HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 04112016 - FHS Cte Agenda Pkt
FAMILY & HUMAN SERVICES
COMMITTEE
April 11, 2016
1:00 P.M.
651 Pine Street, Room 101, Martinez
Supervisor Candace Andersen, Chair
Supervisor Federal D. Glover, 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. CONSIDER recommending to the Board of Supervisors the reappointments of Julianna
Hynes and Liliana Gonzalez on the Contra Costa Commission for Women with terms
expiring February 28, 2019.
4. CONSIDER approving the staff recommendations for the fiscal year 2016-17
Community Development Block Grant (CDBG) Public Sector projects and Emergency
Solutions Grant projects, and directing the Department of Conservation and
Development to forward these recommendations to the Board of Supervisor by preparing
a staff report on these recommendations along with their recommendations for all other
CDBG categories. (Gabrel Lemus, CDBG Program Manager)
5. CONSIDER accepting the report from the Employment and Human Services
Department on the Affordable Care Act and the Contra Costa County Covered
California Call Center and direct staff to transmit the information to the Board of
Supervisors for their information. (Kathy Gallagher, EHSD Director)
6.The next meeting is currently scheduled for May 9, 2016.
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
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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:
Enid Mendoza, Committee Staff
Phone (925) 335-1039, Fax (925) 646-1353
enid.mendoza@cao.cccounty.us
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FAMILY AND HUMAN SERVICES
COMMITTEE 3.
Meeting Date:04/11/2016
Subject:Reappointments to the Contra Costa Commission For Women
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: Appointment to Advisory Bodies
Presenter: Contact: Enid Mendoza, (925) 335-1039
Referral History:
On December 6, 2011 the Board of Supervisors adopted Resolution No. 2011/497 adopting policy
governing appointments to boards, committees, and commissions that are advisory to the Board of
Supervisors. Included in this resolution was the requirement that applications for at
large/countywide seats be reviewed by a Board of Supervisors sub-committee.
Referral Update:
The Contra Costa Commission on Women is requesting the re-appointment to two seats on the
Commission. The Commission has benefited from the participation of these current members and
recommends their re-appointment.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the reappointment of Julianna Hynes to the At-Large
8 seat and Liliana Gonzalez to the At-Large 9 seat on the Contra Costa Commission for Women,
with terms expiring February 28, 2019.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Hynes and Gonzalez Applications
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4
5
6
7
8
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10
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FAMILY AND HUMAN SERVICES COMMITTEE 4.
Meeting Date:04/11/2016
Subject:Public Service Portion of the Community Development Block Grant Program
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: 20
Referral Name: Public Service Portion of the CDBG
Presenter: Gabriel Lemus, CDBG Program
Manager
Contact: Enid Mendoza, (925)
335-1039
Referral History:
The Department of Conservation and Development, Community Services Block Grant (CDBG)
Program, reports to the Family and Human Services Committee at least annually regarding
recommendations for funding allocations in the Public Services category and Emergency
Solutions Grant funding recommendations.
Referral Update:
Please see the attached report from the CDBG Program Manager.
Recommendation(s)/Next Step(s):
APPROVE recommendations for FY 2016/17 CDBG Public Service (PS) projects as
recommended by staff and/or amended by the Committee;
1.
APPROVE recommendations for FY 2016/17 Emergency Solutions Grant (ESG) projects as
recommended by staff and/or amended by the Committee; and
2.
DIRECT the Department of Conservation and Development to prepare a staff report on the
Committee’s recommendations, that will accompany their funding recommendations for all
other CDBG categories, and forward to the Board of Supervisors for approval.
3.
Fiscal Impact (if any):
100% by Community Development Block Grants.
Attachments
CDBG Public Service Category and Emergency Solutions Grants Funding Report
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CONTRA COSTA COUNTY
DEPARTMENT OF CONSERVATION AND
DEVELOPMENT
30 Muir Road
Martinez, CA 94553
Telephone: (925) 674-7882
MEMORANDUM
DATE: April 11, 2016
TO: Family and Human Services Committee
Supervisor Candace Andersen, Chair
Supervisor Federal D. Glover, Vice-Chair
FROM: Gabriel Lemus, CDBG Program Manager
SUBJECT: FY 2016/17 (2nd Year) Community Development Block Grant (CDBG) Funding
Recommendations – Public Service Category
FY 2016/17 (2nd Year) Emergency Solutions Grant Funding Recommendations
RECOMMENDATIONS
1. APPROVE recommendations for FY 2016/17 CDBG Public Service (PS) projects as
recommended by staff and/or amended by the Committee.
2. APPROVE recommendations for FY 2016/17 Emergency Solutions Grant (ESG) projects
as recommended by staff and/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 and considered by the Board of Supervisors on
May 10, 2016 as a “Consent” item.
BACKGROUND
The purpose of this memorandum is to transmit staff recommendations for funding in the PS category
for the FY 2016/17 CDBG Program and the FY 2016/17 ESG Program. The proposed funding
spreadsheets and project staff reports for both PS and ESG projects are attached.
In October 2013, the Board of Supervisors approved having two separate and distinct funding cycles for
the non-housing categories of the CDBG Program and for the ESG Program to align with the five-year
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period of the CDBG/ESG Consolidated Plan. The first cycle is a two-year funding cycle for
programs/projects in the CDBG PS, economic development, and infrastructure/public facilities
categories and for the ESG Program. The second cycle is a three-year funding cycle to conclude the
final three years of a five-year Consolidated Plan period. Consequently, in May 2015, the Board
approved the allocation of FY 2015/16 and FY 2016/17 CDBG and ESG funds. The allocation of FY
2016/17 CDBG and ESG funds was contingent on the availability of funds and the satisfactory
accomplishment of contract goals.
Available Funding
The County’s FY 2016/17 CDBG grant amount is $4,057,639, which is approximately $1 million more
than the County received in FY 2015/16. The reason for the significant increase is due to the City of
Richmond becoming a participating city of the Contra Costa County CDBG Urban County Program.
Prior to FY 2016/17, the City of Richmond was an entitlement city that received its own CDBG funds.
Beginning FY 2016/17, the City of Richmond is a participating city of the County’s CDBG Program;
therefore, the entitlement amount that previously was allocated to the City of Richmond is now included
with the County’s CDBG entitlement amount. Therefore, the City of Richmond is now part of County’s
Urban County CDBG Program and residents of the City of Richmond can benefit from the County’s
CDBG funds.
On November 4, 2014, the Board of Supervisors (Board) adopted 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 Allocation
Guidelines
CDBG Program
Available Funding
Affordable Housing 45% $1,825,938
Public Services *17% $ 689,799
Economic Development 10% $ 405,764
Infrastructure/Public Facility 8% $ 324,611
Administration 20% $ 811,527
Total FY 2016/17 CDBG Grant $4,057,639
*As long as the amount does not go over HUD’s statutory cap for Public Services
CDBG Program – Public Service Category: Consistent with Board funding guidelines, 17 percent of
the County’s annual CDBG allocation may be used for PS projects. Consequently, $689,799 is
available for PS projects. In addition, $52,000 is provided from the “Affordable Housing” category to
help fund landlord/tenant and fair housing services. Therefore, a total of $741,799 is available and
recommended to be allocated to 32 eligible PS activities as listed in Attachment A-1.
Homeless Street Outreach Services: Currently, there are two agencies being funded with CDBG funds
under the PS category to provide street outreach services and other related services to the homeless
population of the County. Unfortunately, those two agencies are ceasing the provision of those services
either on a temporary or permanent basis on June 30, 2016. Therefore, given that street outreach
services to the homeless population of the County is a critical need and is a high priority within the
CDBG Consolidated Plan, County CDBG staff will issue a Request for Proposal (RFP) for the provision
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of street outreach services to the homeless for FY 2016/17. It is expected that most, if not all, the other
CDBG Consortium cities in the County will participate in this RFP along with the County. The RFP is
anticipated to go out sometime during the first two months of the 1st Quarter of FY 2016/17. County
CDBG staff will come back to the Family and Human Services Committee at a future meeting to present
staff’s recommendation for the Committee to consider.
