friendly visitor program is staffed by volunteers and Masters in Social
Work interns from Cal State East Bay. These volunteers provide on site and home visits
and wellness calls to the frail elderly and People with AIDS, decreasing isolation and
providing an ongoing assessment of a client’s condition , as well as delivering weekly
food supplies. The home visitors also work on helping isolated client’s rebuild their
social networks by conducting a social network assessment, identifying people in the
participants social circle who can provide additional socialization and support services.
The program is eligible, feasible, and timely. RCC has received County CDBG funds
since 2008 and has achieved their contract goals.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Non-homeless Special Needs Population [CD-
2].
2. CDBG ELIGIBLE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary: Seniors/Persons with HIV/AIDS
[24 CFR 570.208(a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: A recent study estimated
that between 4 and 8 percent of the County’s seniors are LGBT and approximately
65 percent live alone. Though the number of people dying from AIDS is decreasing,
HIV/AIDS continues to be a serious health concern in our community. People living
with HIV/AIDS and LGBT people need support to deal with their various needs.
However, for LGBT seniors and people with HIV/AIDS, finding adequate support is
often complicated by the fear that they will be rejected and discriminated against.
This rejection and discrimination leads to health disparities amongst persons living
HIV/AIDS. The National Academy of Sciences Institute of Medicine reports that
LGBT people are twice as likely to be uninsured and twice as likely to live in poverty.
Furthermore, the report and further research has revealed that LGBT people have
higher rates of depression, anxiety, self harm, and suicide. Home/friendly visitor
programs are a cost effective way to provide important support services to people
who are ill or housebound.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $10,000 60 $167
Total Program Amount $71,786 85 $844
CDBG % of Total Budget 14%
Required Match – 50% $5,000
Amount Secured $47,718
Leverage* $6.18
*Does not include other CDBG funds from other
jurisdictions.
County CDBG funds will be used to partially fund the salary of the volunteer
coordinator. Secured funding is through County Department of Health Services
contracts. Remaining funds will be secured through fundraising and
corporations/foundations.
6. EXPERIENCE AND CAPACITY: RCC has been in operation since 1996 as a
primarily volunteer organization. The agency has the capacity to continue to
manage and develop this program.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that has
been successful in providing services using a primarily volunteer staff.
8. PAST PERFORMANCE: RCC has received County CDBG funds since FY 2008/09
and has met the requirements of their contract. As of the 2nd quarter of the current
fiscal year, RCC has served 50 clients, putting them at 83% of their annual goal.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: The RYSE Center
PROGRAM NAME/NUMBER: RYSE Career Pathway Program
15-30-PS
PROGRAM SERVICE AREA: West County
PROGRAM OUTCOME: Operate the Career Pathway Program by providing career
development and soft skills support, media arts skill
development, paid work experience opportunities, and
academic enrichment and interventions. A total of 115
RYSE members will be provided services during the year.
TOTAL PROGRAM COST: $249,451
AMOUNT REQUESTED: $ 15,000
AMOUNT RECOMMENDED
FY 2015/16: $ 15,000
FY 2016/17: $ 15,000
RECEIVED IN FY 2014/15: $ 15,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: RYSE serves young people in West Contra Costa County ages
14 to 21. RYSE members include youth who are in and out of school, college bound,
homeless, LBGT, and some that have been incarcerated.
According to numerous reports, young people from Richmond and West Contra Costa
County face a myriad of challenges that hinder academic success and acquisition of
meaningful employment opportunities and financial stability. A marginalized community
needs adequate support from the community to offer its young adults access to
opportunities that provide long-term stability and support transition into adulthood. The
Career Pathway Program aims to address this problem by offering a combination of
career development and soft skills support, media arts skill development, paid work
experience opportunities and academic enrichment and intervention.
Career development programming integrates exposure to a variety of career pathways and
offers quality classroom and work-based learning opportunities. RYSE also supports youth
in acquiring desired employment and internships on site, in the community or with work
place partners.
RYSE has a proven track record for producing a safe space for youth where they feel
welcome, valued, and supported, and has created and implemented effective programming
that helps youth make lasting changes in their lives. This program is eligible, feasible, and
timely. RYSE has received CDBG funds since FY 2008 and has achieved their contract
goals.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Increase opportunities for children/youth to be
healthy, succeed in school and prepare for productive adulthood [CD-3].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201(e)].
3. NATIONAL OBJECTIVE: Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population is
youth ages 14-21 living in West Contra Costa County. There are other youth centers
in the West County area however none of them provide the amount and level of
services to be provided at RYSE. The program model is focused on youth leadership,
harm reduction, and social justice with the framework of addressing the causes of
violence and the harmful social and health outcomes associated with violence. The
program was developed as a result of extensive surveys taken of youth in the West
County area after four Richmond High School Students were killed. The West Contra
Costa Unified School District is the 20th largest school district in California with a
diverse population of students that speak over 80 different languages. Seventy eight
percent of the students meet eligibility for free or reduced lunches. Richmond High
School (that serves Richmond as well as San Pablo and North Richmond residents)
has a 4-year dropout rate of nearly 40 percent, and the greater Richmond area has
one of the highest youth homicide rates in California.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $15,000 115 $130
Total Program Amount $248,451 230 $1,084
CDBG % of Total Budget 6%
Required Match – 50% $7,500
Amount Secured $208,000
Leverage* $14
*Does not include other CDBG funds from other jurisdictions.
6. EXPERIENCE AND CAPACITY: The Executive Director has been with RYSE since
2008 and has successfully managed other youth programs for many years.
7. PROGRAM READINESS AND TIMELINESS: The program has secured funding to
operate the project for the last several years and is expected to secure the necessary
funds to continue its operations. The program is fully operational.
8. PAST PERFORMANCE: RYSE has met or exceeded its performance goals for the
last seven years.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING WAGE
ISSUES: Public Service projects are exempt from an environmental review.
FY 2015/16 & 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Shelter Inc. of Contra Costa County
PROGRAM NAME/NUMBER: Homeless Prevention and Rapid Rehousing Program
15-31-PS
PROGRAM SERVICE AREA: County-wide
PROGRAM OUTCOME: Provide rapid rehousing and homeless prevention
services to 270 Urban County residents to quickly
regain stable, permanent housing or maintain their
housing.
