HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 05302018 - FHS Cte Agenda Pkts
FAMILY & HUMAN SERVICES
COMMITTEE
SPECIAL MEETING
May 30, 2018
9:30 A.M.
651 Pine Street, Room 101, Martinez
Supervisor Candace Andersen, Chair
Supervisor John Gioia, 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. RECEIVE and APPROVE the draft Record of Action for the April 23, 2018 Family &
Human Services Committee meeting. (Julie DiMaggio Enea, County Administrator's
Office)
4. CONSIDER recommending to the Board of Supervisors the appointment of Steve Van
Wart to the Member At-Large 2 seat and Barbara Hockett to the Member At-Large 4 seat
on the Managed Care Commission, as recommended by the Commission. (Julie
DiMaggio Enea, County Administrator's Office)
5. CONSIDER approving the staff recommendations for FY 2018-19 Community
Development Block Grant (CDBG) Public Service and Emergency Solutions projects,
and directing the Department of Conservation and Development to prepare a staff report,
inclusive of the other CDBG categories, for Board of Supervisors consideration.
(Gabriel Lemus, Conservation and Development Department)
6.The next meeting is currently scheduled for June 25, 2018.
7.Adjourn
The Family & Human Services Committee will provide reasonable accommodations for persons
with disabilities planning to attend Family & Human Services Committee meetings. Contact the
staff person listed below at least 72 hours before the meeting.
Any disclosable public records related to an open session item on a regular meeting agenda and
distributed by the County to a majority of members of the Family & Human Services Committee
less than 96 hours prior to that meeting are available for public inspection at 651 Pine Street, 10th
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
FAMILY AND HUMAN SERVICES
COMMITTEE 3.
Meeting Date:05/30/2018
Subject:RECORD OF ACTION FOR THE APRIL 23, 2018 F&HS MEETING
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: N/A
Referral Name: N/A
Presenter: Julie DiMaggio Enea Contact: Julie DiMaggio Enea (925)
335-1077
Referral History:
County Ordinance requires that each County body keep a record of its meetings. Though the
record need not be verbatim, it must accurately reflect the agenda and the decisions made in the
meeting.
Referral Update:
Attached is the draft Record of Action for the April 23, 2018 Family & Human Services
Committee meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the draft Record of Action for the April 23, 2018 Family & Human
Services Committee meeting.
Fiscal Impact (if any):
None.
Attachments
DRAFT F&HS Record of Action 4-23-18
D R A F T
FAMILY AND HUMAN SERVICES
COMMITTEE
RECORD OF ACTION FOR
April 23, 2018
Supervisor Candace Andersen, Chair
Supervisor John Gioia, Vice Chair
Present: Candace Andersen, Chair
John Gioia, Vice Chair
Staff Present:Enid Mendoza, Senior Deputy County Administrator
Attendees: Susan Jeong
Warren Hayes, HSD Behavioral Health
Genoveva Zesati
Cathy Roof
Oscar Dominguez
Gina Del Carlo, EHSD
George Carter, EHSD
Maureen Nelson, EHSD
Patience Ofodu, EHSD
Jason Cox
Donna Van Wert, EHSD
Kathy Gallagher, EHS Director
Jeff Shoji, EHSD
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).
No members of the public asked to speak under public comment.
3.RECOMMEND to the Board of Supervisors the re-appointments of Keegan Duncan to
the Consumer Seat of Any Age - Seat 4, and Joe Juarez to the Consumer Under 60 -
Seat 2 on the In-Home Supportive Services Public Authority Advisory Committee, as
recommended by the Authority.
The Committee accepted the recommendation and directed staff to forward to the Board of
Supervisors for approval.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
4.RECOMMEND to the Board of Supervisors the re-appointments of Stacie
Cooper-Roundtree to Child Care Provider 4 – East County, Carolyn Johnson to Public
Agency 1 – West County, Edirle Menezes to Public Agency 2 – Central South County,
Doug Rowe to Public Agency 4 – East County, Cindy Molander to Community –
Central/South County, and Cathy Roof to Discretionary 3 – Central/South County seats
on the Local Planning and Advisory Council for Early Care and Education, as
recommended by the County Office of Education.
The Committee accepted the recommendation and directed staff to forward to the Board of
Supervisors for approval
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
5.ACCEPT the report from the Health Services Department Behavioral Health Division
on the California auditor's report on state oversight of Mental Health Services Act funds
and DIRECT staff to forward the report to the Board of Supervisors for their
information.
The Committee accepted the report and directed staff to revise the report with additional
information before forwarding to the Board of Supervisors for discussion in May. The Committee
directed the Department to work with Committee staff to include the following in the report: clarity
on if any unspent MHSA funds will be subject to reversion, historic revenue and reserve levels, and
the potential impacts of the No Place Like Home Program.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
6.ACCEPT the report from the Employment and Human Services Department on the
Workforce Development Board and Workforce Innovation and Opportunity Act
updates and DIRECT staff to forward it to the Board of Supervisors for their
information.
The Committee accepted the report and directed staff to return to the Committee in August 2018
with updated fiscal information and to convert this to a biennial report out to the Committee moving
forward. Speakers: Kathy Gallagher, Donna Van Wert, and Jason Cox.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
7.The next meeting date is to be determined.
8.Adjourn
For Additional Information Contact:
Enid Mendoza, Committee Staff
Phone (925) 335-1039, Fax (925) 646-1353
enid.mendoza@cao.cccounty.us
FAMILY AND HUMAN SERVICES
COMMITTEE 4.
Meeting Date:05/30/2018
Subject:RECOMMENDATIONS FOR APPOINTMENT TO THE
MANAGED CARE COMMISSION
Submitted For: Anna Roth, Health Services Director
Department:Health Services
Referral No.: N/A
Referral Name: APPOINTMENTS TO ADVISORY BODIES
Presenter: N/A Contact: Julie DiMaggio Enea (925)
335-1077
Referral History:
On December 13, 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 a requirement that applications for at
large/countywide seats be reviewed by a Board of Supervisors committee.
The Managed Care Commission (MCC) was established in May 1995 and replaced the Contra
Costa Health Plan Advisory Board and the Medi-Cal Advisory Planning Commission. The
purpose of the MCC is to make recommendations to the Board of Supervisors, Health Services
Director and Chief Executive Officer of the Contra Costa Health Plan (CCHP) on operational
objectives, policies and procedures as well as revised service, product development, marketing,
and data-gathering priorities. Additionally, the MCC assures effectiveness, quality, efficiency,
access, and acceptability of CCHP services by ongoing as well as periodic formal reviews of
Management Information System data.
The MCC consists of 15 seats: 9 At-Large, 4 subscriber, and 2 provider seats. Each seat has a
fixed three-year term. As recommended by the Phase III of Triennial Advisory Body Review and
approved by the Board of Supervisors at its December 5, 2017 meeting, the MCC is in the process
of revising its bylaws to add one additional seat for a Medicare subscriber for a senior or person
with disabilities as this is required by the National Committee for Quality Assurance. In addition,
the MCC is also broadening the title of “medical provider” to include Nurse Practitioners,
Physician’s Assistants and Optometrists.
Referral Update:
There are currently 7 seats filled in the MCC, 4 expired appointments pending reappointment, 1
There are currently 7 seats filled in the MCC, 4 expired appointments pending reappointment, 1
pending appointment, and 3 vacant seats without pending candidates. These vacant seats include:
Commercial Subscriber, Representative for Medically Indigent Health Care Needs, Physician,
and Member-At-Large seats 1, 3, 4, and 8. The current membership is as follows:
Seat Title
Term
Expiration
Date
Current
Incumbent
Incumbent
Supervisor
District
No. of
Meetings
Attended
Since
Appointment
Date
Total No. of
Meetings
Held Since
Appointment
Total No.
of
Absences
Allowable
in Bylaws
Medi-Cal Subscriber 8/31/2018 Tamara Mello IV 10 14 3*
Medicare Subscriber 8/31/2018 Ella Jones I 9 10 3*
Commercial
Subscriber VACANT 3*
Representative for
Medically Indigent
Health Care Needs
VACANT
3*
Physician,
non-contracting VACANT 3*
Other Provider,
non-contracting 8/31/2018 Joan
Lautenberger II 13 14 3*
At-Large 1 8/31/2019 Frances Trant V 2 2 3*
At-Large 2 VACANT 3*
At-Large 3 VACANT 3*
At-Large 4 VACANT 3*
At-Large 5 8/31/2018 Jeffrey Kalin IV 12 14 3*
At-Large 6 8/31/2018 Henry Tyson IV 13 14 3*
At-Large 7 8/31/2018 Debra
Shorter-Jones I 4 8 3*
At-Large 8 VACANT 3*
At-Large 9 8/31/2018 Andi Li II 12 14 3*
* In a rolling 12-month period
Recommendation(s)/Next Step(s):
CONSIDER recommending to the Board of Supervisors the appointment of Steve Van Wart to the
Member At-Large 2 seat and Barbara Hockett to the Member At-Large 4 seat on the Managed
Care Commission, as recommended by the Commission.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Memo Appt Request_Steve Van Wart
Candidate Application_Steve Van Wart_Managed Care Comm
Memo Appt Request_Barbara Hockett
Candidate Application_Barbara Hockett_Managed Care Comm
• Contra Costa Alcohol and Other Drugs Services • Contra Costa Emergency Medical Services • Contra Costa Environmental Health • Contra Costa Health Plan •
• Contra Costa Hazardous Materials Programs • Contra Costa Mental Health • Contra Costa Public Health • Contra Costa Regional Medical Center • Contra Costa Health Centers •
Date: April 20, 2018
To: Family and Human Services Committee, Contra Costa Board of Supervisors
Susan Smith, County Administrator’s Office
From: Deboran Everist, Staff contact for Managed Care Commission
RE: MANAGED CARE COMMISSION – APPOINTMENT
The Managed Care Commission (MCC), in its continued efforts to recommend commissioners that are
able to articulate concerns of health care recipients as well as represent the diverse population within our
community, hereby makes the following recommendation for appointment to the MCC.
NOMINEE SEAT TERM EXPIRATION
Steve Van Wart
802 Tunbridge Road
Danville, CA 94526
Member-at-Large 2 Seat Term expires
8/31/2018
Three years
Barbara resides in Alamo and Steve resides in Danville. Our other comm issioners reside:
Member-at-Large 1 Pittsburg Member-at-Large 8 Walnut Creek
Member-at-Large 3 San Ramon Member-at-Large 9 San Ramon
Member-at-Large 4 Alamo Medicare Subscriber San Pablo
Member-at-Large 5 Pleasant Hill Other Provider Lafayette
Member-at-Large 6 Walnut Creek Medi-Cal Subscriber Pleasant Hill
Member-at-Large 7 Richmond
There were no other applications received for open commission seats at this time.
Steve’s application is attached. The MCC By-Laws, Article III: MEMBERSHIP states that (E.) The term of
office is for three years.