ESG Program: The County receives ESG funds on an entitlement bases for use in funding renovation,
major rehabilitation, or conversion of buildings for use as emergency shelters for the homeless,
provision of essential services for the homeless; emergency shelter operations and related services; and
homelessness prevention and rapid re-housing activities. The County will receive a total of $269,776 in
ESG funding for FY 2016/17. Seven and a half percent (7.5%) of the grant will be used for
administration expenses, resulting in a total of $249,543 being available for projects. Staff
recommendations for the use of ESG funds are listed in Attachment B-1.
Application Process and Evaluation Criteria:
CDBG Program and ESG Program: For FY 2016/17, currently funded PS and ESG agencies were
required to submit an abbreviated “renewal application” including a proposed FY 2016/17 budget,
current audit, and confirmation of performance outcomes. This information was used to evaluate an
agency’s continuing capacity to operate its program during the next fiscal year.
Staff’s funding recommendations for FY 2016/17 PS projects are listed in Attachment A-1, and staff’s
funding recommendations for FY 2016/17 ESG projects are listed in Attachment B-1. The attached staff
reports (Attachments A-2 and B-2) describe the individual projects and provide information on an
agency’s performance during the first six months of FY 2015/16 or through December 31, 2015. In
general, most agencies are performing as proposed and are expected to meet or exceed performance
outcomes contained in their CDBG and agreements by the end of the year.
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 10,
2016. Final recommendations must be forwarded to the Department of Housing and Urban
Development by May 15, 2016 for review to ensure consistency with federal regulations.
Attachments
cc: Kara Douglas, Assistant Deputy Director, Department of Conservation and Development
John Kopchik, Director, Department of Conservation and Development
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Community Development Block Grant
Public Services Category
FY 2016/17
ATTACHMENT A-1
Project Name
Amount
Requested
Amount
Received in
FY 2015/16
County Staff
Recommendation for
FY 2016/17 Antioch Concord Pittsburg Walnut Creek
16-01-PS
TBD: Request for
Proposals will be
issued during 1st
Quarter of fiscal year.
Homeless Street
Outreach Services
Provide street outreach
and basic needs,
including mental health
and addiction services to
the homeless population
within the Urban County
N/A $22,224 $22,224 TBD TBD TBD TBD TBD TBD TBD
16-02-PS Bay Area Legal Aid
(BayLegal)
Tenant Landlord
Housing Services
Collaborative
Provide landlord/tenant
counseling and legal
services for 550
landlords/tenants.
$80,000 $80,000 $80,000 $15,000 $15,000 $110,000 $194,466 57%
16-03-PS Bay Area Legal Aid
(BayLegal)
Fair Housing Services
Collaborative Project –
Investigate fair housing
complaints, educate
landlords/tenants,
serve 155 clients.
$40,000 $40,000 $40,000 $30,000 $70,000 $105,058 67%
16-04-PS
Community Housing
Development
Corporation of North
Richmond
Multicultural/ Senior
Family Center
Provide 400 persons
with educational,
recreational and
nutritional programs at
community center.
$55,000 $55,000 $55,000 $55,000 $142,193 39%
16-05-PS
Community Housing
Development
Corporation
Contra Costa County
Home Equity
Preservation Alliance
(HEPA)
Provide foreclosure
counseling, education
and legal assistance to
120 clients.
$25,000 $25,000 $25,000 $25,000 $130,536 19%
16-06-PS Community Violence
Solutions (CVS)
CIC Child sexual
assault intervention
Provide forensic
interview, case
management, advocacy
for 70 children and
caregivers.
$15,000 $15,000 $15,000 $8,500 $10,000 $11,500 $5,000 $50,000 $448,000 11%
Public Service Projects
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County
Amount Requested (Other CDBG
Jurisdictions)
CCC Project
No.OutcomeApplicant
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Community Development Block Grant
Public Services Category
FY 2016/17
ATTACHMENT A-1
Project Name
Amount
Requested
Amount
Received in
FY 2015/16
County Staff
Recommendation for
FY 2016/17 Antioch Concord Pittsburg Walnut Creek
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County
Amount Requested (Other CDBG
Jurisdictions)
CCC Project
No.OutcomeApplicant
16-07-PS
Contra Costa
Behavioral Health
Services Homeless
Program
Adult Interim Housing
Program
Provide 24-hour
shelter/wrap-around
services for 150
homeless adults.
$54,000 $54,000 $54,000 $15,000 $30,000 $10,000 $8,000 $117,000 $2,067,741 6%
16-08-PS Contra Costa Crisis
Center
Crisis / 211 Contra
Costa
Provide telephone 24-
hour crisis intervention
and 211 referral
service for 8,200
clients.
$18,000 $18,000 $18,000 $10,000 $10,000 $10,000 $10,000 $58,000 $1,111,840 5%
16-09-PS Contra Costa Senior
Legal Services
Legal Services for
Older Americans
Provide legal
counseling services for
200 seniors.
$12,000 $12,000 $12,000 $10,000 $12,000 $10,000 $6,500 $50,500 $467,500 11%
16-10-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 $817,600 3%
16-11-PS Food Bank of Contra
Costa and Solano
Collaborative Food
Distribution
Provide food
distribution services for
9,300 low-income
clients.
$46,500 $46,500 $46,500 $10,000 $56,500 $3,641,234 2%
16-12-PS Girls, Inc.
Aftershcool and
Education Enrichment
Program
Provide afterschool
and education
enrichment
programming to 495
youth from the City of
Richmond
$11,000 $11,000 $11,000 $11,000 $46,000 24%
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Community Development Block Grant
Public Services Category
FY 2016/17
ATTACHMENT A-1
Project Name
Amount
Requested
Amount
Received in
FY 2015/16
County Staff
Recommendation for
FY 2016/17 Antioch Concord Pittsburg Walnut Creek
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County
Amount Requested (Other CDBG
Jurisdictions)
CCC Project
No.OutcomeApplicant
16-13-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 $10,000 $10,000 $10,000 $239,400 4%
16-14-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 $10,000 $10,000 $10,000 $168,199 6%
16-15-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.
$10,000 $10,000 $10,000 $10,000 $12,000 $10,000 $10,000 $52,000 $482,951 11%
16-16-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 $1,093,149 4%
16-17-PS
Meals On Wheels and
Senior Outreach
Services
Care Management
Provide long-term care
services case
management for 120
seniors.
$15,000 $15,000 $15,000 $15,000 $20,000 $7,500 $10,000 $67,500 $378,300 18%
16-18-PS
Meals On Wheels and
Senior Outreach
Services
Senior Nutrition - CC
Cafes
Provide hot, weekday
lunches to 303 seniors
at six senior centers.
$15,000 $15,000 $15,000 $20,000 $10,000 $45,000 $272,723 17%
16-19-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.
$15,000 $15,000 $15,000 $20,000 $50,000 $25,000 $20,000 $130,000 $2,014,620 6%
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Community Development Block Grant
Public Services Category
FY 2016/17
ATTACHMENT A-1
Project Name
Amount
Requested
Amount
Received in
FY 2015/16
County Staff
Recommendation for
FY 2016/17 Antioch Concord Pittsburg Walnut Creek
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County
Amount Requested (Other CDBG
Jurisdictions)
CCC Project
No.OutcomeApplicant
16-20-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%
16-21-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%
16-22-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 $10,000 $40,600 $564,387 7%
16-23-PS Opportunity Junction Bay Point Career
Development Services
Provide individual
vocational services for
40 low-income clients.
$20,000 $20,000 $20,000 $10,000 $20,000 $50,000 $174,745 29%
16-24-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%
16-25-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 $70,366 23%
16-26-PS RYSE, Inc.RYSE Career Pathway
Program
Provide career development,
media arts education, paid
work exp, and academic
support for 115 low-income
youth.
$40,000 $40,000 $40,000 $40,000 $249,451 16%
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Community Development Block Grant
Public Services Category
FY 2016/17
ATTACHMENT A-1
Project Name
Amount
Requested
Amount
Received in
FY 2015/16
County Staff
Recommendation for
FY 2016/17 Antioch Concord Pittsburg Walnut Creek
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County
Amount Requested (Other CDBG
Jurisdictions)
CCC Project
No.OutcomeApplicant
16-27-PS SHELTER, Inc.Homeless Prevention
and Rapid Rehousing
Provide homeless
prevention and rapid
rehousing for 270 low-
income clients.