TOTAL PROGRAM COST: $792,660
AMOUNT REQUESTED: $27,000
AMOUNT RECOMMENDED:
FY 2015/16: $15,075
FY 2016/17: $15,075
RECEIVED IN FY 2014/15: $26,675
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Shelter, Inc. provides one-time direct financial rental/mortgage
assistance to low-income families to prevent eviction or foreclosure or to assist with
move-in costs. These households often face a housing crisis through no fault of their
own due to a temporary job loss, medical crisis or unexpected car repair. What would
be an inconvenience for many is a devastating crisi s for those struggling to make ends
meet. For those who are currently homeless and attempting to move into housing,
move-in costs are often in excess of what they can realistically afford. Preventing
homelessness is far more cost-effective than helping a homeless family tran sition from
the streets to temporary and permanent housing. Financial assistance will be provided
to 270 Urban County clients.
The Homeless Prevention Program has two components: Rental/Mortgage Assistance
and Prevention Case Management. Through the “Rental/Mortgage Assistance”
component, Shelter, Inc. receives direct funds from federal and state sources to
disburse to County residents to prevent eviction or mortgage foreclosure and to assist
the homeless with move-in costs for a new residence. A case manager determines the
ability of each household to maintain the proposed housing expense so that the
household doesn’t find itself in a perpetual crisis or ongoing homelessness.
Through the “Prevention Case Management” component, case managers provide
support and guidance to households that need help beyond one month’s rent, often due
to a temporary illness or disability. The services may include small rent supplement
payments and provide extensive resources through an information and referral network.
The program is eligible, feasible, and timely. Providing services to prevent
homelessness is consistent with the Consolidated Plan and the Homeless Continuum of
Care Plan. Staff is recommending that this project be funded at $11,600 less from
CDBG funds for the next fiscal year; however, staff is also recommending Emergency
Solutions Grant funding for Shelter Inc. at $86,925 to make up for the reduced CDBG
funding.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Prevention Services for Homeless [H-2].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24CFR 570.201(e)]
3. NATIONAL OBJECTIVE: Low and Moderate Income [24CFR 570.208 (a)(2)(i)(B)]
4. TARGET POPULATION AND DEMONSTRATED NEED: Shelter, Inc. provides
one-time financial assistance in order to help families in crisis avoid eviction or
foreclosures resulting in homelessness or to assist with move-in costs. Program
participants are generally the working poor whose income does not allow for
unexpected emergencies or whose income restricts their ability to afford move-in
costs.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $15,075 270 $55.83
Total Program Amount $792,660 1,060 $748
CDBG % of Total Budget 2%
Required Match – 50% $7,537
Amount Secured $150,000
Leverage* $51.58
*Does not include other CDBG funds from other
jurisdictions.
Requested CDBG funds will be used to pay staff salaries and employee taxes and
benefits. Shelter, Inc. has secured approximately 19 percent of the funds necessary
to carry out the program through foundations and private donations. Based on
funding history, Shelter, Inc. will be able to secure the required funds to carry out the
program.
6. EXPERIENCE AND CAPACITY: Shelter, Inc. has been operating a rental
assistance program in Contra Costa County since 1986 and has received CDBG
funding for this program since 1991. The Program Director has more than 20 years
experience serving the housing needs of homeless and at-risk residents of Contra
Costa County and will be responsible for general oversight of the program.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: Shelter, Inc. has been successful in meeting quantitative
goals. As of second quarter of the current funding year they have served 96 percent
of their annual goal.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Village Community Resource Center (VCRC)
PROGRAM NAME/NUMBER: VCRC Program Support
15-32-PS
PROGRAM SERVICE AREA: Brentwood
PROGRAM OUTCOME: VCRC will operate its Afterschool Academy program.
A total of 100 unduplicated children will be provided
after-school tutoring services.
TOTAL PROGRAM COST: $272,756
AMOUNT REQUESTED: $13,000
AMOUNT RECOMMENDED
FY 2015/16: $13,000
FY 2016/17: $13,000
RECEIVED IN FY 2014/15: $13,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: The Village Drive Community Resource Center (VCRC) is a
18-year old non-profit organization that was created to help empower residents and to
address the educational, social and health issues of disadvantaged and underprivileged
children, parents and community members residing in the immediate neighborhoods
surrounding along Village Drive in Brentwood. Today, VCRC primarily serves Latino
families and offers a variety of supportive services and activities for children, youth and
families. Services are preventive-focused, family friendly, and available in English and
Spanish. VCRC provides access to resources, which help improve neighborhood and
community conditions by implementing educational, social services, and health
components.
The proposed program is eligible, feasible, and timely. Requested CDBG funding will
be used to pay for staffing.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Ensure that opportunities and services are
provided to improve the quality of life and independence for lower income persons
and ensure access to programs that promote prevention and early intervention
related to a variety of social concerns such as hunger, substance abuse and other
issues [CD-1].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: VCRC is an 18 year old
non-profit organization that was created to help empower residents living in socially
and economically disadvantaged neighborhoods along and surrounding Village
Drive. VCRC’s application cites many statistics about the need for the plethora of
services provided at the Center including the need for after school tutoring.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $13,000 100 $130
Total Program Amount $272,756 115 $2,371
CDBG % of Total Budget 5%
Required Match – 50% $7,500
Amount Secured $259,000
Leverage* $19.98
*Does not include other CDBG funds from other
jurisdictions.
6. EXPERIENCE AND CAPACITY: VCRC has provided a variety of human services
and social programs to residents of the Village Drive neighborhoods for the past 18
years. The agency is well respected in the community and serves thousands of
persons each year. The Executive Director has been with VCRC for over three years
and is very familiar with the CDBG program requirements.
7. PROGRAM READINESS AND TIMELINESS: The current program is fully staffed
and programs are operating effectively.
8. PAST PERFORMANCE: VCRC met its performance goals in FY 2013/14, and is on
target to meeting its goals in FY 2014/15.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Tides Center (Fiscal Agent)
PROJECT NAME/NUMBER: West Contra Costa Family Justice Center
15-33-PS
PROJECT LOCATION: 246 24th Street, Richmond
PROJECT OUTCOME: Operate the West County Family Justice Center
(FJC) to provide one-stop services to victims of
domestic violence, sexual assault, child abuse,
elder abuse and human trafficking.
