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Home My WebLink AboutBOARD STANDING COMMITTEES - 05232022 - FHS Cte Agenda PktFAMILY & HUMAN SERVICES COMMITTEE May 23, 2022 9:00 A.M. To slow the spread of COVID-19, in lieu of a public gathering, the meeting will be accessible via Zoom to all members of the public as permitted by Government Code section 54953(e). The Public may observe and participate by using this link: https://cccounty-us.zoom.us/j/84411460077?pwd=K2RWakVwOGNkTmVoSTVoTVF6YUJGUT09 Meeting ID: 844 1146 0077 Or by dialing: (888) 278-0254 Conference Code: 985922 To indicate you wish to speak on an agenda item via Zoom, please “raise your hand” in the Zoom application. If you are joining the meeting via a telephone, you may dial *2 using your phone’s dial pad Supervisor Diane Burgis, Chair Supervisor Candace Andersen, Vice Chair Agenda Items:Items may be taken out of order based on the business of the day and preference of the Committee 1.Introductions 2.Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers may be limited to three minutes). 3.CONSIDER recommending to the Board of Supervisors the appointments of Sarah A. Chodakewitz to the Business Seat #6 and Nichol Carranza to the Business Seat #7 on the Workforce Development Board for terms ending June 30, 2026, as recommended by the Workforce Development Board and the Employment and Human Services Department. (Tamia Brown, WDB Executive Director) 4.CONSIDER recommending to the Board of Supervisors the reappointment of Joe Juarez Jr. to the Consumer Seat Under 60 - Seat 2 on the In-Home Supportive Services Public Authority Advisory Committee for a term ending March 6, 2026, as recommended by the Authority. (Elizabeth Dondi, IHSS Public Authority Director) 4.CONSIDER accepting the 2022 Quarter 1 report from the Council on Homelessness, and directing staff to forward the report to the Board of Supervisors for their information, as recommended by the Health Services Department. (Christy Saxton, Director of Health, Housing, Homeless Services) 5.CONSIDER approving the staff funding recommendations for FY 2022/23, FY 2023/24 and FY 2024/25 Community Development Block Grant-Public Service Category and Emergency Solutions Grant projects, and directing the Department of Conservation and Development staff to prepare a report for the Board of Supervisors' consideration. (Gabriel Lemus, Department of Conservation and Development) 6.CONSIDER accepting the report from the Employment and Human Services Department on the Workforce Development Board and Workforce Innovation and Opportunity Act updates and directing staff to forward the report to the Board of Supervisors for their information. (Marla Stuart, Employment and Human Services Director and Tamia Brown, WDB Executive Director) 7.The next meeting is currently scheduled for June 27, 2022. FHS Agenda Packet Page 1 of 86 8.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 1025 Escobar St., 4th Floor, Martinez, during normal business hours. Public comment may be submitted via electronic mail on agenda items at least one full work day prior to the published meeting time. For Additional Information Contact: Enid Mendoza, Committee Staff Phone (925) 655-2051, Fax (925) 655-2066 Enid.Mendoza@cao.cccounty.us FHS Agenda Packet Page 2 of 86 FAMILY AND HUMAN SERVICES COMMITTEE 3. Meeting Date:05/23/2022 Subject:Appointments to the Workforce Development Board Submitted For: Monica Nino, County Administrator Department:County Administrator Referral No.: NA Referral Name: Advisory Board Appointment Presenter: Tamia Brown, WDB Executive Director Contact: Lara DeLaney, (925) 655-2057 Referral History: On January 7, 2020, the Board of Supervisors (BOS) adopted Resolution No. 2020/1 adopting policy governing appointments to boards, committees, and commissions that are advisory to the BOS. Section III.A. of this resolution states that when an advisory body conducts interviews for at-large/countywide seats, the body's recommendation will be provided to a Board committee for further review, along with all applications received for the applicable seat(s). In all cases, the Board Committee decides which applicants to nominate for full Board action. The Workforce Development Board implements federal requirements for programs to address the education, skills, and employment needs for a skilled workforce, and that lead to an increase in the skills and earnings of Contra Costa residents. On March 14, 2016, the Family and Human Services Committee (FHS) accepted the Employment and Human Services Department's recommendation to decertify the then-current Workforce Investment Act local Board and re-certify a new board structure in compliance with the new Workforce Innovation and Opportunity Act (WIOA). FHS approved these recommendations, and the Board did the same at its March 29, 2016 meeting. Under new standards in WIOA (2016) and as adopted by the Board on March 29, 2016, the new Workforce Development Board structure is: a total of 23 required seats and 2 "optional seats", consisting of: 13 Business representatives, 5 Workforce representatives, and 5 Education and Training representatives as follows: (1) Adult Education/Literacy; (2) Higher Education; (3) Economic & Community Development; (4) Wagner Peyser representative; (5) Vocational Rehabilitation. Also two additional/"optional" seats that may be filled from any of the 3 categories above. Referral Update: Local board structure and size: Compared to predecessor legislation, the Workforce Innovation and Opportunity Act (WIOA) substantially changes Local Board composition by reducing local workforce development board size while maintaining a business and industry majority and ensuring representation from labor and employment and training organizations. Category – Representatives of Business (WIOA Section 107(b)(2)(A)) Thirteen (13) representatives (52%) Category – Representatives of Workforce (WIOA Section 107(b)(2)(A)) Five (5) representatives (20%) Category – Representatives of Education and Training (WIOA Section 107(b)(2)(C)) One (1) Adult Education/Literacy Representative (WIOA title II) One (1) Higher Education Representative One (1) Economic and Community Development Representative One (1) Wagner Peyser Representative One (1) Vocational Rehabilitation Representative Two (2) additional seats from the above categories, including constituencies referenced in Attachment III of Training Employment & Guidance Letter (TEGL) 27-14. FHS Agenda Packet Page 3 of 86 The Workforce Development Board Executive Committee, approved on April 13, 2022 the recommended appointments below. No other candidates competed for the seats. Please see the attached memo and applications for additional information. Recommendation(s)/Next Step(s): RECOMMEND to the Board of Supervisors the appointments of Sarah A. Chodakewitz to the Business Seat #6, and Nichol Carranza to the Business Seat #7 of the Workforce Development Board with terms expiring June 30, 2026. Fiscal Impact (if any): There is no fiscal impact. Attachments WDB Appointment Recommendation Memo Sarah Chodakewitz Application - Redacted Nichol Carranza Application - Redacted WDB Board Members Roster FHS Agenda Packet Page 4 of 86 MEMORANDUM DATE: May 4, 2022 TO: Family and Human Services Committee CC: Lara Delaney, CAO Sr. Deputy County Administrator Enid Mendoza, CAO Sr. Deputy County Administrator FROM: Tamia Brown, Executive Director SUBJECT: Appointment to Workforce Development Board This memorandum requests the Family and Human Services Committee recommend to the Contra Costa County Board of Supervisors the appointment of the following candidates to the new WIOA compliant Workforce Development Board of Contra Costa County. Background: Local board structure and size: Compared to predecessor legislation, the Workforce Innovation and Opportunity Act (WIOA) substantially changes Local Board composition by reducing local workforce development board size while maintaining a business and industry majority and ensuring representation from labor and employment and training organizations. To meet the categorical membership percentages, the WDB recommended a board of twenty-five (25) members. This option represents the minimum required local board size under WIOA plus an additional six (6) optional representatives in the following enumerated categories: 1) business; 2) workforce; 3) education and training. Category – Representatives of Business (WIOA Section 107(b)(2)(A)) • Thirteen (13) representatives (52%) Category – Representatives of Workforce (WIOA Section 107(b)(2)(A)) • Five (5) representatives (20%) Category – Representatives of Education and Training (WIOA Section 107(b)(2)(C)) • One (1) Adult Education/Literacy Representative (WIOA title II) • One (1) Higher Education Representative • One (1) Economic and Community Development Representative • One (1) Wagner Peyser Representative • One (1) Vocational Rehabilitation Representative Two (2) additional seats from the above categories, including constituencies referenced in Attachment III of Training Employment & Guidance Letter (TEGL) 27-14. TAMIA BROWN EXECUTIVE DIRECTOR FHS Agenda Packet Page 5 of 86 Recommendation: a) Recommend approval of local board candidate for the vacant board seats. (Attached application and board roster) - Approved on April 13, 2022 at the Executive Committee Meeting • Sarah A. Chodakewitz – Business Seat # 6 • Nichol Carranza – Business Seat #7 **No other candidate competed for the Business Seat #6 & #7 NEW APPOINTMENT Seat Last Name First Name Address & District # Term Start Date Term of Expiration District (Resident) Business Seat #6 Chodakewitz Sarah A. Walnut Creek, CA District #4 7/1/2022 6/30/2026 Out of County Business Seat # 7 Carranza Nichol Martinez, CA District #5 7/1/2022 6/30/2026 District #4 Thank you /rms attachment FHS Agenda Packet Page 6 of 86 Submit Date: Mar 18, 2022 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: N/A - Out of County Length of Employment 1 year and 3 months Do you work in Contra Costa County? Yes No If Yes, in which District do you work? District 4 How long have you lived or worked in Contra Costa County? 1 year and 3 months Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Workforce Development Board: Submitted Sarah A Chodakewitz 5508 Market Street Apt. A Oakland CA 94608 Business: (925) 941-2233 sarah.chodakewitz@johnmuirhealth.com John Muir Health Director, Government and Community Affairs Sarah A Chodakewitz A1b FHS Agenda Packet Page 7 of 86 Seat Name Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Previously, Stephanie Rivera represented John Muir Health at the Workforce Development Board and prior to that Ashley Georgian. I have not yet attended a meeting but am eager to join. Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended University of Washington Degree Type / Course of Study / Major Masters in Public Health/Health Systems and Policy Degree Awarded? Yes No College/ University B Name of College Attended Brown University Degree Type / Course of Study / Major Bachelors Degree/Anthropology Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Sarah A Chodakewitz FHS Agenda Packet Page 8 of 86 Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. My interest in serving on the Workforce Development Board of Contra Costa comes from both my desire to engage on the board as a representative of my employer, John Muir Health, and also from my own individual interests. As a representative of John Muir Health I am interested in joining the Workforce Development Board of Contra Costa because of the critical role this board plays in promoting health and wellbeing our community. More specifically, as one of the largest employers in Contra Costa, ensuring our community cultivates a robust healthcare workforce is an important strategic priority for our organization as well as other healthcare entities across the county. Being able to provide real time feedback on not only the current needs, but to help forecast the future needs in the healthcare workforce will ensure our community is prepared to respond to the healthcare needs of Contra Costa’s residents. Additionally, beyond immediate healthcare workforce issues, at John Muir Health we provide care to one in four individuals living in Contra Costa. Economic stability acts as a key social determinant of health, meaning that the work conducted by the Workforce Development Board helps to promote health and wellness for all members of our community, including many of our patients. In addition to my interest in joining this board as a representative of John Muir Health, I am excited by the possibility of joining this board as a result of my own specific interest in cultivating opportunities for professional development. During my time at the Washington State Department of Health I created a comprehensive program for student engagement consisting of resources for informational interviews, a more comprehensive approach to internships, and ultimately, a summer speaker series program for current interns. Similarly, when I was at Kaiser Permanente, I participated in multiple mentorship programs, including providing summer-long mentorship for specific interns. Finally outside of my professional roles, I have frequently participated in alumni panels for the University of Washington’s MPH program where I’ve spoken about job search skills for graduating students. To me, participation on the Workforce Development Board would allow me to marry this ongoing passion with the more robust infrastructure and scope that the Workforce Development Board provides. Sarah A Chodakewitz FHS Agenda Packet Page 9 of 86 Upload a Resume Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) During my initial conversation with the leadership team at the Workforce Development Board, they shared that some of the qualities they were seeking in board members including individuals who brought deep subject matter expertise in key industry areas, who were collaborative, thoughtful and willing to engage meaningfully in group conversations, and individuals who would represent the board in the community and help extend the reach of the work that the board conducts. I believe I bring many of these qualities to bear. As someone who has worked in healthcare systems for many years I have a strong understanding of the healthcare workforce needs. I would be able to act as a resource for the board for example, should they receive the federal American Rescue Plan Good Jobs Challenge grant and in instances where I would not be able to provide the level of detail needed to effectively advise the board I would be able to reach out to other stakeholders within the healthcare sphere to gather more information as needed. Beyond subject area expertise, I have over the course of my career worked frequently in large teams on long term strategic initiatives. My understanding of this type of work process would allow me to be an active collaborator and meaningfully engage in strategic conversations to help inform the larger initiatives the board conducts. Finally, I have a strong background in community engagement and would look forward to participating in events hosted by the workforce development board as well as identifying potential partnerships and educational opportunities in the community. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: Sarah A Chodakewitz FHS Agenda Packet Page 10 of 86 List any volunteer or community experience, including any advisory boards on which you have served. While I have not specifically had the experience of serving as a board member previously, I believe that I bring a strong background that would allow be to be an effective member of this community. For example, I have participated in volunteer opportunities such as with the Pierce County United Way where I assisted in conducting reviews of submitted grant applications. Similarly, I have acted on leadership teams within professional communities. While at Kaiser Permanente I was on the Oakland Leadership team for the genKP employee resource group. Currently at John Muir Health I serve as a taskforce member of our Gender Equity employee resource group. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information Sarah A Chodakewitz FHS Agenda Packet Page 11 of 86 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Sarah A Chodakewitz FHS Agenda Packet Page 12 of 86 Sarah Chodakewitz 5508 Market Street, Apt. A, Oakland, CA 94608 – (215) 264 0078 – sarah.chodakewitz@gmail.com Summary Experienced health policy and communications professional with proven track record of launching initiatives, overseeing projects, and strategically planning and implementing health policy campaigns. I draw experience from across the health care delivery system, government agencies, and community level direct service. In professional roles I have been known as someone who skillfully builds bridges between teams, works well with limited direction, learns quickly and tackles challenging problems, and who can think ‘outside-the-box’ while still achieving excellent results. Experience Director, Government and Community Affairs at John Muir Health, Walnut Creek, CA (January 2021 - present) •Provide organizational leadership in tracking state, local, and federal policy issues of importance to the organization. Provide guidance to leadership on key policy changes and advocacy opportunities. •Participated in organizational Crisis Communications response team for the COVID-19 pandemic. Coordinated with mobile health clinic to conduct community outreach strategies. Senior Public Advocacy Advisor at Kaiser Permanente, Oakland, CA (April 2018 - December 2022) •Provided interim leadership for public advocacy function; managed a team consisting of two groups of venders as well as two full time contract workers for approximately 1 year, represented the team at key strategic meetings, led change management with internal stakeholders. •Provided program management for Kaiser Permanente’s voluntary grassroots advocacy platform; oversaw 9 campaigns, 4,000 advocate actions, and 187% growth in participants. Routinely spoke publicly regarding the program and developed and moderated multiple webinars with up to 1,500 audience members. •Co-led strategy development for the Government Relations Drug Pricing Policy Initiative; facilitated 2020 and 2021 strategic planning resulting in a multi-year work plan with multiple work streams, research grantees, and thought leadership activities. Speechwriter and Health Policy Consultant at Washington State Department of Health, Tumwater, WA (September 2015 – September 2017) •Provided direct stafﬁng to Washington State Secretary of Health; developed talking points for 70+ speaking engagements, stakeholder meetings, and media relations events on a variety of complex and technical subjects; •Provided project management for legislatively-mandated Patient Out-of-Pocket Costs Taskforce; facilitated weekly tactical meetings with DOH executive leaders (State Health Ofﬁcer and Legislative Director), organized three full day stakeholder meetings to assess policy options; managed stakeholder communications, directed project budget, co-wrote ﬁnal report submitted to the legislature; •Coordinated cross-agency team for top legislative priority (Tobacco 21); managed policy research efforts, developed legislative testimony, participated as a member of the legislative team, responded to information requests from partner agencies and legislators, and represented the agency with external partners; •Assisted in launch of new Center for Public Affairs and thrived in fast-paced environment (Ofﬁce of the Secretary) with strong emphasis on leadership, independent judgment, and collaboration. FHS Agenda Packet Page 13 of 86 Assistant Director at Odegaard Writing & Research Center, University of Washington, Seattle, WA (June 2014 –July 2015); •Hired, trained, mentored and provided leadership in an organization with 75+ employees; •Launched and implemented key projects and initiatives, including new satellite location; •Collaborated with external partners to form long-term partnership and secure funding source ($14,753 grant); •Co-writer for biennium budget proposal ($419,000 annually). Writing Consultant at Odegaard Writing & Research Center, University of Washington, Seattle, WA(September 2013 – June 2014) •Assisted others in clarifying, developing and articulating their line of thought; •Conducted 350+ writing sessions; developed history of repeat clients (higher than average rate of repeat use). Executive and Internal Communications Internship at PATH, Seattle, WA (February 2015 – May 2015) •Produced tracking system to assess alignment of executive team speaking engagements with strategic vision; •Assessed strength of internal newsletters from user perspective and crafted recommendations for improvement. Health Policy Intern at Washington State Health Care Authority, Olympia, WA (June 2014 – September 2014) •Key editor and co-writer for $65M State Innovation Model (SIM) Medicaid grant application; •Produced draft design for Medicaid Accountable Communities of Health (ACHs) granting process; •Finalized design of ACH grant process by facilitating collaborative meeting with agency policy leadership; •Post-internship invited to become a member of the ACH pilot grant evaluator team. Elder Care Advisor and Care Transition Facilitator at Somerville Cambridge Elder Services, Somerville, MA (July 2012 – June 2013) •Facilitated clients enrollment in home and community-based Medicaid waiver (40+ clients); •Participated in pilot program for Medicare/Medicaid duel eligible individuals to build connections between large hospital systems and home and community based services for Medicare Care Transition pilot project. Nursing Home Transition Advocate at Boston Center for Independent Living, Boston, MA (August 2011 – July 2012) •Worked with Medicaid enrolled population living in skilled nursing facilities and assisted in coordinating housing search and identifying social support services needed to transition back to community based living; •Oversaw 300% increase in successful nursing home discharges, achieved through proactive identiﬁcation of clients and building long-term, collaborative relationships with referring facilities; Education University of Washington, Seattle, Washington (June 2015) MPH, Health Systems and Policy Hebrew University of Jerusalem, Jerusalem, Israel (June 2011) Fulbright Fellowship Brown University, Providence, Rhode Island (May 2010) BA in Cultural Anthropology FHS Agenda Packet Page 14 of 86 Submit Date: Mar 11, 2022 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 4 Length of Employment 4.5 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? District 5 How long have you lived or worked in Contra Costa County? 34 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Workforce Development Board: Submitted Nichol Carranza 3035 Barrymore Drive Concord CA 94518 Mobile: (925) 326-5773 necarranza@marathonpetroleum.com Marathon Petroleum Corporation Sr. Representative, Corporate Social Responsibility & Public Affairs Nichol Carranza A1c FHS Agenda Packet Page 15 of 86 Seat Name Board of Directors Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended San Francisco State University Degree Type / Course of Study / Major Communications Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Nichol Carranza FHS Agenda Packet Page 16 of 86 Upload a Resume Other Trainings & Occupational Licenses Other Training A Incident Command System (ICS) Certificate Awarded for Training? Yes No Other Training B Advertising Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. Through my voluntary involvement and professional roles, I am committed to the community and passionate about preparing Contra Costa residents for jobs in the East Bay. As a long-standing member of this community, I have in-depth knowledge of the local economy and opportunities to enhance its workforce pipeline. I have lived in Concord for 34 years and attended Mt. Diablo High School, ultimately graduating from Diablo Valley College (DVC) and San Francisco State University. I also have two children who are currently enrolled in the Mt. Diablo Unified School District and a third who attends DVC. I will work to create opportunities for our residents to obtain high-paying jobs through training and education. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) Please see attached resume. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No Nichol Carranza FHS Agenda Packet Page 17 of 86 If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Industrial Association of Contra Costa County, Board Member, Mar 2021 – Present Monument Impact, Board Member, Nov 2018 – May 2020 Boys & Girls Clubs of Contra Costa County, Board Member, Nov 2019 – Dec 2021 Concord Chamber of Commerce, Board Member, Jul 2020 – Present Mt. Diablo Unified School District, Business Education Alliance, Advisory Committee, Aug 2019 – Present Math, Engineering & Science Achievement (MESA), Advisory Board Member, Oct 2019 – Present Concord Rotary Club, Member, Mar 2018 – Present Year Up, Mentor & Guest Presenter Apr 2015 – Present Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Nichol Carranza FHS Agenda Packet Page 18 of 86 Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Nichol Carranza FHS Agenda Packet Page 19 of 86 NICHOL CARRANZA (925) 326-5773 ● ncarranza@gmail.com ● linkedin.com/in/NicholCarranza Mission-driven public affairs professional specializing in community engagement, corporate social responsibility, and strategic communication to elevate and enhance the organization’s reputation. Passion for equity in education, workforce development and environmental stewardship. Solid experience in all areas of public affairs and program management; stakeholder engagement; community partnerships; messaging strategy; media relations; executive communications; and crisis communications. Specialties: • Board member and advisory council experience • Community-focused solutions and approach • Corporate investment strategy • Technology, energy, and education • Politically astute with strong business acumen • Briefing and staffing executives • Event planning and management • Analytical, collaborative and detail oriented INDUSTRY & COMMUNITY INVOLVEMENT • Industrial Association of Contra Costa County, Board Member Mar 2021 – Present • Monument Impact, Board Member Nov 2018 – May 2020 • Boys & Girls Clubs of Contra Costa County, Board Member Nov 2019 – Dec 2021 • Concord Chamber of Commerce, Board Member Jul 2020 – Present • Mt. Diablo Unified School District, Business Education Alliance, Advisory Committee Aug 2019 – Present • Math, Engineering & Science Achievement (MESA), Advisory Board Member Oct 2019 – Present • Concord Rotary Club, Member Mar 2018 – Present • Year Up, Mentor & Guest Presenter Apr 2015 – Present EXPERIENCE Marathon Petroleum Corporation (MPC) September 2017 – Present Sr. Representative, Corporate Social Responsibility & Public Affairs • Manages $2 million charitable budget for Northern California, Pacific Northwest, and Alaska regions; advances strategic partnerships and programs connecting MPC with schools, civic organizations and community groups. • Cultivates community support leading stakeholder engagement efforts for $2 Billion renewable fuels project, manages Community Advisory Panel and identifies opportunities for employee engagement with nonprofits. • Represents company in multiple Board and Advisory Council positions, actively seeking to understand and address community needs. • Serves as PIO and manages media inquiries and public affairs activities related to refinery operations. University of California (UC), Office of the President January – September 2017 Communications Specialist III, UCPath • Engage stakeholders and provide consultative support to operational leads, campus leads, and public affairs. Oversee executive communications, developing talking points and presentations to the UC President. • Lead development and execution of strategic plan driving c hange communication across the UC system. Cisco Systems, San Jose, CA May 2015 – November 2015 Sr. Manager, Executive Communications – Supply Chain