$25,075 $25,075 $25,075 $10,000 $12,000 $11,000 $5,000 $63,075 $782,660 8%
16-28-PS STAND! For Families
Free of Violence
Rollie Mullen Center -
Emergency Shelter
Provide emergency
shelter and services to
victims of domestic
violence.
$10,000 $10,000 $10,000 $10,000 $538,098 2%
16-29-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%
16-30-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.
$32,000 $32,000 $32,000 $30,000 $17,000 $79,000 $804,500 10%
16-31-PS West County Adult
Day Care
West County Adult
Day/Alzheimer Respite
Center
Provide
comprehensive adult
day care services for
25 seniors with
Alzheimers.
$40,000 $40,000 $40,000 $22,000 $62,000 $230,500 27%
16-32-PS YWCA of Contra
Costa/Sacramento
YWCA Family
Empowerment
Program
Provide mental,
physical, social, and
emotional health skills
training for 125
families.
$10,000 $10,000 $10,000 $10,000 $24,000 42%
$719,575 $741,799 $741,799 $178,500 $251,600 $138,810 $130,000 $1,440,709 $21,233,075 7%TOTALS
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Attachment A-2
CDBG-Public Services
Staff Reports
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FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Bay Area Legal Aid
PROGRAM NAME/NUMBER: Contra Costa Housing Services Collaborative/
16-02-PS and 16-03-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: $246,884 ($142,426 for tenant/landlord
counseling and $104,458 for fair
housing)
AMOUNT ALLOCATED FY 2015/16: $120,000 ($80,000 for tenant/landlord
counseling and $40,000 for fair housing)
(Includes Richmond’s FY 2015/16
Award)
AMOUNT RECOMMENDED FY 2016/17: $120,000 ($80,000 for tenant/landlord
counseling and $40,000 for fair housing)
GOAL / PERFORMANCE AS OF 12/31/15: 440/263
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, which starting with fiscal year
2016/17, includes City of Richmond residents.
The proposed project will assist Urban County residents in exercising their housing
rights by providing the following services and activities:
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• 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 Advice and Representation: clients whose housing issues cannot be
resolved through counseling alone will be provided counsel and advice, 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.
PERFORMANCE ISSUES: None.
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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/
16-04-PS
PROGRAM SERVICE AREA: North Richmond
PROGRAM OUTCOME: Operate and maintain a community center for 400
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 ALLOCATED FY 2015/16: $55,000
AMOUNT RECOMMENDED FY 2016/17: $55,000
GOAL / PERFORMANCE AS OF 12/31/15: 400/250
PROGRAM DESCRIPTION: Community Housing Development Corporation (CHDC), in
collaboration with Neighborhood House of North Richmond (NHNR), manages and
maintains 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.
PERFORMANCE ISSUES: None.
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FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Community Housing Development Corporation of
North Richmond
PROGRAM NAME/NUMBER: Home Equity Preservation Alliance
16-05-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide the following services to 115 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 ALLOCATED FY 2015/16: $25,000
AMOUNT RECOMMENDED FY 2016/17: $25,000
GOAL / PERFORMANCE AS OF 12/31/15: 115/53
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 in 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
26
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.
PERFORMANCE ISSUES: Through the first two quarters of the current fiscal year
CHDC has provided foreclosure counseling and case management services to 46
percent of the annual goal of 115 low-income homeowners. This is slightly behind their
annual contracted goal, but historically CHDC has been able to meet their annual goals.
27
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Community Violence Solutions
PROGRAM NAME/NUMBER: Children’s Interview Center (CIC) Program
16-06-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 ALLOCATED FY 2015/16: $15,000
AMOUNT RECOMMENDED FY 2016/17: $15,000
GOAL / PERFORMANCE AS OF 12/31/15: 114/70
PROGRAM DESCRIPTION: Community Violence Solutions (CVS) provides 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
28
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.
PERFORMANCE ISSUES: None.
29
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: CCC Health Services
PROGRAM NAME/NUMBER: Adult Interim Housing Program /16-07-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
AMOUNTY ALLOCATED FY 2015/16: $54,000
AMOUNT RECOMMENDED FY 2016/17: $54,000
GOAL / PERFORMANCE AS OF 12/31/15: 150/110
PROGRAM DESCRIPTION: 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 regain 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.
30
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.
HSD also receives Emergency Solutions Grant (ESG) funds to provide emergency
shelter and supportive services. (See FY 2016/17 ESG Staff Report No. 16-01-ESG.)
PERFORMANCE ISSUES: None.
31
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa Crisis Center
PROGRAM NAME/NUMBER: Crisis/211 Contra Costa/16-08-PS
PROGRAM SERVICE AREA: Urban County
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: $1,111,840
AMOUNT ALLOCATED FY 2015/16: $18,000
AMOUNT RECOMMENDED FY 2016/17: $18,000
GOAL / PERFORMANCE AS OF 12/31/15: 8,200/5,370
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 information and referrals, 24-
hours a day, to emergency shelters, crisis counseling, 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 Public Utilities
Commission and includes: (1) must operate 24 hours per day, (2) offer multilingual
access and access to 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.
PERFORMANCE ISSUES: None
32
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa Senior Legal Services
PROGRAM NAME/NUMBER: Legal Services for Needy Seniors/
16-09-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 ALLOCATED FY 2015/16: $12,000
AMOUNT RECOMMENDED FY 2016/17: $12,000
GOAL / PERFORMANCE AS OF 12/31/15: 200/177
PROGRAM ANALYSIS: Contra Costa Senior Legal Services (CCSLS) provides 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 the 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.
PERFORMANCE ISSUES: None.
33
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Court Appointed Special Advocates
PROGRAM NAME/NUMBER: Children at Risk/16-10-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: $817,600
AMOUNT ALLOCATED FY 2015/16: $18,000
AMOUNT RECOMMENDED FY 2016/17: $18,000
GOAL / PERFORMANCE as of 12/31/15: 37 / 18
CONDITIONS OF APPROVAL: None
PROGRAM DESCRIPTION: Court Appointed Special Advocates (CASA) will provide
case assessment, counseling, mentoring and volunteer court representation to 57
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
34
volunteers through newspaper ads, PSA’s and presentations to various service clubs
and community organizations.
CASA has been providing youth advocacy services to abused youth of Urban County
families since 1981. CASA has been funded by the CDBG program in the past and has
exceeded contract goals in a timely and cost-effective manner.
PERFORMANCE ISSUES: None.
35
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLIC ANT: Food Bank of Contra Costa and Solano
PROGRAM NAME/NUMBER: Collaborative Food Distribution Program/
16-11-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide food to over 7,900 low-income persons in the
Urban County.
TOTAL PROGRAM COST: $3,641,234
AMOUNT ALLOCATED FY 2015/16: $46,500 (Includes Richmond’s FY
2015/16 Award)
AMOUNT RECOMMENDED FY 2016/17: $46,500
GOAL / PERFORMANCE AS OF 12/31/15: 7,900/3,379
PROGRAM DESCRIPTION: 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 over 18 are Urban County locations, which includes the City of Richmond
beginning fiscal year 2016/17. 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.
36
PERFORMANCE ISSUES: Program is slightly behind pace in meeting its FY2015/16
contractual goal; however, FBCC&S expects to meet its goal by the end of the year.
FBCC&S’s has historically met or exceeded its goals in previous years.
37
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Girls Inc. of West Contra Costa County
PROGRAM NAME/NUMBER: Afterschool and Education Enrichment Program/
16-12-PS
PROGRAM SERVICE AREA: Richmond
PROGRAM OUTCOME: Girls Inc. will operate its Summer/Afterschool
Education Enrichment program. A total of 495
unduplicated children will be provided summer and
after-school literacy and STEM enrichment
programming.