TOTAL PROJECT COST: $861,904
AMOUNT REQUESTED: $ 30,000
AMOUNT RECOMMENDED
FY 2015/16: $ 15,000
FY 2016/17: $ 15,000
RECEIVED IN FY 2014/15: $0
CONDITIONS OF APPROVAL: None
PROJECT ANALYSIS: The West Contra Costa Family Justice Center (FJC) started
operating in 2011 at a temporary location in Richmond’s Hilltop Mall serving victims and
survivors of domestic violence, sexual assault, child abuse, elder abuse and human
trafficking. According to the FJC, in Contra Costa County, nearly 10,000 child abuse cases
and 2,000 elder abuse cases are reported annually. In addition, there are over 3,000
domestic violence related arrests per year. Medical studies link long term effects of family
violence and abuse to a number of serious health problems, from diabetes to obesity, to
substance abuse and eating disorders. Abused women experience physical and
emotional problems for many years after abuse ends. Children exposed to family violence
often suffer from a variety of health and mental health conditions including post-traumatic
stress and other psychological issues which can go on untreated for years. Exposure to
violence reshapes the human brain and increases antisocial behavior, substance abuse,
mental illness, and adverse health outcomes in adulthood.
When survivors of interpersonal violence seek help, they are often frustrated by a fractured
social services system. They may have to travel to multiple locations and tell their stories
repeatedly. According to the FJC, national statistics show that victims may have to access
as many as 32 different agencies for assistance. These hurdles can discourage their
efforts and cause many people to simply stop seeking help. The FJC brings public and
private partners together under one roof to provide comprehensive wrap-around services.
Between August 2013 and July 2014, the FJC coordinated services and referrals for 247
families. The FJC is a unique and effective public-private partnership with integrated
services and extensive community connections.
FJC’s fiscal sponsor (The Tides Center) has entered into a long-term lease with the City of
Richmond to occupy the building on 24th Street in Richmond, and use it as a family justice
center to “provide coordinated services to victims of domestic violence.” The City of
Richmond provided a $2 million bridge loan to finance the majority of the renovation work
to the building but sufficient funding was not available to complete the building/site
improvements proposed in the application for CDBG funds. The primary renovation project
will be completed in April 2015 and the FJC plans to move into is permanent location
shortly thereafter. The project is eligible, feasible, and timely.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Ensure that opportunities and services are
provided to improve the quality of life and independence for lower income persons and
ensure access to programs that promote prevention and early intervention related to a
variety of social concerns such as hunger, substance abuse and other issues [CD-1].
2. CDBG ELIGIBILE ACTIVITY: Public Service [24 CFR 570.201(e].
3. NATIONAL OBJECTIVE: Presumed Beneficiary [24 CFR 570.208(a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population
benefiting from this project are victims and survivors of domestic violence, sexual
assault, child abuse, elder abuse and human trafficking.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $15,000 500 $30
Total Program Amount $861,904 2,300 $374
CDBG % of Total Budget 2%
Required Match – 10% $1,500
Amount Secured $761,904
Leverage* $50.79
*Does not include other CDBG funds from other
jurisdictions.
6. EXPERIENCE AND CAPACITY: Tides Center has been a fiscal sponsor for other
CDBG funded public services projects in the past. The FJC Executive Director has
been the recipient of CDBG funds as well when she was employed with another
organization. Consequently, both Tides Center and main FJC staff have experience in
receiving County CDBG funds and are familiar with the County’s requirements.
7. PROJECT READINESS AND TIMELINESS: This is an existing program and staff are
in place to continue providing these critical services to victims and survivors of
domestic violence, sexual assault, child abuse, elder abuse and human trafficking.
8. PAST PERFORMANCE: This is a new project however staff at both agencies have
worked with CDBG funded projects in other capacities and are very familiar with the
CDBG program requirements and regulations.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING WAGE
ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: West County Adult Day Care
PROGRAM NAME/NUMBER: Alzheimer’s Respite Center
15-34-PS
PROGRAM SERVICE AREA: West County
PROGRAM OUTCOME: Provide day care services five days per week for 25
Urban County seniors with Alzheimer’s/dementia
resulting in retention of housing and delay of
institutionalization.
TOTAL PROGRAM COST: $230,500
AMOUNT REQUESTED: $ 18,000
AMOUNT RECOMMENDED
FY 2015/16: $ 18,000
FY 2016/17: $ 18,000
RECEIVED IN FY 2014/15: $ 15,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: West County Adult Day Care (WCADC) provides day care
services five days per week 10 hours per day Monday through Friday to Alzheimer’s
victims and other elderly persons who need constant supervision. The program provides
meals, personal grooming assistance, a variety of therapies, social activities, a monthly
family support group, and respite to primary care givers. Day care services will be
provided to at least 25 families from the Urban County.
The services offered by the program have been proven to delay long term placement for
elders with Alzheimer’s/dementia, as well as allowing caregivers to continue with a
normal work schedule.
The proposed program is eligible, feasible, cost effective and timely. The program has
received CDBG funds for several years. WCADC exceeded its goal in FY 2013/14, and
is on track to meet or exceed its goal this fiscal year.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Enhance the quality of life of senior citizens
and frail elderly, and enable them to maintain independence [CD-2].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Presumed Beneficiary/Seniors [24 CFR
570.208(a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The program will serve
seniors living with Alzheimer’s disease and related conditions. Alzheimer’s disease
is a condition for which no viable treatment or cure exists. As the disease
progresses, the person becomes increasingly impaired both physically and mentally.
Because the impaired person cannot be left unattended, it becomes impossible for
the caregiver to work outside the home.
While a primary component of the program is to provide respite to the primary care
giver, the beneficiary of the program is the senior whose life is enriched through the
therapeutic and recreational activities provided. WCADC cites studies that show
that respite care can delay long term care placement by approximately a year and
reduce stress to care givers. These services also reduce the financial toll for
families. All clients are low-income and over 50 percent are ethnic minorities.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $18,000 25 $720
Total Program Amount $230,500 55 $4,190
CDBG % of Total Budget 8%
Required Match – 50% $9,000
Amount Secured $190,000
Leverage* $10.55
*Does not include other CDBG funds from other
jurisdictions.