Operations • Developed executive communications strategy for SVP, prepped executive for media interviews, customer engagements, and leadership meetings. Managed stakeholder relationshi ps across Cisco's marketing, corporate relations, investor relations, sales, and event teams. • Managed divestiture executive announcement to supply chain employees supporting Mergers & Acquisitions team, including regional launches, town halls and follow-up communications during transition. • Developed 45-minute keynote speech for SVP, delivered to 600+ global suppliers; distilled input from 20+ stakeholders; 88% of attendees rated “message resonance” very good/excellent; 86% rated "value of information" very good/excellent. FHS Agenda Packet Page 20 of 86 Pacific Gas and Electric Company February 2009 – May 2015 Principal, Corporate Affairs – Gas Operations (August 2012 – May 2015) • Led stakeholder engagement program for PG&E’s 2015 Gas & Transmission Storage rate case to gain community and government support; educate and inform community; organized pipeline safety demos at public participation hearings, managed agency and collateral. • Led multi-year communications program for PG&E’s Gas Safety Excellence initiative; developed messaging and executive spokespeople, planned officer field visits, organized events and press conferences. • Chief Editor of Gas Matters newsletter to educate employees, managed creative direction, content, editorial team, contractors, budget, production and vendors. • Witness Assistant in PG&E’s 2017 General Rate Case, responsible for meeting regulatory deadlines, briefing executives, developing testimony, analyzing data, solving issues, tracking and responding to data requests. Sr. Representative, Corporate Affairs – Crisis Communications (January 2011 – August 2012) • Developed winning testimony for Corporate Relations in PG&E’s 2014 General Rate Case, a three-year proceeding securing $18 million per year in funding for the department. • Envisioned and developed Gas Operations Improvement Tracker, a formal public document used by external- facing teams to ensure consistent data for government, media, and regulatory stakeholders, cataloging gas system upgrades. Managed team of 30+ subject-matter experts, and legal and executive approvals. • Led crisis strategy and collateral development for SmartMeter™ program to educate customers and employees on technology benefits during time of intense public opposition. Project Manager, Customer Communications (February 2009 – January 2011) • Successfully led San Bruno crisis communications to victims and customer impact team and developed critical stakeholder outreach strategies for legal and regulatory announcements after the accident. • Developed communications strategies and messaging for SmartMeter, competitive issues (CCAs) and customer privacy matters. Advocated for customer-centric solutions to complex billing and operational issues . • Managed marketing review for 80+ energy management programs, dynamic pricing, energy efficiency and demand response programs. Insight Express October 2006 – December 2008 Project Manager • Launched global research study in less than 48 hours on 75 web sites with 2.5 billion impressions. Supervised large-scale, digital research studies for major brand advertisers, agencies and online publishers. Gap Inc. Chevron Corporation July 2005 - July 2006 Account Manager, Contract Position • Provided strategic counsel to senior executives to ensure effective program branding, developed and oversaw project scopes, schedules, budgets, vendor negotiations and deliverables. Oracle (formerly PeopleSoft, Inc.) September 2004 – January 2005 Intranet Manager • Managed fulfillment website and content for software sales team, vendor negotiations, contractual agreements, cost containment and all day-to-day communications. EDUCATION • San Francisco State University Bachelor of Arts, Communications • University of California Berkeley Extension Business Communications coursework • Advanced Institute of Advertising Studies Certificate, Advertising Studies FHS Agenda Packet Page 21 of 86 BOARD MEMBERS Public Roster MICHAEL MCGILL JOSHUA ALDRICH YOLANDA VEGA (CHAIR) MMS Design Associates, Inc.Del Sol NRG,. Inc.Peak Performance Corporate Training President/Principal Engineer CEO Principal Committee: Executive & Youth Committee: Business & Economic Development Committee: Executive & Business & Economic Committee Business Seat #1 Business Seat #2 Business Seat #3 Appointment Date: 7/1/2020 Appointment Date: 10/9/2018 Appointment Date: 7/1/2020 Term End Date: 6/30/2024 Term End Date: 6/30/2022 Term End Date: 6/30/2024 TERRY CURLEY (CO-CHAIR)DOUGLAS R. LEZAMETA VACANT Executive Vice President Founder United Business Bank Fusion Latina Network Committee: Executive & Business & Economic Development Committee:Committee: Business Seat #4 Business Seat #5 Business Seat #6 Appointment Date: 10/9/2018 Appointment Date: 08/01/2021 Appointment Date: Term End Date: 6/30/2022 Term End Date: 06/30/2025 Term End Date: 6/30/20XX VACANT CAROLINA HERRERA ROBERT MULLER Kaiser Permanente Martinez Refining Company Manager, Community & Government Relations Learning Manager Committee: Committee: Business & Economic Development Committee: Executive & Youth Business Seat #7 Business Seat #8 Business Seat #9 Appointment Date:Appointment Date: 7/1/2020 Appointment Date: 7/11/2017 Term End Date: 06/30/2026 Term End Date: 6/30/2024 Term End Date: 6/30/2023 LAURA TREVINO - FERNANDEZ STEPHANIE RIVERA MONICA MAGEE Coast Personnel Services Lazarex Cancer Foundation Bishop Ranch Vice President of Sales Chief Executive Officer Director of Marketing Committee: Business & Economic Development Committee: Executive & Business & Economic Development Committee: Business & Economic Development Business Seat # 10 Business Seat # 11 Business Seat #12 Appointment Date: 7/1/2020 Appointment Date: 7/1/2020 Appointment Date: 7/1/2020 Term End Date: 06/30/20XX Term End Date: 06/30/2024 Term End Date: 06/30/2024 CORRY KENNEDY Chevron Human Resource Manager Committee: Business & Economic Development Business Seat # 13 Appointment Date: 7/1/2020 Term End Date: 06/30/2024 BUSINESS SEATS Tamia Brown Executive Director FHS Agenda Packet Page 22 of 86 BOARD MEMBERS Public Roster THOMAS HANSEN (CO-CHAIR)JOSHUA ANIJAR TIMOTHY JEFFRIES IBEW Local 302 Central Labor Council Contra Costa County BM Local 549 Business Manager Executive Director Committee: Executive & Youth Committee: Executive Committee: Workforce & Labor Seat #1 Workforce and Labor Seat # 2 Workforce and Labor Seat #3 Appointment Date: 07/01/2021 Appointment Date: 12/10/2019 Appointment Date: 07/1/2021 Term End Date: 6/30/2025 Term End Date: 6/30/2023 Term End Date: 6/30/2025 STEVE OLDER TRACI YOUNG Machinists Union Local 1173 Central Labor Council Contra Costa County Area Director/Business Representative Community Services Director, Labor Liaison to UWBA Committee: Committee: Workforce and Labor Seat #4 Workforce and Labor Seat #5 Appointment Date: 08/01/2021 Appointment Date: 08/01/2021 Term End Date: 6/30/2025 Term End Date: 6/30/2025 VACANT KELLY SCHELIN Contra Costa College Associate Vice Chancellor, Educational Services Committee: Business & Economic Development Education & Training Seat #1 Seat No: Business #2 Appointment Date: Appointment Date: 7/1/2020 Term End Date: 06/30/20XX Term End Date: 6/30/2024 VACANT RICHARD JOHNSON KWAME REED California Employment Development Department City of Antioch Employment Service/Program Manager II Economic & Community Development Committee: Committee: Business & Economic Development Committee: Executive & Business & Economic Development Governmental & Eco. & Community Dev. Seat #1 Governmental & Eco. & Community Dev. Seat #2 Governmental & Eco. & Community Dev. Seat #3 Appointment Date: Appointment Date: 7/1/2020 Appointment Date: 7/1/2020 Term End Date: 6/30/20XX Term End Date: 6/30/2024 Term End Date: 6/30/2024 WORKFORCE AND LABOR SEATS EDUCATION AND TRAINING SEATS GOVERNMENTAL AND ECONOMIC AND COMMUNITY DEVELOPMENT SEATS Tamia BrownExecutive Director FHS Agenda Packet Page 23 of 86 BOARD MEMBERS Public Roster LESLAY CHOY DEVONN POWERS San Pablo Economic Development Humanity Way, Inc. Executive Director Founder/Chief Executive Director Committee: Business & Economic Development Committee: Flex Seat #1 Flex Seat #2 Appointment Date: 7/1/2020 Appointment Date: 12/1/2020 Term End Date: 6/30/2024 Term End Date: 6/30/2024 FLEX SEATS Tamia Brown Executive Director FHS Agenda Packet Page 24 of 86 FAMILY AND HUMAN SERVICES COMMITTEE 4. Meeting Date:05/23/2022 Subject:In-Home Supportive Services (IHSS) Public Authority Advisory Committee Appointment Submitted For: Monica Nino, County Administrator Department:County Administrator Referral No.: N/A Referral Name: Appointments to Advisory Bodies Presenter: N/A Contact: Elizabeth Dondi, 925-363-6671 Referral History: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1 adopting policy amendments governing appointments to boards, committees, and commissions that are advisory to the Board of Supervisors. Included in this resolution was a requirement that applications for at large/countywide seats be reviewed by a Board of Supervisors committee. The Board established the In-Home Supportive Services (IHSS) Public Authority Advisory Committee in March 1998. In April 1999, the Board of Supervisors accepted and approved the IHSS Public Authority Implementation Team Findings and Recommendations, including recommendations regarding Advisory Committee membership criteria. In March 2001, the Board approved amendments to the membership criteria. As amended, the Advisory Committee consists of 11 members: four Consumers aged 60 or older, two Consumers aged under 60, and one member from each Supervisorial District. Under Board policy, the Family and Human Services (FHS) Committee would typically review only general membership or “At-Large” seats, and would not review appointments to supervisorial district seats. However, when the Advisory Committee was originally established, the Board of Supervisors directed that the FHS review and coordinate supervisorial district appointments to ensure that none of the following categories has more than one representative: senior advocate, advocate for younger disabled, representative from the developmental disability community, IHSS individual provider, IHSS family provider, social worker, nurse, community-based organization, home health agency. Terms of appointment are four years. Referral Update: There are currently 4 seats filled in the IHSS Public Authority Advisory Committee, 1 pending reappointment, and 6 vacancies. The vacant seats include the following: District 2 Seat District 5 Seat Consumer 60 or Older – Seat 1 Consumer 60 or Older – Seat 2 Consumer Any Age - Seat 3 Consumer Any Age - Seat 4 The current membership roster is attached. IHSS Public Authority Advisory Committee consumer seats vacancies are posted on the Public Authority website and in the Public Authority lobby using recruitment flyers. These flyers have also been distributed to service providers and consumers through mail and emails. In February 2022, the Public Authority conducted a public recruitment effort through a News Release. Recommendation(s)/Next Step(s): FHS Agenda Packet Page 25 of 86 RECOMMEND to the Board of Supervisors the reappointment of Joe Juarez Jr. to the Consumer Seat Under 60 - Seat 2 on the In-Home Supportive Services Public Authority Advisory Committee for a four year term ending March 6, 2026, as recommended by the Authority. Fiscal Impact (if any): There is no fiscal impact. Attachments Reappointment Recommendation Letter Joe Juaraz Letter of Interest Joe Juaraz Reappointment Application Redacted IHSS Public Authority Advisory Committee Roster FHS Agenda Packet Page 26 of 86 FHS Agenda Packet Page 27 of 86 FHS Agenda Packet Page 28 of 86 FHS Agenda Packet Page 29 of 86 FHS Agenda Packet Page 30 of 86 FHS Agenda Packet Page 31 of 86 FHS Agenda Packet Page 32 of 86 IHSS Public Authority Advisory Committee Roster Name Position District Start Date Term Ends Mustafa Aisalihy Advisory Committee Chair District 1 - John M. Gioia 6/22/2021 6/22/2025 Vacant Vacant District 2 - Candance Andersen Sydney Anderson Advisory Committee Member District 3 - Diane Burgis 7/14/2020 3/6/2024 Wendell Snyder Advisory Committee Member District 4 - Karen Mitchoff 2/25/2020 3/6/2024 Vacant Vacant District 5 - Federal D. Glover Consumer Seats Vacant Consumer 60 or Older - Seat 1 Vacant Consumer 60 or Older - Seat 2 Wlison Cheng Consumer Under 60 - Seat 1 3/10/2020 3/20/2024 Joe Juarez Jr. Consumer Under 60 - Seat 2 5/22/2018 3/6/2022 Vacant Consumer Any Age - Seat 3 Vacant Consumer Any Age - Seat 4 FHS Agenda Packet Page 33 of 86 FAMILY AND HUMAN SERVICES COMMITTEE 4. Meeting Date:05/23/2022 Subject:Council on Homelessness 2022 Quarter 1 Report Submitted For: Monica Nino, County Administrator Department:County Administrator Referral No.: 5 Referral Name: Homeless Continuum of Care / Health Care for the Homeless Presenter: N/A Contact: Jaime Jenett, (925) 464-0152 Referral History: Health, Housing and Homeless Services Division staffs the Council on Homelessness, which functions as both an advisory board to the Board of Supervisors and the governing board of the Contra Costa County Homeless Continuum of Care. In November 2014, the Board approved “Forging Ahead Towards Preventing and Ending Homelessness: An Update to Contra Costa’s 2004 Strategic Plan”, that renewed the County's 2004 plan with the latest data, best practices, and community feedback and reaffirmed the County's commitment to the Housing First approach. As such, “Forging Ahead” establishes this guiding principle: “Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through shared responsibility, accountability, and transparency of the community.” The Strategic Plan Update identifies two goals: 1) Decrease the length of time people experience homelessness by focusing on providing Permanent Housing and Services; and 2) Decrease the percentage of people who become homeless by providing Prevention activities. To