TOTAL PROGRAM COST: $46,000
AMOUNT REQUESTED: $11,000
AMOUNT RECOMMENDED FY 2016/17: $11,000
RECEIVED IN FY 2015/16: $11,000 (awarded by City of Richmond
CDBG)
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Girls Inc. of West Contra Costa County (Girls Inc.) has served
over 6,000 girls residing in West Contra Costa for 40 years. Working in conjunction with
local elementary schools and high schools, Girls Inc. of WCCC has made an extensive
effort to reach youth ages 5-18 to inform them about college readiness and the Girls Inc.
National Scholars Program. Girls Inc. will use CDBG funding to expand its Afterschool
and Education Enrichment Programming to provide three ten-week sessions of
afterschool literacy and STEM programming at two elementary schools, one middle
school, one high school, and five community centers in the City of Richmond. The Girls
Inc. curriculum is designed to increase reading comprehension, promote fluency in
English, and create a literacy-rich environment.
Part of the curriculum also includes “Operation Smart, which is three ten-week sessions
of STEM education and enrichment programming in both English and Spanish provided
to middle and high school youth in Richmond. Operation SMART develops the students’
enthusiasm for and skills in science, technology, engineering, and mathematics.
Through hands-on activities, the students explore, ask questions, persist, and solve
problems. By interacting with women and men pursuing STEM careers, the youth come
to view these careers as exciting and realistic options for themselves. In partnership
38
with community-based non-profit organizations, these services will improve educational
outcomes for low-income students who reside in Richmond to ensure their future
academic and economic success.
The schools and community centers that the services are provided are located and
serve primarily low-income areas of the City of Richmond. The proposed program is
eligible, feasible, and timely. Requested CDBG funding will be used to pay for staffing
and program supplies.
EVALUATION CRITERIA
1. CONSOLIDATED 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 ELIGIBLE ACTIVITY: Public Services [24 CFR 570.201 (e)]
3. NATIONAL OBJECTIVE: Low/Mod Income - Area Benefit [24 CFR570.208(a)(1)(i)].
4. TARGET POPULATION AND DEMONSTRATED NEED: Girls Inc. is a 40 year old
non-profit organization that was created to inspire youth to be strong, smart and
bold. It provides school and community based programming that serves the unique
needs of youth, ages 5-18, living in West Contra Costa County. Girls Inc. primarily
assists youth that attend schools within the City of Richmond and part of the West
Contra Costa Unified School District. The majority of the targeted schools and
community centers that Girls Inc. will provide services are located and serve
predominately low-income areas of the City of Richmond.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $11,000 495 $22.22
Total Program Amount $46,000 495 $92.92
CDBG % of Total Budget 23.9%
Required Match – 50% $1,100
Amount Secured $35,000
Leverage* $3.18
*Does not include other CDBG funds from other
jurisdictions.
6. EXPERIENCE AND CAPACITY: Girls Inc. has provided a variety of school and
community based programming that serves the unique needs of youth, ages 5-18
39
living in West Contra Costa Count for the past 40 years. The agency is well
respected in the community and serves hundreds of persons each year. The
Executive Director has been with Girls Inc. for many years and has served as its
Executive Director for the last two years.
7. PROGRAM READINESS AND TIMELINESS: The current program is fully staffed
and programs are operating effectively.
8. PAST PERFORMANCE: This is the first year receiving CDBG funds from the
County.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service activities are exempt from environmental review.
40
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/
16-13-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 ALLOCATED FY 2015/16: $10,000
AMOUNT RECOMMENDED FY 2016/17: $10,000
GOAL / PERFORMANCE AS OF 12/31/15: 55/34
PROGRAM ANALYSIS: The James Morehouse Project (JMP) at El Cerrito High School
Project provides 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.
PERFORMANCE ISSUES: None.
41
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: City of Lafayette
PROGRAM NAME/NUMBER: Lamorinda Spirit Van Senior Transportation Program/
16-14-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 ALLOCATED FY 2015/16: $10,000
AMOUNT RECOMMENDED FY 2016/17: $10,000
GOAL / PERFORMANCE AS OF 12/31/15: 150/111
PROGRAM ANALYSIS: The City of Lafayette (Lamorinda Spirit) provides free or low-
cost transportation to seniors living in Lafayette, Moraga, and Orinda. The program
provides 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. The clients 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.
PERFORMANCE ISSUES: None.
42
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Lions Center for the Visually Impaired
PROGRAM NAME/NUMBER: Independent Living Skills/
16-15-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide in-home independent living skills instruction
and training to 28 visually impaired adults throughout
the Urban County so they will maintain their
independence and avoid institutionalization.
TOTAL PROGRAM COST: $482,951
AMOUNT ALLOCATED FY 2015/16: $10,000
AMOUNT RECOMMENDED FY 2016/17: $10,000
GOAL / PERFORMANCE AS OF 12/31/15: 28 / 35
CONDITIONS OF APPROVAL: The CDBG funds will be contingent upon receipt of the
most recent financial audit.
PROGRAM DECRIPTION: The Lions Blind Center for the Visually Impaired (LBC)
provides needs assessment and supportive services in order to maintain client
independence for adults with visual impairments. LBC provides in-home living skills
instruction and training to avoid institutionalization of clients so that they may continue
living at home.
Services 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.
LBC 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.
PERFORMANCE ISSUES: None.
43
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Loaves and Fishes of Contra Costa
PROGRAM NAME/NUMBER: Martinez Dining Room/16-16-PS
PROGRAM SERVICE AREA: Martinez
PROGRAM OUTCOME: Provide emergency food assistance to 500 people,
resulting in improved nutrition.
TOTAL PROGRAM COST: $1,093,149
AMOUNT ALLOCATED FY 2015/16: $15,000
AMMOUNT RECOMMENDED FY 2016/17: $15,000
GOAL / PERFORMANCE AS OF 12/31/15: 500 / 535
CONDITIONS OF APPROVAL: The CDBG funds will be contingent upon receipt of the
most recent financial audit.
PROGRAM DESCRIPTION: Loaves & Fishes provides hot, nutritionally sound meals to
very low-income men, women, and children Monday – Friday at the Martinez Dining
Room. Since it’s inception in 1983, Loaves & Fishes has served almost three million
meals to residents who are homeless, unemployed, underemployed or disabled. By
feeding the hungry, Loaves & Fishes accomplishes three objectives: preventing
homelessness and maintaining the family unit by reducing food costs for families,
preventing poor cognitive development of children living in poverty and reducing hunger
and poor nutrition for very low-income people.
PERFORMANCE ISSUES: None
44
2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Senior Outreach Services
PROGRAM NAME/NUMBER: Senior Center Care Management/
16-17-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: $378,300
AMOUNT ALLOCATED FY 2015/16: $15,000
AMOUNT RECOMMENDED FY 2016/17: $15,000
GOAL / PERFORMANCE AS OF 12/31/15: 120/77
PROGRAM ANALYSIS: Senior Outreach Services (SOS) provides care management
services to 120 seniors from the Urban County. Services 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 assists the client in the implementation of a care plan and follow
them through its execution. Additionally, SOS coordinates 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.
PERFORMANCE ISSUES: None.
45
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Senior Outreach Services
PROGRAM NAME/NUMBER: Senior Nutrition (Congregate Café)
16-18-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide hot and nutritious lunches to 200 Urban
County seniors resulting in maintained and/or
improved health and welfare.
TOTAL PROGRAM COST: $272,723
AMOUNT ALLOCATED FY 2015/16: $15,000
AMOUNT RECOMMENDED FY 2016/17: $15,000
GOAL / PERFORMANCE AS OF 12/31/15: 200/389
PROGRAM ANALYSIS: Senior Outreach Services (SOS) promotes 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.
PERFORMANCE ISSUES: None.
46
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Monument Crisis Center
PROGRAM NAME/NUMBER: Critical Safety Net Resources for Families and
Individuals/ 16-19-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 ALLOCATED FY 2015/16: $15,000
AMOUNT RECOMMENDED FY 2016/17: $15,000
GOAL / PERFORMANCE AS OF 12/31/15: 2,766/1,702
PROGRAM DESCRIPTION: Monument Crisis Center (MCC) provides wrap-around
safety net services to lower income families. Services 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).
PERFORMANCE ISSUES: None.