For several years, the program has received funding from the Richmond CDBG
Program, Lesher Foundation, and a contract from Adult Education. These funding
sources are expected to continue in FY 2015/16, and along with other smaller
grants, will be sufficient to carry out the program next year. Client fees account for
approximately 33 percent of the total program budget.
6. EXPERIENCE AND CAPACITY: The organization has provided the proposed
service to the target population since 1985. The program is staffed by one full-time
(Activity Coordinator) and many part -time employees and volunteers. The part-time
employees include a program coordinator, numerous health aides, and movement
therapist. The executive director has been with the program since 1985 and has
successfully increased the days and hours of operation as well as the number of
persons able to be served by the program.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: WCADC exceeded its performance goals last year and is
on target for meeting or exceeding the performance goals for this fiscal year.
Quarterly reports are submitted in a timely manner.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from an environmental review.
FY 2015/16 & FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: YWCA of Contra Costa County
PROGRAM NAME/NUMBER: YWCA Family Empowerment Program
15-35-PS
PROGRAM SERVICE AREA: Bay Point
PROGRAM OUTCOME: Provide mental health, physical health, and
social/emotional skills training services to
approximately 125 families who have children
enrolled in the YWCA’s day care program. At the end
of the year, all children will have passed the Desired
Results Development Profile Assessment tool.
TOTAL PROGRAM COST: $24,000
AMOUNT REQUESTED: $12,000
AMOUNT RECOMMENDED
FY 2015/16: $10,000
FY 2016/17: $10,000
RECEIVED IN FY 2014/15: $10,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: YWCA proposes to provide a family-based program for a
minimum of 125 low-income families served by the YWCA at its facilities in Bay Point
(Bay Point Child Care and Delta Child Care). The programs provided include:
• Children’s Self-Esteem Program provides mental, social and emotional skills
training by the Girl Scout program.
• Public/Physical Health Care Program provides families with health care
education and assistance with receiving direct care.
• Mental Health Program provides parenting classes, weekly play-therapy sessions
for children with social or emotional problems, and family therapy.
The purpose of the Family Empowerment Program is to assist low-income families in
breaking the cycle of poverty by helping family members, including youth, develop a
positive self-concept, improve social/emotional skills, and to become physically and
mentally healthy. Bay Point is an unincorporated area that meets “area benefit”
criteria 1. Families participating in these programs are members of the YWCA who have
children in the YWCA day care program. Outreach will also be targeted to the
neighborhoods and community centers adjacent to the area.
The proposed project is eligible, feasible, and timely. The YWCA has provided these
services to low-income Urban County families through CDBG since 1995. The YWCA
has consistently met contract goals in a timely and cost-effective manner.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Ensure that opportunities and services are
provided to improve the quality of life and independence for lower income persons
and ensure access to programs that promote prevention and early intervention
related to a variety of social concerns such as hunger, substance abuse and other
issues [CD-1].
2. CDBG ELIGIBILE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Area Benefit [24 CFR 570.208(a)(1)(i)].
4. TARGET POPULATION AND DEMONSTRATED NEED: YWCA cites data taken
from the California Department of Education, Sperlings Best Places, and City Data
websites showing how Bay Point compares to other areas in the County relative to
population, economics, crime, nutrition, education, and cost of living data.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $10,000 125 $96
Total Program Amount $24,000 125 $192
CDBG % of Total Budget 50%
Required Match – 50% $5,000
Amount Secured $14,000
Leverage* $1.40
*Does not include other CDBG funds from other
jurisdictions.
6. EXPERIENCE AND CAPACITY: YWCA has received funding through the CDBG
program to provide childcare and family empowerment services since 1995. They
have consistently met programmatic goals. YWCA staff needed to carry out the
program include two part time (12 percent FTE each) Program Manager and a part
time (3 percent FTE) Marriage and Family Therapist (MFT), and an MFT intern.
7. PROGRAM READINESS AND TIMELINESS: This is an ongoing program that is
fully staffed.
8. PAST PERFORMANCE: In past funding years the YWCA has met their
performance goals.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
FY 2015/16 & 2016/17 EMERGENCY SOLUTIONS GRANTS (ESG)
APPLICANT: Health Services Department
PROGRAM NAME/NUMBER: Adult Interim Housing Program
15-01-ESG
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide 150 Urban County homeless clients year-
round emergency shelter beds and wrap-around
services.
TOTAL PROGRAM COST: $2,067,741
AMOUNT REQUESTED: $105,000
AMOUNT RECOMMENDED:
FY 2015/16: $105,000
FY 2016/17: $105,000
RECEIVED IN FY 2014/15: $84,025
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: The Contra Costa County Health Services Department (HSD)
operates two emergency homeless shelters for single adults —the Central County
shelter in Concord with 75 beds and the West County shelter in Richmond with 100
beds. The shelters are the main points of entry for the homeless into the continuum of
homeless and housing services.
The shelters are open 24-hours a day and provide meals, laundry facilities, mail, health
screenings, telephones and a wide array of on-site support services. Upon entry into the
shelter, each resident is assigned a case manager to assist the individual in determining
an appropriate service plan that will help them (re)-gain housing as soon as possible.
Engaging individuals the moment they walk into the shelter reflects the transition to a
“housing-first” approach to service delivery that aims to reduce shelter stay and find
appropriate housing that fits individual needs, subsequ ently reducing recidivism.
HSD is requesting ESG funds to help support operating costs at the two County run
emergency homeless shelters. The funding will be used to cover utilities.
The shelter program is eligible, and consistent with County priorities and policies as
identified in the County’s Consolidated and Continuum of Care plans. The County
shelters provide emergency housing and services to very-low income homeless
individuals and are the entry point for many individua ls seeking services to assist them
in achieving permanent housing and a stable living environment. The shelters will serve
up to 850 individuals per year.
HSD also receives CDBG funds to provide shelter and supportive services (see FY
2015/16 CDBG staff report No. 15-07-PS).