achieve these goals, three strategies emerged: Implement a coordinated entry/assessment system to streamline access to housing and services while addressing barriers, getting the right resources to the right people at the right time; and Use best, promising , and most effective practices to give the consumer the best possible experience through the strategic use of resources; and Develop the most effective platforms to provide access, support advocacy, and connect to the community about homelessness and available resources. The Homeless Program of the Health, Housing and Homeless Services Division partners with the Homeless Advisory Board and Continuum of Care to develop and carry out an annual action plan that identifies the objectives and benchmarks related to each of the goals and strategies of Forging Ahead. Further, the Homeless Program incorporates the strategic plan goals into its own delivery system of comprehensive services, interim housing and permanent supportive housing as well as contracting with community agencies to provide additional homeless services and housing with the goal of ending homelessness in our community. The Council is submitting a 2022 Quarter 1 report with updates on the homeless Continuum of Care and work of the Council on Homelessness, as well as recommendations for the Board of Supervisors from the Council on Homelessness Advisory Body. Referral Update: Please see the attached Homeless Continuum of Care 2022 Quarter 1 report for updates, which also solicits encouraging FHS Agenda Packet Page 34 of 86 Please see the attached Homeless Continuum of Care 2022 Quarter 1 report for updates, which also solicits encouraging interdepartmental collaboration and community partnerships to facilitate accomplishment of the Regional Action Plan goal of reducing unsheltered homelessness by 75% by 2024. Recommendation(s)/Next Step(s): ACCEPT the 2022 Quarter 1 report from the Council on Homelessness, and DIRECT staff to forward the report to the Board of Supervisors for their information. Fiscal Impact (if any): There are no fiscal impacts. Attachments CoH 2022 Quarter 1 Report FHS Agenda Packet Page 35 of 86 STAFF REPORT FROM THE CONTRA COSTA COUNCIL ON HOMELESSNESS Contra Costa County Homeless System of Care Quarterly Report for Quarter 1 of 2022 (January - March) LETTER FROM THE CHAIR AND VICE CHAIR Dear Contra Costa County Board of Supervisors, The first quarter of 2022 has been bubbling with loads of new work for the homeless Continuum of Care (CoC) and Council on Homelessness (CoH) members. Many say the system is slow-moving, but given all the work that’s happening, it’s moving quite fast actually. It seems like just yesterday we were starting our racial equity plan, and now we’re moving forward with momentum. We’ve been reviewing our by-laws as well as encouraging the voice of lived- experience advisors around homelessness. As you’ll see in the report, much of the work our system of care is doing is to help move us towards the Regional Action Plan goal of reducing unsheltered homelessness by 75% by 2024. We’re going after new funding, shifting more people from the COVID-related Project Roomkey hotels to our shelters and housing, and strengthening partnerships. Juno Hedrick, New Chair The journey I took to arrive here at this point has been both fraught with difficulty and filled with joy. When I was first coming up through Contra Costa Youth Continuum of Services (CCYCS), starting at the Calli House youth shelter, it felt nearly impossible to exercise agency upon and steer my own life. I never could have imagined at the time that 2 years later, following my re-entry to program, I would be offered the opportunity to exercise that agency through my position on the Council on Homelessness as the Youth Representative seat. I felt overjoyed for receiving that position and brought that energy forward into my work as best as I could and I quickly realized that even though I had the lived experience to contribute to improve our system of care for youth, I didn’t know how to share or say it. At the time I couldn’t parse the layers of coded language and systemic elements of the CoC, even whilst embedded within the body of the system itself. What I saw when I finally was able to comprehend the system of care more was that there was very little room in those bureaucratic channels or within the coded language to say what I wanted and needed to say. FHS Agenda Packet Page 36 of 86 Now in 2022, I'm the Youth Representative seat as well as the Chair of the Council on Homelessness and I have learned enough to feel much more capable of contributing. As we all continue to work to improve our system of care and to uplift the voices of lived experience experts and advisors throughout our system, my hope is that we are creating easier and more supportive paths for people with lived experience of homelessness to contribute their voices then the one I took. Jo Bruno, New Vice Chair As vice chair, I must express my gratitude and appreciation for the systematic work, even if it does seem to be slow-moving. Without the perspective of people with a lived experience of homelessness, we can’t really create a stronger, more accountable system that actually meets the needs of people experiencing homelessness. I came into my position with the CoH as a lived-experience expert with homelessness, trauma-informed care, and crisis prevention. Homelessness is a crisis. But I felt like an outsider at first because the content I brought seemed foreign to some. I didn’t realize I was teaching my colleagues. It wasn’t until I recognized the people that I was working with also had lived experience with homelessness that I felt welcomed and safe to share my voice. This peer- to-peer recognition is essential to building trust within the system to create better practices to serve those who are unhoused within our communities. I have to say thank you for hearing our stories. Thank you for allowing us to share our voice. Nothing about us without us! The work that the CoH members and H3 staff have been doing is mighty, mighty work. We may not be living in complete post-COVID and many of us are still tired of the isolation and solitude, but we’re building stronger partnerships with our network of care and the resources in our county. We may still have what seems like millions of projects to oversee and expand, but we are busy with discussions and policy change. It is true that we can only do so much, but we are collaborating with our partners with courage and compassion. We thank them for their hard work. We thank them for not giving up. We thank them for keeping the hope, building a new vision, and continuing the importance of making our system of care a better system for our unhoused community. There’s plenty of work to do still, and we’re all here doing it. Juno Hedrick, Chair of the Council on Homelessness Jo Bruno, Vice Chair of the Council on Homelessness FHS Agenda Packet Page 37 of 86 INTRODUCTION The Contra Costa Council on Homelessness (CoH) is the governing and oversight body for the County homeless Continuum of Care (CoC) and is appointed by the Board of Supervisors. The Council provides advice and input to the Board of Supervisors on the operations of homeless services, program operations, and program development efforts in Contra Costa County. The Contra Costa Council on Homelessness is the governing body for the Contra Costa County Continuum of Care (CoC). The Contra Costa CoC is comprised of multiple partners, including service providers, members of faith communities, local businesses, private and public funders, community members, education systems and law enforcement, and others who are working collaboratively to end homelessness. The COH and COC are supported by Contra Costa Health Services Health, Housing & Homeless Services (H3) Division. H3 functions as the CoC administrative entity and collaborative applicant, CoC Lead Agency and Homeless Management Information System (HMIS database) Lead Agency. The purpose of this report is to share information about the CoC and COH activities with the Contra Costa County Board of Supervisors and to provide recommendations from the COH to the County Board of Supervisors on long range planning and policy formulation that would support the county homeless CoC. This report includes information on system data, funding and policy activities, and CoC initiatives. All information will reflect activities and data for the prior quarter. This report was produced on behalf of the CoH by H3 in collaboration with the CoH and CoC partners. SYSTEM DATA We will be pausing providing data updates here as the system of care works on developing more user-friendly public facing dashboards. SYSTEM FUNDING This quarter the CoC continued to evaluate the system of care and pursued funding opportunities to address the gaps in Contra Costa’s homeless system, including our largest source of funding, the Housing and Urban Development (HUD) Continuum of Care (CoC) Notice of Funding Opportunity (NOFO). FEDERAL HUD CoC NOFO- On March 14, 2022, HUD announced the awards for the Housing and Urban Development (HUD) Continuum of Care (CoC) Notice of Funding Opportunity (NOFO) FHS Agenda Packet Page 38 of 86 • Total request the Contra Costa CoC made to HUD: $17,858,395. • FY 2021 Annual Renewal Demand (ARD): $15,852,548 o amount guaranteed to be renewed • New award: $ 716,332 through a Domestic Violence bonus allocation for new project called “Project Home SAFE”. • Total award was $16,848,402 • Difference: -$1,009,993 o Note: all rental assistance projects received reduced funding because Fair Market Rents (FMRs) went down STATE Encampment Resolution: The City of Richmond was among 19 communities in California to receive funding from the state to address encampments. The City will receive $4.8 million in Encampment Resolution Funding (ERF), the second largest award in the state, over a two-year period and will focus specifically on the 100+ person Castro Street vehicle encampment, using evidence-based clinical case management and intensive social service and housing navigation support. H3 provided technical support to the city to submit the application and an H3 CORE team was written into the grant. Family Challenge Grant: In March, the California Interagency Council on Homelessness (Cal ICH) released a Request for Applications (RFA) for a Family Homelessness Challenge Grant (FHC-1) to provide one-time grants and technical assistance to local jurisdictions and continuums of care to address and end family homelessness. Thirty million ($30 m) will be distributed across a minimum of two rounds of funding. The RFA for Round 1 is for funds totaling $15 million and awards will be determined through this competitive RFA process. Contra Costa will be applying for these funds next quarter. Homeless, Housing and Assistance Program (HHAP3): HHAP Round 3 is a $1 billion grant through the California Homeless Coordinating and Financing Council that provides local jurisdictions, including federally recognized tribal governments, with flexible funding to continue efforts to end and prevent homelessness in their communities. Next quarter, H3 apply for the funds and will be gathering community input on the possible priorities for the $3,434,907.05 the County expects to receive after applying. HOME-ARP: Contra Costa County Department of Conservation and Development received a one-time augmentation to the County Federal HOME funds from the American Rescue Plan Act of 2021, called HOME-ARP. $5 billion was appropriated to provide housing, services, and shelter to individuals experiencing homelessness and other vulnerable populations. The HOME-ARP amount allocated to the County is just over $12 million based on the qualifying amount of regular HOME Investment Partnerships Program (HOME) funds allocated to the County in FY 2021. On 2/14, 50 people attended a CoC hosted Stakeholder Meeting that included 1) a presentation 2) focused conversation and 3) a question-and-answer session about the HOME- FHS Agenda Packet Page 39 of 86 ARP eligible activities to help in the implementation of the HOME-ARP funds and to focus on one of the above eligible activities. Homekey 3: H3 will be applying for a Homekey 3 allocation in September. Pet Assistance and Support (PAS): Next quarter, H3 will be applying for a portion of the $10m PAS grant offered by the California Department of Housing and Community Development. The grant allows qualified homeless shelters to provide shelter, pet food and supplies, and basic veterinary services for pets owned by individuals experiencing homelessness, along with staffing and liability insurance related to providing those services. These services and accommodations reduce barriers, making shelter and services accessible to people who otherwise would not access these resources. SYSTEM INITI ATIVES The CoC regularly engages in multiple activities, partnerships, evaluations, and improvement that are designed to improve services to clients and achieve various system goals. Equity: C4 Innovations presented the results of their Equity Assessment of the Contra Costa homeless system of care, including findings of qualitative, quantitative, and assessment activities, at a community presentation on 1/14. Feedback about the Equity Report was solicited at this meeting, the 2/3 Council on Homelessness meeting, the 2/10 CoC Executive Director meeting and the 2/14 Stakeholder meeting. At the 2/3 COH meeting, the Council voted to create a time-limited Equity Working Group to develop a work plan, timeline and recommendations for the Council on Homelessness to operationalize findings from the Equity Assessment. The Working Group will have it’s first meeting in Q2. Consumer Engagement: People with lived experience were engaged a number of activities and meetings including in the Point in Time Count and Council on Homelessness and other CoC meetings. We began doing a short Zoom poll at the beginning of a number of our Council on Homelessness CoC meetings to identify how many people with a lived experience of homelessness were present and