HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 05132019 - FHS Cte Agenda Pkt
FAMILY & HUMAN SERVICES
COMMITTEE
SPECIAL MEETING
May 13, 2019
Note change in time: 10:30 A.M.
Note change in location: 625 Court Street, TTC Conf. Room B001,
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 Records of Action for the April 22 and February 25,
2019 Family & Human Services Committee meetings. (Julie DiMaggio Enea, County
Administrator's Office)
4. CONSIDER recommending to the Board of Supervisors the appointment of Allyson
Mayo to the Seat 5 - Mental Health on the Family and Children's Trust Committee with
a term expiring September 30 2019, as recommended by the Employment and Human
Services Director.
5. CONSIDER approving the staff funding recommendations for FY 2019/20 (3rd Year)
Community Development Block Grant-Public Service Category and Emergency
Solutions Grant projects, and directing the Department of Conservation and
Development to prepare a staff report for Board of Supervisors consideration. (Gabriel
Lemus, Conservation and Development Department)
6. CONSIDER accepting the status report on the Employment and Human Services
Department's delivery of essential public benefits and safety net services through
innovative community partnerships. (Devorah Levine, Employment and Human Services
Department)
7. CONSIDER accepting report from the Employment and Human Services Director on the
proposed reallocation of 12 Head Start Home-Based slots to 12 Head Start Center-Based
slots for children aged 3 to 5, to better reflect the changing needs of the community.
(Camilla Rand, EHS Community Services Bureau Director)
8.The next meeting is currently scheduled for June 10, 2019 at 3:00 p.m.
9.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:
Julie DiMaggio Enea, Interim Committee Staff
Phone (925) 335-1077, Fax (925) 646-1353
julie.enea@cao.cccounty.us
FAMILY AND HUMAN SERVICES COMMITTEE -
Special Meeting 3.
Meeting Date:05/13/2019
Subject:RECORDS OF ACTION FOR THE APRIL 22 AND FEBRUARY
25, 2019 FHS MEETINGS
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 are the draft Records of Action for the April 22 and February 25, 2019 Family &
Human Services Committee meetings.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the draft Records of Action for the April 22 and February 25, 2019
Family & Human Services Committee meetings.
Fiscal Impact (if any):
None.
Attachments
DRAFT FHS Committee Record of Action for April 22, 2019
DRAFT FHS Committee Record of Action for February 25, 2019
FAMILY AND HUMAN SERVICES
COMMITTEE
RECORD OF ACTION FOR
APRIL 22, 2019
Supervisor Candace Andersen, Chair
Supervisor John Gioia, Vice Chair
Present: Chair Candace Andersen
Vice Chair John Gioia
Staff Present:Julie DiMaggio Enea, Senior Deputy County Administrator
Attendees:Kathy Gallagher, EHS Director; Carolyn Foudy, EHSD; Donna Van Wert, Workforce Dev
Board Director; Yolanda Vega, WDB Vice Chair; Patience Ofodu, EHSD-WDB; Jeff Shoot,
EHSD-WDB; Maureen Nelson, EHSD-WDB; Julia Taylor, County Admin Office; Enid
Mendoza, CAO Sr. Deputy; Yen Do, SEIU Local 1021; George Carter, EHSD-WDB; Oscar
Dominguez, EHSD-WDB; Mariana Moore, Ensuring Opportunity; Linda Lavendar, East Bay
Leadership Council; Carly Finkle; Larry Sly; Noramah Burch, EHSD-WS; Rebecca ____,
SEIU Local 1021
1.Introductions
Chair Andersen called the meeting to order 2:05 p.m. and invited attendees to
introduce themselves.
2.Public comment on any item under the jurisdiction of the Committee and not on this
agenda (speakers may be limited to three minutes).
Yen Do spoke about her concerns regarding the number of IHSS (In-Home
Supportive Services) positions that had been eliminated, the need for additional staff
due to the CalFresh expansion to SSI, which she predicted would increase caseloads
by 200%. She requested to meet separately with the Supervisors to discuss her
concerns.
3.ACCEPT status report on the Employment and Human Services Department's
implementation of the CalFresh expansion. (Kathy Gallagher, Employment and Human
Services Director)
EHS Director Kathy Gallagher presented the staff report and summarized that of
the approximately 7,500 people who are eligible for the CalFresh expanded benefits
and who are expected to participate based on State assumptions, 6,527 are already
receiving IHSS MediCal benefits or have existing MediCal cases, and 2,512 are
members of households in which a resident is already receiving CalFresh benefits.
Therefore, a significant number of applicants will already have records in the
CalWIN system that will not have to be recreated. Adding new beneficiaries and
DRAFT
their income to households already receiving benefits would normally impact the
level of benefits for a household; however, the State will provide supplements to
preserve existing benefit levels so that no household will be negatively impacted.
Supervisor Gioia verified that the eligibility requirements for the expanded SSI
benefits are blindness, disability, and over 65 years of age.
In anticipation of the increased workload, Kathy reported that her department is
training existing staff on the new requirements; these staff can process applications
received beginning in May. Additionally, EHS is interviewing, from a list of 41
applicants, individuals for appointment to 14 temporary positions (10 eligibility
workers and 4 clerical workers), who will become trained and ready to begin
processing applications in June. She explained the difficulty in attaining any
certainty about additional workload. She mentioned that CalWIN automation of the
applications will become available on May 13 and an intake template is being
developed by EHS to capture intake data until the new CalWIN automation
becomes available.
As to funding, Kathy reported that the State allocation of $973,280 will expire on
June 30, 2019 and the FY 2019/20 will not be received before September 2019. The
County Administrator authorized, in the interim period, $300,000 to be leveraged
with federal funds.
Rebecca of SEIU Local 1021 opined that a reason for the predicted 75% application
rate was likely due to the long wait times to apply for and receive benefits, citing an
example of a person waiting on the phone for four hours for assistance.
Larry Sly and Carly Finkle commented that it is unrealistic to assume that
individuals who are not eligible for the expanded benefits will not apply. They
believe that as many as 25,000 people might apply, even though less than half that
number are actually eligible to receive the expanded benefits. They expressed
concern that EHS is not prepared for the potential onslaught of applicants. He
commented that Contra Costa residents cannot register for these benefits over the
phone as residents of some other counties can do.
Kathy responded that, with the five additional permanent staff, she has a staff of 130
eligibility workers in total who could process applications. EHS is relying primarily
on community partners to conduct outreach to eligible people. The department is
also contacting CalFresh households, and placing information in General
Assistance packets and on the department's web page.
Mariana Moore said she is more concerned about the overall EHS structure and
lack of sufficient frontline staff in CalFresh. In her opinion, more could and should
be done to address whole-system deficiencies. She expressed frustration about these
concerns not being addressed and suggested that the partnerships might not
continue.
Kathy explained that EHS staffing levels are driven by State and federal funding
reductions. In recognition of the reduced funding, EHS is reassessing its service
delivery model in terms of reduced plant and increase automation. She concurred
DRAFT
that phone registration should be a future goal.
Lindy Lavendar suggested that the prior expansion of benefits to students might
provide some indication of the increased workload to be anticipated with the new
expansion of benefits.
The Committee accepted the staff report and directed staff to forward it to the Board
of Supervisors for its information. The Committee requested EHS to report back to
the Committee on June 10.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
4.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.
Donna Van Wert presented the staff report, commenting that in this transition year,
participation is lower than normal. She stated that the data is not complete and may
not be indicative of actual experience due to a lag time in reporting.
She itemized certain actions for consideration by the Board of Supervisors,
including:
approval of updated regional and local plan, which must be approved by
August 1, 2019
approval of a regional MOU, combining two program phases, that designates
Contra Costa County as a fiscal agent on behalf of the region, due June 30,
2019
authorization to form a non-profit (510(c)(3)) organization to serve as a
fundraising arm of the Workforce Development Board.
The Committee accepted the report and directed staff to forward it to the Board of
Supervisors for its information.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
5.The next meeting is currently scheduled for Monday, May 13, 2019.
6.Adjourn
Chair Andersen adjourned the meeting at 3:20 p.m.
For Additional Information Contact:
Julie DiMaggio Enea, Interim Committee Staff
Phone (925) 335-1077, Fax (925) 646-1353
julie.enea@cao.cccounty.us
DRAFT
D R A F T
FAMILY AND HUMAN SERVICES
COMMITTEE
RECORD OF ACTION FOR
FEBRUARY 25, 2019
Supervisor Candace Andersen, Chair
Supervisor John Gioia, Vice Chair
Present: Candace Andersen, Chair
John Gioia, Vice Chair
Staff Present:Julie DiMaggio Enea, Sr. Deputy County Administrator
Attendees: Jill Ray, BOS District II Representative
Susan Jeong, CCC Office of Education
Donna Van Wert, Workforce Dev Board Director
Yen Do, SEIU Local 1021
Teri House, City of Antioch
Anthony Macias, EHSD Area Agency on Aging
Sandra Wall, SEIU Local 1021
Jaime Jenett, HSD Homeless Programs
St. Bradley Lindblom, San Pablo PD
Alexandra Madsen, Contra Costa Human Trafficking C
1.Introductions
Chair Andersen called the meeting to order at 10:40 a.m. and invited attendees to introduce themselves.
2.Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers may be limited to three
minutes).
Chair Andersen asked if anyone present wished to speak on any matter not on the agenda but falling under the purview of the
Committee. No one requested to speak during the public comment period.
3.RECEIVE and APPROVE the draft Record of Action for the December 3, 2018 Family & Human Services Committee meeting.
The Committee approved the Record of Action for the December 3, 2018 FHS Committee meeting as presented.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
4.RECOMMEND to the Board of Supervisors the appointment of Kathryn Ames to At Large #10 seat and reappointment of of Gail
Garrett to the Nutrition Project Seat, with terms expiring September 30, 2020, on the Advisory Council on Aging, as recommended
by the Council.
The Committee decided to recommend the to Board of Supervisors the appointment of Kathryn Ames to the At Large #10 seat
and reappointment of Gail Garrett to the Nutrition Project seat on the Advisory Council on Aging to terms expiring on
September 30, 2020.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
5.RECOMMEND to the Board of Supervisors the appointment of Meaghan Doran to the Business #3 seat, Robert Muller to the
Business #9 seat, Romina Gonzalez to the Business #12 seat, and Fred Wood to the Education & Training #2 seat on the Workforce
Development Board to terms ending on June 30, 2020, as recommended by the Employment and Human Services Department and
approved by the Workforce Development Board Executive Committee.