EVALUATION CRITERIA
1. Consistency with homeless shelter and service priorities: Provision of shelter
and related support services for homeless persons, including the elderly and
disabled, is identified as a need in the FY 2015-2020 Contra Costa Consortium
Consolidated Plan. The Contra Costa County Continuum of Care Homeless Plan
identifies the need to preserve existing programs and services in the Continuum of
Care system.
2. Eligibility: ESG funds may be used to provide emergency shelter operations [24
CFR 576.102(a)(3)]. As proposed, ESG funds will be used to help cover the costs of
utilities.
3. Target Population: The County shelters serve very-low income, homeless single
adults, including the elderly and persons with disabilities. In FY 20 13/14 the shelter
served 216 Urban County clients. 66% of shelter residents were men, 34% were
women.
4. Project feasibility/cost effectiveness/budget issues: The County shelter program
is an ongoing program. During FY 2013/14, shelter was provided to 990 individual
homeless adults, of which 216 were Urban County clients . The program costs
$31.38/bed-night based on the proposed FY 20 15/16 budget. The cost per client is
$2,432.
The objectives of the program are:
60 percent of the persons exiting interim housing will be placed in
permanent, transitional, sober living or more appropriate emergency
housing.
50 percent of the persons exiting interim housing will obtain additional
benefits/income as a result of their participation in interim housing.
ESG funds have been used to support the County’s emergency shelters for the past
several years.
5. Proposed match/leveraging: Funds from Federal, State, and Local government
sources will act as a match for County ESG funds. HSD has approximatel y
$1,740,842 in secured funding. Every dollar of ESG funding leverages $23.32 from
other sources.
6. Experience: The Health Services Department has primary responsibility in running
the emergency shelters. The County’s Homeless Program Director has general
oversight of the program and has been with the department since 1997.
7. Project readiness/timing: Project is ongoing. Provision of ESG funds would allow
the emergency shelters to remain in operation year-round with 175 beds.
8. Involvement of homeless in project: Each shelter holds a weekly house meeting
to identify issues and solve problems. A Resident Council meets as needed to
discuss shelter policy and operations. Client surveys are disseminated at least once a
year to obtain resident feedback on shelter operations and, homeless ombudsmen
services are available five days a week. Shelter residents are involved in the day-to-
day operation of the shelters. Residents are responsible for keeping their sleeping
areas clean and orderly, and they rotate chores for common and outdoor areas.
Residents serve their own meals, including dining room set-up.
9. Marketing/Outreach. The County Homeless Program sponsors the Shelter Intake
Hotline, a toll-free telephone information and referral service that provides intake and
screening for homeless persons seeking shelter. Individuals may call this line 24 -
hours a day to request a shelter bed or other services. Additionally, the Contra Costa
County “Street Sheets,” published by the Association of Homeless and Housing
Service Providers, list the Shelter Intake Hotline number, in addition to other
information, in both English and Spanish. The largest number of referrals comes
from Central County Homeless Outreach and the HOPE outreach teams that are on
the streets five days a week linking homeless to shelter and services.
10. Environmental issues. This project involves funding the operations of a homeless
shelter and is exempt under the required National Environmental Policy Act (NEPA)
review.
11. Local support. The County’s homeless shelter program success is enhanced by
community support. Community and service groups donate food, clothing, linens and
equipment. Approximately 15 volunteer, faith-based organizations provide meals
each month. The shelters are accessed through the Shelter Intake Hotline and both
are regularly advertised in the publication “Street Sheets”.
FY 2015/16 & 2016/17 EMERGENCY SHELTER GRANTS (ESG)
APPLICANT: Health Services Department
PROGRAM NAME/NUMBER: Calli House Youth Shelter
15-02-ESG
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide year-round emergency shelter beds and
support services to 25 homeless youth in Urban
County.
TOTAL PROGRAM COST: $497,228
AMOUNT REQUESTED: $10,000
AMOUNT RECOMMENDED:
FY 2015/16: $10,000
FY 2016/17: $10,000
RECEIVED IN FY 2014/15: $10,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Health Services Department (HSD) operates the Calli House
Youth Shelter, a program that provides 18 shelter beds as well as day center services to
youth ages 14 to 21. The program was established in 2002 and is housed in two
locations. Calli House has 6 beds for youth under the age of 18, and the Calli House
Annex, located in the adult shelter facility 200 feet away, provides 12 beds to youth that
are 18 to 21. Both facilities are collectively referred to as Calli House.
The shelters are open 24-hours a day and provide meals, laundry facilities, mail, health
screenings, telephones and a wide array of on-site support services. Youth have the
ability to live in the shelter or access the Day Center for basic services. HSD projects
150 unduplicated youth will access the Day Center annually. Additionally, a total of 110
unduplicated youth will be provided shelter services, including 60 youth under age of 18
at Calli House and 65 youth ages 18 to 21 at the Calli House Annex.
The youth shelter program is eligible and consistent with County priorities and policies
as identified in the County’s Consolidated and Continuum of Care plans. Calli House
provides emergency housing and services to homeless youth and is the entry point for
many individuals seeking services to assist them in achieving permanent housing and a
stable living environment.
EVALUATION CRITERIA
1. Consistency with homeless shelter and service priorities: Provision of shelter
and related support services for homeless persons, including the elderly and
disabled, is identified as a need in the FY 2015-2020 Contra Costa Consortium
Consolidated Plan [H-1]. The Contra Costa County Continuum of Care Homeless
Plan emphasizes the need to preserve existing programs and services in the
Continuum of Care system.
2. Eligibility: ESG funds may be used to provide operating support [24 CFR
576.102(a)(3)]. As proposed, ESG funds will be used to help cover the costs of
utilities.
3. Target Population: The County shelters serve very-low income, homeless youth.
In FY 2013/14, 111 unduplicated youth were served. Nearly 44 percent of the
residents had a disability.
4. Project feasibility/cost effectiveness/budget issues : HSD proposes to provide
25 unduplicated Urban County youth with shelter, food and support services
annually. A total of 6,570 bed-nights will be provided, with the average length of
stay at 30 days.
The goals of Calli House are as follows:
At least 100 County runaway and homeless youth will be provided shelter,
food, and other services.