The Managed Care Commission supports this recommendation with a unanimous vote at the March 28,
2018 meeting and hopes to annouce this appointment at their May 16, 2018 meeting. My contact
information is:
Phone: 925-313-6035
Email: Deboran.Everist@hsd.cccounty.us
Thank you in advance for your kind consideration in this matter.
ADMINISTRATION
595 Center Avenue, Suite 100
Martinez, California 94553
Main Number: 925-313-6000
Member Call Center: 877-661-6230
Provider Call Center: 877-800-7423
Se Habla Español
PATRICIA TANQUARY, MPH, PhD
Chief Executive Officer
GERALD BOURNE, MD
Medical Director
A Culture of Caring
• Contra Costa Alcohol and Other Drugs Services • Contra Costa Emergency Medical Services • Contra Costa Environmental Health • Contra Costa Health Plan •
• Contra Costa Hazardous Materials Programs • Contra Costa Mental Health • Contra Costa Public Health • Contra Costa Regional Medical Center • Contra Costa Health Centers •
Date: April 20, 2018
To: Family and Human Services Committee, Contra Costa Board of Supervisors
Susan Smith, County Administrator’s Office
From: Deboran Everist, Staff contact for Managed Care Commission
RE: MANAGED CARE COMMISSION – APPOINTMENT
The Managed Care Commission (MCC), in its continued efforts to recommend commissioners that are
able to articulate concerns of health care recipients as well as represent the diverse population within our
community, hereby makes the following recommendation for appointment to the MCC.
NOMINEE SEAT TERM EXPIRATION
Barbara Hockett
11 Sara Lane
Alamo, CA 94507
Member-at-Large 4 Three years
Vacant since expiration
on 8/31/2016
Barbara resides in Alamo. Our other commissioners reside:
Member-at-Large 1 Pittsburg Member-at-Large 8 Walnut Creek
Member-at-Large 3 San Ramon Member-at-Large 9 San Ramon
Member-at-Large 5 Pleasant Hill Medicare Subscriber San Pablo
Member-at-Large 6 Walnut Creek Other Provider Lafayette
Member-at-Large 7 Richmond Medi-Cal Subscirber Pleasant Hill
There were no other applications received for open commission seats at this time.
Barbara’s application is attached. The MCC By-Laws, Article III: MEMBERSHIP states that (E.) The term
of office is for three years.
The Managed Care Commission supports this recommendation with a unanimous vote at the March 28,
2018 meeting and hopes to annouce this appointment at their May 16, 2018 meeting. My contact
information is:
Phone: 925-313-6035
Email: Deboran.Everist@hsd.cccounty.us
Thank you in advance for your kind consideration in this matter.
ADMINISTRATION
595 Center Avenue, Suite 100
Martinez, California 94553
Main Number: 925-313-6000
Member Call Center: 877-661-6230
Provider Call Center: 877-800-7423
Se Habla Español
PATRICIA TANQUARY, MPH, PhD
Chief Executive Officer
GERALD BOURNE, MD
Medical Director
A Culture of Caring
FAMILY AND HUMAN SERVICES COMMITTEE 5.
Meeting Date:05/30/2018
Subject:Community Development Block Grant Program Recommendations
Submitted For: John Kopchik, Director, Conservation & Development Department
Department:Conservation & Development
Referral No.: 20
Referral Name: Public Service Portion of the Community Development Block Grant (CDBG)
Presenter: Gabriel Lemus, CDBG Program
Manager
Contact: Gabriel Lemus (925)
674-7882
Referral History:
On February 11, 1997, the Board of Supervisors referred to the Family and Human Services
Committee (F&HS) the subject of the Public Service Portion of the Community Services Block
Grant (CDBG) Program. Therefore, the Department of Conservation and Development reports to
F&HS at least annually regarding recommendations for the Public Services category and
Emergency Solutions Grant funding allocations.
Referral Update:
Please see the attached report from the Conservation and Development Department.
Recommendation(s)/Next Step(s):
CONSIDER approving the staff recommendations for FY 2018-19 Community Development
Block Grant Public Service and Emergency Solutions projects, and directing the Department of
Conservation and Development to prepare a staff report, inclusive of the other CDBG categories,
for Board of Supervisors consideration.
Fiscal Impact (if any):
Upon approval, grant projects totaling $769,375 for the Public Services and $340,595 for the
Emergency Solutions categories would be recommended to the Board. Grant project totals are
aligned with the Board's adopted guidelines for the allocation of CDBG funding.
Attachments
FY 2018-19 CDBG Allocation Recommendations
1
CONTRA COSTA COUNTY
DEPARTMENT OF CONSERVATION AND
DEVELOPMENT
30 Muir Road
Martinez, CA 94553
Telephone: (925) 674-7882
MEMORANDUM
DATE: May 30, 2018
TO: Family and Human Services Committee
Supervisor Candace Andersen, Chair
Supervisor John Gioia, Vice-Chair
FROM: Gabriel Lemus, CDBG Program Manager
SUBJECT: FY 2018/19 (2nd Year) Community Development Block Grant (CDBG) Funding
Recommendations – Public Service Category
FY 2018/19 (2nd Year) Emergency Solutions Grant Funding Recommendations
RECOMMENDATIONS
1. APPROVE recommendations for FY 2018/19 CDBG Public Service (PS) projects as
recommended by staff and/or amended by the Committee.
2. APPROVE recommendations for FY 2018/19 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
June 26, 2018 as a “Consent” item.
BACKGROUND
The purpose of this memorandum is to transmit staff recommendations for funding in the PS category
for the FY 2018/19 CDBG Program and the FY 2018/19 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
2
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 2017, the Board
approved the allocation of FY 2017/18, FY 2018/19, and FY 2019/20 CDBG and ESG funds. The
allocation of FY 2018/19 CDBG and ESG funds was contingent on the availability of funds and the
satisfactory accomplishment of contract goals.
Available Funding
On May 1, 2018, the U.S. Department of Housing and Urban Development (HUD) announced the FY
2018/19 CDBG Program entitlement allocations to all CDBG entitlement jurisdictions. The County’s
FY 2018/19 CDBG entitlement amount is $4,651,189, which is approximately $600,000 more than the
County received in FY 2017/18.
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% $2,093,035
Public Services *17% $ 790,702
Economic Development 10% $ 465,119
Infrastructure/Public Facility 8% $ 372,095
Administration 20% $ 930,238
Total FY 2018/19 CDBG Grant $4,651,189
*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, $790,702 is
available to PS projects from the annual allocation. In addition, there is $7,420 available from
completed PS projects. Lastly, $40,000 is provided from the “Affordable Housing” category to help
fund fair housing services. Therefore, a total of $838,122 is available for PS projects. A total of 34
renewal applications were received requesting a total of $769,375. Staff recommends all 34 projects be
funded at the amounts requested (Attachment A-1). Therefore, a total of $68,747 is available from the
PS category to fund projects in other CDBG categories. Staff recommends allocating the $68,747 to the
Infrastructure/Public Facilities (IPF) category. This will ensure that the applications in all the non-
housing CDBG categories get their full request, and ensures that all of the available CDBG funds are
allocated to eligible projects carried out during FY 2018/19.
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 $368,211 in
ESG funding for FY 2018/19, approximately $3,000 more than FY 2017/18. Seven and a half percent
(7.5%) of the grant will be used for administration expenses, resulting in a total of $340,595 available
3
for projects. A total of five renewal applications were received requesting a total of $337,902.
Therefore, there is a total of $2,693 available to allocate to eligible ESG projects. Given that the ESG
regulations do not allow for more than 60 percent going towards shelter-related activities, staff is
recommending to allocate the extra $2,693 to Shelter Inc.’s Rapid Rehousing and Homeless Prevention
Program. Staff’s detailed 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 2018/19, currently funded PS and ESG agencies were
required to submit an abbreviated “renewal application”, including a proposed FY 2018/19 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 2018/19 PS projects are listed in Attachment A-1, and staff’s
funding recommendations for FY 2018/19 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 to nine months of FY 2017/18. 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 June 26,
2018. Final recommendations must be forwarded to HUD within 60 days of HUD’s announcement of
the CDBG Program entitlement allocations, or by June 29, 2018, for review to ensure consistency with
federal regulations.
cc: Kara Douglas, Assistant Deputy Director, Department of Conservation and Development
John Kopchik, Director, Department of Conservation and Development
Community Development Block Grant
Public Services Category
FY 2017/18, 2018/19, and 2019/20
ATTACHMENT A-1
Project Name
Amount
Requested
Amount
Received in
FY 2017/18
County Staff
Recommendation for
FY 2018/19 Antioch Concord Pittsburg Walnut Creek
18-01-PS Bay Area Legal Aid
Tenant Landlord
Housing Services
Collaborative
Provide landlord/tenant
counseling and legal services
for 510 landlords/tenants.
$100,000 $80,000 $80,000 $30,000 $12,000 $0 $0 $122,000 $175,535 70%
18-02-PS
Community Housing
Development
Corporation
Contra Costa County
Home Equity
Preservation Alliance
(HEPA)
Provide foreclosure counseling,
education and legal assistance
to 80 clients.
$30,000 $25,000 $25,000 $0 $0 $0 $0 $25,000 $160,536 16%
18-03-PS
Community Housing
Development
Corporation of North
Richmond
Multicultural/ Senior
Family Center
Provide 350 persons with
educational, recreational and
nutritional programs at
community center.
$98,291 $55,000 $55,000 $0 $0 $0 $0 $55,000 $149,691 37%
18-04-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 $5,000 $0 $0 $5,000 $25,000 $307,500 8%
18-05-PS Contra Costa Service
Integration Program
Spark Point Contra
Costa
Provide services to 200 Urban
County residents to assist them
in obtaining and maintaining
employment, improve their
careers.
$20,000 $12,000 $12,000 $0 $0 $0 $0 $12,000 $236,000 5%
18-06-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 $0 $10,000 $0 $0 $56,500 $5,839,958 1%
18-07-PS Monument Crisis
Center
Nutrition/Community
Resources for Low
Income Seniors/ Adults
with Disabilities
Provide wrap-around safety net
services for 2,000 low-income
clients.
$20,000 $15,000 $15,000 $0 $20,000 $0 $15,000 $50,000 $2,617,100 2%
CCC Project
No.OutcomeApplicant
Public Service Projects
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County
Amount Requested (Other CDBG
Jurisdictions)
Community Development Block Grant
Public Services Category
FY 2017/18, 2018/19, and 2019/20
ATTACHMENT A-1
Project Name
Amount
Requested
Amount
Received in
FY 2017/18
County Staff
Recommendation for
FY 2018/19 Antioch Concord Pittsburg Walnut Creek
CCC Project
No.OutcomeApplicant
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County
Amount Requested (Other CDBG
Jurisdictions)
18-08-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 $0 $0 $0 $0 $25,000 $154,000 16%
18-09-PS Richmond Public
Library Words on Wheels
Provide Mobile Library services
to serve 125 seniors living in
areas of Richmond that have
limited access
$15,000 $12,000 $12,000 $0 $0 $0 $0 $12,000 $19,756 61%
18-10-PS St. Vincent de Paul of
Contra Costa County
RotaCare Pittsburg Free
Medical Clinic at St.