The Committee decided to recommend to the Board of Supervisors the appointment of Meaghan Doran to the Business #3 seat,
Robert Muller to the Business #9 seat, Romina Gonzalez to the Business #12 seat, and Fred Wood to the Education & Training
#2 seat on the Workforce Development Board to terms ending on June 30, 2020.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
6.RECOMMEND to the Board of Supervisors the following appointments to the Council on Homelessness to terms ending on
January 1, 2021:
Nominee Affiliation Seat District
Leslie Gleason Shelter, Inc.CoC/ESG Program Grantee All
Lindy Lavendar Pacheco Area Community Member IV
Sherry Lynn Peralta Employment and Human Services Representative All
Doug Leich Multi-Faith Actdion
Coalition
Faith Community Representative All
Manuel Arredondo La Clinica De La Raza Health Care Representative All
Tony Ucciferri CCC Housing Authority Public Housing Authority All
The Committee decided to recommend the appointment of Leslie Gleason to the ESD Program Grantee seat, Lindy Lavendar
to the Community seat, Sherry Lynn Peralta to the Employment and Human Services Department seat, Doug Leich to the
Faith Community seat, Manuel Arrendondo to the Health Care seat, and Tony Ucciferri to the Public Housing Authority seat
on the Council on Homelessness to one-time three-year terms ending on December 31, 2021 in order to achieve two-tier
staggering of term expirations among the Council seats. After the initial three-year terms for the above seats, the terms of
office will be for a two-year duration, consistent with the Council bylaws.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
7.ACCEPT report from the Employment and Human Services Department on efforts to intervene in and prevent human trafficking
and the commercial sexual exploitation of children, and on the operation of Children & Family Justice Centers.
Alexandra Madsen presented the staff report. She clarified that the Train the Trainer event will be open to everyone.
The Committee accepted the report and requested Ms. Madsen to work with staff to schedule a similar presentation to the
Board of Supervisors, but augmented with information about where, geographically, victims are coming from.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
8.RECOMMEND to the Board of Supervisors approval of the 2017-2027 Comprehensive County Child Care Needs Assessment
prepared by Brion Economics, Inc., on behalf of Contra Costa County Local Planning and Advisory Council for Early Care and
Education.
Susan Jeong presented highlights from the new Needs Assessment. The Committee accepted the report and directed staff to
forward the report to the Board of Supervisors via the Consent Calendar. Supervisor Gioia requested the following additional
information, to be provided by Ms. Jeong in a supplemental report:
Child care needs broken out by sub-region in addition to the current city breakout
Unmet demand gap broken out by race/ethnicity
A measurement of the availability of subsidized child care slots
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
9.APPROVE the proposed 2019 Committee meeting schedule and work plan, or provide direction to staff regarding any changes
thereto.
The Committee approved the proposed 2019 meeting schedule and work plan with the following modifications:
The special May 13 meeting will be held in Room B001, 625 Court St, Martinez.
Staff was directed to reschedule the June 24 and July 22 meetings.
Staff was directed to schedule one special meeting between Thanksgiving and Christmas, if needed.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
10.The next meeting is currently scheduled for March 25, 2019.
The Committee decided to cancel the March 25 meeting. The next meeting is scheduled for April 22.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
11.Adjourn
Chair Andersen adjourned the meeting at 11:28 a.m.
For Additional Information Contact:
Julie DiMaggio Enea, Interim Committee Staff
Phone (925) 335-1077, Fax (925) 646-1353
julie.enea@cao.cccounty.us
FAMILY AND HUMAN SERVICES COMMITTEE -
Special Meeting 4.
Meeting Date:05/13/2019
Subject:Appointment to the Family and Children's Trust Committee
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: FACT Committee Seat 5-Mental Health Appointment
Presenter: N/A Contact: Laura Malone,
925.608.4943
Referral History:
On December 6, 2011 the Board of Supervisors adopted Resolution No. 2011/497 adopting policy
governing appointments to boards, committees, and commissions that are advisory to the Board of
Supervisors. Included in this resolution was the requirement that applications for at
large/countywide seats be reviewed by a Board of Supervisors sub-committee.
The Family and Children’s Trust Committee (FACT), was established in 1982 by the Contra
Costa County Board of Supervisors to make funding recommendations on the allocation of a
variety of funds for prevention and intervention services to reduce child abuse and neglect,
provide supportive services to families and children, and promote a more coordinated, seamless
system of services for families. Funding for FACT supported projects derived from federal and
state program legislation, and donations to the County’s Family and Children’s Trust Fund.
Every two years, the members of the FACT establish a series of County priorities for the use of
these funds through review of existing data and reports and by holding Public Hearings in various
areas of the county. The Committee then develops a competitive bidding process to select
non-profit, community-based agencies that can best provide the services determined to be most
important. Program recommendations are made to the Board of Supervisors, which makes the
final funding decisions. The Committee continues to evaluate these funded programs to ensure
continued provision of quality service and achievement of stated goals. Programs currently being
supported include countywide parenting classes, therapeutic day care for emotionally disturbed
children, treatment for families, young children and teens with both substance abuse and child
abuse issues, services for homeless families, and projects to support children whose mothers have
been victims of domestic violence and sexual assault.
The FACT has up to fifteen members who are appointed by the Board and include citizens with
expertise in children’s issues, education, law, non-profit agency management, public health, and
program research/evaluation. In addition, the Director of the Child Abuse Prevention Council sits
as ex-officio member of the Committee and participates in all matters except actually voting on
funding recommendations. Terms for all Commission seats are two years.
At Large and non-District appointed seat vacancies on the FACT have been assigned for Family
and Human Services Committee (F&HS) review since 2003.
Referral Update:
There are currently 12 seats filled and three vacancies on FACT. The Committee has vacancies in
the District III, Seat 3 - Child Development or Early Childhood Education, and Seat 5 - Mental
Health. Please see the attached memo for more information.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the appointment of Allyson Mayo to the Seat 5 -
Mental Health seat on the Family and Children's Trust Committee to complete the current term
ending on September 30, 2019.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
M. Allyson Application
FACT Application Memo
1
40 Douglas Drive, Martinez, CA 94553 • (925) 608-5000 • Fax (925) 313-9748 • www.ehsd.org
To: Family and Human Services Committee
Supervisor Candace Andersen, District II, Chair
Supervisor John Gioia, District I, Vice-Chair
Date: April 18, 2019
CC:
From: Kathy Gallagher, EHSD Director
Laura Malone, FACT Staff
Subject: Family and Children’s Trust (FACT) Committee Seat Membership Recommendation
The Employment and Human Services Department Director, Kathy Gallagher, respectfully
requests that the Family and Human Services Committee accepts this recommendation to appoint
the following new applicant to the discipline specific seat 5 (Mental Health) on the Family and
Children’s Trust (FACT) Committee.
Name Seat Area
Dr. Allyson Mayo Seat 5, Mental Health Central County
Seat 5, Mental Health was declared vacant due to committee member resignation on November
6, 2018. The FACT Committee voted on April 1, 2019 to recommend appointment of Dr. Mayo to
Seat 5, Mental Health.
PURPOSE OF COMMITTEE _________________________________________
The purpose of this Committee is to establish priorities and make funding recommendations to the
Board of Supervisors on the allocation of specific funds for the prevention/amelioration of child
abuse and neglect, and the promotion of positive family functioning. The se funds include: Child
Abuse Prevention, Intervention, and Treatment funds (CAPIT) funds, (AB 1733), Birth Certificate
revenue to the County Children’s Trust (AB2994), the Ann Adler Children’s Trust funds,
Community-Based Child Abuse Prevention funds (CBCAP) and other funds as may be
subsequently directed by the Board of Supervisors.
The FACT Committee also provides information and data to the Employment and Human Services
Department on the effectiveness of current and proposed programs for families and children and
on recent or pending legislation that would potentially impact family and children’s services
programs, clients, or funding mechanisms .
SUMMARY OF RECRUITMENT EFFORTS/NOMINIEES FOR MEMBERSHIP
The FACT Committee, in conjunction with the County Administrator’s Office, continues to make
every effort to fill its vacant seats. These efforts include contacting each district Supervisor’s office
M E M O R A N D U M
Kathy Gallagher, Director
2
and releasing a public notice, inviting interested parties to consider membership and soliciting the
support of current members to outreach to potential candidates for consideration for membership.
FACT Committee membership consists of the following:
Five At-Large seats
One representative from each of the five Supervisorial Districts
Five discipline/sector specific seats
There are currently 12 seats filled and there are three vacancies on FACT. The Committee has
vacancies in the District III Seat, Seat 3, Child Development and Early Childhood E ducation, and
Seat 5, Mental Health. Seat 3, Child Development and Early CH Education was declared vacant
due to committee member resignation on October 18, 2016. The FACT Committee is actively
recruiting to fill Seat 3.
Current FACT Committee seat members live or work in the following areas of the County:
West (1): District I
Central/South (11): Three discipline specific, Five At -Large, Districts II, IV and V
Candidates for appointment to the FACT Committee will serve a two -year term. Seat 5, Mental
Health is set to expire on September 30, 2019.
Dr. Mayo has expressed a sincere interest in serving on the Committee and is dedicated to fulfilling
the mission and goals as outlined in the Committees’ policies and procedures.
Based on the above information, the Director of EHSD on behalf of the FACT Committee
respectfully recommends that the FHS Committee appoint Dr. Mayo to membership on the FACT
Committee.
Enc.
Board, Committees, and Commission Application for Dr. Allyson Mayo
FAMILY AND HUMAN SERVICES COMMITTEE -
Special Meeting 5.
Meeting Date:05/13/2019
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 (FHS) the subject of the Public Service Portion of the Community Services Block
Grant (CDBG) Program. Therefore, the Department of Conservation and Development reports to
FHS 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 transmitting
the FY 2019/20 (3rd Year) CDBG-Public Service Category and Emergency Solutions Grant
funding recommendations. See Exhibits A1 and B1 for matrices summarizing the proposed
awards and Exhibit A2 and B2 for details of each project.
Recommendation(s)/Next Step(s):
CONSIDER approving the staff funding recommendations for FY 2019/20 (3rd Year)
Community Development Block Grant-Public Service Category and Emergency Solutions Grant
projects, and directing the Department of Conservation and Development to prepare a staff report
for Board of Supervisors consideration.
Fiscal Impact (if any):
Upon approval, grants totaling $759,375 for 33 renewal Public Services projects and $365,063
(reflecting an approximately 20% increase above the requested amount) for 5 renewal and 1 new
Emergency Solutions projects that would be recommended to the Board. Grant project totals are
aligned with the Board's adopted guidelines for the allocation of CDBG funding.
Staff is also recommending the reallocation of a balance of $101,298 from the Public Service
category to the Infrastructure/Public Facilities category.
Attachments
FY 2019-20 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 13, 2019
TO: Family and Human Services Committee
Supervisor Candace Andersen, Chair
Supervisor John Gioia, Vice-Chair
FROM: Gabriel Lemus, CDBG Program Manager
SUBJECT: FY 2019/20 (3rd Year) Community Development Block Grant (CDBG) Funding
Recommendations – Public Service Category
FY 2019/20 (3rd Year) Emergency Solutions Grant Funding Recommendations
RECOMMENDATIONS
1. APPROVE recommendations for FY 2019/20 CDBG Public Service (PS) projects as
recommended by staff and/or amended by the Committee.
2. APPROVE recommendations for FY 2019/20 Emergency Solutions Grant (ESG) projects
as recommended by staff and/or amended by the Committee.
3. APPROVE reallocating the balance of $101,298 of CDBG funds in the PS category to the
Infrastructure/Public Facilities category of the County’s CDBG Program.
4. 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 11, 2019 as a “Consent” item.