90 percent of all youth exiting Calli House will be placed in permanent,
transitional, sober or more appropriate emergency housing.
75 percent of youth will have improved health outcomes as a result of the
support services offered.
HSD will use ESG funds to pay for a portion of the operating costs of the shelter
including utilities. Previously ESG funds have been granted in the amount of
$10,000 in FY 2013/14 and FY 2014/15.
5. Proposed match/leveraging: The ESG match requirement is 100 percent of the
grant amount, which is easily met by Federal, State, and local funds in the amount of
$487,228. Each dollar of ESG funds will leverage an additional $48.72 in other
resources.
6. Experience: Contra Costa Health Services is responsible for the overall
coordination, monitoring, and funding of this ongoing shelter program. The program
has been in operation since 2002.
7. Project readiness/timing: Project is ongoing. Provision of ESG funds will allow the
emergency shelter to remain in operation year-round with 18 beds.
8. Involvement of homeless in project: Homeless individuals are able to directly
participate in policy-making decisions through the Contra Costa Interjurisdictional
Council on Homelessness (CCICH). CCICH serves in advisory capacity to the
Board of Supervisors on issues related to homelessness. CCICH also participates in
long-range planning and development of strategies to alleviate homelessness in the
County, including the development and implementation of the Continuum of Care
Plan.
In addition, house meetings are held weekly in the shelter to identify issues that
residents may have. This gives staff and shelter residents an opportunity to engage
in pro-active problem solving. Focus groups are convened on an as-needed basis,
and client surveys are disseminated at least once per year.
9. Marketing/Outreach: The program is marketed primarily through the toll free 24 -
hour Homeless Hotline, Calli House hotline, and Shelter Intake hotline. In addition,
the hotline and shelter services are part of the “Street Sheets”, a regional bilingual
publication of the Association of Housing and Homeless Services Providers.
Referrals also come from the HOPE outreach teams and Central County Homeless
Outreach team who are on the streets five days/nights a week linking homeless to
shelter and services.
10. Environmental issues: This project is classified as exempt under the National
Environmental Policy Act.
11. Local support: Calli House has developed a network of service providers to meet
the needs of the youth, including agencies such as Children’s Protective Services,
police departments, West Contra Costa Unified School District, Rubicon, Opportunity
West and other youth shelters in the greater Bay Area.
FY 2015/16 & 2016/17 EMERGENCY SOLUTIONS GRANTS (ESG)
APPLICANT: Shelter, Inc. of Contra Costa County (SHELTER)
PROGRAM NAME/NUMBER: Homeless Prevention and Rapid Rehousing Program
15-03-ESG
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide rapid rehousing and homeless prevention
services to 140 Extremely-Low-Income (below 30% of
Area Median Income) and/or homeless individuals
and families in the Urban County to quickly regain
stable, permanent housing or maintain their housing.
TOTAL PROGRAM COST: $792,660
AMOUNT REQUESTED: $86,925
AMOUNT RECOMMENDED:
FY 2015/16: $86,925
FY 2016/17: $86,925
RECEIVED IN FY 2014/15: $75,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Shelter, Inc. provides homelessness prevention and rapid
rehousing services to low income individuals and families in Urban County.
The homelessness prevention element provides housing relocation and stabilization
services and rental assistance to extremely low income (below 30% AMI) Urban County
resident’s as necessary to prevent the individual or family from becoming homeless.
Assistance is used to help program participants regain stability in their current
permanent housing or move into other permanent housing and achieve stability in that
housing. Participants receive case management services to help determine how best to
maintain their housing. Clients must demonstrate that they would become homeless if
not for this assistance and that they can be reasonably expected to maintain housing
once the subsidy ends.
The rapid rehousing element provides housing relocation/stabilization services and
financial assistance in paying deposits, rent and utility bills to help homeless individuals
and families quickly regain and maintain housing and self -sufficiency. Eligible clients
must meet HUD’s definition of homelessness, have no appropriate housing options, lack
sufficient resources and support networks necessary to secure or main tain housing
without ESG assistance, agree to meet with a case manager for stabilization/relocation
services and demonstrate that they would remain homeless if not for this assistance.
The program differentiates between the chronically homeless and those who can be
reasonably expected to maintain their housing when the subsidy ends.
Eligible costs include utilities, security deposits, short-term (1-3 months) rental
assistance, utility deposits/payments and moving costs. All direct assistance is paid to
a third party (i.e. landlord, utility company) and is considered a grant on behalf of the
client.
This project is eligible, feasible and timely. It is consistent with HUD’s priorities for the
ESG program and with the County’s Consolidated Plan and the Homeless Continuum of
Care Plan.
EVALUATION CRITERIA
1. Consistency with homeless shelter and service priorities: Reducing the
incidence of homelessness and assisting in alleviating the needs of the homeless is
identified as a priority in the FY 2015–2020 Contra Costa Consortium Consolidated
Plan [H-2]. Preserving existing programs and services in the continuum of care, and
enhancing people’s ability to achieve stable housing and economic self-sufficiency
are high priority recommendations in the Contra Costa County Ending Homelessness
in Ten Years plan.
2. Eligibility: ESG funds will be used to provide housing relocation/stabilization
services and direct financial assistance, which are eligible under the Emergency
Solutions Grant Homeless Prevention and Rapid Rehousing component [24 CFR
576.103, 576.104, 576.105, and 576.106]. Eligible costs include rental assistance,
security and rental deposits, utility payments and housing search and assistance.
Funding will also be allocated for staff positions, which are eligible under the ab ove
activities.
3. Target Population: This project serves individuals and families who are at risk of
losing their housing and homeless individuals and households who are ready to
transition into stable permanent housing. Homelessness Prevention clients must be
extremely-low-income (below 30% AMI) and lack sufficient resources to remain
housed if not for this assistance. Eligible Rapid Rehousing clients must meet the
HUD definition of homelessness as amended by the HEARTH Act, have no
appropriate housing options, have an annual income of less than 30% AMI and lack
sufficient resources to secure or maintain housing without ESG assistance.