Vincent de Paul
Provide free urgent and chronic
medical care to 480 uninsured
clients.
$13,000 $12,000 $12,000 $0 $0 $18,000 $0 $30,000 $217,650 14%
18-11-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 $0 $0 $0 $0 $13,000 $307,100 4%
18-12-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 $0 $0 $0 $0 $10,000 $20,000 50%
18-13-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 $0 $10,000 $7,500 $39,500 $517,500 8%
18-14-PS
Court Appointed
Special Advocates
(CASA)
Children At Risk
Provide advocacy, mentoring,
and representation services for
37 abused and neglected
children.
$20,000 $18,000 $18,000 $14,000 $15,000 $5,000 $0 $52,000 $757,300 7%
18-15-PS Lamorinda Spirit - City
of Lafayette
Lamorinda Spirit Van
Senior Transportation
Program
Provide free or low-cost
transportation to 160 seniors
living in Moraga, Orinda and
Lafayette.
$10,000 $10,000 $10,000 $0 $0 $0 $0 $10,000 $179,001 6%
Community Development Block Grant
Public Services Category
FY 2017/18, 2018/19, and 2019/20
ATTACHMENT A-1
Project Name
Amount
Requested
Amount
Received in
FY 2017/18
County Staff
Recommendation for
FY 2018/19 Antioch Concord Pittsburg Walnut Creek
CCC Project
No.OutcomeApplicant
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County
Amount Requested (Other CDBG
Jurisdictions)
18-16-PS Lions Center for the
Visually Impaired
Independent Living
Skills for Blind &
Visually Impaired
Adults
Provide in-home independent
living skills and mobility training
for 42 visually impaired persons.
$15,000 $10,000 $10,000 $10,000 $12,000 $10,000 $10,000 $52,000 $316,351 16%
18-17-PS
Meals On Wheels and
Senior Outreach
Services
Care Management
Provide long-term care services
case management for 140
seniors.
$20,000 $15,000 $15,000 $15,000 $15,000 $7,500 $10,000 $62,500 $377,992 17%
18-18-PS
Meals On Wheels and
Senior Outreach
Services
Senior Nutrition - CC
Cafes
Provide hot, weekday lunches
to 250 seniors at six senior
centers.
$18,750 $15,000 $15,000 $0 $20,000 $5,000 $0 $40,000 $358,876 11%
18-19-PS Ombudsman Services
of Contra Costa
Ombudsman Services
of Contra Costa
Provide abuse/compliance
investigation for 775 seniors
living in nursing facilities.
$17,000 $10,000 $10,000 $11,000 $12,000 $5,000 $13,000 $51,000 $702,084 7%
18-20-PS
Pleasant Hill
Recreation & Park
District
Senior Service
Network
Provide on-site care
management and crisis
intervention for 150 seniors.
$15,000 $10,000 $10,000 $0 $0 $0 $0 $10,000 $60,650 16%
18-21-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.
$12,000 $10,000 $10,000 $0 $0 $0 $7,000 $17,000 $81,040 21%
18-22-PS Family Justice Alliance West Contra Costa
Family Justice Center
Provide one-stop center services
for 300 victims of abuse and
domestic violence.
$46,000 $32,000 $32,000 $0 $0 $0 $0 $32,000 $1,327,676 2%
18-23-PS West County Adult
Day Care
West County Adult
Day/Alzheimer Respite
Center
Provide comprehensive adult
day care services for 56 seniors
with Alzheimers.
$40,000 $40,000 $40,000 $0 $0 $0 $0 $40,000 $199,100 20%
Community Development Block Grant
Public Services Category
FY 2017/18, 2018/19, and 2019/20
ATTACHMENT A-1
Project Name
Amount
Requested
Amount
Received in
FY 2017/18
County Staff
Recommendation for
FY 2018/19 Antioch Concord Pittsburg Walnut Creek
CCC Project
No.OutcomeApplicant
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County
Amount Requested (Other CDBG
Jurisdictions)
18-24-PS A Place of Learning
Afterschool Training
and Mentoring
Program
Provide free after-school
mentoring and tutorial services
to 60 underprivileged/english-
learning children in Far East
County.
$10,000 $10,000 $10,000 $0 $0 $0 $0 $10,000 $38,400 26%
18-25-PS East Bay Center for
Performing Arts
Deep Roots, Wide
World Program
Provide performing arts and
summer literacy programming to
150 children in Richmond, CA.
$14,200 $11,500 $11,500 $0 $0 $0 $0 $11,500 $57,985 20%
18-26-PS Girls, Inc.
Aftershcool and
Education Enrichment
Program
Provide Summer and after-
school literacy and STEM
enrichment programming to 330
students
$11,000 $11,000 $11,000 $0 $0 $0 $0 $11,000 $247,233 4%
18-27-PS Mount Diablo Unified
School District
CARES After School
Enrichment Program
Provide after-school programing
for 817 elementary and middle
school students.
$10,000 $10,000 $10,000 $0 $0 $0 $0 $10,000 $4,972,992 '0.02%
18-28-PS RYSE, Inc.RYSE Career Pathway
Program
Provide career development, media arts
education, paid work exp, and academic
support for 230 low-income youth.
$40,000 $40,000 $40,000 $0 $0 $0 $0 $40,000 $378,933 11%
18-29-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 $0 $0 $0 $0 $10,000 $323,000 3%
18-30-PS Eden Council for Hope
and Opportunity Fair Housing Services
Provide comprehensive fair
housing counseling services to
approximately 80 Urban County
residents.
$40,000 $40,000 $40,000 $25,000 $10,000 $0 $6,000 $81,000 $315,332 26%
Community Development Block Grant
Public Services Category
FY 2017/18, 2018/19, and 2019/20
ATTACHMENT A-1
Project Name
Amount
Requested
Amount
Received in
FY 2017/18
County Staff
Recommendation for
FY 2018/19 Antioch Concord Pittsburg Walnut Creek
CCC Project
No.OutcomeApplicant
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County
Amount Requested (Other CDBG
Jurisdictions)
18-31-PS Contra Costa County
Health Services
Coordinated Outreach,
Referral, and
Engagement Program
(CORE)
Provide day and evening
homeless street outreach
services to 450 Urban County
individuals
$22,300 $22,300 $22,300 $30,000 $10,000 $14,562 $17,000 $93,862 $1,277,560 7%
18-32-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 $15,212 $10,000 $0 $6,000 $85,212 $2,198,104 4%
18-33-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 $0 $10,000 $48,000 $1,192,067 4%
18-34-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 $5,000 $13,810 $33,810 $947,263 4%
Northern California
Family Center
Runaway Shelter
Services
Provide 1-5 nights of
emergency shelter, mediation
services, clothing and food to 10
Urban County youth to prevent
homelessness and long-term
institutionalization.
Did not
renew $11,500 N/A $0 $0 $0 $0 $0 N/A N/A
18-35-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 $29,388 $0 $0 $0 $54,463 $784,388 7%
$901,116 $780,875 $769,375 $209,600 $156,000 $88,872 $106,500 $1,330,347 $27,815,653 5%TOTALS
Emergency Solutions Grant
FY 2017/18, 2018/19, and 2019/20
ATTACHMENT B-1
Project Name
Amount
Requested
Amount
Received in
FY 2017/18
County Staff
Rec.
FY2018/19
18-01-ESG
Contra Costa
Behavioral Health
Services Homeless
Program
Adult Interim Housing
Program
Emergency shelter beds
and wraparound services
for 150 homeless.
$108,365 $122,693 $122,693 $122,693 $2,198,104 6%
18-02-ESG
Contra Costa
Behavioral Health
Services Homeless
Program
Calli House Youth
Shelter
Emergency shelter beds
and support services for
25 homeless youth.
$24,328 $24,328 $24,328 $24,328 $593,228 4%
18-03-ESG SHELTER, Inc.
Homeless Prevention
and Rapid Rehousing
Program
Homelessness
prevention and rapid
rehousing services to 60
Extremely Low Income
households in the Urban
County
$118,723 $118,723 $121,416 $121,416 $784,838 15%
18-04-ESG STAND! For Families
Free of Violence
Rollie Mullen
Emergency Shelter
Emergency shelter and
support services for 40
women and their
children.
$45,328 $45,328 $45,328 $45,328 $562,986 8%
18-05-ESG Trinity Center Trinity Center
Hygiene/food services
and day-use facility for
100 homeless clients.
$26,830 $26,830 $26,830 $26,830 $827,530 3%
$323,574 $337,902 $340,595 $340,595 $4,966,686 7%
CCC Project
No.OutcomeApplicant
% Budget
(ESG)
Total
Budget
Total
ESG
Contra Costa County
Attachment A-2
Staff Reports
Public Services Category
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Bay Area Legal Aid
PROGRAM NAME/NUMBER: Tenant/Landlord Counseling
18-01-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide comprehensive tenant/landlord services to
approximately 510 Urban County residents
TOTAL PROGRAM COST: $175,535
AMOUNT ALLOCATED FY 2017/18: $80,000
AMOUNT RECOMMENDED FY 2018/19: $80,000
GOAL / PERFORMANCE AS OF 3/31/18: 510 / 451
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 to all residents
of the Urban County.
The proposed project will assist Urban County residents in exercising their housing rights
by providing the following services and activities:
Tenant/Landlord Counseling: tenants and landlords will receive counseling on
their rights and responsibilities under federal, state and local housing law.
Counselors will also provide clients with information on administrative and court
proceedings. Common counseling subjects include: landlord duty to rent to
families with children; negotiating with landlords to avoid eviction for nonpayment
of rent or alleged tenant misconduct or violation of lease terms; assistance in
obtaining rent payment assistance, including Section 8 rent subsidies, deposit
assistance and temporary rent payment assistance; and assistance in
understanding lease terms.
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 bec ause ECHO
has an office located in Antioch 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.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Community Housing Development Corporation of
North Richmond
PROGRAM NAME/NUMBER: Home Equity Preservation Alliance /
18-02-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide the following services to 80 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: $160,536
AMOUNT ALLOCATED FY 2017/18: $25,000
AMOUNT RECOMMENDED FY 2018/19: $25,000
GOAL / PERFORMANCE AS OF 12/31/17: 80 / 65
PROGRAM DESCRIPTION: 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 in, or facing foreclosure, and persons who have gone through the
foreclosure process.
When the HEPA program began operations 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. Although these figures have dropped dramatically and the
crisis has subsided, foreclosures and the after-effects of foreclosure continue to have
serious consequences to homeowners, neighborhoods, and the County. One of the
biggest issues currently facing families at risk of foreclosure is the different types of
rampant and bold “rescue” scams targeting desperate homeowners. Victims of rescue
scams lose not only their homes but also the last bit of savings that they have toward a
rental security deposit. Low-income renters living in foreclosed properties are often
subject to aggressive attempts to have them move out, such as threats to have their
utilities abruptly and wrongfully cut or potential loss of their security deposit and months
of rent. They can even have their credit score ravaged if banks mistakenly list them as
defendants in foreclosure cases. Additionally, tenants that have already gone through a
foreclosure have a substantially tougher time trying to find a landlord that is willing to
rent to them. All of these issues directly affect families living through a foreclosure or on
the verge of 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 fac ing
foreclosure or to those former homeowners who are just trying to get their lives back
together after going through the foreclosure process.