BACKGROUND
The purpose of this memorandum is to transmit staff recommendations for funding in the PS category
for the FY 2019/20 CDBG Program and the FY 2019/20 ESG Program. The proposed funding
spreadsheets and project staff reports for both PS and ESG projects are attached.
2
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
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 2019/20 CDBG and ESG funds was contingent on the availability of funds and the
satisfactory accomplishment of contract goals.
Available Funding
On April 12, 2019, the U.S. Department of Housing and Urban Development (HUD) announced the FY
2019/20 CDBG Program entitlement allocations to all CDBG entitlement jurisdictions. The County’s
FY 2019/20 CDBG entitlement amount is $4,588,189, which is approximately $63,000 less than the
County received in FY 2018/19.
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% $2,064,617
Public Services *17% $ 779,967
Economic Development 10% $ 458,804
Infrastructure/Public Facility 8% $ 367,043
Administration 20% $ 917,607
Total FY 2018/19 CDBG Grant $4,588,037
*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, $779,967 is
available to PS projects from the annual allocation. In addition, there is $34,924 available from
completed PS projects. Lastly, $40,000 is provided from the “Administration” category to assist with
funding fair housing services. Therefore, a total of $860,673 is available for PS projects. A total of 33
renewal applications were received requesting a total of $759,375. This is two less applications than in
FY 2018/19. One of those has requested that they receive funding under the ESG Program as oppose to
the CDBG Program (see ESG Program narrative below and Staff Report for 19-02-ESG for more
details). The other decided not to renew for FY 2019/20 funds.
Staff recommends all 33 renewal projects be funded at the amounts requested (Attachment A-1).
Therefore, a total of $101,298 is available from the PS category to fund projects in other CDBG
categories. Staff recommends allocating the $101,298 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
3
during FY 2019/20.
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 $394,663 in
ESG funding for FY 2019/20, approximately $26,400 more than FY 2018/19. Seven and a half percent
(7.5%) of the grant will be used for administration expenses, resulting in a total of $365,063 available
for projects. A total of five renewal applications and one new application previously funded with
CDBG funds were received.
The one new application is from the County’s Health Services Department - Health, Housing, and
Homelessness Division (H3) for their Coordinated Outreach, Referral, and Engagement (CORE)
Program, a homeless street outreach services program. H3’s CORE Program has been receiving CDBG
funds from the County for the previous three years and received $22,300 in CDBG funds for FY
2018/19; however, the CDBG Program has some key administrative differences that create undue
administrative burden for CORE administrative and accounting staff. The ESG Program funds would
eliminate the administrative burden and therefore enhance the administrative efficiency of the CORE
Program. H3 staff has requested to swap the CDBG funds that they would have had requested to be
replaced with ESG Program funds. In order for ESG staff to make this recommendation without
effecting any other ESG renewal project, H3 reduced its request for their Adult Interim Emergency
Shelter Housing Program by $22,300.
Therefore, six applications were received requesting a total of $337,902 in ESG Program funds. Given
that the County’s FY 2019/20 ESG Program allocation from HUD is higher than the FY 2018/19
allocation, there is an extra $27,161 available to allocate to eligible ESG projects. Therefore, all
projects are recommended to receive an increase of approximately 20 percent above their request, with
the exception of H3’s Adult Interim Emergency Shelter Housing Program and Shelter Inc’s Homeless
Prevention/Rapid Rehousing Program. H3 staff spoke with ESG Program staff and requested, and ESG
staff has recommended, that any increase be allocated to the CORE Street Outreach Program. Shelter
Inc’s Prevention/Rapid Rehousing program must get 40 percent of the total ESG allocation per ESG
regulations related to Rapid Rehousing activities. 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 2019/20, currently funded PS and ESG agencies were
required to submit an abbreviated “renewal application”, including a proposed FY 2019/20 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 2019/20 PS projects are listed in Attachment A-1, and staff’s
funding recommendations for FY 2019/20 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 2018/19. In general, most agencies are
performing as proposed and are expected to meet or exceed performance outcomes, contained in their
CDBG and ESG program agreements, by the end of the year.
4
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 11,
2019. Final recommendations must be forwarded to HUD within 60 days of HUD’s announcement of
the CDBG Program entitlement allocations, or by June 11, 2019, for review to ensure consistency with
federal regulations.
Attachments
Attachment A-1 – FY 2019/20 PS Projects
Attachment A-2 – PS Staff Reports
Attachment B-1 – FY 2019/20 ESG Projects
Attachment B-2 – ESG Staff Reports
cc: John Kopchik, Director, Department of Conservation and Development
Community Development Block Grant
Public Services Category
FY 2019/20
ATTACHMENT A-1
Amount
Requested
Amount
Received in FY
2018/19
County Staff
Recommendation for
FY 2019/20 Antioch Concord Pittsburg WC
19-01-PS
A Place of Learning
(APOL)
After School Tutoring and
Mentoring Program $10,000.00 $10,000.00 $10,000.00 $10,000.00 $38,400.00
19-02-PS
Bay Area Legal Aid
(BayLegal)
Tenant/Landlord Counseling &
Legal Services $80,000.00 $80,000.00 $80,000.00 $15,000.00 $11,450.00 $106,450.00 $158,577.00
19-03-PS
CCC-Health Servces
Dept. - H3
Contra Costa Adult Continuum of
Services $76,300.00 $54,000.00 $76,300.00 $10,000.00 $11,450.00 $6,000.00 $103,750.00 $2,975,451.00
19-04-PS
Community Housing
Development
Corporation of North
Richmond Multicultural/Senior Family Center $55,000.00 $55,000.00 $55,000.00 $55,000.00 $93,964.00
19-05-PS
Community Housing
Development
Corporation
Contra Costa County Home Equity
Preservation Alliance (HEPA)$25,000.00 $25,000.00 $25,000.00 $25,000.00 $155,536.00
19-06-+PS
Community Violence
Solutions (CVS)
CIC Child Sexual Assault
Intervention $15,000.00 $15,000.00 $15,000.00 $5,000.00 $5,000.00 $25,000.00 $307,500.00
19-07-PS
Contra Costa County
Service Integration
Program-SparkPoint
Contra Costa Community Career Center $12,000.00 $12,000.00 $12,000.00 $12,000.00 $228,050.00
19-08-PS
Contra Costa Crisis
Center Crisis / 211 Contra Costa $18,000.00 $18,000.00 $18,000.00 $10,000.00 $11,450.00 $9,500.00 $48,950.00 $1,261,524
Total Budget
CD-1 General Public Services
CCC Project
No.Applicant Project Name Total CDBG
Amount Requested (Other CDBG Jurisdictions)Contra Costa County
Community Development Block Grant
Public Services Category
FY 2019/20
ATTACHMENT A-1
Amount
Requested
Amount
Received in FY
2018/19
County Staff
Recommendation for
FY 2019/20 Antioch Concord Pittsburg WC Total Budget
CD-1 General Public Services
CCC Project
No.Applicant Project Name Total CDBG
Amount Requested (Other CDBG Jurisdictions)Contra Costa County
19-09-PS
Contra Costa Family
Justice Alliance Family Justice Center $32,000.00 $32,000.00 $32,000.00 $32,000.00 $2,643,402.00
19-10-PS
Contra Costa Senior
Legal Services Legal Services for Seniors $12,000.00 $12,000.00 $12,000.00 $10,000.00 $10,000.00 $7,000.00 $39,000.00 $529,055.00
19-11-PS
Court Appointed
Special Advocates
(CASA)Children At Risk $18,000.00 $18,000.00 $18,000.00 $5,000.00 $11,450.00 $10,000.00 $44,450.00 $835,179.00
19-12-PS ECHO Housing Fair Housing Services $40,000.00 $40,000.00 $40,000.00 $25,000.00 $11,450.00 $6,000.00 $82,450.00 $336,615.00
19-13-PS
East Bay Center for
the Performing Arts Deep Roots, Wide World Program $11,500.00 $11,500.00 $11,500.00 $11,500.00 $55,927.00
19-14-PS
Food Bank of Contra
Costa and Solano Collaborative Food Distribution $46,500.00 $46,500.00 $46,500.00 $11,450.00 $57,950.00 $5,810,551.00
19-15-PS Girls Inc.
Summer/Afterschool and Education
Enrichment Programming $11,000.00 $11,000.00 $11,000.00 $11,000.00 $245,000.00
19-16-PS
James Morehouse
Project / YMCA of the
East Bay (fiscal
sponsor)
James Morehouse Project at El
Cerrito High School $10,000.00 $10,000.00 $10,000.00 $10,000.00 $323,000.00
Community Development Block Grant
Public Services Category
FY 2019/20
ATTACHMENT A-1
Amount
Requested
Amount
Received in FY
2018/19
County Staff
Recommendation for
FY 2019/20 Antioch Concord Pittsburg WC Total Budget
CD-1 General Public Services
CCC Project
No.Applicant Project Name Total CDBG
Amount Requested (Other CDBG Jurisdictions)Contra Costa County
19-17-PS
Lamorinda Spirit -
City of Lafayette
Lamorinda Spirit Van Senior
Transportation Program $10,000.00 $10,000.00 $10,000.00 $10,000.00 $180,317.00
19-18-PS
Lions Center for the
Visually Impaired
Independent Living Skills for Blind
and Visually Impaired Adults $10,000.00 $10,000.00 $10,000.00 $5,000.00 $7,500.00 $22,500.00 $308,870.00
19-19-PS
Loaves and Fishes of
Contra Costa
Nourishing Lives in Martinez,
Antioch and Pittsburg $15,000.00 $15,000.00 $15,000.00 $5,000.00 $10,000.00 $30,000.00 $1,136,604.00
19-20-PS
Meals on Wheels
Diablo Region Care Management $15,000.00 $15,000.00 $15,000.00 $10,000.00 $7,000.00 $32,000.00 $345,972.00
19-21-PS
Meals on Wheels
Diablo Region Senior Nutrition - CC Cafes $15,000.00 $15,000.00 $15,000.00 $11,450.00 $26,450.00 $341,576.00
19-22-PS
Monument Crisis
Center
Critical Safety Net Resources for
Families and Individuals $15,000.00 $15,000.00 $15,000.00 $11,450.00 $13,500.00 $39,950.00 $2,673,900.00
19-23-PS
Mount Diablo Unified
School District
CARES After School Enrichment
Program $10,000.00 $10,000.00 $10,000.00 $10,000.00 $4,514,586.00
19-24-PS
New Horizons Career
Development Center
Education, Job Training, Life Skills,
and Job Placement Services $25,000.00 $25,000.00 $25,000.00 $25,000.00 $189,460.00
Community Development Block Grant
Public Services Category
FY 2019/20
ATTACHMENT A-1
Amount
Requested
Amount
Received in FY
2018/19
County Staff
Recommendation for
FY 2019/20 Antioch Concord Pittsburg WC Total Budget
CD-1 General Public Services
CCC Project
No.Applicant Project Name Total CDBG
Amount Requested (Other CDBG Jurisdictions)Contra Costa County
19-25-PS
Ombudsman
Services of Contra
Costa
Ombudsman Services of Contra
Costa $10,000.00 $10,000.00 $10,000.00 $10,000.00 $11,450.00 $8,500.00 $39,950.00 $962,005.00
19-26-PS
Pleasant Hill
Recreation & Park
District Senior Service Network $10,000.00 $10,000.00 $10,000.00 $10,000.00 $55,917.00
19-27-PS RYSE, Inc.RYSE Career Pathway Program $40,000.00 $40,000.00 $40,000.00 $40,000.00 $335,809.00
19-28-PS
Rainbow Community
Center of Contra
Costa
Kind Hearts Community Support
Program $10,000.00 $10,000.00 $10,000.00 $7,000.00 $17,000.00 $98,040.00
19-29-PS
Richmond Public
Library Words on Wheels $12,000.00 $12,000.00 $12,000.00 $12,000.00 $16,755.80
19-30-PS SHELTER, Inc.