47
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Mt. Diablo Unified School District
PROGRAM NAME/NUMBER: CARES After School Enrichment Program/
16-20-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 ALLOCATED FY 2015/16: $10,000
AMOUNT RECOMMENDED FY 2016/17: $10,000
GOAL / PERFORMANCE AS OF 12/31/15: 580/555
PROGRAM ANALYSIS: Mt. Diablo Unified School District (MDUSD) provides
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 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 program is eligible, feasible and timely.
PERFORMANCE ISSUES: None.
48
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/ 16-21-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 PROGRAM COST: $154,000
AMOUNT ALLOCATED FY 2015/16: $25,000
AMOUNT RECOMMENDED FY 2016/17: $25,000
GOAL / PERFORMANCE AS OF 12/31/15: 300/140
PROGRAM DESCRIPTION: New Horizons Career Development Center (New
Horizons) provides direct employment services to West County residents seeking
employment-related services at the Community Career Center located in Rodeo. The
services include, but are not 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 hosts various job fairs throughout the
year. The program will serves 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.
PERFORMANCE ISSUES: Program is slightly behind pace in meeting its FY2015/16
performance goals, but New Horizons expects to meet its goal by the end of the year.
New Horizons has historically met its goals in previous years.
49
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Ombudsman Services of Contra Costa
PROGRAM NAME/NUMBER: Ombudsman Services of Contra Costa/
16-22-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide advocacy services to 125 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: $564,387
AMOUNT ALLOCATED FY 2015/16 $10,000
AMOUNT RECOMMENDED FY 2016/17: $10,000
GOAL / PERFORMANCE AS OF 12/31/15: 125 / 99
CONDITIONS OF APPROVAL: The CDBG funds will be contingent upon receipt of the
most recent financial audit.
PROGRAM DESCRIPTION: 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 125 frail or
dependent Urban County elders. In addition, 10 in-service sessions will be given to
staff and administrators at facilities to educate them regarding resident issues and
concerns.
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 has received CDBG funds for the past several years and has been
successful in meeting goals and submitting reporting requirements in a timely manner.
PERFORMANCE ISSUES: None.
50
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLIC ANT: Opportunity Junction
PROGRAM NAME/NUMBER: Bay Point Career Development Services/
16-23-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
40 persons.
TOTAL PROGRAM COST: $174,745
AMOUNT ALLOCATED FY 2015/16: $20,000
AMOUNT RECOMMENDED FY 2016/17: $20,000
GOAL / PERFORMANCE AS OF 12/31/15: 40/22
PROGRAM ANALYSIS: Opportunity Junction provides 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
51
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.
PERFORMANCE ISSUES: None.
52
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Pleasant Hill Recreation & Park District
PROGRAM NAME/NUMBER: Senior Service Network/
16-24-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 ALLOCATED FY 2015/16: $10,000
AMOUNT RECOMMENDED FY 2016/17: $10,000
GOAL / PERFORMANCE AS OF 12/31/15: 150/74
PROGRAM ANALYSIS: The Pleasant Hill Recreation & Park District (PHRPD) provides
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 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.
PERFORMANCE ISSUES: None.
53
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Rainbow Community Center of Contra Costa
PROGRAM NAME/NUMBER: Kind Hearts Community Support Program /
16-25-PS
PROGRAM SERVICE AREA: Central County
PROGRAM OUTCOME: Provide 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: $70,366
AMOUNT ALLOCATED FY 2015/16: $10,000
AMOUNT RECOMMENDED FY 2016/17: $10,000
GOAL / PERFORMANCE AS OF 12/31/15: 60 / 53
CONDITIONS OF APPROVAL: The CDBG funds are contingent upon receipt of the
most recent financial audit.
PROGRAM DESCRIPTION: 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,
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 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
54
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.
PERFORMANCE ISSUES: None
55
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLIC ANT: The RYSE Center
PROGRAM NAME/NUMBER: RYSE Career Pathway Program/
16-26-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 ALLOCATED FY 2015/16: $40,000 (Includes Richmond’s FY
2015/16 Award)
AMOUNT RECOMMENDED FY 2016/17: $40,000
GOAL / PERFORMANCE AS OF 12/31/15: 115/37
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 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.
56
PERFORMANCE ISSUES: Program is currently not on track to meet its FY15/16
performance goals. However, beginning in FY 2016/17, RYSE will be able to include
City of Richmond residents, which will increase the number of persons that RYSE can
document as receiving services.
57
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Shelter, Inc.
PROGRAM NAME/NUMBER: Homelessness Prevention/Rapid Rehousing Program
16-27-PS
PROGRAM SERVICE AREA: Urban County
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: $782,660
AMOUNT ALLOCATED FY 2015/16: $25,075
(Includes Richmond’s FY 2015/16
award)
AMOUNT RECOMMENDED FY 2016/17: $25,075
GOAL / PERFORMANCE AS OF 12/31/15: 270 / 94
PROGRAM DECRIPTION: 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 crisis 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
transition 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.
58
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.
PERFORMANCE ISSUES: None.
59
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Anka Behavioral Health, Inc.
PROGRAM NAME/NUMBER: Rollie Mullen Emergency Shelter/
16-28-PS
PROGRAM SERVICE AREA: Urban County/Richmond
PROGRAM OUTCOME: Provide emergency homeless shelter and support
services for 10 women and their children who are
displaced due to domestic violence.
TOTAL PROGRAM COST: $538,098
AMOUNT REQUESTED: $10,000
AMOUNT RECOMMENDED FY 2016/17: $10,000
RECEIVED IN FY 2015/16: $10,000 (Awarded by City of Richmond
CDBG)
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 domestic 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 they 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 CDBG funds for the provision of essential services for Urban County clients,
but with a focus on residents from the City of Richmond.
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. STAND has received ESG funds from the County for
the past several years (see ESG staff Report No. 16-04-ESG).
60
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/Victims of Domestic Violence [24
CFR 570.208(a)(2)(i)(A)]
4. TARGET POPULATION AND DEMONSTRATED NEED: 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.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $10,000 10 $1,000
Total Program Amount $538,098 80 $6,726
CDBG % of Total Budget 1.8%
Required Match – 10% $1,000
Leverage* $17.62
*Does not include other CDBG funds from other
jurisdictions.
The CDBG funds will be used throughout the year to cover staff costs associated with
shelter operations and provision of essential services. 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.
STAND! has received ESG funds from the County for the past several years.
6. EXPERIENCE AND CAPACITY: 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. PROGRAM READINESS AND TIMELINESS: The project is ongoing. The CDBG
funds will be used throughout the year to cover staff costs associated with shelter
operations and provision of essential services.
61
8. PAST PERFORMANCE: STAND has received CDBG funds in previous years from
the County; however most of the County’s funds for this program have shifted to the
Emergency Solutions Grant (ESG) Program. The CDBG funds awarded are eligible to
benefit any resident in the Urban County; however the focus will be on City of
Richmond residents. STAND has been able to meet its goals and has been timely
with most of its quarterly reports for the County’s ESG program.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: Public Service projects are exempt from an environmental review.
62
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLIC ANT: Village Community Resource Center (VCRC)
PROGRAM NAME/NUMBER: VCRC Program Support/
16-29-PS
PROGRAM SERVICE AREA: Brentwood
PROGRAM OUTCOME: VCRC will operate its Afterschool Academy program.
A total of 115 unduplicated children will be provided
after-school tutoring services.
TOTAL PROGRAM COST: $272,756
AMOUNT ALLOCATED FY 2015/16: $13,000
AMOUNT RECOMMENDED FY 2016/17: $13,000
GOAL / PERFORMANCE AS OF 12/31/15: 115/90
PROGRAM ANALYSIS: The Village Community Resource Center (VCRC) is an 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.
PERFORMANCE ISSUES: None.
63
2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa Family Justice Alliance
PROJECT NAME/NUMBER: West County Family Justice Center/
16-30-PS
PROJECT LOCATION: 246 24th Street, Richmond
PROJECT OUTCOME: Operate the West County Family Justice Center
(FJC) to provide one-stop services to 250 victims
of domestic violence, sexual assault, child abuse,
elder abuse and human trafficking.