have been pleasantly surprised to find the numbers to be higher than assumed. We also created a section on the H3/CoC website to highlight the input of people with lived experience of homelessness here: https://cchealth.org/h3/coc/#Voices. Monitoring: In February, the CoC launched a HUD Compliance Monitoring Process for 19 CoC- funded providers. The purpose of monitoring is to ensure grant activities are following the Department of Housing and Urban Development rules and regulations; improve individual program performance; and increase provider capacity regarding Continuum of Care compliance and financial management. Performance Based Contracting: Continuums of Care are systems of interrelated programs delivered by providers that are contracted to deliver consistent services to prevent and end homelessness. This quarter we began the process of building a collective definition of each FHS Agenda Packet Page 40 of 86 program type for the CoC Written Standards that will form the basis of provider contracts and the performance benchmarks expected. A series of community meetings and input opportunities took place this quarter. The finalized program models will be incorporated into the CoC Written Standards as well as in the Coordinated Entry Policies and Procedures in the Spring with final incorporations into CoC contracts by July 2022. Point in Time Count: The Point in Time Count, a comprehensive point-in-time count of families and individuals experiencing homelessness in Contra Costa, tallies information about people sleeping in emergency shelters and transitional housing as well as people sleeping in cars, in abandoned properties, or in other places not meant for human habitation. It provides a one- day snapshot of homelessness and includes data about families, youth, chronically homeless, veterans, as well as gender, ethnicity, and race. Contra Costa typically conducts this count annually but, along with many other communities across the country, paused conducting the count in 2021 due to COVID-19. This year, the sheltered count took place on the night of February 23rd and the unsheltered count, supported by over 140 volunteers and staff, took place in the early morning hours on February 24th. The results are expected to be released to the public next quarter. COLLABORATIONS Holistic Intervention Partnership (HIP): HIP relies on a public-private partnership between the Contra Costa Office of the Public Defender, multiple county agencies, and community-based partners to provide interdisciplinary case management and navigation services to indigent individuals to ensure timely and coordinated access to a client-centered array of housing, behavioral health, transportation, and legal services at the critical time of initial law enforcement contact. The goal of HIP is to reduce system burden and improve criminal justice outcomes in misdemeanor cases throughout the county. Of the 8 clients experiencing homelessness referred to this program in Quarter 1, 1 was placed into permanent housing and 2 were diverted from entering homelessness. The other 5 are still working on housing plans. Homeless Services-Workforce Development Integration (H-WIN)- This new meeting series is the product of a collaboration with Workforce Development funded by the Workforce Accelerator Fund 8.0. These bi-monthly meetings provide an opportunity for people working in Homeless Services and Workforce Development in Contra Costa to connect with and understand each other’s resources and services. Two meetings were held this quarter, with over 30 partners in attendance at each one. REGIONAL ACTION PLAN Contra Costa is committed to the Regional Action plan which aims to reduce unsheltered homelessness by 75% by 2024. The Regional Action Plan proposes a 1-2-4 framework which posits that to accomplish this reduction, for every 1 additional interim housing unit funded, 2 permanent housing solutions, and 4 prevention interventions are needed. FHS Agenda Packet Page 41 of 86 CES Evaluation: This quarter, an evaluation of our Coordinated Entry System was conducted to identify opportunities to improve the efficiency and effectiveness in connecting consumers with permanent housing, a key driver in reducing unsheltered homelessness. The results of this report will be publicly released quarter 2. PATH Innovations Committee: The Plan for Accelerating Transformative Housing (PATH) Innovations Committee of the Council on Homelessness decided to focus on the implementation of findings from the CES Evaluation to reduce unsheltered homelessness. Funding Opportunities: All of the funding opportunities mentioned earlier in the report would support Contra Costa’s efforts to achieve the Regional Action Plan goal of reducing unsheltered homelessness by 75% by 2024. GOVERNANCE/REPORTING • Conducted COH Orientation for new member (1/6) • Juno Hedrick, Youth Representative appointed as Chair and Jo Bruno, Consumer Representative appointed as Vice Chair. • Identified and approved members of the HMIS Policy Committee, Oversight Committee, PATH Innovation Committee, CoC/ESG Committee, and Governance Committee. • Developed 2022 Workplan: https://cchealth.org/h3/coc/pdf/Workplan-2022.pdf • Keva Dean approved for Community Member seat by BOS on 2/22/22 Consent Calendar • Presented Q3 and Q4 report to 2/28/22 FHS Committee. MEETINGS, TRAININGS AND EVENTS Council on Homelessness (COH) Meetings: The Council on Homelessness held three (3) regular business meetings. In addition to the regular Council on Homelessness meetings, the following committees met: Committee Purpose ESG/CoC Committee Supports the application process for funds administered by HUD, including the CoC program Governance Committee Review and revise the Governance Charter & Bylaws to increase CoH efficiency and impact HMIS Policy Committee Develops and shares updates on HMIS policies and practices, compliance, and troubleshooting; Plans technical assistance and training; Informs standards of practice and monitoring Oversight Committee Reviewing and assessing the development, implementation, and improvement of the CoC, Coordinated Entry System, HMIS database, and system outcomes FHS Agenda Packet Page 42 of 86 PATH Innovation Committee Work towards the goal of reducing unsheltered homeless in Contra Costa County by 75% by 2024 Note: Council decided to pause Policy Committee meetings until the second half of the year. Trainings • Problem Solving Conversations (1/24/22) • Violence Against Women Act (VAWA) Compliance & Strategies for Serving Survivors of Domestic Violence (3/28/22) Events • CoC Provider Meetings (3) • CoC Executive Director meeting (1) • CoC Equity Assessment: Presentation of Findings and Next Steps (1/14) • CoC Stakeholder Meeting HOME-ARP & Equity (2/14) The recordings, minutes and materials for trainings and meetings can be found on the H3 website1 and on the County agenda center2, and a calendar of upcoming meetings and events can be found on the H3 website. COVID-19 UPDATE As COVID response and funding is winding down and shelters have reopened, the remaining COVID-19 hotel for people experiencing homelessness will close next quarter. In this quarter, our team has done a tremendous job both responding to the Omicron variant spike as well as working to move people in hotel programs into housing or other shelters in preparation for the closing of the remaining Project Roomkey hotels. Emergency Housing Vouchers (EHV) Last year Contra Costa received 201 Emergency Housing Vouchers (Tenant Based Rental Assistance). Our community made a decision to prioritize two populations: 1) long term shelter stayers, particularly those at our Delta Landing and COVID hotel site and 2) people in Permanent Supportive Housing who no longer need the supportive services (“Move On”). To date, 160 referrals have been sent to the Housing Authority, (101 of long-term shelter stayers 1 https://cchealth.org/h3/coc/partners.php#Training 2 https://www.contracosta.ca.gov/agendacenter FHS Agenda Packet Page 43 of 86 and 59 permanent supportive housing “Move On”), Of those, 90 have received their voucher and are searching for housing and 33 have been housed. As COVID moves out of the pandemic phase, we will only include updates this section if there are new developments that have a systemic impact. RECOMMENDATIONS We recognize that accomplishing the Regional Action Plan goal of reducing unsheltered homelessness by 75% by 2024 will be achieved through partnerships between H3 and other partners including CCHS Behavioral Health, Contra Costa Department of Conservation and Development, Employment and Human Services Department, cities and other community partners. As such, our recommendation for this quarter is that the Board of Supervisors: • Encourage interdepartmental collaboration and community partnerships to facilitate accomplishment of Regional Action Plan goal of reducing unsheltered homelessness by 75% by 2024. FHS Agenda Packet Page 44 of 86 APPENDIX A Commonly Used Acronyms and Terms Acronym Definition APR Annual Performance Report (for HUD homeless programs) BOS Board of Supervisors (Contra Costa County) BCSH California Business Consumer, Services and Housing Agency CARE Coordinated Assessment and Resource CCACS/CCYCS Contra Costa Adult Continuum of Service/ Contra Costa Youth Continuum of Services (H3 programs) CDBG, CDBG-CV Community Development Block Grant (federal and state programs) and the federal Community Development Block Grant CARES Act coronavirus allocation. CESH California Emergency Solutions and Housing program (state funding) COH Council on Homelessness Continuum of Care (CoC) Continuum of Care approach to assistance to the homeless. Federal grant program promoting and funding permanent solutions to homelessness. Con Plan Consolidated Plan, a locally developed plan for housing assistance and urban development under CDBG. CES/CE Coordinated Entry CNWS Concord Naval Weapons Station CORE Coordinated Outreach Referral, Engagement program COVID-19 Coronavirus DCD Contra Costa Department of Conservation and Development DOC Department Operations Center CDSS California Department of Social Services EHSD (Contra Costa County) Employment and Human Services Division EOC Emergency Operations Center ESG and ESG-CV Emergency Solutions Grant (federal and state program) and the federal Emergency Solutions Grant CARES Act coronavirus allocation. FMR Fair Market Rent (maximum rent for Section 8 rental assistance/CoC grants) HCD Housing and Community Development (State office) HCFC Housing Coordinating and Financing Council (state governing board under BCSH) HEAP Homeless Emergency Aid Program (state funding) HEARTH Homeless Emergency and Rapid Transition to Housing (HEARTH) Act of 2009 HHAP Homeless Housing and Assistance Program (state funding); HMIS Homeless Management Information System HOME Home Investment Partnerships (CPD program) Homekey California funding to support development of interim and permanent housing HUD U.S. Department of Housing and Urban Development (federal) MHSA Mental Health Services Act FHS Agenda Packet Page 45 of 86 NOFO Notice of Funding Opportunity PHA Public Housing Authority Project Roomkey COVID-related State funding program to support decongregating homeless shelters using hotels/motels. PSH Permanent Supportive Housing PUI Persons Under Investigation RFA/RFP/RFQ/LOI Request for Applications/Request for Proposal/Request for Qualifications/Letter of Intent related to funding opportunities RRH Rapid Rehousing SAMHSA Substance Abuse & Mental Health Services Administration SRO Single-Room Occupancy housing units SSDI Social Security Disability Income SSI Supplemental Security Income TA Technical Assistance TAY Transition Age Youth (usually ages 16-24) VA Veterans Affairs (U.S. Department of) VASH Veterans Affairs Supportive Housing VI-SPDAT Vulnerability Index – Service Prioritization Decision Assistance Tool Contra Costa County COVID-19 Resources: Please see below for additional resources on COVID-19. Health Services COVID Data Dashboard- https://www.coronavirus.cchealth.org/dashboard Health Services Homeless Specific Data Dashboard- https://www.coronavirus.cchealth.org/homeless-dashboard Health Services COVID Updates- https://www.coronavirus.cchealth.org/health-services-updates Health Services Homeless-Specific COVID Resources -https://www.coronavirus.cchealth.org/for-the-homeless FHS Agenda Packet Page 46 of 86 FAMILY AND HUMAN SERVICES COMMITTEE 5. Meeting Date:05/23/2022 Subject:Recommendations for FY 2022/23, FY 2023/24, & FY 2024/25 Community Development Block Grant 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: Enid Mendoza, (925)655-2051 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 (PS) 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 2022/23, FY 2023/24, and FY 2024/25 CDBG-Public Service Category and Emergency Solutions Grant funding project recommendations. Staff’s funding recommendations for the aforementioned fiscal year PS projects are listed in Attachments A-1 and A-2, and staff’s funding recommendations for the aforementioned fiscal year ESG projects are listed in Attachment B-1 and B-2. Staff requests that the Committee’s recommendations be forwarded to the full Board of Supervisors as a consolidated consent item scheduled for its June 21, 2022 meeting. The County's final recommendations must be forwarded to HUD by June 30, 2022 for review and to ensure consistency with federal regulations. Recommendation(s)/Next Step(s): RECOMMEND that the Board of Supervisors: 1. APPROVE recommendations for FY 2022/23, FY 2023/24, and FY 2024/25 Community Development Block Grant (CDBG) Public Service (PS) projects as recommended by staff or amended by the Committee. 2. APPROVE recommendations for FY 2022/23, FY 2023/24, and FY 2024/25 Emergency Solutions Grant (ESG) projects as recommended by staff or amended by the Committee. 