Homeless Prevention & Rapid
Rehousing Program $25,075.00 $25,075.00 $25,075.00 $25,000.00 $50,075.00 $760,723.00
19-31-PS
St. Vincent de Paul of
Contra Costa County
RotaCare Pittsburg Free Medical
Clinic at St. Vincent de Paul $12,000.00 $12,000.00 $12,000.00 $15,479.00 $27,479.00 $221,529.00
19-32-PS
Village Community
Resource Center
Village Community Resource
Center Program Support $13,000.00 $13,000.00 $13,000.00 $13,000.00 $415,050.00
Community Development Block Grant
Public Services Category
FY 2019/20
ATTACHMENT A-1
Amount
Requested
Amount
Received in FY
2018/19
County Staff
Recommendation for
FY 2019/20 Antioch Concord Pittsburg WC Total Budget
CD-1 General Public Services
CCC Project
No.Applicant Project Name Total CDBG
Amount Requested (Other CDBG Jurisdictions)Contra Costa County
109-33-PS
West County Adult
Day Care
West County Adult Day
Shelter/Alzheimer $40,000.00 $40,000.00 $40,000.00 $40,000.00 $199,100.00
TOTAL $759,375.00 $737,075.00 $759,375.00
Attachment A-2
Staff Reports
Public Services Category
FY 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: A Place of Learning
PROGRAM NAME/NUMBER: After School Tutoring & Mentoring /
19-01-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 2018/19: $10,000
AMOUNT RECOMMENDED FY 2019/20: $10,000
GOAL / PERFORMANCE AS OF 12/31/18: 60 / 20
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 2018/19
performance goals. This is partially attributed to the spike in the number of participants
throughout the school year, and the decline during the summer months. Historically,
APOL has met its goals, and they expect to do so again this fiscal year.
FY 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Bay Area Legal Aid
PROGRAM NAME/NUMBER: Tenant/Landlord Counseling
19-02-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide comprehensive tenant/landlord services to
approximately 510 Urban County residents
TOTAL PROGRAM COST: $158,577
AMOUNT ALLOCATED FY 2018/19: $80,000
AMOUNT RECOMMENDED FY 2019/20: $80,000
GOAL / PERFORMANCE AS OF 12/31/18: 510 / 450
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 because 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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: CCC Health Services
PROGRAM NAME/NUMBER: Adult Interim Housing Program
19-03-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: $2,975,451
AMOUNTY ALLOCATED FY 2018/19: $54,000
AMOUNT RECOMMENDED FY 2019/20: $76,300
GOAL / PERFORMANCE AS OF 12/31/18: 150/266
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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Community Housing Development Corporation of
North Richmond
PROGRAM NAME/NUMBER: Multicultural / Senior Family Center
19-04-PS
PROGRAM SERVICE AREA: North Richmond
PROGRAM OUTCOME: Operate and maintain a community center for the
residents of North Richmond, providing educational,
recreational, and nutritional programs to a diverse
community with a primary focus on senior citizens.
TOTAL PROGRAM COST: $93,964
AMOUNT ALLOCATED FY 2018/19: $55,000
AMOUNT RECOMMENDED FY 2019/20: $55,000
GOAL / PERFORMANCE AS OF 12/31/18: 400 / 384
PROGRAM DESCRIPTION: Community Housing Development Corporation (CHDC)
proposes to manage and maintain the Multicultural Senior and Family Center (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: None.
FY 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Community Housing Development Corporation of
North Richmond
PROGRAM NAME/NUMBER: Home Equity Preservation Alliance /
19-05-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: $155,536
AMOUNT ALLOCATED FY 2018/19: $25,000
AMOUNT RECOMMENDED FY 2019/20: $25,000
GOAL / PERFORMANCE AS OF 12/31/18: 80 / 35
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 facing
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: CHDC HEPA is slightly behind pace in meeting its FY
2018/19 contractual goals. However, the program expects to meet its performance goal
by the end of the year, as they have done in the past.
FY 2019/20 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) /
19-06-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 2018/19: $15,000
AMOUNT RECOMMENDED FY 2019/20: $15,000
GOAL / PERFORMANCE AS OF 12/31/18: 70 / 193
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 and feasible. CVS has been operating this program since 2001.
Requested funding will be allocated to staff salaries/benefits.
PERFORMANCE ISSUES: CVS did not provide staff with their signed program
agreement until midway into the fiscal year. Additionally, their first quarter demand and
financial reports were submitted late.
FY 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa Service Integration Program –
SparkPoint Contra Costa
PROGRAM NAME/NUMBER: Community Career Center
19-07-PS
PROGRAM SERVICE AREA: Bay Point
PROGRAM OUTCOME: Provide services to 160 Urban County residents to
assist them in obtaining and maintaining employment,
improve their careers.
TOTAL PROGRAM COST: $228,050
AMOUNT ALLOCATED FY 2018/19: $12,000
AMOUNT RECOMMENDED FY 2019/20: $12,000
GOAL / PERFORMANCE AS OF 12/31/18: 160/26
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 40 clients either by finding a job, improving their
job status, filing 100 clients’ tax returns, and connecting 20 clients to services at
SparkPoint such as the Debtors Right Clinic.
PERFORMANCE ISSUES: As of March 31, 2019 the program has served 137 Urban
County residents, or 86 percent of the contractual goal. The program is expected to
meet or exceed its goal.
FY 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa Crisis Center
PROGRAM NAME/NUMBER: Crisis/211 Contra Costa
19-08-PS
PROGRAM SERVICE AREA: County-wide
PROGRAM OUTCOME: Provide crisis intervention service and information and
referrals to 8,000 Urban County residents including
homeless persons, abused children, seniors, battered
spouses, persons with HIV/AIDS, and the disabled.
TOTAL PROGRAM COST: $1,261,524
AMOUNT ALLOCATED FY 2017/18: $18,000
AMOUNT RECOMMENDED FY 2018/19: $18,000
GOALS / PERFORMANCE AS OF 12/31/18: 8,000/3,944
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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa Family Justice Alliance
PROGRAM NAME/NUMBER: West Contra Costa Family Justice Center /
19-09-PS
PROGRAM SERVICE AREA: West County
PROJECT OUTCOME: Operate the West County Family Justice Center
(FJC) to provide one-stop services to 475 victims
of domestic violence, sexual assault, child abuse,
elder abuse and human trafficking.
TOTAL PROGRAM COST: $2,643,402
AMOUNT ALLOCATED FY 2018/19: $32,000
AMOUNT RECOMMENDED FY 2019/20: $32,000
GOAL / PERFORMANCE AS OF 12/31/18: 475 / 319
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 substance
abuse and eating disorders. Abused women experience physical and emotional problems
for many years after abuse ends. Children exposed to family violence often suffer from a
variety of health and mental health conditions including post-traumatic stress and other
psychological issues which can go on untreated for years. Exposure to violence 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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Contra Costa Senior Legal Services
PROGRAM NAME/NUMBER: Legal Services for Seniors /
19-10-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: $529,055
AMOUNT ALLOCATED FY 2018/19: $12,000
AMOUNT RECOMMENDED FY 2019/20: $12,000
GOAL / PERFORMANCE AS OF 12/31/18: 200 / 258
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.
2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Court Appointed Special Advocates (CASA)
PROGRAM NAME/NUMBER: Children at Risk
19-11-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide advocacy, mentoring, and representation
services to 40 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: $835,179
AMOUNT ALLOCATED FY 2018/19: $18,000
AMOUNT RECOMMENDED FY 2019/20: $18,000
GOAL / PERFORMANCE AS OF 12/31/18: 40/53
PROGRAM ANALYSIS: Court Appointed Special Advocates (CASA) provides
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 officially vacated by the Courts. The specialized
training, community outreach, and Court representation of low-income and minority
children are critical elements of the proposed program. Volunteer child advocates
consult with program staff and Court personnel prior to making recommendations for the
disposition of the case based on the child’s best interest in context with their total
circumstances.
Clients are referred to the program from the Department of Social Services, and
Juvenile Court and Probation Departments through a formal agreement. CASA recruits
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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Eden Council for Hope and Opportunity
PROGRAM NAME/NUMBER: Fair Housing Services
19-12-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide comprehensive fair housing counseling
services to approximately 80 Urban County residents
TOTAL PROGRAM COST: $336,615
AMOUNT ALLOCATED FY 2018/19: $40,000
AMOUNT RECOMMENDED FY 2019/20: $40,000
GOAL / PERFORMANCE AS OF 1/31/18: 80 / 26
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: 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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: East Bay Center for Performing Arts
PROGRAM NAME/NUMBER: Deep Roots, Wide World Program /
19-13-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: $55,927
AMOUNT ALLOCATED FY 2018/19: $11,500
AMOUNT RECOMMENDED FY 2019/20: $11,500
GOAL / PERFORMANCE AS OF 12/31/18: 150 / 375
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 program will be hosted at three nearby elementary schools and
take place after and during school. Students will work with a Teaching Artist on theater
and literacy projects, integrating storytelling, scriptwriting, and performance.
The project is eligible, feasible, and timely. Requested funding will be allocated to staff
salaries/benefits and operating expenses.
PERFORMANCE ISSUES: None.
FY 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Food Bank of Contra Costa and Solano
PROGRAM NAME/NUMBER: Collaborative Food Distribution Program
19-14-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide food to over 9,300 low-income persons in the
Urban County.
TOTAL PROGRAM COST: $5,810,551
AMOUNT ALLOCATED FY 2018/19: $46,500
AMOUNT RECOMMENDED FY2019/20: $46,500
GOAL / PERFORMANCE AS OF 12/31/18: 9,300/8,593
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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Girls Inc. of West Contra Costa County
PROGRAM NAME/NUMBER: Afterschool and Education Enrichment Program
19-15-PS
PROGRAM SERVICE AREA: Richmond
PROGRAM OUTCOME: Girls Inc. will operate its Summer/Afterschool
Education Enrichment program. A total of 525
unduplicated children will be provided summer and
after-school literacy and STEM enrichment
programming.
TOTAL PROGRAM COST: $245,000
AMOUNT ALLOCATED FY 2018/19: $11,000
AMOUNT RECOMMENDED FY 2019/20: $11,000
GOALS / PERFORMANCE AS OF 12/31/18: 300/191
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 where 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: None.