TOTAL PROJECT COST: $804,500
AMOUNT ALLOCATED FY 2015/16: $32,000 (Includes Richmond’s FY
2015/16 Award)
AMOUNT RECOMMENDED FY 2016/17: $32,000
GOAL / PERFORMANCE AS OF 12/31/15: 250/307
PROJECT ANALYSIS: The West Contra Costa Family Justice Center (FJC) began
operations 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. They have since moved into a one-stop facility in Richmond that connects
victims directly with the services that they require. 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
64
services and extensive community connections.
FJC achieved 501(c)(3) IRS status in October 2015 and is now a nonprofit organization
fully exempt from federal income taxes. Thus they have amicably separated from their old
fiscal sponsor, The Tides Center.
The project is eligible, feasible, and timely.
PERFORMANCE ISSUES: None.
65
2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: West County Adult Day Care
PROGRAM NAME/NUMBER: Alzheimer’s Respite Center/
16-31-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 ALLOCATED FY 2015/16: $40,000 (Includes Richmond’s FY
2015/16 Award)
AMOUNT RECOMMENDED FY 2016/17: $40,000
GOAL / PERFORMANCE AS OF 12/31/15: 25/26
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 55 families from the Urban County in fiscal year 2016/17, which will
include City of Richmond resident.
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 2014/15, and
has already exceeded its goal this fiscal year.
PERFORMANCE ISSUES: None.
66
FY 2016/17 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: YWCA of Contra Costa County
PROGRAM NAME/NUMBER: YWCA Family Empowerment Program/
16-32-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 ALLOCATED FY 2015/16: $10,000
AMOUNT RECOMMENDED FY 2016/17: $10,000
GOAL / PERFORMANCE AS OF 12/31/15: 125/0
PROGRAM ANALYSIS: YWCA provides 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.
Families participating in these programs are members of the YWCA who have children
67
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.
PERFORMANCE ISSUES: None.
PERFORMANCE NOTES: YWCA does not provide performance goals until the fourth
quarter of each fiscal year. Based on history of previous years, YWCA and CDBG staff
expects that the contractual goal will be met.
68
Emergency Solutions Grant
FY 2016/17
ATTACHMENT B-1
Project Name
Amount
Requested
Amount
Received in
FY 2015/16
County Staff
Rec.
16-01-ESG
Contra Costa
Behavioral Health
Services Homeless
Program
Adult Interim Housing
Program Emergency shelter beds
and wraparound services
for 150 homeless.
$108,365 $105,000 $108,365 $108,365 $2,067,741 5%
16-02-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%
16-03-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
$87,678 $86,925 $87,678 $87,678 $792,660 11%
16-04-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 $538,098 6%
16-05-ESG Trinity Center Trinity Center
Hygiene/food services
and day-use facility for
100 homeless clients.
$12,500 $12,500 $12,500 $12,500 $376,500 3%
$249,543 $245,425 $249,543 $249,543 $4,272,227 6%
Emergency Solutions Grant Projects
% Budget
(ESG)
Total
Budget
Total
ESG
Contra Costa County
TOTALS
CCC Project
No.OutcomeApplicant
69
Attachment B-2
Emergency Solutions Grant
Staff Reports
70
FY 2016/17 EMERGENCY SOLUTIONS GRANTS (ESG)
APPLICANT: Contra Costa County Health Services Dept. (HSD)
PROGRAM NAME/NUMBER: Adult Interim Housing Program/
16-01-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: $2,061,741
AMOUNT ALLOCATED FY 2015/16: $105,000
AMOUNT RECOMMENDED FY 2016/17: $108,365
GOAL/PERFORMANCE AS OF 12/31/15: 150 / 110
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, subsequently 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 pla ns. The County shelters provide
emergency housing and services to very-low income homeless individuals and are the entry
point for many individuals seeking services to assist them in achieving permanent housing and
a stable living environment. The shelters will serve up to 850 individuals per year.
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HSD also receives CDBG funds to provide shelter and supportive services (see FY 2016/17
CDBG staff report No. 16-07-PS).
PERFORMANCE ISSUES: None
72
FY 2016/17 EMERGENCY SOLUTIONS GRANTS (ESG)
APPLICANT: Contra Costa County Health Services Dept. (HSD)
PROGRAM NAME/NUMBER: Calli House Youth Shelter/
16-02-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 ALLOCATED FY 2015/16: $10,000
AMOUNT RECOMMENDED FY 2016/17: $10,000
GOAL/PERFORMANCE AS OF 12/31/15: 25/10
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.
PERFORMANCE ISSUES: Through the first two quarters of the current fiscal year,
HSD has provided year-round emergency shelter beds and support services to 40
percent of the annual goal of 25 homeless youth. This is slightly behind their annual
contracted goal, but historically HSD has been able to meet their goals.
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FY 2016/17 EMERGENCY SOLUTIONS GRANTS (ESG)
APPLICANT: Shelter, Inc. of Contra Costa County
PROGRAM NAME/NUMBER: Homelessness Prevention/Rapid Rehousing Program/
16-03-ESG
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide rapid rehousing and homeless prevention
services to 80 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 ALLOCATED IN FY 2015/16: $86,925
AMOUNT RECOMMENDED FY 2016/17: $87,678
GOAL/PERFORMANCE AS OF 12/31/15: 80/25
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 maintain 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.
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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.
PERFORMANCE ISSUES: Through the first two quarters of the current fiscal year,
Shelter Inc. has provided homelessness prevention and rapid rehousing services to 31
percent of the annual goal of 80 low income individuals and families. Shelter Inc. has
only expended approximately 34 percent of the ESG funds awarded in the current fiscal
year, as well. Historically, Shelter Inc. has been able to meet its goals and expend all of
its awarded funds.
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FY 2014/15 EMERGENCY SOLUTIONS GRANT (ESG)
APPLICANT: STAND! For Families Free of Violence
PROGRAM NAME/NUMBER: Rollie Mullen Emergency Shelter/
16-04-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: $ 538,098
AMOUNT ALLOCATED FY 2015/16: $ 31,000
AMOUNT RECOMMENDED FY 2016/17: $ 31,000
GOAL/PERFORMANCE AS OF 12/31/15: 40/24
PROGRAM ANALYSIS: For more than 30 years, STAND! For Families Free of
Violence (STAND) has provided services and emergency shelter to victims of domestic
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 they 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.
PERFORMANCE ISSUES: While on track to meet the annual goal of providing shelter
and support services to 40 women and children in the current fiscal year, through the
first two quarters STAND has only expended approximately five percent of its awarded
$31,000 in ESG funds. During the first half of the current fiscal year, a resident case
worker position was vacated and STAND had some trouble filling the position. As of
February 2016, the position has been filled and STAND expect to expend the full
balance of FY 2015/16 ESG funding.
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FY 2016/17 EMERGENCY SOLUTIONS GRANT (ESG)
APPLICANT: Trinity Center
PROGRAM NAME/NUMBER: Trinity Center/16-05-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: $376,500
AMOUNT ALLOCATED FY 2015/16: $12,500
AMOUNT RECOMMENDED FY 2016/17: $12,500
GOAL/PERFORMANCE AS OF 12/31/15 100/166
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.
PERFORMANCE ISSUES: None.
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FAMILY AND HUMAN SERVICES COMMITTEE 5.
Meeting Date:04/11/2016
Subject:Update on the Call Center Oversight and the Health Care Reform
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: 108
Referral Name: Call Center Oversight and the Health Care Reform
Presenter: Kathy Gallagher, Employment and Human
Services Director
Contact: Enid Mendoza, (925)
335-1039
Referral History:
On April 16, 2013 the Board of Supervisors referred oversight and receipt of updated on the
establishment of the Contra Costa County Covered California Call Center (7Cs) to the Family and
Human Services Committee. The Department also reports on the Affordable Care Act (ACA).
Referral Update:
The Employment and Human Services department continues to operate the Contra Costa Covered
California Call Center under the Affordable Care Act. On December 14, 2015, the Family and
Human Services Committee received the second biannual update for 2015 from the Employment
and Human Services Department. Please see the attached report from the department for a current
update.
Recommendation(s)/Next Step(s):
Accept the report from the Employment and Human Services Department on the Contra Costa
County Covered California Call Center and direct staff to transmit the information to the Board of
Supervisors for their information.