This program is eligible, feasible and timely. Requested funding will be allocated to staff
salaries and subcontractors services.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Community Housing Development Corporation of
North Richmond
PROGRAM NAME/NUMBER: Multicultural / Senior Family Center
18-03-PS
PROGRAM SERVICE AREA: North Richmond
PROGRAM OUTCOME: Operate and maintain a community center for the
residents of North Richmond, providing educational,
recreational, and nutritional programs to a diverse
community with a primary focus on senior citizens.
TOTAL PROGRAM COST: $149,691
AMOUNT ALLOCATED FY 2017/18: $55,000
AMOUNT RECOMMENDED FY 2018/19: $55,000
GOAL / PERFORMANCE AS OF 10/1/17: 350 / 101
PROGRAM DESCRIPTION: Community Housing Development Corporation (CHDC)
proposes to manage and maintain the Multicultural Senior and Family Cente r (Center)
for use by North Richmond residents. CHDC purchased the building in 2013 and had a
collaborative partnership for management up until the start of the second quarter of FY
2017/18.
The Center is the site for a variety of recreational, educational, social, health, and human
service programs for all age groups, but primarily serves seniors. The Multicultural
Family Center is open five days a week and as needed in the evenings. In collaboration
with other community agencies, CHDC will provide a variety of vital services at the site,
including nutrition programs, information and referral services, educational programs,
arts and crafts, ESL classes, and social programs reflecting the area’s cultural diversity.
The Center serves North Richmond, an area of the County that lacks many of the
resources afforded to other communities. Residents of the community are also
predominantly low-income, and the Center serves as a resource for the area.
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 Center also provides collaboration with other
agencies and facilitates access to outside activities.
This program is eligible, feasible, and timely. Requested funding will be allocated to staff
salaries/benefits, and operational expenses (utilities, insurance and property taxes).
PERFORMANCE ISSUES: At the start of the fiscal year, CHDC was in collaboration with
Neighborhood House of North Richmond (NHNR) to manage and maintain the
Multicultural / Senior Family Center. Unfortunately, an acceptable funding source to
sustain program operations was not found. Rather than cease operations, CHDC took
over operations of the center. A new budget was put into effect on October 31, 2017.
There have been no problems since the transition.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Community Violence Solutions
PROGRAM NAME/NUMBER: Child Sexual Assault Intervention Program at the
Children’s Interview Center (CIC) /
18-04-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide in-depth forensic interview, mental health
services, 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: $307,500
AMOUNT ALLOCATED FY 2017/18: $15,000
AMOUNT RECOMMENDED FY 2018/19: $15,000
GOAL / PERFORMANCE AS OF 12/31/17: 70 / 147
PROGRAM DESCRIPTION: Community Violence Solutions (CVS) proposes to provide
forensic interviewing, non-acute medical examinations, counseling, and ongoing
advocacy and case management services to child sexual assault victims and their non -
offending family members. Services are provided at CVS’s Children’s Interview Center,
which is located at a confidential site due to the nature of the program and its clients.
The program is delivered by a multi-disciplinary team with central collaborators that
include 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. 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. Since 1998, the CIC’s inaugural year, they have been highly successful in having
cases presented to the District Attorney’s office for a filing decision, and ultimately
having criminal charges filed. Criminal charges were filed in more than 90% of these
cases and all of the completed cases resulted in guilty pleas or conviction at jury trial.
Sexual abuse is also 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. Requested funding will be allocated to staff salaries/benefits.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa Service Integration Program –
SparkPoint Contra Costa
PROGRAM NAME/NUMBER: Community Career Center
18-05-PS
PROGRAM SERVICE AREA: Bay Point
PROGRAM OUTCOME: Provide services to 200 Urban County residents to
assist them in obtaining and maintaining employment,
improve their careers.
TOTAL PROGRAM COST: $236,050
AMOUNT ALLOCATED FY 2017/18: $12,000
AMOUNT RECOMMENDED FY 2018/19: $12,000
GOAL / PERFORMANCE AS OF 12/31/17: 160/33
PROGRAM DESCRIPTION: The Bay Point Community Center (BPCC) assists primarily
Bay Point community residents in helping clients gain stable employment by providing
access to career center resources, and employment opportunities through SparkPoint
and Volunteer Income Tax Assistance (VITA) programs. The career center provides
services and resources including the use of computers, access to telephones, copiers,
fax machines, job postings, job application assistance, job interview skills assistance,
access to the internet, resume development and cover letter assistance. Although the
program serves mainly the Bay Point population, the career center is open to all East
County residents.
The BPCC is a job readiness program that continues to hire, train, and mentor local
residents at the career center to assist clients and work with them on one -on-one
employment assistance, while continuing to seek better job opportunities to further their
careers. Once a client becomes a participant in SparkPoint, they are enrolled in an
Effort To Outcomes (ETO) program which assists in improving the client’s income to
self-sufficiency standards, increase credit scores, reduce debt to below 40 percent of
income, and save to cover three months of expenses.
The program intends to assist at least 75 clients either by finding a job, improving their
job status, filing 100 clients’ tax returns, and connecting 25 clients to services at
SparkPoint such as the Debtors Right Clinic.
PERFORMANCE ISSUES: Program is behind pace in meeting its FY2017/18
contractual goal; however, the BPCC expects to meet its goal by the end of the year.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Food Bank of Contra Costa and Solano
PROGRAM NAME/NUMBER: Collaborative Food Distribution Program
18-06-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide food to over 9,300 low-income persons in the
Urban County.
TOTAL PROGRAM COST: $5,839,958
AMOUNT ALLOCATED FY 2017/18: $46,500
AMOUNT RECOMMENDED FY2018/19: $46,500
GOAL / PERFORMANCE AS OF 12/31/17: 9,300/10,912
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: The Food Bank of Contra Costa and Solano (FBCC&S)
proposes to operate a year-round food program, which collects and distributes nutritious
food to low-income households through three of its direct food distribution programs:
Food for Children, Senior Food Distribution program, and Food Assistance program.
The FBCC&S has 31 sites throughout the County from which food is distributed of
which 25 are Urban County locations. Each site is visited once a month to distribute
food. Each household is able to pick-up one bag of food containing non-perishables
plus bread and produce as available. Bags contain approximately 40 pounds of food.
The FBCC&S collects and stores food in a central warehouse. Food is received from
USDA surplus, donations and purchases by the Food Bank. All drivers are trained, and
staff is certified in food handling. The FBCC&S has operated the program for almost 34
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.
PERFORMANCE ISSUES: None
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Monument Crisis Center
PROGRAM NAME/NUMBER: Critical Safety Net Resources for Families and
Individuals /
18-07-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. Services will be provided to at least
2,000 lower income Urban County residents will be
provided services.
TOTAL PROGRAM COST: $2,617,100
AMOUNT ALLOCATED FY 2017/18: $15,000
AMOUNT RECOMMENDED FY 2018/19: $15,000
GOAL / PERFORMANCE AS OF 12/31/17: 2,000 / 2,968
PROGRAM DESCRIPTION: Monument Crisis Center (MCC) proposes to provide
wrap-around safety net services to lower income families. Services to be provided
include: food distribution; ESL classes; employment workshops, assistance in
completing Medi-Cal Healthy Families, and insurance forms; and other safety net
services and basic necessities.
The proposed program is eligible, feasible, and timely. Requested funding will be
allocated to operational expenses (rent, utilities, and the purchase of food) to operate
the program.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: New Horizons Career Development Center
PROGRAM NAME/NUMBER: Education, Job Training, Life Skills, Job Placement
Program /
18-08-PS
PROGRAM SERVICE AREA: West County (primarily the communities of Rodeo,
Crockett, and Hercules)
PROGRAM OUTCOME: The purpose of this program is to provide ongoing job
readiness education, job training, life skills, and
placement services to 300 persons who are
unemployed or underemployed.
TOTAL PROGRAM COST: $154,000
AMOUNT ALLOCATED FY 2017/18: $25,000
AMOUNT RECOMMENDED FY 2018/19: $25,000
GOAL / PERFORMANCE AS OF 12/31/17: 300 / 276
PROGRAM DESCRIPTION: New Horizons Career Development Center (New
Horizons) proposes to provide direct employment services to West County residents
seeking employment-related services at the Community Career Center located in
Rodeo. The services will include but not be limited to life skills development,
résumé development, filling out a job application, internet job seeking skills, GED
preparation, introduction to job-seekers web pages, job-placement assistance, and job
matching/follow-up services to promote job retention. In addition, New Horizons will host
various job fairs throughout the year. The program will serve a minimum of 300
residents from northern West County. The Community Career Center is primarily staffed
by community residents who have been fully trained to meet the needs o f those seeking
assistance. The center is open Monday – Friday from 8:30 AM to 2:30 PM..
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. The program is eligible, feasible and timely. Requested funding will be
allocated to staff salary.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Richmond Public Library
PROGRAM NAME/NUMBER: Words on Wheels
18-09-PS
PROGRAM SERVICE AREA: Richmond
PROGRAM OUTCOME: The program will expand the current Mobile Library
Services to serve 125 seniors living in areas of
Richmond that have limited access to computers and
library services.
TOTAL PROGRAM COST: $19,756
AMOUNT ALLOCATED FY 2017/18: $12,000
AMOUNT RECOMMENDED FY 2018/19: $12,000
GOAL /PERFORMANCE AS OF 3/31/18: 125/55
CONDITIONS OF APPROVAL: None
PROGRAM DESCRIPTION: The Richmond Public Library currently has three physical
locations from which residents can receive library services including books, DVD’s, free
computer and Wi-Fi access and programming. The Words on Wheels program is an
expansion of the current Mobile Library Services that currently serves children ages 3 to
12 at preschool and school locations throughout the City of Richmond. The bookmobile
and the collection are geared towards school-aged youth who will access the vehicle to
check out books, access the internet, and look through other library materials.
The Words on Wheels program is intended to use a book van that was previously
purchased by the library with funds raised by the Richmond Public Lib rary Foundation.
The book van will take popular and requested library materials to specific sites that may
include the Richmond Annex Senior Center, Nevin Community Center, Shields -Reid
Community Center, Parchester Community Center, and potentially two sen ior
residential sites including Heritage Park at Hilltop and Richmond Macdonald Senior
Apartments. The library staff will unload the carts from the van and set-up the materials
in a senior center or community center to provide seniors easier access to the library
materials on the carts.