FY 2019/20 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
19-16-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: $323,000 ($109,000 in In-Kind services)
AMOUNT ALLOCATED FY 2018/19: $10,000
AMOUNT RECOMMENDED FY 2019/20: $10,000
GOALS / PERFORMANCE AS OF 12/31/18: 110/67
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: None.
FY 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: City of Lafayette
PROGRAM NAME/NUMBER: Lamorinda Spirit Van Senior Transportation Program /
19-17-PS
PROGRAM SERVICE AREA: Cities of Lafayette, Moraga, and Orinda
PROGRAM OUTCOME: Provide 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: $180,317
AMOUNT ALLOCATED FY 2018/19: $10,000
AMOUNT RECOMMENDED FY 2019/20: $10,000
GOAL / PERFORMANCE AS OF 12/31/18: 160 / 88
PROGRAM DESCRIPTION: The City of Lafayette (Lamorinda Spirit) will provide 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: None.
FY 2019/20 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
19-15-PS
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide in-home independent living skills instruction
and training to 28 visually impaired adults throughout
the Urban County so they will maintain their
independence and avoid institutionalization.
TOTAL PROGRAM COST: $308,870
AMOUNT ALLOCTED FY 2018/19: $10,000
AMOUNT RECOMMENDED FY 19/20: $10,000
GOAL / PERFORMANCE AS OF 12/31/18: 28/76
PROGRAM ANALYSIS: The Lions Center for the Visually Impaired (LCVI) proposes to
provide needs assessment and supportive services in order to maintain client
independence for adults with visual impairments. LCVI provides in-home living skills
instruction and training to avoid institutionalization of clients so that they may continue
living 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 Rehabilitation. 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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Loaves and Fishes of Contra Costa
PROGRAM NAME/NUMBER: Martinez Dining Room
19-19-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: $1,136,604
AMOUNT ALLOCATED FY 2018/19: $15,000
AMOUNT RECOMMENDED FY 2019/20: $15,000
GOALS / PERFORMANCE AS OF 12/31/18: 500/389
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 nutrition 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 Homeless Continuum of
Care Plan. LFCC has consistently met programmatic goals in a timely manner.
PERFOMANCE ISSUES: None.
FY 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Meals on Wheels Diablo Region
PROGRAM NAME/NUMBER: Care Management /
19-20-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: $345,972
AMOUNT ALLOCATED FY 2018/19: $15,000
AMOUNT RECOMMENDED FY 2019/20: $15,000
GOAL / PERFORMANCE AS OF 12/31/18: 140 / 433
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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Meals on Wheels Diablo Region
PROGRAM NAME/NUMBER: Senior Nutrition (Congregate Cafés) /
19-21-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: $341,576
AMOUNT ALLOCATED FY 2018/19: $15,000
AMOUNT RECOMMENDED FY 2019/20: $15,000
GOAL / PERFORMANCE AS OF 12/31/18: 250 / 236
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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Monument Crisis Center
PROGRAM NAME/NUMBER: Critical Safety Net Resources for Families and
Individuals /
19-22-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: $2,673,900
AMOUNT ALLOCATED FY 2018/19: $15,000
AMOUNT RECOMMENDED FY 2019/20: $15,000
GOAL / PERFORMANCE AS OF 12/31/18: 2,000 / 2,835
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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Mt. Diablo Unified School District
PROGRAM NAME/NUMBER: CARES After School Enrichment Program /
19-23-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: $4,514,586
AMOUNT ALLOCATED FY 2018/19: $10,000
AMOUNT RECOMMENDED FY 2019/20: $10,000
GOAL / PERFORMANCE AS OF 12/31/18: 580 / 572
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 students with the
greatest needs. Classes/activities will be provided during the 32-week school year and
six weeks during the summer. Activities will include dance, science, gardening, chess
club, drumming, and art. MDUSD will serve 580 K-8 students from the four schools. The
after-school program operates between the hours of 2:00 and 6:00 p.m. All four schools
are located in areas that meet “area benefit” criteria (Census Tracts 3141.01 and 3142).
The program is eligible, feasible and timely. Requested funding will be allocated to
program supplies and educational enrichment activities.
PERFORMANCE ISSUES: None.
FY 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: New Horizons Career Development Center
PROGRAM NAME/NUMBER: Education, Job Training, Life Skills, Job Placement
Program /
19-24-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: $189,460
AMOUNT ALLOCATED FY 2018/19: $25,000
AMOUNT RECOMMENDED FY 2019/20: $25,000
GOAL / PERFORMANCE AS OF 12/31/18: 300 / 314
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 of 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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Ombudsman Services of Contra Costa
PROGRAM NAME/NUMBER: Ombudsman Services of Contra Costa
19-25-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: $962,005
AMOUNT ALLOCATED FY 2018/19: $10,000
AMOUNT RECOMMENDEDFY 2019/20: $10,000
GOAL / PERFORMANCE AS OF 12/31/18: 350/456
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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Pleasant Hill Recreation & Park District
PROGRAM NAME/NUMBER: Senior Service Network /
19-26-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: $55,917
AMOUNT ALLOCATED FY 2018/19: $10,000
AMOUNT RECOMMENDED FY 2019/20: $10,000
GOAL / PERFORMANCE AS OF 12/31/18: 150 / 82
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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: RYSE, Inc.
PROGRAM NAME/NUMBER: RYSE Career Pathway Program
19-27-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: $335,809
AMOUNT ALLOCATED FY 2018/19: $40,000
AMOUNT RECOMMENDED FY 2019/20: $40,000
GOAL / PERFORMANCE AS OF 12/31/18: 230 / 161
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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Rainbow Community Center of Contra Costa
PROGRAM NAME/NUMBER: Kind Hearts Community Support Program
19-28-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: $98,040
AMOUNT ALLOCATED FY 2018/19: $10,000
AMOUNT RECOMMENDEDFY 2019/20: $10,000
GOAL / PERFORMANCE AS OF 12/31/18: 65/42
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 Contra Costa County residents.
Research documents significant health disparities when LGBT seniors are compared to
their heterosexual contemporaries, including higher rates of depression, anxiety, self-
harm and suicide. LGBT seniors become increasingly isolated as they age; further
impacting their physical and mental well-being. Without children, many LGBT seniors
lack personal relationships with younger people who can provide family support. In
addition, many feel uncomfortable accessing mainstream senior services, including
visiting senior centers. Many of the same concerns voiced by LGBT seniors also apply
to People with AIDS – fear of being stigmatized, lack of support as a peer network
disappears and difficulty with transportation.
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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Richmond Public Library
PROGRAM NAME/NUMBER: Words on Wheels
19-29-PS
PROGRAM SERVICE AREA: Richmond
PROGRAM OUTCOME: The program will expand the current Mobile Library
Services to serve 60 seniors living in areas of
Richmond that have limited access to computers and
library services.
TOTAL PROGRAM COST: $16,756
AMOUNT ALLOCATED FY 2018/19: $12,000
AMOUNT RECOMMENDED FY 2019/20: $12,000
GOAL /PERFORMANCE AS OF 12/31/18: 140/12
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 Library 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 senior
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
second year of CDBG funding and is not on track to meeting their annual
performance goal for fiscal year 18/19 due to improper intake and calculation of new
clients. County Staff monitored the program during Quarter One of FY 18-19, and
found that Program Staff has been reporting client information inaccurately with
duplicated numbers. For the second quarter, program staff created a new intake
form that must be filled out by new clients. The proposed number of clients to be
served in FY 19-20 has been reduced to 60, which is a much more realistic goal for
the program.
FY 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Shelter, Inc.
PROGRAM NAME/NUMBER: Homelessness Prevention/Rapid Rehousing Program
19-30-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: $760,723
AMOUNT ALLOCATED FY 2018/19: $25,075
AMOUNT RECOMMENDED FY 2019/20: $25,075
GOAL / PERFORMANCE AS OF 12/31/18: 180 / 328
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.
FY 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: St. Vincent de Paul of Contra Costa County
PROGRAM NAME/NUMBER: RotaCare Pittsburg Free Medical Clinic
19-31-PS
PROGRAM SERVICE AREA: County-wide (Primarily East County)
PROGRAM OUTCOME: Provide free urgent and chronic medical care to 430
uninsured clients.
TOTAL PROGRAM COST: $221,529
AMOUNT ALLOCATED FY 2018/19: $12,000
AMOUNT RECOMMENDED FY 2019/20: $12,000
GOAL / PERFORMANCE AS OF 12/31/18: 430/227
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 patients 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. The program is eligible,
feasible, and timely.
PERFORMANCE ISSUES: None.
FY 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: Village Community Resource Center
PROGRAM NAME/NUMBER: VCRC Program Support
19-32-PS
PROGRAM SERVICE AREA: Brentwood (and surrounding area)
PROGRAM OUTCOME: VCRC will operate its Afterschool Academy program.
A total of 100 unduplicated children will be provided
after-school tutoring services. .
TOTAL PROGRAM COST: $415,550
AMOUNT ALLOCATED FY 2018/19: $13,000
AMOUNT RECOMMENDED FY 2019/20: $13,000
GOAL / PERFORMANCE AS OF 12/31/18: 100 / 108
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 disadvantaged and underprivileged
children, parents and community members residing in the immediate neighborhoods
surrounding along Village Drive in Brentwood. Today, VCRC primarily serves Latino
families and offers a variety of supportive services and activities for children, youth and
families. Services are preventive-focused, family-friendly, and available in English and
Spanish. VCRC provides access to resources, which 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 2019/20 CDBG PROGRAM
PUBLIC SERVICE (PS) CATEGORY
APPLICANT: West County Adult Day Care
PROGRAM NAME/NUMBER: Alzheimer’s Respite Center /
19-33-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 2018/19: $40,000
AMOUNT RECOMMENDED FY 2019/20: $40,000
GOAL / PERFORMANCE AS OF 12/31/18: 56 / 51
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 supervision. The
program provides meals, personal grooming assistance, a variety of therapies, social
activities, a monthly family support group, and respite to primary care givers. Day care
services will be provided to at least 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.
Emergency Solutions Grant
FY 2019/20
ATTACHMENT B-1
Project Name
Amount
Requested
Amount
Received in
FY 2018/19
County Staff
Rec.
FY 2019/20
19-01-ESG CC Health Services H3 Adult Interim Housing
Program Emergency shelter beds and wraparound
services for 150 homeless.
$100,393 $122,693 $100,000 $100,000 $2,975,454
19-02-ESG CC Health Services H3 Calli House Youth
Shelter
Emergency shelter beds and support
services for 25 homeless youth.$24,328 $24,328 $30,000 $30,000 $798,795
19-03-ESG CC Health Services H3
CORE-Coordinated
Outreach, Referral,
and Engagement
Program
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.