Fiscal Impact (if any):
No fiscal impact from the recommended action.
Attachments
EHSD Report on CCC Covered California Call Center
79
80
40 Douglas Drive, Martinez, CA 94553 • (925) 313-1500 • Fax (925) 313-1575 • www.ehsd.org
To: The Family and Human Services Committee
Contra Costa County Board of Supervisors Date: April 11, 2016
From:
Wendy Therrian, Workforce Services Bureau Director
Cheryl O’Brien, 7Cs Call Center Site Director
Carolyn Foudy, 7Cs Call Center Quality Control Manager
Subject: Update on the Contra Costa County Covered California Call Center (7Cs)
A. Background
Since the last report to your Committee in December 2015 the Department has continued to
successfully operate the Contra Costa County Covered California Call Center and has assisted
our customers through the third open enrollment period that was extended from the original
end date of January 31, 2016 through February 6, 2016 for consumers who started the
enrollment process before January 31, 2016.
During the third Open Enrollment, 439,390 new individuals selected a qualified health plan
for 2016. Subsidy eligible consumers are 90% and unsubsidized consumers comprise 10% of
the total number. Covered California’s initial analysis shows that for the second consecutive
year, its new consumers are younger. The number of young adults in the crucial 18 to 34 year-
old demographic has increased to 37% this year compared to 29% during the first Open
Enrollment. Covered California also completed 1,132,682 renewals as of February 6, 2016.
Staff at our Covered California Call Center continue to play a critical role in enrolling
consumers and are responsible for contributing to a total of 65,469 new consumers.
Enrollment channels and corresponding statistics are illustrated in the following chart.
M E M O R A N D U M
Kathy Gallagher, Director
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During open enrollment, calls received increased to 400,000 per month – more than double
the volume of a non-Open Enrollment month. Covered California contracted with a surge
vendor, Faneuil, in September 2015 to assist with Open Enrollment. The Faneuil Call Centers
contract ends March 31, 2016. With the addition of over 600 Faneuil agents, 7C’s percentage
of the total calls received dropped to under 10% of the total. Although the percentage
dropped, the number of calls answered each month by the 7C’s increased by an average of
7,000 calls.
Staff at our Covered California Call Center continue to complete training, learn policy and
program changes, and continue to provide excellent customer service while assisting
consumers with their health care coverage needs.
B. Overall Performance
1. Number and Type of Calls Received
The 7Cs Call Center continues to answer statewide calls and provide ongoing assistance
to Covered California customers. The top five (5) types of calls taken at the Call Center
include consumers:
o Application assistance/enrollment
o Covered California renewals
o County contact information
o General inquiries for information
o Questions regarding the 1095-A (IRS, health insurance marketplace statement)
From November 1, 2015 through February 29, 2016 approximately 1,377,360 calls were
taken at all Covered California call centers including Faneuil. The Average Speed of
Answer (ASA) was three (3) minutes and the Average Handle Time (AHT) of these calls
Service Channel
2014 Open
Enrollment 2015 New 2016 New
Count % Count % Count %
Certified Insurance Agent 548,847 39% 214,517 43% 198,604 45%
Certified Enrollment
Counselors and Navigators 123,270 9% 51,040 10% 24,606 6%
County Eligibility Workers 8,834 1% 739 <1% 3,515 1%
Consumer 577,376 41% 149,077 30% 141,484 32%
Certified Plan-based Enroller 13,588 1% 17,698 4% 5,712 1%
Service Center Representative 124,014 9% 62,002 13% 65,469 15%
Total 1,395,929 100% 495,073 100% 439,390 100%
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was 16 minutes. It is estimated that the 7C’s Call Center took approximately 8.5% or
117,349 of the total calls received during open enrollment.
2. Key Performance Measures
Based on the data reports received from Covered California, the following represents the
primary metrics of performance for all Call Centers. The chart reflects statistics received
after our December report to your Committee.
Month/Year
Total Call
Numbers for
All Call Centers
Total Call
Numbers for the
7C’s Call Center
Average Call
Handle Time (AHT)
All Centers –
Minutes*
Average Call
Handle Time
(AHT) for the
7C’s Call Center
– Minutes*
November 2015 290,705 23,360 17 19
December 2015 406,928 33,078 15 17
January 2016 419,145 31,218 15 16
February 2016 344,242 29,693 14 15
* This is the average amount of talk time, hold time, and wrap time necessary to complete the
phone transaction. This is a performance indicator contained in our contract, which allows up to
51 minutes of handle time per call.
Covered California continues to focus on developing and standardizing policy and
implementing guidelines for training, systems and quality reviews. Although progress is
measurable, similar issues as those experienced at start up continue which encompass
periodic systems, process and technology problems.
Our partnership with Covered California to provide access to affordable healthcare has
continued to be strong, open and collegial; and the 7C’s Call Center management and
support staff continues to be involved in regular conference calls and meetings.
3. Contracted Performance Measures
We have consistently maintained hours of operation and staffing ratios as
required/approved by the Health Benefit Exchange. The Command Center asked Contra
Costa to work Monday through Friday beginning March 28, 2016. New schedules have
been issued to all 7C’s agents: business hours will be Monday through Friday, 8am – 6pm.
Due to projected call volumes, there is a greater need for coverage from 7C’s on Mondays.
Based on our own internal performance assessment including informal feedback received
from Covered California, we believe all other key performance measures are either being
met and/or exceeded, or are deemed acceptable in comparison to the performance of
other Covered California Call Centers. It is important to note that the following contracted
performance outcomes have either not been formally measured and/or promulgated by
Covered California.
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Schedule Adherence measures the percentage of time an agent is actively logged into
the Automated call Distribution (ACD) system compared to the forecasted schedule:
90%
The 7C’s Call Center has been recognized as having the highest consistent schedule
adherence percentage of all of the Covered California Call Centers. Schedule
Adherence is defined by individual agents logged into the phone system and available
for calls. Agents must log on timely at the beginning of their shifts, and take their
breaks and lunches as scheduled by the Covered California Workforce Management.
ADHERENCE
Month Contra Costa Rancho Cordova Fresno
November 2015 86.21% 77.91% 75.94%
December 2015 85.15% 77.99% 74.65%
January 2016 88.28% 82.48% 80.04%
February 2016 88.31% 79.66% 78.52%
Quality Monitoring which measures the overall quality of agent interactions with
customers, adherence to established procedures, and overall accuracy of information
provided and data entered: 85%
Quality Monitoring continues to be a fluid process with Covered California as they
have experienced staffing changes, reorganization, and system issues since
implementation. However, the 7C’s Call Center monitors all of our agents on a
monthly basis and work with Covered California on the Quality Monitoring scores of
calls reviewed.
In February 2016, the Covered California Service Center Management Team
conducted an onsite visit at the 7C’s. Service Center Director, Mavilla Safi, was
impressed with Contra Costa’s Quality Monitoring guidelines. Ms. Safi was in
agreement with Contra Costa’s standards and is considering adopting the 7C’s
reports. In addition, Ms. Safi and her team were impressed with the commitment and
passion of the Customer Service Agent Supervisors.
Covered California continues to examine, analyze, and calibrate the data coming from
these monitorings as well as to determine how the data will be measured, applied and
used. Although there has been no formal promulgation of this data, we believe we are
very close to if not meeting the 85% standard of quality interactions with our
customers.
Customer Satisfaction determined by independent customer surveys on courtesy,
understanding, knowledge, and problem resolution: 87%
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The 7C’s maintains and records customer satisfaction when provided; however, to
date, Covered California has not implemented a Customer Satisfaction survey
component.
C. Staffing
As of March 9, 2016, the 7C’s has a total of one hundred twenty seven (127) staff. There are
currently one hundred nine (109) Customer Service Agents (CSAs). This includes
84 CSA I (49 FT & 35 PI)
25 CSAII (All permanent full time)
18 Support Staff
Total Agents: 109 (average capacity for agents is 162 FTEs)
We are currently working with Human Resources to recruit CSA Is. The announcement for
hiring is scheduled to be released in March 2016. This recruitment is critical to the ability of
the 7C’s to meet the deadline to hire 2 -3 training classes in preparation for the fourth Open
Enrollment, fulfilling our contractual obligations to Covered California. The hiring of bi-lingual
staff is a primary goal of this recruitment.