3. DIRECT the Department of Conservation and Development to prepare a staff report on the Committee’s recommendations and include it with the funding recommendations for all other CDBG categories for the Board of Supervisors consideration on the consent calendar of its June 21, 2022 meeting. Fiscal Impact (if any): Upon approval, grants totaling $849,500 for 37 Public Service projects and $368,077 for 6 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. Attachments FY 2021-22, 2022-23, 2023-24 CDBG Allocation Recommendations FHS Agenda Packet Page 47 of 86 CONTRA COSTA COUNTY DEPARTMENT OF CONSERVATION AND DEVELOPMENT 30 Muir Road Martinez, CA 94553 Telephone: (925) 655-2885 MEMORANDUM DATE: May 23, 2022 TO: Family and Human Services Committee Supervisor Diane Burgis, Chair Supervisor Candace Andersen, Vice Chair FROM: Gabriel Lemus, CDBG Program Manager SUBJECT: Staff Recommendations for FY 2022/23, FY 2023/24, & FY 2024/25 Community Development Block Grant - Public Service Category and Emergency Solutions Grant Program RECOMMENDATIONS 1. Approve recommendations for FY 2022/23, FY 2023/24, and FY 2024/25 Community Development Block Grant (CDBG) Public Service (PS) projects as recommended by staff or amended by the Committee. 2. Approve recommendations for FY 2022/23, FY 2023/24, and FY 2024/25 Emergency Solutions Grant (ESG) projects as recommended by staff or amended by the Committee 3. Direct the Department of Conservation and Development to prepare a staff report on the Committee’s recommendations. The staff report will be submitted together with funding recommendations for all other CDBG categories for the Board of Supervisors consideration on June 21, 2022 as a “Consent” item. BACKGROUND The purpose of this memorandum is to transmit staff recommendations for funding in the CDBG- Public Services (PS) and Emergency Solutions Grant (ESG) categories. Spreadsheets summarizing staff’s recommendations and staff’s analysis/evaluation are attached for both the CDBG Public Service FHS Agenda Packet Page 48 of 86 category and the ESG Program category. The County’s CDBG Program and ESG Program applications became available on October 7, 2021, with County staff holding a “Kickoff Meeting” to provide information and technical assistance to prospective applicants on the overall application process. Thirty-seven applications in the CDBG PS category and six applications in the ESG Program were submitted by the December 6, 2021 deadline. CDBG: Available Funding: The County, as an entitlement jurisdiction, receives an annual allocation of CDBG funds directly from the U.S. Department of Housing and Urban Development (HUD). HUD has a formula for the CDBG Program to determine the amount of CDBG funds that an entitlement jurisdiction will receive for the program year. The County’s FY 2022/23 CDBG grant amount is $4,543,847, which is approximately four percent less than the County received this year. 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% $2,044,731 Public Services *17% $ 772,454 Economic Development 10% $ 454,385 Infrastructure/Public Facility 8% $ 363,508 Administration 20% $ 908,769 Total FY 2022/23 CDBG Grant $4,543,847 *If the amount does not exceed HUD’s statutory cap for Public Services The CDBG/ESG Consolidated Plan operates under a five-year period. In October 2013, the Board approved having two funding cycles for the non-housing categories of the CDBG Program and the overall ESG Program to align with the five-year period of the Consolidated Plan. The first cycle is a two-year funding cycle (FY 2020/21 and FY 2021/22) for programs/projects in the CDBG public service, economic development, and infrastructure/public facilities categories, and the ESG Program. The second cycle is a three-year funding cycle (FY 2022/23, FY 2023/24, and FY 2024/25) for the non- housing CDBG categories and ESG Program to conclude the final three years of the 5-year Consolidated Plan period. Public Service Category: Pursuant to the Board’s guidelines, a total of $772,454 (17 percent of the County’s grant amount) is available for PS projects. In addition, there is $37,046 available to be recaptured from completed projects and $40,000 contributed from the “Administration” category to help fund fair housing services. Consequently, there is a total of $849,500 available and recommended to be allocated to 35 of the 37 Public Service applications. The summary of the public service recommendations is listed in Attachment A-1. Also included as an attachment is staff’s analysis/evaluation and recommendation table (Attachment A-2) to provide more information and details about each application. FHS Agenda Packet Page 49 of 86 Given that the PS category operates under a three-year funding cycle to conclude the final three years of the CDBG/ESG Consolidated Plan period, the recommended amounts reflected for each respective agency/program for FY 2022/23 are also the recommended amounts for the same agencies/programs for FY 2023/24 and FY 2024/25, contingent on the satisfactory performance of each respective agency/program and the County receiving a similar allocation of CDBG funds from HUD. ESG Program: Available Funding: The County is also an entitlement jurisdiction for the ESG Program and receives an annual allocation of ESG funds from HUD. For FY 2022/23, the County will receive a total of $397,921 in ESG funding, which is approximately $2,000 more than the County received this fiscal year. Seven and a half percent (7.5%) of the grant will be used for administration expenses, resulting in a total of $368,077 being available for projects. All six applications for ESG funds are recommended for funding. The summary of recommendations for the use of ESG funds are listed in Attachment B-1. Also included as an attachment is staff’s analysis/evaluation and recommendation table (Attachment B-2) to provide more information and details about each application. Given that the ESG Program also operates under a three-year funding cycle to conclude the final three years of the CDBG/ESG Consolidated Plan period, the recommended amounts reflected for each respective agency/program for FY 2022/23 are also the recommended amounts for the same agencies/programs for FY 2023/24 and FY 2024/25 contingent on the satisfactory performance of each respective agency/program and the County receiving a similar allocation of ESG funds from HUD. Application Process and Evaluation Criteria: Each applicant was required to submit an application describing the proposed project, need and target population, steps necessary to carry out the project, and proposed budget. Applications are reviewed by staff for completeness and eligibility and against criteria listed below. Applicants are also interviewed by staff to respond to or clarify any issues related to the application. Below are the general criteria used by staff in evaluating applications: Intended purpose (outcome) - The quantitative and qualitative goals of the project are achievable, measurable and result in a desirable outcome. Consistency with Priorities Established in the Consolidated Plan and County Policy – The project meets goals and strategies of the Consolidated Plan. Secondarily, the project meets goals of other plans such as Redevelopment Agency Plans, Capital Improvement Plans, community planning documents, etc. Eligibility in Respect to Federal Regulation – The proposed use of CDBG funds is consistent with federal regulations and is determined to be an eligible activity. The project meets one of the following three national objectives: benefit to very-low and low-income persons, preventing blight, or emergency need. Target Population and Demonstrated Need – The project fulfills a well-defined need and has supporting documentation that the need exists. The proposed project is responsive to the community and the target population and shows a relationship between the need and the action to be taken. The target population or area is clearly defined, the project is accessible, and outreach is effective. Financial Analysis - Total project costs are reasonable and are adequate to carry out the project through the specified time period. The budget is well thought out with reasonable assumptions for completing FHS Agenda Packet Page 50 of 86 the project with federal funding. A reasonable relationship exists between the cost of the project and the expected outcome. Sponsor has the capacity to secure all funds necessary to carry out the project within normal standards. Volunteer or in-kind services are attainable and realistic. The project cost is within normal range of similar projects. Projects are required to supply matching funds in order to maximize the use of CDBG funds. Audits or other financial statements demonstrate success in securing funds through grant proposals or other fund raising efforts. Experience and Capacity to Carry out the Project – Components of the project are fully described and goals and objectives are attainable. The project sponsor has demonstrated the ability to successfully carry out the proposed project including providing a project manager, construction manager and/or qualified licensed contractor. The applicant demonstrates that capacity exists to complete the project and meet all the federal requirements of the CDBG program. Project Readiness and Timeliness – All components of the project are in place or can be in place within a specified period of time. Project can be implemented and completed in a timely manner. Particular attention is given to these criteria due to specific HUD timeliness requirements. Past Performance - Rate of progress toward completing contractual goals, ability to overcome and avoid past problems. Inaccurate or incomplete performance reports, unresolved audit findings, delays in or failure to submit required reports, persistent difficulties with payment request process, failure to correct significant problems. Environmental, Historic Preservation, Relocation, and/or Prevailing Wage Issues – Identification of federal requirements that may be imposed on the project that require specific action to be taken. Clarity and completeness of application - The application submitted was complete and lacked inaccuracies and ambiguities. Public Meeting and Transmittal of Recommendations: The Committee’s recommendations will be forwarded to the full Board of Supervisors to be considered at its public meeting scheduled for June 21, 2022. Final recommendations must be forwarded to HUD by June 30, 2022, for review to ensure consistency with federal regulations and to ensure recommended projects/activities can incur expenses starting July 1, 2022. Attachments cc: John Kopchik, Director – Department of Conservation and Development Amalia Cunningham, Assistant Deputy Director – Department of Conservation and Development FHS Agenda Packet Page 51 of 86 Attachment A-1 Application Number 22-01-PS 22-02-PS 22-03-PS 22-04-PS 22-05-PS 22-06-PS 22-07-PS 22-08-PS 22-09-PS 22-10-PS Bay Area Crisis Nursery Bay Area Crisis Nursery $20,000 $17,000 City of Richmond, Community Services Inclusionary Instructional Sports Program $96,604 $0 FY22/23 CDBG Request & Recommendation Table Applicant Program Name Requested Funding Recommended Funding Public Service Community Violence Solutions (CVS) CIC Child Sexual Assault Intervention $15,000 $15,000 Contra Costa County Health Services Coordinated Outreach, Referral, and Engagement Program $110,303 $90,000 Community Housing Development Corporation of North Richmond Multicultural Family/Senior Center $53,708 $40,000 Community Housing Development Corporation Housing Instability Counseling Program $50,000 $25,000 Contra Costa Senior Legal Services Legal Services for Senior $20,000 $20,000 Court Appointed Special Advocates (CASA) Serving all Foster Children $18,000 $18,000 Contra Costa Crisis Service Crisis / 211 Contra Costa $18,000 $18,000 Contra Costa Family Justic Alliance Family Justice Navigation Program $50,000 $35,000 FHS Agenda Packet Page 52 of 86 Attachment A-1 Application Number Bay Area Crisis Nursery Bay Area Crisis Nursery $20,000 $17,000 FY22/23 CDBG Request & Recommendation Table Applicant Program Name Requested Funding Recommended Funding Public Service 22-11-PS 22-12-PS 22-13-PS 22-14-PS 22-15-PS 22-16-PS 22-17-PS 22-18-PS 22-19-PS 22-20-PS East Bay Center for the Performing Arts Deep Roots, Wide World Program $20,000 $15,000 Empowered Aging Ombudsman Services for Contra Costa $10,000 $10,000 ECHO Housing Fair Housing Services $40,000 $40,000 ECHO Housing Tenant/Landlord Counseling and Dispute Resolution Services $80,000 $80,000 Housing and Economic Rights Advocates Financially Stability Legal Services $25,650 $25,000 James Morehouse Project / Bay Area Community Resources James Morehouse Project at El Cerrito High School $10,000 $10,000 Food Bank of Contra Costa and Solano Collaborative Food Distribution $46,500 $46,500 Greater Richmond Interfaith Program Homeless Shelter and Soup Kitchen $30,000 $30,000 Lamorinda Spirit Van- City of Lafayette Lamorinda Spirit Van Senior Transportation Program $10,000 $10,000 Lions Center for the Visually Impaired Independent Living Skills for Blind and Visually Impaired $20,000 $13,000 FHS Agenda Packet Page 53 of 86 Attachment A-1 Application Number Bay Area Crisis Nursery Bay Area Crisis Nursery $20,000 $17,000 FY22/23 CDBG Request & Recommendation Table Applicant Program Name Requested Funding Recommended Funding Public Service 22-21-PS 22-22-PS 22-23-PS 22-24-PS 22-25-PS 22-26-PS 22-27-PS 22-28-PS 22-29-PS 22-30-PS Loaves and Fishes of Contra Costa Nourishing Lives in Martinez, Antioch, Oakley, Pittsburg & Walnut Creek $20,000 $18,000 Meals on Wheels Diablo Region Care Management $18,000 $17,000 Mount Diablo Unified School District CARES After School Enrichment Program $10,000 $10,000 Multicultural Institute Lifeskills/Day Labor Program $50,000 $30,000 Meals on Wheels Diablo Region Meals on Wheels (MOW)$24,000 $17,000 Monument Crisis Center Critical Safety Net Resources for Families and Individuals $20,000 $17,000 Pleasant Hill Recreation & Park District Senior Service Network $12,851 $12,000 Rainbow Community Center of Contra Costa Kind Hearts Community Support Program $13,200 $13,000 New Horizons Career Development Center Education, Job Training, Life Skills, and Job Placement Services $25,000 $0 Opportunity Junction Bay Point Career Counseling and Placement Assistance $20,000 $20,000 FHS Agenda Packet Page 54 of 86 Attachment A-1 Application Number Bay Area Crisis Nursery Bay Area Crisis Nursery $20,000 $17,000 FY22/23 CDBG Request & Recommendation Table Applicant Program Name Requested Funding Recommended Funding Public Service 22-31-PS 22-32-PS 22-33-PS 22-34-PS 22-35-PS 22-36-PS 22-37-PS SHELTER Inc.Homeless Prevention Program $50,142 $30,000 STAND! For Families Free of Violence Rollie Mullen Center Emergency Shelter $50,000 $12,000 Richmond Community Foundation Sparkpoint Contra Costa $21,000 $15,000 RYSE, Inc.RYSE Career Pathway Program $40,000 $40,000 Winter Nights Family Shelter, Inc. Winter Nights Family Shelter, Inc.