$22,300 N/A $25,795 $25,795 $639,888
19-04-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 $121,416 $128,268 $128,268 $763,416
19-05-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 $50,000 $50,000 $504,203
19-06-ESG Trinity Center Trinity Center Hygiene/food services and day-use
facility for 100 homeless clients.$26,830 $26,830 $31,000 $31,000 $955,280
$337,902 $340,595 $365,063 $365,063
$6,637,036
Totals
CCC Project
No.OutcomeApplicant
Total
Budget
Total
ESG
Contra Costa County
Attachment B-2
Staff Reports
ESG Program
Category
FY 2019/20 EMERGENCY SOLUTIONS GRANTS (ESG)
APPLICANT: Contra Costa County Health Services Dept. (HSD)
PROGRAM NAME/NUMBER: Adult Interim Housing Program/
19-01-ESG
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide 300 Urban County homeless clients year-
round emergency shelter beds and wrap-around
services.
TOTAL PROGRAM COST: $2,975,454
AMOUNT ALLOCATED FY 2018/19: $122,693
AMOUNT RECOMMENDED FY 2019/20: $100,000
GOAL/PERFORMANCE AS OF 12/31/18: 300 / 521
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 shelters will serve
up to 850 individuals per year.
For FY 2019/20, HSD staff has requested, and staff recommends, $100,000 in ESG
funds, which is $22,693 less than FY 2018/19. HSD requested less for FY 2019/20 in
order to have their Coordinated, Outreach, Referral, and Engagement (CORE) Street
Outreach Program funded with ESG Program funds as oppose to getting funded with
Community Development Block Grant (CDBG) funds (see ESG Staff Report No. 19-02-
ESG). Furthermore, HSD also receives CDBG funds to provide shelter and supportive
services (see FY 2019/20 CDBG staff report No. 19-03-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 2019/20 EMERGENCY SOLUTIONS GRANTS (ESG)
APPLICANT: Contra Costa County Health Services Dept. (HSD)
PROGRAM NAME/NUMBER: Calli House Youth Shelter/
19-02-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: $782,795
AMOUNT ALLOCATED FY 2018/19: $24,328
AMOUNT RECOMMENDED FY 2019/20: $30,000
GOAL/PERFORMANCE AS OF 3/31/18: 25 / 26
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 2019/20 EMERGENCY SOLUTIONS GRANTS (ESG)
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/
19-03-ESG
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: $639,888
AMOUNT ALLOCATED FY 2018/19: $22,300 (with CDBG funds)
AMOUNT RECOMMENDED FY 2019/20: $25,795
GOALS / PERFORMANCE AS OF 12/31/18: 450/858
CONDITIONS OF APPROVAL: None
PROGRAM ANALYSIS: The focus of the Contra Costa County’s Health Services
Department (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 HSD to provide evening/weekend outreach services as part of the
overall CORE Street 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.
HCD’s CORE Program has been receiving Community Development Block Grant
(CDBG) funds from the County for the previous three years and received $22,300 in
CDBG funds for FY 2018/19; however, the CDBG Program has some key
administrative differences that create undue administrative burden for CORE
administrative and accounting staff. The ESG Program funds would eliminate the
administrative burden and therefore enhance the administrative efficiency of the
CORE Program. HCD staff has requested to swap the CDBG funds that they would
have had requested to be replaced with ESG Program funds. In order for ESG staff to
make this recommendation without effecting any other ESG renewal project, HCD
reduced its request for their Adult Interim Emergency Shelter Housing Program
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 for the past three years and has exceeded contract goals in a timely and
cost-effective manner. For FY 2019/20, Staff is recommending to fund the CORE
program with ESG Program funds. Due to some restrictions with the CDBG Program,
CORE Staff has requested to swap the CDBG funds for ESG Program funds.
CDBG/ESG County Staff recommends to swap the CDBG Program funds for ESG
Program funds to allow the CORE Program to administratively operate more
efficiently. The program has met and exceeded its annual performance goal for FY
2018/19; however, the Subrecipient has been consistently late in submitting reports.
The change to be funded with ESG funds should eliminate late submittals of Quarterly
reports.
FY 2019/20 EMERGENCY SOLUTIONS GRANTS (ESG)
APPLICANT: Shelter, Inc. of Contra Costa County
PROGRAM NAME/NUMBER: Homelessness Prevention/Rapid Rehousing Program/
19-04-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: $763,416
AMOUNT ALLOCATED IN FY 2018/19: $121,416
AMOUNT RECOMMENDED FY 2019/20: $128,268
GOAL/PERFORMANCE AS OF 3/31/19: 60 / 36
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: As of March 31, 2019, the program is behind pace in
meeting its FY2018/19 contractual goal; however, Shelter Inc. expects to meet its goal
by the end of the year. Historically, Shelter Inc. has been able to meet its goals and
expend all of its awarded funds.
FY 2019/20 EMERGENCY SOLUTIONS GRANT (ESG)
APPLICANT: STAND! For Families Free of Violence
PROGRAM NAME/NUMBER: Rollie Mullen Emergency Shelter/
19-05-ESG
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide emergency homeless shelter and support
services for 50 women and their children who are
displaced due to domestic violence.
TOTAL PROGRAM COST: $504,203
AMOUNT ALLOCATED FY 2018/19: $45,328
AMOUNT RECOMMENDED FY 2019/20: $50,000
GOAL/PERFORMANCE AS OF 12/31/18: 40 / 60
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: None.
FY 2019/20 EMERGENCY SOLUTIONS GRANT (ESG)
APPLICANT: Trinity Center Walnut Creek
PROGRAM NAME/NUMBER: Trinity Center/
19-06-ESG
PROGRAM SERVICE AREA: Urban County
PROGRAM OUTCOME: Provide breakfast and lunch, laundry, showers,
clothing, food and support services weekdays to 250
Urban County clients.
TOTAL PROGRAM COST: $955,280
AMOUNT ALLOCATED FY 2018/19: $26,830
AMOUNT RECOMMENDED FY 2019/20: $31,000
GOAL/PERFORMANCE AS OF 12/31/18: 250 / 166
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 affordable 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 individuals
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 priorities and policies
as identified in the County’s Consolidated and Continuum of Care plans. The Center
provides services to Urban County homeless persons and is the entry point for many
individuals seeking services to assist them in achieving permanent housing and a stable
living environment. ESG funds will be used to partially fund the program manager
position.
PERFORMANCE ISSUES: None.
FAMILY AND HUMAN SERVICES COMMITTEE -
Special Meeting 6.
Meeting Date:05/13/2019
Subject:Innovative Community Partnerships
Submitted For: Kathy Gallagher, Employment & Human Services Director
Department:Employment & Human Services
Referral No.: #110
Referral Name: Innovative Community Partnerships
Presenter: Devorah Levine Contact: Devorah Levine (925)
608-4890
Referral History:
On January 6, 2015 the Board of Supervisors referred oversight and receipt of updates on the
Employment and Human Services Department's (EHSD) Innovative Community Partnerships to
the Family and Human Services Committee (FHS). On June 7, 2016, the Board approved
expanding F&HS Referral No. 110 "Innovative Community Partnerships" to include the subject
of Whole Family Services. This change was necessary to incorporate a major EHSD initiative,
which refocuses client-facing benefit eligibility to assess the status and needs of the “whole
family” while they are also determining benefit eligibility. Key to the new initiative is working
with community partners to form a network of family resource centers in current place-based
centers such as SIT (Service Integration Team) and SparkPoint sites, Family Justice Centers, First
5 centers, et al.
On June 25 and July 10, 2018, the FHS and Board of Supervisors received the most recent annual
report on the Innovative Community Partnerships referral. Devorah Levine presented that report
and thanked the board of supervisors for its investment in the health and well-being of families,
which has avoided other costs. She commented on EHSD's role in adding expertise in areas of
whole person care, the social determinants of health, federal policy, and elder abuse prevention.
She advised that Innovative Community Partnerships was grant-funded for 18 more months and
highlighted the challenge of finding ways to sustain services beyond that timeframe.
Kathy Gallagher commented that EHSD had access to grant writers and can assist
community-based organizations to access those grant funds for which government agencies are
not eligible.
Supervisor Andersen stressed the value of networking among local foundations. Additional
discussion pertained to the 2-1-1 resource and referral service.
Referral Update:
Please see attached status report on EHSD's delivery of essential public benefits and safety net
services through innovative community partnerships.
Recommendation(s)/Next Step(s):
ACCEPT the attached status report on EHSD's delivery of essential public benefits and safety net
services through innovative community partnerships.
Fiscal Impact (if any):
There is no fiscal impact; the report is informational only.
Attachments
Staff Report_EHS_Innovative Community Partnerships
Powerpoint Presentation_EHS_Innovative Community Partnerships
40 Douglas Drive, Martinez, CA 94553 • (925) 608 4800 • Fax (925) 313-9748 • www.ehsd.org
M E M O R A N D U M
Kathy Gallagher, Director
To: Family and Human Services Committee Date: May 13, 2019
Supervisor John Gioia, Chairperson
Supervisor Candace Andersen, Member
From: Kathy Gallagher, Director
Subject: FHS Referral #11 0 Innovative Community Partnerships
RECOMMENDATION:
ACCEPT the attached report on the Employment and Human Services Department’s (EHSD) Innovative
Community Partnerships.
Overview:
Contra Costa County is a thriving and diverse community. As the County’s lead social services provider,
EHSD is an essential p art of ensuring the well -being of our vibrant community. Yet, despite steady
economic growth in the region, a segment of the County’s most vulnerable populations —including
seniors, immigrants, and children—continue to face growing unmet needs. According to a recent study,
one in four Contra Costa County families fall below the self-sufficiency in the Bay Area.1 The top income
families earn almost 15.6 times more than low -income families.2 In addition, one in ten Contra Costa
County residents live in poverty, including 13% of children3. Each year, EHSD serves approximately one-
quarter of the County’s residents providing essential public benefits and safety net services. Residents
receive help putting food on the table, finding jobs, enrolling their c hildren in high quality childcare,
obtaining and maintaining health coverage, addressing and avoiding family violence, and in many other
life sustaining ways central to the County’s social safety net.
EHSD is better positione d to meet the gaps in addre ssing community needs through innovative
partnerships with leveraged funding. Policy trends at the federal level continue to pose negative
impacts and funding cuts to entitlement programs, including enforcing and expanding work
requirements associated with public programs , penalizing immigrants who access public benefits from
pathways to legal permanent residence, and threats to affordable health care —all of which add urgency
to building effective partnerships and sustainable funding for core programs. Furthermore, i nvestments
in social services and innovative partnerships have been modest in scale and often temporary.
Successful partnerships in neighboring counties have often been made possible by targeted investments
1 Snapshot of Poverty: Contra Costa County United Way Bay Area, October 2017 .
2 Ibid.
3 Source: U.S. Census Bureau, 2012 -2016 American Community Survey 5 -Year Estimates .
Page 2
of general funds and foundation grants.4 EHSD’s ability to fund and supp ort innovative partnerships has
been greatly reduced as county general funds have not kept pace with the cost of doing business.
Despite these constraints, EHSD is prioritizing participation in, and supporting develo pment of key
partnerships. With the support of the Policy and Planning Division, the department is working to
strengthen partnerships through strategic planning, research and evaluation, public policy tracking and
analysis, fund development, and incubatin g innovative pilot programs.
Now more than ever, innovative partne rships are critical to delivering needed services. Through robust
partnerships with community -based agencies, county departments, law enforcement, funders,
businesses and policy makers, EHSD’s services help make Contra Costa County a safer, healthier, and
more equitable place to live for all residents.