4. Project feasibility/cost effectiveness/budget issues: This project is eligible,
feasible and timely. Shelter, Inc is able to piggyback on existing rapid rehousing
services and move quickly in making these funds available to those in need. Based
on funding history, Shelter, Inc. will be able to secure the required funds to carry out
the program.
5. Proposed match/leveraging: This project proposes to leverage County ESG
($86,925) funds with Emergency Food and Shelter Grant (FESG) funds ($30,000),
State ESG funds ($316,000) and grants from foundations and fundraising
($296,660). The FESG and State ESG funds are not guaranteed as both programs
are at risk of budget cuts; all other funding sources are proposed and/or estimated.
If all funds are provided at the proposed levels, each dollar of County ESG would
leverage $8.23 in other funds.
6. Experience: Shelter, Inc. is the lead agency in the REACH Plus collaborative which
is comprised of six experienced housing and supportive service providers in Contra
Costa. The agency operates a broad range of programs including transitional
shelters, permanent housing opportunities for special populations, rental assistance,
and fair housing counseling. Shelter, Inc. was also the lead agency in the County’s
Homelessness Prevention/Rapid Rehousing Program. Under the agency’s direction
the program has exceeded the estimate for clients and households served. The
Program Director has more than 20 years experience serving the housing needs of
homeless residents of the County and will be responsible f or general oversight of the
program.
7. Project readiness/timing: This program builds on those services established under
the County’s HPRP program, allowing the agency to move quickly in making these
funds available to homeless clients.
8. Involvement of homeless in project: In consultation with a case manager,
participants in the program develop their own budgets and a plan for achieving and
maintaining housing. Shelter, Inc. is an active participant in the Contra Costa Inter -
jurisdictional Council on Homelessness (CCICH), which is charged with providing a
forum for communication among providers and homeless clients.
9. Marketing/Outreach: The agency maintains direct relationships and referral
agreements with other community service agencies and also participates in a variety
of community resource fairs.
10. Environmental issues: This project involves providing homeless prevention and
rapid rehousing services to the homeless and therefore is classified as exempt
under the required National Environmental Policy Act (NEPA) review.
11. Local support: The Homeless Prevention and Rapid Rehousing Program has the
support of local community service agencies. Additional support and contributions
are received from service clubs, the faith-based community and neighborhood
organizations.
FY 2015/16 & 2016/17 EMERGENCY SOLUTIONS GRANT (ESG)
APPLICANT: STAND! For Families Free of Violence
PROGRAM NAME/NUMBER: Rollie Mullen Emergency Shelter
15-04-ESG
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide emergency homeless shelter and support
services for 40 women and their children who are
displaced due to domestic violence.
TOTAL PROGRAM COST: $518,718
AMOUNT REQUESTED: $31,000
AMOUNT RECOMMENDED:
FY 2015/16: $31,000
FY 2016/17: $31,000
RECEIVED IN FY 2014/15: $31,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: For more than 30 years, STAND! For Families Free of
Violence (STAND) has provided services and emergency shelter to victims of dome stic
violence. Annually, approximately 6,000 emergency shelter bed-nights are provided to
women and their children who are homeless and in peril due to violent relationships.
STAND provides shelter for these women and children while the y reconstruct their lives
and find safe and stable housing. Clients receive up to 12 weeks of shelter and
services including food, clothing, case management, counseling, employment
assessment and housing referrals.
The STAND emergency shelter is housed in the Rollie Mullen Center (RMC). This
shelter has 24 beds, a sitting area, a laundry facility, a common kitchen and a dining
facility. The shelter also provides programs for children. In addition to the emergency
shelter, the RMC has seven transitional housing units for families and a counseling
center. STAND is requesting ESG funds for the provision of essential services.
This program serves a high priority need in Contra Costa by providing emergency
shelter to victims of domestic violence, giving them an opportunity to stabilize their lives
and move to safe, permanent housing.
EVALUATION CRITERIA
1. Consistency with homeless shelter and service priorities: Increasing the supply
of appropriate and supportive housing for special needs populat ions (including
battered women), and assisting the homeless and those at risk of becoming
homeless are identified as priority housing needs in the FY 2015-20 Contra Costa
Consortium Consolidated Plan. Preserving existing programs and services in the
Continuum of Care is listed as a high priority need in the Contra Costa County
Continuum of Care Homeless Plan.
2. Eligibility: Provision of essential services to the homeless is an eligible use of ESG
funds [24 CFR 576.102(a)(1)].
3. Target Population: STAND targets women and their children who are homeless
because they are in peril due to violent relationships. Targeted communities for
increased services are the west and east portions of Contra Costa County where a
larger proportion of homeless victims of domestic violence are identified as isolated
from services by geography, culture, language, or economics. In FY 2013/14, 85%
were very-low-income and 15% were low-income.
4. Project feasibility/cost effectiveness/budget issues: STAND is unique in the level
of service and safety that it provides including extensive children’s programs to
address problems of low self -esteem, aggression, depression, anxiety, learning
difficulties and post-traumatic stress disorders. In the first six months of the FY
2014/15 grant period, STAND has served a total of 27 Urban County women and
their children.
STAND states that the most dangerous time for its clients is when they decide to
leave the abusive relationship, which makes it important for clients to be able to
access counselors and STAND staff quickly, safely and frequently. Emergency
shelter staff is available 24 hours-a-day and includes residential case workers, a
children’s therapist and a bilingual case worker.
As proposed, STAND is requesting ESG funds for the provision of essential services.
Maintaining an adequate staff is important for the safe and effective management of
the shelter. STAND is seeking ESG funds to support a portion of six staff positions.
STAND historically has been very successful in raising funds and has contributions
from State agencies including the Health Services Department, the Office of Criminal
Justice, the Emergency Housing and Assistance Program and the County’s Health
Services Department. The agency has received ESG funds for the past several
years. Currently, STAND has $222,997 in committed funds for the next fiscal year.
Additionally, they have applied for CDBG funding from Antioch, Concord, Pittsburg,
and Richmond for this program.
5. Proposed match/leveraging: STAND has adequate other funds to meet the 100
percent match requirement of the ESG program. As proposed, each dollar of ESG
will leverage $16.73 in other funds.