D. Media Campaigns and other Covered California Events
Mavilla Safi was hired as the new Covered California Service Center Director with an
effective start date of November 9, 2015.
Section 1332 of the Affordable Care Act (ACA) permits states to apply for a State
Innovation Waiver to pursue innovative strategies for providing their residents with
access to high quality, affordable health insurance while retaining the basic protections
of the ACA. Waivers are contained to four components; individual mandates, employer
mandates, benefits and subsidies, exchanges and qualified health plans. The U.S.
Department of Health and Human Services (HHS) and the U.S. Department of the Treasury
are responsible for reviewing waiver applications. Covered California is exploring options
for pursuing a 1332 Waiver and hosted the first of many public forums with expert
panelists and advocates on February 23, 2016.
More information can be found at: http://board.coveredca.com/meetings/2016/2-
18/index.shtml
Covered California now offers consumers a pathway to vision. Adult vision care is not an
essential health benefit under the Affordable Care Act, and coverage is handled directly
through VSP Global. Vision services for children are an essential health benefit and are
included in health plans purchased through Covered California. Enrollment with VSP into
vision plans is available year-round, there is no open enrollment dates.
The 1095-A is an Internal Revenue Service (IRS) form essential for consumers who have
health insurance through Covered California when filing their taxes. The 1095-A provides
evidence of health insurance as well as the amount of their Applied Premium Tax Credit.
APTC. This year the Federal deadline for mailing 1095-A to consumers was February 1,
2016.
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Health and Human Services published proposed federal regulations of benefit and
payment parameters for 2017. Covered California submitted four comment letters on a
variety of topics including:
User fee for state based marketplaces.
Standardizing health benefits
Direct enrollment and web based entities
Proposed federal rules are located at:
https://www.federalregister.gov/articles/2015/12/02/2015-29884/patient-protection-
and-affordable-care-act-hhs-notice-of-benefit-and-payment-parameters-for-2017
Covered California comment letters can be found at:
http://hbex.coveredca.com/regulations/
The percentage of consumers who selected a health plan outside of the four major
carriers — Anthem Blue Cross of California, Blue Shield of California, Health Net and Kaiser
Permanente — nearly tripled compared with a year ago. Covered California Executive
Director Peter V. Lee said. “Covered California built a marketplace that is leading to
sustainable cost trends because of the good risk mix, and that creates a level playing field
for carriers, forcing them to compete on price and quality. Competition is driving the
market. Consumers are shopping around and selecting the health plan that best fits their
needs and pocketbook.”
Carrier selection for Contra Costa County, Region 5:
Carrier Pricing Region 5
Members Percentage
Anthem Blue Cross of California 1,400 4.20%
Blue Shield of California 12,200 36.80%
Health Net 380 1.10%
Kaiser Permanente 19,170 57.80%
Total 33,150 100.00%
E. Contract and Fiscal
1. Contract
The current contract with Covered California goes through June 30, 2017 and is at a total
dollar amount of $33,754,425.
Effective February 9, 2016, Merced BAR, LLC purchased the property at 2500 Bates
Avenue, Concord, California. Cushman & Wakefield of California, Inc. will manage the
property on behalf of the new owner.
86
The original lease was negotiated by Public Works and they have assured us that the
provisions in the existing lease agreement will apply to the new owners and will allow for
our continued occupancy and uninterrupted Center operations at the present site
through the end of the contract period which is June 30, 2017.
There is also a rent escalation provision in the existing lease agreement which becomes
effective in April 2016. This rent increase was accommodated under the existing contract
budget with Covered California.
2. Fiscal
Since the initiation of the 7Cs Center, the Department has followed the budget detail and
payment provisions as specified under the contract and by the Board of Supervisors with
there being no outlay of County General funds. All invoices submitted for
payment/reimbursement for contract expenditures incurred from April 2013 through
October 2015 in the amount of $21,148,950.10. The most recent invoices for the Months
of November ($710,982.79) and December 2015 (1,235,271.13) were mailed on February
10, 2016 and March 8, 2016, respectively and we are awaiting reimbursement for both.
F. Customer Feedback
Customers continue to provide feedback and share their stories and compliments on the
excellent customer service provided at the 7Cs Call Center as conveyed to our Supervisors
and Managers about our Agents. Below is a sampling of these comments received:
o “I would like to express my appreciation for the wonderful patience and clarity explaining
everything. It was such a pleasant experience speaking with Nena. She helped me
navigate a lot through different things. It was my best experience with Covered California
so far. I really appreciate her help. I would really like to express my appreciation for her”.
o “Wonderful job. Roosevelt was very calm and he fixed a technical issue. He is a very
helpful gentleman. Give him a pat on the back because he did a great job”.
o “Your rep Luana was extremely helpful. I was getting frustrated with systems problems
and she was very professional and very helpful. She walked me through everything. She
helped me sign up for Delta Dental. I wanted you to know she should be commended. I
hope it brings a bright smile to your day”.
o “Excellent to work with. Claudia was very nice and gave me a sense of hope. Fantastic
job”.
o “Connie gave me the best service I ever had! She confirmed I was enrolled, gave me an
access code and provided the best service I ever had with Covered CA. She is a true gem”!
o Consumer stated, “Marcus changed my outlook with his excellent customer service. I
appreciated his help. I have tears of joy due to the great service I received from Marcus. I
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would like Covered California to know that Marcus deserves to be employee of the
month”
o "Her assistance was outstanding. Nicole is a keeper. She went above and beyond. She
resolved all my issues and answered all my questions."
o Consumer stated, “Gena was helpful, friendly, and fantastic. She had a very nice manner
and provided terrific service”.
o “Shamina was delightful to speak with, very helpful, very considerate, very respectful, the
kind of people who do a great job”.
o Consumer stated “Heidi was so knowledgeable and articulate. I was confuse d by a letter
I received and Heidi explained it in a way I could understand. She helped me with access,
income explanations and answered every question and concern I had”.
o Consumer stated: "I have spent quite some time on the phone with Ca’Naya and she
allowed me to ask the same question several times in different ways and never showed
any kind of frustration. She is very knowledgeable, very patient. If there is slightest
information she did not have she got out her manual or looked on computer and gave the
right answer the first time. She just gave me a stellar performance”.
G. Moving Forward
The 7C’s Quality Assurance Team, QAT, has been tasked with updating the California
Healthcare Eligibility, Enrollment and Retention System, CALHEERs, for consumers who have
submitted necessary verifications that may mandate modifications to their accounts. The
QAT and the 7C’s Supervisors received a full day of training from Covered California on March
9, 2016, and began working on these accounts on March 10, 2016. The QAT will be verifying
accuracy of consumer accounts and will be contacting consumers to ensure correct data has
been entered into the CalHEERs system.
Covered California is closed in observation of Caesar Chavez day on March 31, 2016, and
Covered California management has requested that the entire 7C’s assist with manual work
on that day as the phones will be closed to the public.
From February 10 through February 12, a unit of CSA I’s was chosen by Covered California
Academy to pilot a new search feature in the Knowledge Base System. Knowledge Base stores
all policy, procedures and task guides for Covered California. Testing went well and the new
feature will have a soft launch at the end of March 2016.
We continue to work with Covered California in taking statewide calls from consumers. The
types of calls have changed from enrollment and processing renewals and plan changes to
assisting the consumers with special enrollment and tax inquiries. As we move forward
through our third Open Enrollment, calls have become more complicated and require
knowledgeable, well trained agents to assist. The staff at the 7C’s are extremely dedicated
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and remain knowledgeable about current policies in order to assist consumers in obtaining
health care coverage.
With an emphasis on performance; we continue to concentrate on our quality monitoring of
staff, internal performance data reviews, and on-going training of our Center staff to assure
the 7Cs meets, if not exceeds, all performance expectations.
We continue to establish and maintain close working relationships with the Call Center
Management team and are confident that our close working relationship with Covered
California will continue the excellent partnership we have established in providing and
enhancing our services to the residents of California to readily access and obtain affordable
health care coverage.
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