PERFORMANCE ISSUES: The Words on Wheels program is midway through their first
year of CDBG funding and is not on track to meeting their annual performance goals for
fiscal year 2017/18 due to unforeseen circumstances . The program has been unable to
begin site visits due to having engine and transmission problems. Additionally, the
former Project Manager, who was the lead contact for CDBG coordination, is no longer
with the City of Richmond. However, other agency staff have stepped up in the absence
of this position. In January of 2018, the program has begun, visiting six senior centers
and community centers. Despite having issues in the first half of the fiscal year,
Richmond Public Library remains steadfast in their belief that they will meet their goal at
the end of the fourth quarter.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: St. Vincent de Paul of Contra Costa County
PROGRAM NAME/NUMBER: RotaCare Pittsburg Free Medical Clinic
18-10-PS
PROGRAM SERVICE AREA: County-wide (Primarily East County)
PROGRAM OUTCOME: Provide free urgent and chronic medical care to 480
uninsured clients.
TOTAL PROGRAM COST: $217,650
AMOUNT ALLOCATED FY 2017/18: $12,000
AMOUNT RECOMMENDED FY 2018/19: $12,000
GOAL / PERFORMANCE AS OF 3/31/18: 430/317
CONDITIONS OF APPROVAL: None
PROGRAM DESCRIPTION: St. Vincent de Paul’s RotaCare Free Medical Clinic has
been in operation since 2011 and provides free urgent and chronic medical care to the
uninsured. The clinic is staffed by a part-time clinic administrator and clinic care
coordinator, and all-volunteer medical professionals including physicians, nurses, social
workers, and health educators. All services provided are free of charge including
physician/nurse treatment, lab services, x-rays, MRIs, ultrasounds, diagnostics, and all
prescribed pharmaceuticals. Translation support is also provided for all services.
The free clinic provides adults with urgent and chronic care , with diabetes and
hypertension as the most common diagnosis treated. Sixty percent of the patient s are
women and 40 percent of the patients are men. The majority of the patients are from
Pittsburg, Bay Point, and other East County cities/neighborhoods. The clinic will serve a
total of 2,000 persons per year with 480 who are residents of the Urban County area.
All patients that come for services have appointments. When patients arrive to the clinic,
they check in with the receptionist, are taken to another room for evaluation of the medical
issues they are experiencing, a physician sees the patient, and then a discharge nurse
follows-up with the patient before they leave if they have further questions about the
diagnosis or treatment instructions. Patients are seen for about 15 minutes, depending
on the physician or nature of the visit. Most of the clients come to the clinic by word of
mouth. In addition to the medical exam rooms are auxiliary rooms for nurses to conduct
follow-up visits for clients with diabetes and hypertension. There is almost a one for one
medical professional to translator ratio with their volunteer staff. In March 2017, the
program is planning to expand their hours to Tuesday through Saturday. The program is
eligible, feasible, and timely.
PERFORMANCE ISSUES: Program is slightly behind pace in meeting its FY 2017/18
contractual goals; however, St. Vincent de Paul of Contra Costa County expects to
meet its goal by the end of the year.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Village Community Resource Center
PROGRAM NAME/NUMBER: VCRC Program Support
18-11-PS
PROGRAM SERVICE AREA: Brentwood (and surrounding area)
PROGRAM OUTCOME: VCRC will operate its Afterschool Academy program.
A total of 135 unduplicated children will be provided
after-school tutoring services. .
TOTAL PROGRAM COST: $307,100
AMOUNT ALLOCATED FY 2017/18: $13,000
AMOUNT RECOMMENDED FY 2018/19: $13,000
GOAL / PERFORMANCE AS OF 12/31/17: 115 / 96
PROGRAM DESCRIPTION: Village Community Resource Center (VCRC) is a 20-
year-old non-profit organization that was created to help empower residents and to
address the educational, social and health issues of disadvantag ed 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 helps improve neighborhood and
community conditions by implementing educational, social services, and health
components.
Prior to FY2016/17, VCRC served a population that was located in a low-to-moderate
area, and therefore was not required to have clients self -certify their income. However,
this is no longer the case, and self-certification documents are collected from the
families of all students.
This program is eligible, feasible, and timely. Requested funding will be allocated to staff
salary.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: YWCA of Contra Costa County
PROGRAM NAME/NUMBER: YWCA Family Empowerment Program
18-12-PS
PROGRAM SERVICE AREA: Bay Point
PROGRAM OUTCOME: Provide mental health, physical health, and
social/emotional skills training services to
approximately 100 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: $20,000
AMOUNT ALLOCATED FY 2017/18: $10,000
AMOUNT RECOMMENDED FY 2018/19: $10,000
GOAL / PERFORMANCE AS OF 12/31/17: 100/0
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: YWCA proposes to provide a family-based program for a
minimum of 100 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
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 each fiscal year. Based on history of previous years, YWCA and CDBG staff
expects that the contractual goal will be met.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa Senior Legal Services
PROGRAM NAME/NUMBER: Legal Services for Seniors /
18-13-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 the
provision of consumer and individual rights.
TOTAL PROGRAM COST: $517,500
AMOUNT ALLOCATED FY 2017/18: $12,000
AMOUNT RECOMMENDED FY 2018/19: $12,000
GOAL / PERFORMANCE AS OF 12/31/17: 200 / 243
PROGRAM DESCRIPTION: Contra Costa Senior Legal Services (CCSLS) proposes to
provide Urban County seniors with access to free legal services related to consumer
law, housing, public benefits, income maintenance, planning for incapacity, estate
planning and elder abuse. The program also provides legal education services. The
services are provided by a paralegal, pro bono, emeritus and/or staff attorney
depending on the clients need. Services are offered at the agency’s office in Richmond,
or by appointment at various senior centers throughout the Urban County. Senior
access to legal services is often limited due to failure to recognize the legal dimension
of a problem, restricted mobility, impaired mental functioning and the prohibitive cost of
the services. Legal services will be provided to 200 very low and low-income Urban
County seniors. In addition, presentations regarding planning for the future and
prevention of potential legal problems will be provided throughout the year. Outreach is
done at senior centers, churches and community groups.
The proposed program is eligible, feasible, and timely. The program has received
CDBG funds for the past several years and has been successful in meeting contract
goals and reporting requirements in a timely manner. Requested funding will be
allocated to staff salaries.
PAST PERFORMANCE: None.
2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Court Appointed Special Advocates (CASA)
PROGRAM NAME/NUMBER: Children at Risk
18-14-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide advocacy, mentoring, and representation
services to 50 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: $757,300
AMOUNT ALLOCATED FY 2017/18: $18,000
AMOUNT RECOMMENDED FY 2018/19: $18,000
GOAL / PERFORMANCE AS OF 12/31/17: 37/41
PROGRAM ANALYSIS: Court Appointed Special Advocates (CASA) provide s
advocacy, mentoring, and representation services to abused and neglected children
who are wards of the County Juvenile Dependency Court to improve access to social
services, health care, and a safe permanent living situation. CASA serves children and
youth from ages 2 to 24 years old. Forty-four percent of the youth they serve are
between 16 and 20 years old, and 37 percent are younger than 16 years old.
CASA provides case assessment, counseling, mentoring and volunteer court
representation to 155 abused or neglected children from Contra Costa County, with 50
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 off icially 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, a nd
Juvenile Court and Probation Departments through a formal agreement. CASA recruits
their volunteers through newspaper ads, PSA’s, social media, and presentations to
various service clubs and community organizations.
The program is eligible, feasible, and timely. CASA has been providing youth advocacy
services to abused youth of Urban County families for 35 years since 1981. CASA has
been funded by the CDBG program in the past and has met or exceeded contract goals
in a timely and cost-effective manner.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: City of Lafayette
PROGRAM NAME/NUMBER: Lamorinda Spirit Van Senior Transportation Program /
18-15-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 160 seniors.
TOTAL PROGRAM COST: $179,001
AMOUNT ALLOCATED FY 2017/18: $10,000
AMOUNT RECOMMENDED FY 2018/19: $10,000
GOAL / PERFORMANCE AS OF 12/31/17: 160 / 72
PROGRAM DESCRIPTION: The City of Lafayette (Lamorinda Spirit) will provide free
or low-cost transportation to seniors living in Lafayette, Moraga, and Orinda . The
program will provide rides to medical and personal appointments, grocery and sundry
shopping, exercise or other recreational classes, lunch at the Congregate Cafe at the
Walnut Creek Senior Center and other social outings. Lamorinda Spirit destinations
include sites located in Lafayette, Moraga, Orinda, Concord, Martinez and Pleasant Hill.
The purpose of the program is to ensure seniors have adequate opportunities to
socialize and have reliable, safe, and accessible transportation so they can age in their
own home for as long as possible instead of becoming institutionalized. According to the
applicant, the people who use Lamorinda Spirit are primarily in their 80’s and 90’s, and
most have age-based disabilities. The program helps older adults accomplish essential
activities of daily living, socialize, get out of the house, stay active in the community – all
of which contribute to a higher quality of life, reducing isolation and loneliness that are
factors that have been found to lead to illness and early death. The proposed program
is eligible, feasible, and timely.
PERFORMANCE ISSUES: Program is slightly behind pace in meeting its FY 2017/18
contractual goals. However, Lamorinda Spirit expects to meet its performance goal by
the end of the year, as they tend to see an uptick in ridership when the weather gets
warmer and dryer. Historically, Lamorinda Spirit has exceeded its goals.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Lions Center for the Visually Impaired
PROGRAM NAME/NUMBER: Independent Living Skills for Blind and Visually
Impaired Adults
18-16-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide in-home independent living skills instruction
and training to 42 visually impaired adults throughout
the Urban County so they will maintain their
independence and avoid institutionalization.
TOTAL PROGRAM COST: $316,351
AMOUNT ALLOCTED FY 2017/18: $10,000
AMOUNT RECOMMENDED FY 2018/19: $10,000
GOAL / PERFORMANCE AS OF 12/31/17: 28/76
PROGRAM ANALYSIS: The Lions Center for the Visually Impaired (LCVI) proposes to
provide needs assessment and supportive services in order to m aintain client
independence for adults with visual impairments. LCVI provides in-home living skills
instruction and training to avoid institutionalization of clients so that they may continue
living independently at home.
Services to be provided by the program include one-on-one in-home 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, group activities and classes, support groups, and case
management. Assistance will result in maintaining or regaining individual independence ,
and thus avoiding nursing home. Most of the Contra Costa residents served in the past
year were elderly, low income and had severe visual impairments.
The program is eligible, feasible, and timely. LCVI has played a key role in the county
since 1954 and is certified by the California Department of Rehabilita tion. LCVI has
been providing independent living skills instruction to low-income persons with
assistance from the CDBG program since 1992 and has met contract goals in a timely
and cost-effective manner.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Meals on Wheels Diablo Region
PROGRAM NAME/NUMBER: Care Management /
18-17-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide care management services to 140 Urban
County seniors resulting in the resolution of issues
affecting health and wellness, quality of life, and
ability to live independently.