6. Experience: STAND has provided emergency shelter for over 30 years and is the
only agency in the County serving women and children who have been victims of
domestic violence. The STAND shelter provides 24 emergency shelter beds and is
operational 24 hours-a-day, year round. Staff is on site 24 hours-a-day providing
emergency supportive services. Volunteers, many of whom are professionals,
contribute hundreds of hours of unpaid client services.
7. Project readiness/timing: The project is ongoing. The ESG funds will be used
throughout the year to cover staff costs associated with shelter operations and
provision of essential services.
8. Involvement of homeless in project: Every morning emergency shelter program
staff conducts house meetings regarding daily programming and any relevant issues
or problems. Women are asked to evaluate both the program and staff during their
stay. Through an evaluation questionnaire given to women when they ar e exiting,
program staff records their input regarding the effectiveness of the program. Women
share in routine chores at the shelter such as cooking, cleaning and light
maintenance.
9. Marketing/Outreach: STAND has established a network of referring agencies
including nonprofit community-based organizations, police departments, County
agencies, and hospitals throughout Contra Costa. They also maintain several
domestic violence liaisons at numerous County agencies, who reach out to distinct
populations including those with limited English proficiency. Referrals come from
police, hospitals, county emergency shelters, STAND’s crisis hotline, Contra Costa
County’s homeless hotline, the multi-service centers, and from regional battered
women’s shelters. STAND’s Speakers Bureau utilizes staff and volunteers annually
to reach more than 2,300 people with presentations to businesses, service
organizations, schools and medical/health systems providing information about
STAND’s services.
10. Environmental issues: This project is exempt from environmental review pursuant
to the National Environmental Policy Act.
11. Local support: $136,774 of the shelter’s projected budget will be locally generated
private support. Governmental support accounts for $330,944. STAND has working
agreements with and receives referrals from over 50 organizations, including the
County’s Social Services Department, Health Services, Probation Department,
Sheriff’s Office, and police departments.
FY 2015/16 & 2016/17 EMERGENCY SOLUTIONS GRANT (ESG)
APPLICANT: Trinity Center
PROGRAM NAME/NUMBER: Trinity Center
15-05-ESG
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide breakfast and lunch, laundry, showers,
clothing, food and support services weekdays to 100
Urban County clients.
TOTAL PROGRAM COST: $444,500
AMOUNT REQUESTED: $12,500
AMOUNT RECOMMENDED:
FY 2015/16: $12,500
FY 2016/17: $12,500
RECEIVED IN FY 2014/15: $10,000
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: The Trinity Center (“Center”) provides breakfast and lunch,
laundry, showers, clothing, food, phone and mail access and support services, from
9AM – 5PM, Monday through Friday, to single homeless men and women and families.
Under the fiscal sponsorship of St. Paul’s Episcopal Church, in November 2012, Trinity
Center assumed responsibility of the Fresh Start program that began fourteen years
ago in Walnut Creek’s Civic Park.
In addition to basic services, a predominately volunteer staff provides assistance with
accessing resources, including MediCal, TANF, SSI/SSDI and SNAP (food stamps).
Case managers assess clients for eligibility and identify the most effective system of
support. BART tickets are provided to allow clients to search for jobs and housing in
other areas and a small fund is available for security deposits and short-term rental
subsidy. In addition to those services necessary for day-to-day living, the Center
provides a sense of community and fellowship to those in need and a safe place to
gather.
Trinity Center is currently developing partnerships with several local community services
providers, including Anka Behavioral Health, Shelter, Inc. and various faith-based and
community organizations. Breakfast foods and other food supplies are provided by the
Food Bank and hot lunch is provided two days-a-week by Loaves & Fishes. Client
assessments are made by JFK University’s counseling program.
The Trinity Center program is eligible and consistent with County priorities and policies
as identified in the County’s Consolidated and Continuum of Care plans. The Center
provides services to Urban County homeless persons and is the entry point for many
individuals seeking services to assist them in achieving permanent housing and a stable
living environment. ESG funds will be used to partially fund the program manager
position.
EVALUATION CRITERIA
1. Consistency with homeless shelter and service priorities. Assisting the
homeless is identified as a priority housing need in the FY 2015-2020 Contra Costa
Consortium Consolidated Plan. Developing ongoing programs and services is listed
as a high priority need in the Contra Costa County Continuum of Care Homeless
Plan.
2. Eligibility. Provision of essential services to the homeless is an eligible use of ESG
funds [24 CFR 576.102(a)(1)].
3. Target Population. Trinity Center provides services to homeless men, women and
families. Eligible individuals are those who meet the HUD definition of
homelessness as amended by the HEARTH Act, including lacking a fixed, adequate
nighttime residence or living in a public or private place not meant for human
habitation.
4. Project feasibility/cost effectiveness/budget issues. This project is eligible,
feasible and timely. Trinity Center has assumed the responsibility of the Fresh Start
program, which began in Walnut Creek’s Civic Park 14 years ago. The program has
provided financial documents and commitment letters that support the proposed
budget. The cost per Urban County client is approximately $125.
5. Proposed match/leveraging. Trinity Center has adequate other funds to meet the
100% match requirement of the ESG program. As of March, Trinity Center has
$81,500 in committed funds. As proposed, each dollar of ESG funds will leverage
$35.56 in other funds.
6. Experience. The Center has been operational since November 1, 2012, and is
staffed by professionals and volunteers with experience in the provision of services.
7. Project readiness/timing. The project is feasible, timely and ongoing. The ESG
funds will be used to finance a part-time (.40 FTE) program manager position.
8. Involvement of homeless in project. Trinity Center encourages and provides
opportunities for program participants to help with center operations and
maintenance. Participants also provide support and peer counseling for new clients.
9. Marketing/Outreach. Trinity Center has developed partnerships with and is
continuing outreach to several local public, private and community partners, including
the 2-1-1 Crisis Center, SHELTER, Inc., Anka Behavioral Health, Loaves & Fishes,
and the Food Bank, as well as other civic and faith-based organizations.
10. Environmental issues. This project is exempt from environmental review pursuant
to the National Environmental Policy Act.
11. Local support. More than $195,000 of the Center’s projected budget will be locally
generated private support through foundations, in-kind and fundraising/donations.