The following report highlights partnerships that are central to our efforts.
Elder Abuse Prevention Project
Under the leadership of EHSD's Adult Protective Services (APS), the Elder Abuse Prevention Project
(EAPP) is an innovative partnership addressing elder abuse through a coordinated system of care. Elder
abuse is an underreported and often invisible issue. Elderly are the fastest gr owing segment of the
county's population: From 2010 to 2018, the population of seniors 65 and older increased 35%, to
175,982 individuals.5 Based on population projections from the Census, the percentage of seniors age
60 and over in Contra Costa County is expected to grow by over 191% from 2010 to 2060.6
With the support of a $957,742, two-year
grant awarded from the Office of
Emergency Services (CalOES), EHSD
established a robust partnership between
APS, other county agencies, and several
community partners. These partners
include Family Justice Center, Senior Peer
Counselors, Senior Legal Services, Meals on
Whe e ls, and Ombudsman Services, STAND!,
SEEDS, the District Attorney, and Behavioral
Health. This project leverages the existing
capacity of multiple agencies to coordinate services through the Family Justice Centers. In operation
since June 2017, EAPP has served 1,028 clients, with a 90% increase in total cases screened for financial
abuse by providers and law enforcement . The most commonly p rovided services are advocacy (90% of
clients), crisis intervention (86% of clients), and assistance with restraining orders (17% of clients). EAPP
provides a platform to raise awareness in the community, helping all providers to better identify and
respond to cases of elder abuse. Cal OES has extended this funding opportunity for the EAPP through
December 31, 2019 with an additional award of $620,884.
Benchmarks achieved because of these efforts include:
4 Some examples of partnerships in neighboring counties include Sonoma’s “Upstream Inve stments”, Alameda
County’s “Nutrition Partnership”, and San Francisco’s “Civic Bridge.”
5 U.S. Census Bureau, QuickFacts, Contra Costa County, California.
6 California Department of Aging, Data & Statistics – Facts About California’s Elderly.
Page 3
Restraining orders for victims of elder abuse have more than doubled.
Enhanced outreach efforts increased APS reports by 86% in FY 18-19.
3,072 service provider staff and 29 police officers received training.
21 Multi -Di sciplinary team review meetings conducted.
Over 10,000 outreach materials provide d at 112 outreach events.
Improved coordination of services, as evidenced by a decline in the number of repeated
referrals of EAPP clients to EHSD, Adult Protective Services by partner agencies.
Housing Disability Advocacy Program (HDAP) & Adult Protective Services (APS) Home Safe Program
In Contra Costa County, median rents have increased 25 percent since 2000, while median household
income decreased 3% when adjusted for inflation .7 According to the latest 2018 Point In Time (PIT)
count, there was an 88 percent increase in homeless seniors age 62 and older compared to the 2017
PIT count, and 68% increase in chronically homeless. Shelters and other housing providers are struggling
to help seniors find housing in one of the most expensive housing markets in the country. Households
with rental assistance vouchers such as Section 8 struggle to find property owners willing to rent to
them. Efforts to end homelessness in this context require targeted and coordinated efforts among a
wide range of public and pri vate entities.
In FY 2018-2019, EHSD’s Aging & Adult Services (AAS) Bureau, in
partnership with Health, Housing and Homelessness Division
(H3), was awarded $740,079 from the California Department of
Social Services (CDSS) Housing Bureau for the APS Home Safe
Program. The goals of the program are to ensure homeless older
adults and those at-risk of homelessness with the highest needs
will receive timely services including housing navigation, case
management, and financial assistance to return to permanent
housing as quickly as possible. Up to 65 APS clients who are
homeless or at risk of homelessness will be provided short -term,
time -limited housing financial assistance, including 15 clients
referred to longer-term permanent supportive housing. EHSD
will utilize the Homeless Management Information System
(HMIS) in order to access relevant client housing data and
ensure successful integration between the County’s APS and homelessness/housing systems of care.
The APS Home Safe P rogram will be fully implemen ted and operational effective July 1, 2019.
In addition, with funding from the CDSS Housing Bureau , in partnership with Contra Costa Health
Services H3, EHSD’s Housing Disability and Advocacy Program (HDAP) currently provides outreach, case
management, disability advocacy, and housing financial assistance to eligible SSI recipients who ar e
chronically homeless. EHSD has successfully enrolled 53 participants into the program, with 18 placed
in housing (12 pe rmanent and 6 interim/temporary housing). Contra Costa County’s HDAP has been a
model program for the state, particularly by deploying CORE Street Outreach teams and Housing
Navigators—connecting clients to case management services and housing. In November 2018, the
Contra Costa County HDAP team including staff from Workforce Services Bureau, H3 CORE Outreach
team, and Contra Costa Interfaith Housing were asked to present at the CDSS HDAP Learning Forum,
highlighting its successes in a video sharing best practices with other counties across the state on its
7 Contra Costa County Renters In Crisis: A Call for Ac tion, May 2017 .
Page 4
innovative model.
Whole Person Care: Community Connect
EHSD is collaborating as a key partner with Contra Costa Health Services (HSD) and a range of community
agencies in a $200 million, 5‐year Whole Person Care (WPC) pilot funded through California's Section
1115 Medicaid waiver (Medi‐Cal 2020). Contra Costa County is one of 18 pilot locations in the state,
with California being the only state in the country implementing a pilot of this nature. Under HSD's
leadership and oversight, multi‐disciplinary teams apply a “whole person" approach to caring for high‐
risk members of our community who are also frequent users of emergency and other medical services.
The program is innovative in that WPC pilots are testing whether local initiatives coordinating physical
health, behavioral health, and social services (housing supports, food assistance, General Assistance,
Supplemental Security Income, etc.) can improve health outcomes and reduce medical costs.
Approx imately 12,582 participants are currently enrolled and provided with medical, behavioral health,
social services, housing support, public benefits, eligibility and enrollment services, and integrated care
coordination. EHSD’s social work team is a core co mponent of this model, recognizing the importance
of social factors on a person’s overall wellbeing. Since its inception, EHSD Social Workers have
conducted 2,408 Face -to-Face Visits with clients enrolled in WPC. Additionally, Senior Staff Program
Assistants have also started to assist consumers with reinstating lapsed Medi -Cal coverage. Finally,
EHSD has plans to assign four IHSS Social Workers to the Community Connect project funded by WPC—
bringing additional resources to further enhance service integration and coordination of care.
“4” Our Families
In 2017, EHSD developed an integrated
cross‐bureau pilot program, including
identifying service sites for the pilot and
creating a robust evaluation plan. The
program uses four “navigators” to
engage clients with multiple unmet
needs and connect them to both EHS D
and community resources. Services are
provided in the Sand Creek EHSD office,
the Delta Fair office in Antioch, the Bay
Point SIT/Spark Point site, and FJC
Richmond. The goal is to expand the number of sites hosting the program, including adding a mobile
navigator, and we are currently working with John Muir Health to offer navigators at their hospitals.
Through “4” Our Families we provide a new level of support with “wrap around services” for individuals
and families. Leveraging the 211 database and other technology, centralized data sharing and co‐
located staff provides increased access, a better and faster service delivery experience, and improve
utilization rates of our comprehensive su ite of services. As of April 2019, over 125 clients received
services through this program, the majority of whom are homeless with multiple areas of need.
Safety and Healing: Family Justice Centers
The Family Justice Centers (FJC), created with the support of the Alliance to End Abuse , the Board of
Supervisors and many pivotal leaders across sectors , continues to be a one -stop center for families
affected by domestic violence, sexual assault, elder abuse, child abuse, and human trafficking. The
Family Justice Center coordinates with on -site partners so clients can get safer sooner. The Alliance
continues to support the development of the FJC and County departments remain essential partners
Page 5
among many, supporting residents who are accessing the centers. In 2018, the Family Justice Centers
provided services to 3,074 individuals who experienced interperso nal violence (1,865 clients from
central center and 1,210 clients from west center). Those services impacted an additional 2,368 children
living with these clients. The FJC is able to provide comprehensive and integrated services by working
together with their 48 on-site partners. The FJC currently has sites in Richmond and Concord, and will
be opening a third site in Antioch Summer of 2019.
In 2018, the FJC welcomed six new partner agencies including
Early Childhood Mental Health, International Rescue C ommittee
and Lao Family Community Center. The FJC in partnership with
several other agencies launched an innovative restorative justice
program in 2018 as a two-year pilot, funded through a CalOES
Victim Services Innovation grant. The five program partners (in
addition to FJC) include Community Violence Solutions, Latina
Center, Rainbow Community Center, RYSE Youth Center and
Narika. Community Restorative Justice Solutions fosters
restorative justice solutions for survivors, those who have
harmed their fami lies and communities through Circle and
Family Group Conferencing. The restorative justice process
creates a space to listen and respond to the needs of the person
harmed, the person who did harm, their children, families, and their communities; to encoura ge
accountability through personal reflection and collaborative planning; to integrate the person causing
harm into the community; to empower families to address violence and abuse; and to create caring
climates that support healthy families and communitie s.
In partnership with Public Health, launched the Violence Prevention Blueprint initiative – helping
shift the focus to County-wide interpersonal violence prevention strategies
The Alliance to End Abuse and the Contra Costa County Department of Public Health are co-leading a
planning and capacity -building process to develop a countywide Blueprint to promote safety and
reduce interpersonal violence . With consultation support from the Prevention Institute, a national
organization with subject matter exp ertise, the Blueprint working group, made up of a diverse range
of public and non-governmental agency leads, held its first kick -off meeting in September 2018.
Twenty-one professionals from seventeen Contra Costa organizations have participated in two all -day
planning meetings. The Blueprint will be completed summer 2019, and provide vision, values, goals
and strategies to create a unified actionable direction for multiple stakeholders.
In addition, the Alliance to End Abuse successfully received a $400,000
grant award in fall 2018 (for a two-year term through December 2020)
from the Blue Shield Foundation of California to support its Leveraging
Collaboration to End Domestic Violence initiative. This grant will support
the implementation of the Violence Prevention Blueprint. The goals of
the project are to: enhance the DV collaborative by engaging new
partners interested or oriented towards prevention (including public
health agencies, educational institutions, and private sector
corporations); and to strengthen the structure and governance of the
Alliance ’s membership, leadership, communications, data and performance measurement. The
Page 6
Alliance launched a series of meetings throughout March to kick off work on the Leveraging
Collaboration to End Domestic Violence grant including discussions with Contra Costa Community
Colleges and John Muir Health Center.
Launch an Early Childhood Education Trauma Informed Care Train the Trainer Program with First
Five - increasing capacity for training on trauma-informed practices for early childhood providers
The Alliance to End Abuse collaborated with First 5 Contra Costa,
Community Services Bureau Head Start, and WestEd to develop the
Trauma-Informed Practices for Early Childhood Provider initiative. This
innovative initiative cultivated a team of fourteen trainers to sustain the
promotion of trauma-informed practices with early childhood providers
in Contra Costa County. The goals of this apprentice-training program are
to expand awareness, increase knowledge, and develop trauma -
informed practices with early childhood providers. An evaluation
demonstrated the initiative has helped people build and apply knowledge by supporting personal
development, providing new knowledge, supporting parenting and relationships, and offering new tools
for the workplace.