TOTAL PROGRAM COST: $377,992
AMOUNT ALLOCATED FY 2017/18: $15,000
AMOUNT RECOMMENDED FY 2018/19: $15,000
GOAL / PERFORMANCE AS OF 12/31/17: 140 / 291
PROGRAM DESCRIPTION: Meals on Wheels Diablo Region (MOW ) proposes to
provide care management services to 140 seniors from the Urban County. Services will
include:
Needs assessment
Development of a care management plan
Consultation with family and other providers, as needed
Information and referral services
Linkages to other appropriate services
Providing Crisis intervention
Reviewing financial, legal, or medical issues
Saving homes from foreclosure
Home visits - as needed
Care management staff will assist the client in the implementation of a care plan and
follow them through its execution. Additionally, MOW will coordinate with other service
providers, establishing agreements in order to improve the coordination and delivery of
services and to develop and implement systems consistent with providing integrated
and well-coordinated home care services.
The program is eligible, feasible and timely. Requested funding will be allocated to staff
salary.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Meals on Wheels Diablo Region
PROGRAM NAME/NUMBER: Senior Nutrition (Congregate Cafés) /
18-18-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide hot and nutritious lunches to 250 Urban
County seniors resulting in maintained and/or
improved health and welfare.
TOTAL PROGRAM COST: $358,876
AMOUNT ALLOCATED FY 2017/18: $15,000
AMOUNT RECOMMENDED FY 2018/19: $15,000
GOAL / PERFORMANCE AS OF 12/31/17: 250 / 320
PROGRAM DESCRIPTION: Meals on Wheels Diablo Region (MOW ) proposes to
promote socialization and community engagement in addition to meeting the basic
nutritional needs of seniors by operating the Congregate Cafes at various locations
throughout the County. In partnership with senior centers in Bay Point, Crockett and
Rodeo, MOW 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 250
Urban County seniors.
The program is eligible, feasible and timely. Requested funding will be allocated to staff
salary.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Ombudsman Services of Contra Costa
PROGRAM NAME/NUMBER: Ombudsman Services of Contra Costa
18-19-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide advocacy services to 350 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: $702,084
AMOUNT ALLOCATED FY 2017/18: $10,000
AMOUNT RECOMMENDEDFY 2018/19: $10,000
GOAL / PERFORMANCE AS OF 12/31/17: 350/468
PROGRAM ANALYSIS: Ombudsman Services of Contra Costa (OSCC) 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 but unannounced thereby maintaining a presence
in order to safeguard the rights of residents. Ombudsman services will investigate and
resolve complaints from 350 frail or dependent Urban County elders.
Nursing homes located in the Urban County are visited once per week, providing frail
and dependent elders an opportunity to discuss any complaints with the volunteer
Ombudsman. Residential care facilities are visited on a quarterly basis, unless a
situation occurs that requires monitoring more often. Priority is given to cases of
suspected abuse.
The program is eligible, feasible, and timely. The program has received CDBG funds for
the past several years and has been successful in meeting goals and submitting
reporting requirements in a timely manner.
PROGRAM ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Pleasant Hill Recreation & Park District
PROGRAM NAME/NUMBER: Senior Service Network /
18-20-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: $60,650
AMOUNT ALLOCATED FY 2017/18: $10,000
AMOUNT RECOMMENDED FY 2018/19: $10,000
GOAL / PERFORMANCE AS OF 12/31/17: 150 / 77
PROGRAM DESCRIPTION: The Pleasant Hill Recreation & Park District (PHRPD)
proposes to provide on-site counseling and care management services at the Pleasant
Hill Senior Center to 150 seniors residing in the Pleasant Hill and surrounding areas.
Seniors receiving services are those who need assistance with entitlement services or
support for crisis and other serious concerns in order to prevent premature
hospitalization or institutionalization. Services to be provided include:
Care management and coordination onsite 15 hours per week
Counseling and assessment
Assistance in gaining access to resources
Early intervention and prevention of elder abuse
Linkages to multiple health, psychological, and social services resources for
frail seniors
The program is eligible, feasible, and timely. PHRPD has been providing care
management services to low-income Urban County seniors since 1990. Requested
funding will be allocated to staff salary.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Rainbow Community Center of Contra Costa
PROGRAM NAME/NUMBER: Kind Hearts Community Support Program
18-21-PS
PROGRAM SERVICE AREA: Central County
PROGRAM OUTCOME: Provide congregate meals, food pantry services,
home/friendly visitor services and wellness calls to 60
Urban County People with AIDS and Lesbian, Gay,
Bisexual and Transgender seniors to decrease
isolation and improve quality of life.
TOTAL PROGRAM COST: $81,040
AMOUNT ALLOCATED FY 2017/18: $10,000
AMOUNT RECOMMENDEDFY 2018/19: $10,000
GOAL / PERFORMANCE AS OF 12/31/17: 65/37
PROGRAM ANALYSIS: Rainbow Community Center (RCC) serves two vulnerable
populations: people living with AIDS and Lesbian, Gay, Bisexual and Transgender
(“LGBT”) seniors, primarily in Central County. RCC has found that these populations
share common needs that can be addressed by one program. By combining services,
these residents can be helped in a cost effective manner. Program services operate
along a continuum that includes outreach and socialization activities, case
management, nutritional support and home-based services for those unable to access
the Center. The Kind Hearts program provides congregate meals, food pantry services,
wellness calls and home/friendly visits to 95 Contra Costa County residents, with 60
being from the Urban County.
Research documents significant health disparities when LGBT seniors are compared to
their heterosexual contemporaries, including higher rates of d epression, anxiety, self-
harm and suicide. LGBT seniors become increasingly isolated as they age; further
impacting their physical and mental well-being. Without children, many LGBT seniors
lack personal relationships with younger people who can provide family support. In
addition, many feel uncomfortable accessing mainstream senior services , including
visiting senior centers. Many of the same concerns voiced by LGBT seniors also apply
to People with AIDS – fear of being stigmatized, lack of support as a peer network
disappears and difficulty with transportation.
In addition to two employees, RCC’s home/friendly visitor program is staffed by
volunteers and Masters in Social Work interns from U.C. Berkeley and 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 clients rebuild their social networks by conducting
a social network assessment, identifying people in the participant ’s social circle who can
provide additional socialization and support services.
The program is eligible, feasible, and timely. RCC has received County CDBG funds
since 2008 and has achieved their contract goals.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa Family Justice Alliance
PROGRAM NAME/NUMBER: West Contra Costa Family Justice Center /
18-22-PS
PROGRAM SERVICE AREA: West County
PROJECT OUTCOME: Operate the West County Family Justice Center
(FJC) to provide one-stop services to 300 victims
of domestic violence, sexual assault, child abuse,
elder abuse and human trafficking.
TOTAL PROGRAM COST: $1,327,676
AMOUNT ALLOCATED FY 2017/18: $32,000
AMOUNT RECOMMENDED FY 2018/19: $32,000
GOAL / PERFORMANCE AS OF 12/31/17: 300 / 316
PROGRAM DESCRIPTION: The West Contra Costa Family Justice Center (FJC) started
operating in 2011, serving victims and survivors of domestic violence, sexual assault, child
abuse, elder abuse and human trafficking. Since then, the FJC has moved locations and
expanded their community reach. In October 2015, the agency obtained its 501(3)(c)
nonprofit status with the United States Internal Revenue Service.
According to the FJC, in Contra Costa County, nearly 10,000 child abuse cases and over
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 several serious health problems, from diabetes to obesity, to substa nce
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 at an early
age is known to increase 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.
The FJC is a unique and effective public-private partnership with integrated services and
extensive community connections.
The project is eligible, feasible, and timely. Requested funding will be allocated to staff
salaries/benefits, rent, consultants, and language access.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: West County Adult Day Care
PROGRAM NAME/NUMBER: Alzheimer’s Respite Center /
18-23-PS
PROGRAM SERVICE AREA: West County
PROGRAM OUTCOME: Provide day care services five days per week for 56
Urban County seniors with Alzheimer’s/dementia
resulting in retention of housing and delay of
institutionalization.
TOTAL PROGRAM COST: $199,100
AMOUNT ALLOCATED FY 2017/18: $40,000
AMOUNT RECOMMENDED FY 2018/19: $40,000
GOAL / PERFORMANCE AS OF 12/31/17: 56 / 38
PROGRAM DESCRIPTION: 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 supe rvision. 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 56 seniors (and their families) from the Urban
County.
The services offered by the program have been proven to delay long term placement for
elders with Alzheimer’s/dementia, as well as allowing caregivers to continue with a
normal work schedule.
The proposed program is eligible, feasible, cost effective and timely. Requested funding
will be allocated to staff salary.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: A Place of Learning
PROGRAM NAME/NUMBER: After School Tutoring & Mentoring /
18-24-PS
PROGRAM SERVICE AREA: Far East County
PROGRAM OUTCOME: Provide free after-school/Summer mentoring/tutoring
services to 60 low-income Urban County students
resulting in improved academic performance and
decision making skills and increased self -esteem, as
measured by pre- and post-participation evaluations
and feedback from school staff and parents.
TOTAL PROGRAM COST: $38,400
AMOUNT ALLOCATED FY 2017/18: $10,000
AMOUNT RECOMMENDED FY 2018/19: $10,000
GOAL / PERFORMANCE AS OF 12/31/17: 60 / 26
PROGRAM DESCRIPTION: A Place of Learning ("APOL") is an after-school/Summer
enrichment program that provides tutoring and mentoring to low-income, at-risk
youth in kindergarten through high school. Many of the students are homeless, special
needs, and English-learners. Through this program, students benefit from a caring
adult that supports them developmentally as a role model and mentor. Mentors are
provided educational materials that support California standards in core classes and
meet with students at least once per week. APOL works closely with local schools
and is able to access student school progress online and adapt lessons according
to individual student needs. Mentors monitor academic achievement and performance
factors such as attendance, school participation and attitude.
The program is eligible, feasible and timely. Requested funding will be allocated to
staff salary/benefit expenses.
PERFORMANCE ISSUES: Program is slightly behind pace in meeting its FY 2017/18
performance goals. However, they do expect to meet their goal by the end of the year.
Historically, APOL has met its goals.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: East Bay Center for Performing Arts
PROGRAM NAME/NUMBER: Deep Roots, Wide World Program /
18-25-PS
PROGRAM SERVICE AREA: West County (Primarily Richmond, CA)
PROGRAM OUTCOME: Provide literacy and performing arts summer
programs to 150 children aged 3-9, resulting in
improved academic performance, community building,
and exposure to diverse global art traditions. Program
performance will be measured via pre- and post-
surveys taken by children and guardians.
TOTAL PROGRAM COST: $57,985
AMOUNT ALLOCATED FY 2017/18: $11,500
AMOUNT RECOMMENDED FY 2018/19: $11,500
GOAL / PERFORMANCE AS OF 12/31/17: 150 / 0
PROGRAM DESCRIPTION: The East Bay Center for the Performing Arts ("EBCPA") is
a community center, founded in 1968, that provides training, encouragement, and a
space for student artists to learn and discover performing arts from around the world.
Located in the Iron Triangle neighborhood of Richmond, EBCPA provides a safe space
for students to work on community projects that include the creation of original music,
film, theater, dance, etc.
EBCPA proposes to provide two programs for youth, to support and encourage the
performing arts and literacy. The goals of these programs are to both enrich the lives of
the children served, by exposing them to new experiences, while also using the
performing arts as a tool to encourage literacy and introduce more academic
enrichment during time away from school.
The first proposed program is actually an extension of an existing program that currently
does not operate during the summer season. EBCPA would like to host their parent-
child preschool arts program at a minimum of one U.S. Department of Housing and
Urban Development (HUD)-funded apartment complex in Richmond, CA. Thereby
making the program accessible to this low-income population. This 8-week program is
for children (and their guardians), aged 3 -5, and would encourage pre-literacy skills by
integrating music, dance, and visual arts. The program would have two separate
classes of 15 children at the one site for two hours per week. If a second location is
found, the program will feature one class at each site.
The other proposed summer program will be hosted at two nearby elementary schools.
It is a 5-week program for students aged 6-9, who will work with a Teaching Artist on
theater and literacy projects, integrating storytelling, scriptwriting, and performance. The
program will have six classes of twenty students, operating 3 one-hour classes per
week.
The project is eligible, feasible, and timely. Requested funding will be allocated to staff
salaries/benefits and operating expenses.
PERFORMANCE ISSUES: EBCPA is not on track to meet their goal for fiscal 2017/18
due to unforeseen circumstances. One of EBCPA’s proposed programs was slated to
begin in September 2017, but was delayed due to both low enrollment and a site
change, stemming from a lack of administrative support . Additionally, the former
Director of School Partnerships, who was the lead contact for CDBG coordination, is no
longer with EBCPA. However, other agency staff have stepped up in the absence of this
position. While EBCPA is forthright about their struggles during the first half of the fiscal
year, they remain steadfast in their belief that they will meet their goal once their second
summer program begins in June 2018.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Girls Inc. of West Contra Costa County
PROGRAM NAME/NUMBER: Afterschool and Education Enrichment Program
18-26-PS
PROGRAM SERVICE AREA: Richmond
PROGRAM OUTCOME: Girls Inc. will operate its Summer/Afterschool
Education Enrichment program. A total of 330
unduplicated children will be provided summer and
after-school literacy and STEM enrichment
programming.
TOTAL PROGRAM COST: $247,233
AMOUNT ALLOCATED FY 2017/18: $11,000
AMOUNT RECOMMENDED FY 2018/19: $11,000
GOALS / PERFORMANCE AS OF 12/31/17: 300/136
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 6-18 to inform them about college readiness and the Girls Inc.
National Scholars Program. Girls Inc. will provide weekly 90-minute, 8-12 week, after
school sessions afterschool educational and enrichment programming at eight
elementary schools, two middle schools, and two high schools. As part of this program,
Girls Inc. will also provide a 10-week, M-F daily summer camp on-site and weekly 90-
minute programs at five community centers and at five community-housing sites located
in Richmond. The Girls Inc. curriculum has an emphasis in literacy and STEM
(Science, Technology, Engineering, and Mathematics) and is designed to increase
reading comprehension, promote fluency in English, and create a literacy-rich
environment.
The schools and community centers that the services are provided are located and
serve primarily low-income areas of the City of Richmond. Requested CDBG funding
will be used to pay for staffing and program supplies. The proposed program is eligible,
feasible, and timely.
PERFORMANCE ISSUES: The program is slightly behind pace to meet its goal;
however, based on previous program years, it is expected that the program will meet its
goal.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Mt. Diablo Unified School District
PROGRAM NAME/NUMBER: CARES After School Enrichment Program /
18-27-PS
PROGRAM SERVICE AREA: Urban County
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: $4,972,992
AMOUNT ALLOCATED FY 2017/18: $10,000
AMOUNT RECOMMENDED FY 2018/19: $10,000
GOAL / PERFORMANCE AS OF 12/31/17: 817 / 517
PROGRAM DESCRIPTION: Mt. Diablo Unified School District (MDUSD) proposes to
provide educational enrichment classes for students enrolled in the after-school
programs at four Bay Point area schools: Bel Air, Rio Vista, Shore Acres elementary
schools, and Riverview Middle school. The proposed program provides academic,
enrichment and nutrition opportunities in a safe environment for studen ts 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. Requested funding will be allocated to
program supplies and educational enrichment activities.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: RYSE, Inc.
PROGRAM NAME/NUMBER: RYSE Career Pathway Program
18-28-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
230 West County youth will be provided services during
the year.
TOTAL PROGRAM COST: $378,933
AMOUNT ALLOCATED FY 2017/18: $40,000
AMOUNT RECOMMENDED FY 2018/19: $40,000
GOAL / PERFORMANCE AS OF 12/31/17: 230 / 171
PROGRAM DESCRIPTION: RYSE serves youth in West Contra Costa County ages
13 to 21. RYSE members include youth who are in and out of school, college bound,
homeless, LBGT, and some who have been incarcerated.
According to numerous reports, young people from Richmond and West Contra Costa
County face a myriad of challenges that hinder academic success and acquisition of
meaningful employment opportunities and financial stability. This marginalized group
requires adequate support from the community to access opportunities that provide
long-term stability and support the 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 record of accomplishment 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. Requested funding will be allocated to staff salary/benefits.
PERFORMANCE ISSUES: None.
FY 2018/19 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
18-29-PS
PROGRAM SERVICE AREA: West County (El Cerrito High School)
PROGRAM OUTCOME: Provide comprehensive mental health and student
support services to 110 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: $ 299,000 ($109,000 in In-Kind services)
AMOUNT ALLOCATED FY 2017/18: $10,000
AMOUNT RECOMMENDED FY 2018/19: $10,000
GOALS / PERFORMANCE AS OF 12/31/17: 110/32
CONDITIONS OF APPROVAL: None
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
110 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: Program is slightly behind pace in meeting its FY2017/18
contractual goals; however, JMP expects to meet its goals by the end of the year. JMP
has historically met or exceeded its goals in previous years.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Eden Council for Hope and Opportunity
PROGRAM NAME/NUMBER: Fair Housing Services
18-30-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide comprehensive fair housing counseling
services to approximately 80 Urban County residents
TOTAL PROGRAM COST: $315,332
AMOUNT ALLOCATED FY 2017/18: $40,000
AMOUNT RECOMMENDED FY 2018/19: $40,000
GOAL / PERFORMANCE AS OF 3/31/18: 80 / 44
PROGRAM ANALYSIS: Eden Council for Hope and Opportunity (ECHO) will provide fair
housing services by enforcing fair housing laws by investigating housing discrimination
complaints, maintaining a panel of testers, counseling individuals/households regarding
their rights, responsibilities and options, providing mediation and advocacy, and legal
referrals. ECHO will maintain good relationships with private attorneys, the Department
of Housing and Urban Development (HUD) and the Department of Fair Employment and
Housing, while keeping abreast of changes in fair housing laws.
The proposed project will assist Urban County residents in exercising their housing rights
by providing the following services and activities:
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.
Education and Outreach: ECHO 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.
Conciliation and Mediation: ECHO will provide both conciliation and mediation
efforts to resolve conflicts between residents and their landlords.
Investigation: ECHO will conduct investigations to determine if housing
discrimination has occurred.
All of the above services will be provided free of charge and in multiple languages through
in-house language capacity, the Language Line (a service that interprets and translates
in 170 different languages) 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
Antioch, clients will have 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: Through the first 3 quarters of FY 2017/18, ECHO is behind
pace to meet the annual goal of serving 80 Urban County residents. ECHO is
completing their due diligence of outreach through meetings, presentations, and
trainings to achieve the annual goal.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa County Health Services - Health,
Housing and Homeless Services Division,
Homeless Program
PROGRAM NAME/NUMBER: Coordinated Outreach, Referral, and
Engagement (CORE) Homeless Street Outreach
Program/ 18-31-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide day and evening homeless street
outreach services to at least 450 Urban County
individuals living outside throughout the County
to engage, stabilize, deliver health and basic
need services, and aid in obtaining interim and
permanent housing.
TOTAL PROGRAM COST: $1,277,560
AMOUNT ALLOCATED FY 2017/18: $22,300
AMOUNT RECOMMENDEDFY 2018/19 $22,300
GOALS / PERFORMANCE AS OF 12/31/17: 450/1,323
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: The focus of the Contra Costa County’s Health Services
Department (CCC-HSD) Coordinated Outreach, Referral, and Engagement
(CORE) Homeless Street Outreach Program is to target high -risk, hard-to-reach
chronically homeless individuals, transition-aged youth, and families living outside
whom typically do not access services or do not know how to access services.
CORE uses a client-centered, “whatever it takes” approach to build rapport and
engage consumers into services that aims to get them off the streets and
stabilized. CORE Outreach teams consist of two outreach workers, two outreach
team leads, and an Outreach Coordinator. Outreach staff are trained in core
principles and practices of trauma informed care, motivational interviewing and
espouse a “housing first” philosophy. Knowing that those who live outside are
typically resistant to engaging with the current service system, outreach teams take
this client-centered perspective with the understanding that trust must come before
services are delivered, and trust and relationship building takes patience and time.
Three CORE teams will operate over an 18 hour period during the day and
evening. Two or three-person outreach teams will go out in a systematic pattern
within an established service area (East, Central, and West County) to contact
chronically homeless individuals living on the streets, provide face -to-face outreach
and engagement, and information necessary to address behavior contributing to
their homelessness. The day teams hand off street outreach services for
evening/weekend (Saturday) homeless outreach to teams staffed by Anka
Behavioral Health, who is subcontracted with CCC-HSD to provide
evening/weekend outreach services as part of the overall CORE St reet Outreach
Program.
CORE Homeless Street Outreach Program services and support will include but are
not limited to:
Referral and connection to “Health Care for the Homeless” Program medical
staff to engage homeless individuals including collection of basic personal
and demographic data;
Administer initial screening tools and document concerns and disabilities
regarding lack of housing financial support;
Connect to medical and mental health and any substance abuse services;
Facilitate the completion and submission of Medi-Cal, CalFresh, and/or SSI
applications and related documentation for eligible consumers;
Provide basic survival supplies;
Assist local law enforcement, communities, and businesses in non -
enforcement types of responses where appropriate;
Connect individuals to the Mental Health Transitions Team for mental health
needs and non-psychiatric emergencies with individuals ready to accept
substance abuse treatment;
Connect consumers to interim housing, multiservice centers, case
management, and supports towards permanent housing.
This program is eligible, feasible and timely. Homeless street outreach services is
a needed service throughout the County and it meets a priority need of the
County’s Consolidated Plan
PERFORMANCE ISSUES: The CORE program has been funded by the CDBG
program in the past and has exceeded contract goals in a timely and cost -effective
manner. The program has met and exceeded its annual performance goal for FY
2017/18; however, the Subrecipient has been consistently late in submitting
reports.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: CCC Health Services
PROGRAM NAME/NUMBER: Adult Interim Housing Program
18-32-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: $2,198,104
AMOUNTY ALLOCATED FY 2017/18: $54,000
AMOUNT RECOMMENDED FY 2018/19: $54,000
GOAL / PERFORMANCE AS OF 3/31/18: 150 / 369
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.