Children’s Leadership Council
EHSD, HSD, and First 5 are supporting the convening of a countywide Children’s Leadership Council. The
Council will lead the pro cess that will weave together existing efforts, create synergy, and identify new
and creative ways to improve outcomes for children and families. A kick -off event was held on March
27, 2019 with 58 attendees, including parents, community agencies, and Coun ty partners. 90% of
participants rated the event highly (interesting and relevant information, well organized event, likely to
contribute). A second meeting is scheduled for July, where participants will identify shared values, map
assets, conduct gap anal ysis, and set priorities. Plans are also in place for third and fourth meetings in
August and October, where participants will examine community -level impacts, strategies, and set
concrete action steps and outcome metrics. By October, this planning effort will result in a Children’s
Leadership Council Action Plan to improve outcomes for children. Once finalized and approved by the
leadership team, the CLC will launch a “Children’s Well-Being Index” report by the end of 2019. For
more information go to https://ehsd.org/overview/clc/.
Early Childhood Nutrition: Central Kitchen Project
The Policy & Planning Division is working with EHSD’s Community Services Bureau (CSB) to identify
capital funding for a new central kitchen , which prepares and delivers over 460,000 meal s (breakfast,
snack, and lunch) each year to 16 centers to children and families in need resulting in 2/3 of child’s daily
nutritional needs met. Through innovative approaches to braid ed public and private funding for the
capital campaign and partnership with local community groups, a new site has been identified, the
Veterans Memorial Building in Richmond, which is an ideal and centrally accessible facility for the
relocated kitchen. CSB plans to partner with the community in this new location by providing a training
ground for food service workers through our trainee programs, partnering with Urban Tilth or othe r
programs for farmer’s markets and/or trainings, and continuing to partner with the Food Bank to
provide healthy meals for families and the community. Not only is the food diverse and ethnically
representative, the Central Kitchen also provides organic whole grains, meatless Mondays and Plant-
based Thursdays. Leveraged funding from public and private investments is critical to ensuring the
successful build out over the next 12 months.
Page 7
Innovation is essential to a responsive, client-centered approach to meeting community needs. EHSD
will continue to collaborate with County agen cies and community partners to find ways to further
strengthen our systems through innovative community partnerships and leveraging existing resources
to provide quality care to clients and families in need.
Innovative
Community
Partnerships
REPORT TO FAMILY & HUMAN SERVICES COMMITTEE, MAY 13 2019
PRESENTED BY EMPLOYMENT AND HUMAN SERVICES DEPARTMENT
The Big Picture
Despite steady economic growth, Contra Costa County’s most vulnerable
populations –including seniors, immigrants, and the homeless –continue
to face growing unmet needs towards a path to full self-sufficiency
2
1 in 4
Contra Costa
County families
fall below the
self-sufficiency
standard
22%
Increase in
population
of seniors
65 and
older from
2000 to
2010 (and
growing)
88%
Increase in homeless
seniors 62 and older
from 2017 to 2018
Policy Trends
at the Federal Level
that pose risks to
public benefit access
Why Innovative Partnerships?
In our current environment,
innovative partnerships are more
essential than ever
•Research on social determinants of
health and well-being
•Limited resources necessitate
robust partnerships
•Leveraged funding expands our
ability to provide quality services to
clients and families
2
Supporting the Elderly
Elder Abuse Prevention Project
•Over 1,028 served since June
2017
•86% increase in Adult
Protective Services reports
•More than double the number
of restraining orders for victims
of elder abuse
Adult Protective Services Home
Safe
•Provides short-term housing
financial assistance to 65 clients
•Referrals to longer-term
permanent supportive housing
3
Serving Low-Income
Individuals
Housing Disability Advocacy
Program
•Provides outreach, case
management, disability advocacy,
and housing financial assistance to
53 Supplemental Security Income
(SSI) recipients
Whole Person Care: Community
Connect
•Provides “wrap around services”
for individuals and families, with
over 125 clients served since April
2019, a majority of whom are
homeless with multiple areas of
need
4
Helping and Protecting
Families
“4” Our Families
•Provides “wrap around services” for
individuals and families, with over
125 clients served since April 2019, a
majority of whom are homeless with
multiple areas of need
Family Justice Centers
•Provides services to individuals who
experienced interpersonal violence
with over 3,000 served in 2018,
which also impacted the lives of over
2,300 children living with these
clients
Violence Prevention Blueprint
•Co-leads and develops a countywide
Blueprint to promote safety and
reduce interpersonal violence
5
Supporting Early Child
Development
Early Childhood Trauma-Informed
Care
•The Alliance to End Abuse collaborates
with First 5 Contra Costa, Community
Services Bureau Head Start, and WestEd
to develop the Trauma-Informed
Practices for Early Childhood Provider
initiative
Children’s Leadership Council
•EHSD, HSD, and First 5 are leading the
convening of a countywide effort to
improve outcomes for children and
families
Central Kitchen Project
•Our Community Services Bureau
central kitchen and child nutrition unit
prepares and delivers over 460,000
healthy meals each year
6
Thank You
7
FAMILY AND HUMAN SERVICES COMMITTEE -
Special Meeting 7.
Meeting Date:05/13/2019
Subject:Head Start Program Change
Submitted For: Kathy Gallagher, Employment & Human Services Director
Department:Employment & Human Services
Referral No.: 119
Referral Name: Head Start Program Change
Presenter: Camilla Rand Contact: Camilla Rand,
925.681.6301
Referral History:
On May 7, 2019, the Board of Supervisors referred to the Family and Human Services Committee
for discussion the Employment and Human Services Department, Community Services Bureau's
proposed elimination of Head Start Home Based Program services for children ages three to five.
Referral Update:
The Community Services Bureau (CSB) is proposing permanently eliminating Home Based
Program services, effective June 14, 2019. The one Early Childhood Educator-Project position
would be permanently eliminated, as well. The twelve (12) Home-Based slots will be relocated to
twelve (12) Head Start Center Based slots. Thus, there will be no loss of slots/services and CSB
will be able to meet the growing need for Center Based services. This Board Order is to request
this subject matter be referred to the Family and Human Services Committee for discussion.
On an ongoing bases, CSB analyses multiple data to inform decisions that ensure program design
continues to meet the changing needs of children and families in the community. CSB has seen a
reduced need for pre-school home-based services over the past several years. In 2016, CSB
implemented a slots reduction, which included the reduction of our Head Start Home Based
services to one caseload of 12 slots. This year to date, CSB has only been able to fill all 12 Home
Based slots during one month, with an average monthly enrollment of 8. As CSB looks towards
slot planning for next year, only 3.2% of children on the waitlist, age-eligible for preschool list
home base as a desirable option. This rate reduces to .05% when looking at new applications since
2018. To remain responsive to the needs of the community, CSB is requesting to increase the
availability to Center Based services through converting Home Based slots into Center Based.
With the conversion of the Home Based slots into Center Based, there will be no need of
employing an Early Childhood Educator. The incumbent is interested to transition/bid into a
Teacher-Project position prior to or on June 14, 2019. At this time CSB has several vacant
Teacher-Project positions. A Meet and Confer with PEU, Local 1 was conducted on April 16,
2019. Agreement was reached about termination of the Home Based Program, conversion of the
Home Based slots into Center Based slots and the transition (bid) of the Early Childhood Educator
into a Teacher-Project position (incumbent meets the Minimum Qualifications for this position).
Teacher-Project and Early Childhood Educator-Project are comparable positions.
Attached is a report from the EHS-Community Service Bureau Director requesting a change of
scope to the Head Start Program to reallocate 12 Head Start Home-Based slots to 12 Head Start
Center-Based slots for children aged 3 to 5, to better reflect the changing needs of the community.
Recommendation(s)/Next Step(s):
ACCEPT report from the Employment and Human Services Department on the proposed
reallocation of 12 Head Start Home-Based slots to 12 Head Start Center-Based slots for children
aged 3 to 5, to better reflect the changing needs of the community.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Staff Report_Proposed Head Start Program Change
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40 Douglas Drive, Martinez, CA 94553 • (925) 313-1500 • Fax (925) 313-1575 • www.ehsd.org
To: Enid Mendoza, Senior County Administrator Date: May 6, 2019
CC:
Family and Human Services Committee Members:
Kathy Gallagher, Employment and Human Services Department Director
David Twa, County Administrator
From: Camilla Rand, Director of Community Services
Subject: Head Start Change in Scope , FHS Presentation
Recommendation
To accept a report on Community Services Bureau’s (CSB) request for a Head Start Change of Scope to
ensure program design remains responsive to the changing needs of the community . CSB is the
Community Action program for Contra Costa County, operating the Head Start, Early Head Start, State -
funded Child Development programs .
Background
To ensure the Board remains abreast of programmatic changes, this presentation provides data to
support reallocation of twelve (12) Head Start Home -Based slots to twelve (12) Head Start Center-Based
slots. On an ongoing basis, Community Serv ices Bureau (CSB) analyzes multiple data sources to inform
decisions that ensure program options continue to meet changing needs of children and f amilies in
Contra Costa County.
Over the years, we have see n a decline in the need for preschool Home -Based services for children 3-5.
In 2016, we were successful in implementing a slot reduction, which included the reduction of 72 of our
Head Start Home -Based services to one caseload of twelve (12) children. This program year to date, we
have only been able to meet full enrollment for this caseload during one month, with an average
monthly enrollment of eight (8). As we look towards enrolling children for next year, only 3.2% of
children on our waitlist who are age-eligible for preschool indicate home base as a desirable option.
Furthermore, only .05% of those who recently applied for Home Base (since 2018) are with children age
3-5, indicating a reduced need for this option.
Head Start Regional and Statewide trends align with our assessment of reduced nee d for preschool
Home -Based services in the County. In 2015, Head Start agencies in California served 6.35% of their
children in Home -Based programs, a rate which has been declining each year and was at only 5% in
2018. In our Region (Head Start Region 9), 14.7% of slots operated as a Home -Based option in 2018 and
only 1.59% of which served preschool children age three through five.
This conversion would support CSB’s efforts to meet the growing need for center -based services in East
County through the slots re allocation to two high -quality partners, First Baptist Head Start and Tiny
M E M O R A N D U M
Kathy Gallagher, Director
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Toes. There will be no reduction of Head Start funding, disruption of services to enrolled children and
families or loss of employment as a result of this change. This Change in Scope allow us to maximize
sustainable resources to promote the continuity of high quality car e for our families.
We have held a Meet and Confer with Public Employees Union, Local One and have together agreed
that the one displaced Home Educator will be come a Center-Based Teacher-Floater.
Summary/Conclusion
As a Head Start grantee for over fifty years, Community Services continues to provide the quality
services for which we are known th roughout the State and Nation. The conversation of slots from the
Home -Based to Center-Based option ensures the provision of quality services that meet community
need and the Bureau’s success with maintaining full enrollment. The continued support and approval for
this change by the Board of Supervisors is instrumental in the success of the programs provided by the
Bureau.