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 2018/19 ESG Staff Report No. 18-01-ESG.)
PERFORMANCE ISSUES: HSD has been successful in meeting quantitative goals.
While the program has already exceeded their annual goal during the current fiscal
year, they have been late in submitting their financial reports and request for
reimbursement of CDBG funds.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa Crisis Center
PROGRAM NAME/NUMBER: Crisis/211 Contra Costa
18-33-PS
PROGRAM SERVICE AREA: County-wide
PROGRAM OUTCOME: Provide crisis intervention service and information and
referrals to 8,200 Urban County residents including
homeless persons, abused children, seniors, battered
spouses, persons with HIV/AIDS, and the disabled.
TOTAL PROGRAM COST: $1,192,067
AMOUNT ALLOCATED FY 2017/18: $18,000
AMOUNT RECOMMENDED FY 2018/19: $18,000
GOALS / PERFORMANCE AS OF 12/31/17: 8,200/4,308
CONDITIONS OF APPROVAL: None.
PROGRAM DESCRIPTION: Through 211 Contra Costa, the Contra Costa Crisis Center
manages and maintains a database of local health and social services programs. Full-
time staff and trained volunteers provide immediate crisis support service as well as
information and referrals, 24 hours-a-day, to emergency shelters, emergency food
programs, job training, health care and other services.
211 is a national, toll-free three-digit number that can be called 24 hours-a-day for
information about local health and social services. It enables people to access
resources in their community quickly and easily, allowing residents in need a single
point of entry for a variety of resources. The Crisis Center is the only authorized 211-
provider for Contra Costa County and meets all of the 211 criteria set by the state Public
Utilities Commission and includes: (1) must operate 24 hours per day, (2) offer
multilingual access and access for the hearing impaired, (3) manage and maintain a
comprehensive, up-to-date database of health and social services, (4) coordinate with
local and state disaster responders, and (5) have a local presence and support from
local stakeholders.
PERFORMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Loaves and Fishes of Contra Costa
PROGRAM NAME/NUMBER: Martinez Dining Room
18-34-PS
PROGRAM SERVICE AREA: Martinez
PROGRAM OUTCOME: Provide free buffet-style lunches and groceries
weekdays to 500 homeless and low-income Urban
County residents at the Loaves & Fishes Martinez
Dining Room.
TOTAL PROGRAM COST: $1,192,067
AMOUNT ALLOCATED FY 2017/18: $15,000
AMOUNT RECOMMENDED FY 2018/19: $15,000
GOALS / PERFORMANCE AS OF 12/31/17: 500/401
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: Loaves and Fishes of Contra Costa (LFCC) provides hot,
nutritionally sound meals and groceries to homeless, low and very low-income men,
women, and children Monday through Friday at the Martinez Dining Room. Since its
inception in 1983, LFCC has served over 4.4 million meals to residents who are
homeless, unemployed, underemployed or disabled. The organization primarily uses
volunteers (98% of staff) and a large portion of the food served is donated by local food
industry businesses. The Martinez Dining Room will serve noontime meals to 150
persons per day, primarily Martinez residents, and has a food pantry that distributes
fresh produce, canned goods, and bread every day.
By feeding the hungry, LFCC accomplishes three objectives: preventing homelessness
and maintaining the family unit, preventing poor cognitive development of children living
in poverty and reducing hunger and poor nutrit ion for very low-income people. Since the
recession years of 2008, the need for this program has grown.
The program is eligible, feasible, and timely. Providing services to the homeless
population is consistent with the Consolidated Plan and the Ho meless Continuum of
Care Plan. LFCC has consistently met programmatic goals in a timely manner.
PERFOMANCE ISSUES: None.
FY 2018/19 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Shelter, Inc.
PROGRAM NAME/NUMBER: Homelessness Prevention/Rapid Rehousing Program
18-35-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide rapid rehousing and homeless prevention
services to 180 Urban County residents to quickly
regain stable, permanent housing or maintain their
housing.
TOTAL PROGRAM COST: $784,838
AMOUNT ALLOCATED FY 2017/18: $25,075
AMOUNT RECOMMENDED FY 2018/19: $25,075
GOAL / PERFORMANCE AS OF 3/31/18: 180 / 341
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 180 Urban County clients.
The Homeless Prevention Program has two components: Rental/Mortgage Assistance
and Prevention Case Management. Through the “Rental/Mortgage Assistance”
component, Shelter, Inc. receives direct funds from federal and state sources to disburse
to County residents to prevent eviction or mortgage foreclosure and to assist the
homeless with move-in costs for a new residence. A case manager determines the ability
of each household to maintain the proposed housing expense so that the household
doesn’t find itself in a perpetual crisis or ongoing homelessness.
Through the “Prevention Case Management” component, case managers provide
support and guidance to households that need help beyond one month’s rent, often due
to a temporary illness or disability. The services may include small rent supplement
payments and provide extensive resources through an information and referral network.
The program is eligible, feasible, and timely. Providing services to prevent homelessness
is consistent with the Consolidated Plan and the Homeless Continuum of Care Plan.
PERFORMANCE ISSUES: Shelter, Inc. has been successful in meeting quantitative
goals. While the program has already exceeded their annual goal during the current fiscal
year, they have been late in submitting their financial reports and request for
reimbursement of CDBG funds.
Attachment B-2
Staff Reports
ESG Program
Category
FY 2018/19 EMERGENCY SOLUTIONS GRANTS (ESG)
APPLICANT: Contra Costa County Health Services Dept. (HSD)
PROGRAM NAME/NUMBER: Adult Interim Housing Program/
18-01-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: $2,198,104
AMOUNT ALLOCATED FY 2017/18: $122,693
AMOUNT RECOMMENDED FY 2018/19: $122,693
GOAL/PERFORMANCE AS OF 3/31/18: 150 / 373
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 plans. 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 shelte rs will serve
up to 850 individuals per year.
HSD also receives CDBG funds to provide shelter and supportive services (see FY
2018/19 CDBG staff report No. 18-32-PS).
PERFORMANCE ISSUES: HSD has been successful in meeting quantitative goals.
While the program has already exceeded their annual goal during the current fiscal
year, they have been late in submitting their financial reports and request for
reimbursement of CDBG funds.
FY 2018/19 EMERGENCY SOLUTIONS GRANTS (ESG)
APPLICANT: Contra Costa County Health Services Dept. (HSD)
PROGRAM NAME/NUMBER: Calli House Youth Shelter/
18-02-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: $593,228
AMOUNT ALLOCATED FY 2017/18: $24,328
AMOUNT RECOMMENDED FY 2018/19: $24,328
GOAL/PERFORMANCE AS OF 3/31/18: 25 / 37
PROGRAM ANALYSIS: Health Services Department (HSD) operates the Calli House
Youth Shelter, a program that provides shelter and critical support services to run-away,
homeless, and throw-away youth ages 18-24. Overnight shelter is provided to youth
ages 18-24 and day services to youth ages 14-18 at the Day Center.
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 ages 14-18
have the ability to access the Day Center for basic services. HSD projects 150
unduplicated youth will access the Day Center annually. Additionally, 125 unduplicated
transition ages 18-24 (25 from the Urban County) will be provided overnight shelter
services.
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: HSD has been successful in meeting quantitative goals.
While the program has already exceeded their annual goal during the current fiscal
year, they have been late in submitting their financial reports and request for
reimbursement of CDBG funds.
FY 2018/19 EMERGENCY SOLUTIONS GRANTS (ESG)
APPLICANT: Shelter, Inc. of Contra Costa County
PROGRAM NAME/NUMBER: Homelessness Prevention/Rapid Rehousing Program/
18-03-ESG
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide rapid rehousing and homeless prevention
services to 60 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: $784,838
AMOUNT ALLOCATED IN FY 2017/18: $118,723
AMOUNT RECOMMENDED FY 2018/19: $118,723
GOAL/PERFORMANCE AS OF 3/31/18: 60 / 49
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 exp ected 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.
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: While on pace to meet their annual goal (55 percent
through the first two quarters of the current fiscal year), Shelter Inc. has only expended
approximately 31 percent of the annual funding amount. They are consistently late in
submitting their financial reports and request for reimbursement of ESG funds. A new
ESG contract will not be executed until all previous ESG funds awarded to this program
have been expended.
FY 2018/19 EMERGENCY SOLUTIONS GRANT (ESG)
APPLICANT: STAND! For Families Free of Violence
PROGRAM NAME/NUMBER: Rollie Mullen Emergency Shelter/
18-04-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: $562,986
AMOUNT ALLOCATED FY 2017/18: $45,328
AMOUNT RECOMMENDED FY 2018/19: $45,328
GOAL/PERFORMANCE AS OF 3/31/18: 40 / 30
PROGRAM ANALYSIS: For more than 35 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 25 percent of its awarded
$45,328 in ESG funds. A new ESG contract will not be executed until all previous ESG
funds awarded to this program have been expended.
FY 2018/19 EMERGENCY SOLUTIONS GRANT (ESG)
APPLICANT: Trinity Center Walnut Creek
PROGRAM NAME/NUMBER: Trinity Center/
18-05-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: $827,530
AMOUNT ALLOCATED FY 2017/18: $26,830
AMOUNT RECOMMENDED FY 2018/19: $26,830
GOAL/PERFORMANCE AS OF 3/31/18: 100 / 194
PROGRAM ANALYSIS: The Trinity Center surrounds homeless persons with an array
of services they need to establish and maintain stable and independent lives for
themselves. Offered in a year-round day shelter setting, Trinity Center provides services
that meet basic needs while cultivating an atmosphere of community and mutual
support that is critical to homeless persons’ ability to attain a sense of normalcy and
stability. When coupled with an advocacy approach to case management, this program
of services empowers homeless and very-low income individuals to improve the quality
of their lives.
Trinity Center provides day shelter services to unduplicated homeless and very -low
income individuals. The day shelter is open Monday, Tuesday, Thursday, and Friday
from 9 AM to 4 PM, with Wednesday afternoons dedicated to meeting the specific
needs of homeless women. A range of basic services are provided, including two meals
per day, showers, laundry, peer counseling, mail service, fellowship, a clothing closet, a
non-perishable food pantry, dental care, connection to other services, employment
counseling, and assistance with securing housing.
In a shift, last year Trinity Center began emphasizing an advocacy-centered approach
to service provision with dedicated Member Advocates providing intensive case
management and advocacy services for clients who choose to participate. In particular,
Member Advocates work with clients to find, enroll in, and secure affordabl e and
permanent housing opportunities, utilizing the County’s Vulnerability Index – Service
Prioritization Decision Assistance Tool (VI-SPDAT), with the support of the Continuum
of Care. This advocacy approach enables Trinity Center to engage homeless indi viduals
with the basic services they need and integrate them into the service system with
compassion and a focus on their individual paths toward stable housing and
independence.
The Trinity Center program is eligible and consistent with County prioritie s 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.