$10,000 $10,000 Total Public Service $1,165,958 $849,500 St. Vincent de Paul of Contra Costa RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul $25,000 $18,000 Village Community Resource Center Village Community Resource Center Program Support $13,000 $13,000 FHS Agenda Packet Page 55 of 86 Community Development Block Grant Program Public Services Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $17,000 20 $850.00 Program Name Eligible Activity Total Program Amount $823,923 250 $3,295.69 CDBG % of Total Budget 2% Required Match - 10%$1,700.0 Amount Secured $733,923 Leverage*$47.47 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $0 70 $0.00 Program Name Eligible Activity Total Program Amount $128,303 70 $1,832.90 CDBG % of Total Budget 75% Required Match - 10%$0 Amount Secured $31,699 Leverage* Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $40,000 200 $200.00 Program Name Eligible Activity Total Program Amount $97,428 200 $487.14 CDBG % of Total Budget 55% Required Match - 10%$4,000.0 Amount Secured $43,720.00 Leverage*1.4357 BACN has been in operation since 1981 and have served almost 30,000 children. The Executive Director has an extensive background working with nonprofits and an 18-year history working in fundraising, communications, public relations, and program management. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and that has met and exceed their goals in the past. Exempt Area Benefit -24 CFR 570.208(a)(1)(ii) Public Services [24 CFR 570.201 (e)] 200 North Richmond residents; primarily seniors. *Does not include other CDBG funds from other jurisdictions Operate, maintain, and provide services at the community center for 700 residents in North Richmond. Activities include providing educational, recreational, and nutrional programs to a diverse community with a focus on senior citizens. Community Housing Development Corporation of North Richmond (CHDC) purchased this building in 2013 and has solely managed the facility since 2018. They are open five days a week, and as needed for evening events, such as polling. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and that has consistently met their annual goal, with the exception of a period of time during the COVID-19 pandemic, in which they had to cease operations. They have also continue to submit all required reports in a timely manner. 22-03-PS Community Housing Development Corporation of North Richmond North Richmond CD-1: General Public Services Multicultural Family / Senior Center Target Population 22/23 $53,708 $40,000 23/24 $53,708 $40,000 $40,000$53,708 24/25 FY Requested Funds Recommended Funding Program Description / Outcome *Does not include other CDBG funds from other jurisdictions The Includsionary Instructional Sports program creates a supportive environment for youth and individuals with developmental delays in Richmond by allowing the participants to gain independenceconfidence, social skills, life skills and communication skills through sports/fitness. Experience & Capacity Financial Analysis $96,604 $0 23/24 $96,604 $0 Elementary age and developmentally delayed youth and young adults in Richmond. Target Population 22/23 $0$96,604 24/25 Currently, the program does not exist but is structured as two separate programs. The Youth Sports Program and a program for developmentally delayed youth. If this project were funded, this would be the first year of operation as a combined program. Readiness/Timeliness & Past Performance: After review of the application and interview with City Staff, the program does not appear ready and is poorly structured. County Staff has numerous questions related to the budget and structure of the program which still has been left unanswered. Families in need of emergency residential/shelter services and childcare for children ages birth to 5 years 22/23 $20,000 23/24 $20,000 $17,000 $17,000$20,000 24/25 22-01-PS 22-02-PS Eligibility Funding Request & Recommended FY Requested Funds Recommended Funding FY Requested Funds Recommended Funding Program Description / Outcome Provide emergency residential/shelter services and childcare for 20 children ages birth through 5 years, living in families who identify experiencing a crisis or parental street, are at-risk of child abuse or neglact, or who have been previously abused or neglected and have been reunited with natural family. BACN provides three different types of crisis childcare: 1. Residential/shelter program where children can live at the Nursery for a minimum of 24 hours and up to 30 days within a 6-month time frame. 2. Respite/stress break program where children stay for short periods of time in order to give parents a much needed break from stressor of parenting. 3. Daytime emergency nursery childcare program from 7 am to 7 pm. Experience & Capacity Financial Analysis *Does not include other CDBG funds from other jurisdictions Exempt Bay Area Crisis Nursery (BACN) Bay Area Crisis Nursery County-wide City of Richmond, Community Services CD-1: General Public Services Richmond Inclusionary Instructional Sports Program Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis Area Benefit -24 CFR 570.208(a)(1)(ii) Public Services [24 CFR 570.201 (e)] Exempt $17,000 Eligibility CD-1: General Public Services Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] Target Population Funding Request & Recommended FHS Agenda Packet Page 56 of 86 Community Development Block Grant Program Public Services Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $25,000 75 $333.33 Program Name Eligible Activity Total Program Amount $300,000 300 $1,000.00 CDBG % of Total Budget 17% Required Match - 10%$2,500.0 Amount Secured $250,000 Leverage*11.00 Application Number Applicant Program Service Area Environmental/Hist oric Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $15,000 175 $85.71 Program Name Eligible Activity Total Program Amount $442,000 400 $1,105.00 CDBG % of Total Budget 3% Required Match - 10%$1,500.0 Amount Secured $392,000 Leverage*28.47 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $90,000 400 $225.00 Program Name Eligible Activity Total Program Amount $719,870 1,287 $559.34 CDBG % of Total Budget 13% Required Match - 10%$9,000 Amount Secured $355,046 Leverage*7.00 H-1: Expand and preserve shelter, housing and services for the homeless or those at imminent risk of becoming homeless. Eligibility Funding Request & Recommended 22/23 $110,303 Provide day and evening homeless street outreach services to at least 400 Urban County individuals living outside throughout the County to engage, stabilize, and deliver health and basic need services, and aid in obtaining interim and permanent housing. 22-06-PS Contra Costa County Health Services The CORE Program has been in operation since January 2017 and has been perfroming beyond expectations. The CORE Program was awarded CDBG and ESG funds from the County to provide outreach services to benefit Urban County homeless individuals. Readiness/Timeliness & Past Performance: CORE first received CDBG funds in FY17/18 and far exceeded goals. As of the 2nd quarter of this year, CORE served 1,586 individuals, exceeding their goals of serving 553 persons. Staff is very familiar with CDBG program requirements. County-wide Coordinated Outreach, Referral and Engagement Program Target Population 22-05-PS Program Description / Outcome Experience & Capacity Financial Analysis Program will provide housing counseling services to households facing housing instability such as eviction, default, foreclosure, or loss of income that cause or could cause eviction, default, foreclosure or homelessness 24/25 Community Housing Development Corporation of North Richmond County-wide CD-1: General Public Services Housing Instability Counseling Program Target Population CIC Child Sexual Assault Intervention Target Population Eligibility Funding Request & Recommended Community Violence Solutions (CVS) County-wide 22-04-PS 22/23 Requested Funds Recommended Funding FY Requested Funds Recommended Funding CHDC has offered supportive/affordable housing services since its inception in 1990. Today, it continues to operate as a U.S. Dept. of Housing and Urban Development (HUD)-Approved Housing Counseling Agency with three HUD Certified Housing Counselors. It maintains a number of housing related programming in addition to its Housing Instability Counseling Program, and partners with other local agencies in the region. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed. CVS has been operating their Children's Interview Center since 2001 and began receiving CDBG funding a few years later. Staff and volunteers all complete pre-service training, making them state- certified sexual assault victim counselors. CVS is also the only state-designated rape crisis center in the entire county. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed. Exempt Presumed Beneficiary/Homeless [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] Persons experiencing homelessness *Does not include other CDBG funds from other jurisdictions Program Description / Outcome Experience & Capacity Financial Analysis Provide 175 child sexual assault and physical abuse victims, aged 2-17 and their non-offending family members with services including forensic interviews, advoacy, case management and mental health services, to help clients show positive changes in behavior and psychological well being. Exempt 175 child victims (ages 2-17) of sexaul assault and/or physical abuse and their families in the Urban County CD-1: General Public Services 22/23 $15,000 $15,000 23/24 $15,000 $15,000 Presumed Beneficiary Abused Children - 24 CFR 570.208(a)(2)(i)(A) Public Services [24 CFR 570.201 (e)] $15,000$15,000 *Does not include other CDBG funds from other jurisdictions FY Requested Funds Recommended Funding $90,000 Program Description / Outcome Experience & Capacity Financial Analysis $25,000$50,000 24/25 Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] Tenants and homeowners who are facing housing instability (e.g. eviction, foreclosure, etc.). *Does not include other CDBG funds from other jurisdictions $50,000 $50,000 $25,000 23/24 $25,000 FY Eligibility Funding Request & Recommended 23/24 $110,303 $90,000 $90,000$110,303 24/25 FHS Agenda Packet Page 57 of 86 Community Development Block Grant Program Public Services Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $18,000 8,200 $2.20 Program Name Eligible Activity Total Program Amount $2,054,369 11,800 $174.10 CDBG % of Total Budget 1% Required Match - 10%$1,800.0 Amount Secured $2,004,369 Leverage*113.1316111 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $35,000 438 $79.91 Program Name Eligible Activity Total Program Amount $819,331 1,950 $420.17 CDBG % of Total Budget 6% Required Match - 10%$3,500 Amount Secured $734,331 Leverage*22.40945714 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $20,000 300 $66.67 Program Name Eligible Activity Total Program Amount $669,000 700 $955.71 CDBG % of Total Budget 3% Required Match - 10%$2,000.0 Amount Secured $603,000 Leverage*32.45 Exempt Presumed Beneficiary / Seniors [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] 22/23 $20,000 $20,000 Legal Services for Seniors Target Population Target population is lower income seniors 62 years or older 23/24 $20,000 $20,000 *Does not include other CDBG funds from other jurisdictions Senior legal services has provided services to seniors for over 40 years. The program has received CDBG funds for several years. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staff and has consistently met or exceeded their goals and has provided program requirements in an efficient and timely manner. FY Requested Funds Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-09-PS Contra Costa Senior Legal Services County-wide CD-2: Non-Homeless Special Needs Population Provide free legal advice to 300 Urban County seniors, resulting in the retention of housing, protection from physical and financial abuse, and the provision of consumer and individual rights. Exempt Presumed Beneficary [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] 22/23 $50,000 $35,000 Family Justice Navigation Program Target Population The target population benefitting from this project are victims and survivors of domestic violence, sexual assualt, child abuse, elder abuse, and human trafficking. 23/24 $50,000 $35,000 The Contra Costa Family Justic Alliance has operated the FJC since 2011 and has been a recipient of CDBG funds for 5 years, making staff familiar with the County's administrative requirements. Readiness/Timeliness & Past Performance: This is an ongoing program that has consistently met or exceeded their goals and has provided program requirements in an timely manner. FY Requested Funds Recommended Funding Recommended Funding Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 22/23 $18,000 $18,000 Crisis / 211 Contra Costa Target Population Program provides services for anyone in the County but specifically for presumed beneficiares as defined in 24 CFR 570.208(a)(2)(i)(A) for purposes of this application. 23/24 $18,000 $18,000 *Does not include other CDBG funds from other jurisdictions CD-2: Non-Homeless Special Needs Population Provide crisis intervention service and infromatoin and referrels to 8,200 Urban County residents including homeless persons, abused children, seniors, battered spouses, persons with HIV/AIDs, and the disabled. Contra Costa Crisis Center has been in operation since 1963 and in 1996 began operating the County's homeless hotline in collaboration with Health Services. The agency has longtime staff in place who are well trained and knowledgeable. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and that has consistently exceeded their annual goal and has submitted all required reports in a timely manner. FY Requested Funds Recommended Funding Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-08-PS Contra Costa Family Justice Alliance County-wide CD-2: Non-Homeless Special Needs Population Provide one-stop navigation services to 900 victims of domestic violence, sexual assault, child abuse, elder abuse and human trafficking Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-07-PS Contra Costa Crisis Center County-wide $18,000$18,000 24/25 $35,000$50,000 24/25 $20,000$20,000 24/25 FHS Agenda Packet Page 58 of 86 Community Development Block Grant Program Public Services Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $18,000 71 $253.52 Program Name Eligible Activity Total Program Amount $1,204,898 200 $6,024.49 CDBG % of Total Budget 1% Required Match - 10%$1,800.0 Amount Secured $1,148,532 Leverage*65.94 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $40,000 80 $500 Program Name Eligible Activity Total Program Amount $348,735 766 $455.27 CDBG % of Total Budget 11% Required Match - 10%$4,000 Amount Secured $264,145 Leverage*7.72 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $80,000 430 $186.05 Program Name Eligible Activity Total Program Amount $730,378 2,530 288.69 CDBG % of Total Budget $8,000.0 Required Match - 10%$8,000.0 Amount Secured $577,308 Leverage*8.13 FY Requested Funds Recommended Funding FY Requested Funds Recommended Funding FY Requested Funds Recommended Funding Eligibility Funding Request & Recommended $80,000$80,000 24/25 22/23 $80,000 $80,000 ECHO Housing has been working to eradicate housing discrimination and promote understanding by tenants and landlords of their rights and responsibilities for over 50 years. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed. ECHO has been successful in meeting or exceeding goals as well as providing reports in a timely manner. 22-12-PS ECHO Housing County-wide CD-1: General Public Service ECHO will provide tenant/landlord counseling and dispute resolution to 430 tenants and landlords in the Urban County which include low-income persons with an AMI of 80% or less, racial and ethnic minorities, female-headed households, disabled households, and elderly/senior households. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 22/23 $40,000 $40,000 Fair Housing Services Target Population Tenants and landlords who require information regarding fair housing and discrimination, or comlaints who allege discrimination based on federal, state, and local protected classes. 23/24 $40,000 $40,000 Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] Tenant/Landlord Couseling and Dispute Resolution Services Target Population Tenants and landlords in the Urban County which include low- income persons with an AMI of 80% or less, racial and ethnic minorities, female-headed households, disabled households, and elderly/senior households. 23/24 $80,000 $80,000 *Does not include other CDBG funds from other jurisdictions Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-11-PS ECHO Housing County-wide CD-4: Promote fair housing activities and affirmatievely further fair housing ECHO's Fair Housing Services will assist approximately 80 Urban County tenants and landlords who require information regarding fair housing and discrimination, or complainants alleging discrimination based on federal, state, and local protected classes. Protected classes are the following: race, color, ancestry, national origin, religion, disability, gender, sexual orientation, gender identity, marital status, familial status, source of income, or any other arbitrary class. Exempt Presumed Beneficiary Abused Children - 24 CFR 570.208(a)(2)(i)(A) Public Services [24 CFR 570.201 (e)] 22/23 $18,000 $18,000 Serving All Foster Children Target Population Children and youth in the foster care system. 23/24 $18,000 $18,000 *Does not include other CDBG funds from other jurisdictions $40,000$40,000 24/25 CASA has over a 35 year history of providing services to abused and neglected children who are wards of the County Juvenile Dependency Court. The program has been receiving CDBG funding for over 10 years. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and have been timely in meeting reporting requirements. ECHO Housing has been working to eradicate housing discrimination and promote understanding by tenants and landlords of their rights and responsibilities for over 50 years. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed. ECHO has been successful in meeting or exceeding goals as well as providing reports in a timely manner. Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-10-PS Court Appointed Special Advocates (CASA) County-wide CD-2: Non-Homeless Special Needs Population Provide advocacy, mentoring, and representation services to 70 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 permanent living situation. $18,000$18,000 24/25 *Does not include other CDBG funds from other jurisdictions Program Description / Outcome Experience & Capacity Financial Analysis FHS Agenda Packet Page 59 of 86 Community Development Block Grant Program Public Services Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $15,000 790 $18.99 Program Name Eligible Activity Total Program Amount $119,637 790 $151.44 CDBG % of Total Budget 17% Required Match - 10%$1,500.00 Amount Secured $99,637 Leverage*6.98 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $10,000 300 $33.33 Program Name Eligible Activity Total Program Amount $1,829,608 900 $2,032.90 CDBG % of Total Budget 1% Required Match - 10%$1,000.0 Amount Secured $1,784,608 Leverage*181.9608 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $46,500 14,142 $3.29 Program Name Eligible Activity Total Program Amount $6,069,603 22,002 $275.87 CDBG % of Total Budget 1% Required Match - 10%$4,650.0 Amount Secured $6,010,603 Leverage*129.53 Requested Funds FY Recommended Funding FY Requested Funds Recommended Funding $10,000 24/25 OSCC is an established program with over 25 years of experience. The program has received CDBG funding since 1991, making staff familiar with the programmatic requirements. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed and has exceeded their goals in years past. FBCC&S has been a source and provider of nutritious food in the county for many years and has been awarded CDBG funds for over 15 years and has been operating the Direct Distribution Food Program for over 35 years. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed and has exceeded their goals in years past. FY Requested Funds Recommended Funding Eligibility 22-15-PS Food Bank of Contra Costa and Solano (FBCC&S) County-wide CD-1: General Public Services Provide food to 14,142 low-income seniors, families and children in the Urban County through three of its direct food distribution programs: Food for Children, Senior Food Distribution, and Food Assistance program. $46,500$46,500 24/25 Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 22/23 $46,500 $46,500 Collaborative Food Distribution Target Population low income individuals and families, seniors, and children 23/24 $46,500 $46,500 Presumed Beneficiary / Seniors [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] 22/23 $10,000 $10,000 Ombudsman Services of Contra Costa Target Population Urban County seniors in long-term care that are vulnerable to abuse and neglect. 23/24 $10,000 $10,000 *Does not include other CDBG funds from other jurisdictions 22-13-PS East Bay Center for the Performing Arts Richmond CD-3: Increase opportunities for children/youth to be healthy, succeed in school, and prepare for productive adulthood Provide performing arts instructions to 790 students at two City of Richmond elementary schools, resulting in improved academic performance, community building, and exposure to diverse global art traditions. Program performance will be measure via observation and both a mid-year and year-end surveys Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-14-PS Empowered Aging County-wide CD-2: Non-Homeless Special Needs Population Providing advocacy service to 300 Urban County elders residing in long term care facilities, insuring that these elderly residents receive proper health care and necessary daily living support. $10,000 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis $15,000$15,000 24/25 Target Population Richmond elementary school students, kindergarten through 6th grade 23/24 The BBCPA currently provides the proposed services to elementary students and has a long history of doing. The program has received CDBG funding for over twenty years, making staff familiar with program requirements. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed and has exceeded their goals for students served in years past. Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 22/23 $15,000 $15,000 $15,000 $15,000 Deep Roots, Wide World Program Exempt Exempt *Does not include other CDBG funds from other jurisdictions *Does not include other CDBG funds from other jurisdictions Program Description / Outcome Experience & Capacity Financial AnalysisFunding Request & Recommended FHS Agenda Packet Page 60 of 86 Community Development Block Grant Program Public Services Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $30,000 1,240 $24.19 Program Name Eligible Activity Total Program Amount $420,000 26,036 $16.13 CDBG % of Total Budget 5% Required Match - 10%$3,000.0 Amount Secured $602,360 Leverage*13.00 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $25,000 80 $312.50 Program Name Eligible Activity Total Program Amount $52,608 80 $657.60 CDBG % of Total Budget 49% Required Match - 10%$2,500.0 Amount Secured $26,958 Leverage*1.10432 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $10,000 110 $90.91 Program Name Eligible Activity Total Program Amount $498,200 200 $2,491.00 CDBG % of Total Budget 2% Required Match - 10%$1,000.0 Amount Secured $488,200 Leverage*48.82 Experience & Capacity Experience & Capacity GRIP has previous experience with the CDBG program and with other federal grant awards, demonstrating their ability to comply with federal requirements. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed. GRIP's Souper Center has provided meals and basic needs to the community since 1966 and has provided an emergency shelter and housing for families since 1993. The 41-member congregation and volunteers keeps the program operating. HERA has advocated for, and provided legal services to vulnerable county residents since 2005. They have worked indirectly with CDBG funds in the past, along with other CDBG-funded subrecipients. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed with over 20 people, operating statewide. JMP has been serving El Cerrito High School students since 1999 and has received CDBG funding for 13 years, making staff familiar with programmatic requirements. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed and has exceeded their goals for students served in years past. $25,650 24/25 FY $25,000 Eligibility Funding Request & Recommended Program Description / Outcome Eligibility Funding Request & Recommended Program Description / Outcome Requested Funds Recommended Funding FY Requested Funds Recommended Funding James Morehouse Project at El Cerrito High School Target Population Students attending El Cerrito High School 23/24 $10,000 $10,000 $10,000$10,000 24/25 Financial Analysis 22-18-PS James Morehouse Project / Bay Area Community Resource El Cerrito CD-3: Increase opportunities for children/youth to be healthy, succeed in school, and prepare for productive adulthood Provide comprehensive mental health and studen support services to 110 students attending El Cerrito High School resulting in improved well-being and an increase in school connectedness measured by studen pre- and post-evaluations. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 22/23 $25,650 $25,000 Financial Stability Legal Services Target Population Homeowners, tenants, and persons experiencing homelessness, with a focus on vulnerable populations like the marginally housed, disabled, and elderly. 23/24 $25,650 $25,000 *Does not include other CDBG funds from other jurisdictions 22-17-PS Housing and Economic Rights Advocates (HERA) County-wide CD-1: General Public Services HERA's Finacial Stability Legal Services will serve 80 lower income Urban County residents by assisting both homeowners and tenants maintain a suitable living environment through their debt/credit, home preservation, and tenants rights work, reducing discriminatory barriers in order to access affordable housing through their one-stop service. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 22/23 22-16-PS Greater Richmond Interfaith Progam (GRIP) County-wide H-1: Expand and preserve shelter, housing and services for the homeless or those at imminent risk of becoming homeless. GRIP is the only family homeless shelter in West Contra Costa County that provides housing for up to 65 people (in family groups) per day. GRIP also provides three hot meals a day, as well as comprehensive case management services including permanent housing navigation, physical and mental health referrals, domestic violence counseling referrals, money managment, and employment support. Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis Area Benefit -24 CFR 570.208(a)(1)(ii) Public Services [24 CFR 570.201 (e)] 22/23 $30,000 $30,000 Homeless Center / Soup Kitchen Target Population low income individuals and people who are experiencing homelessness. 23/24 $30,000 $30,000 FY Requested Funds Recommended Funding Exempt *Does not include other CDBG funds from other jurisdictions *Does not include other CDBG funds from other jurisdictions Financial Analysis 24/25 $30,000 $30,000 $10,000 $10,000 FHS Agenda Packet Page 61 of 86 Community Development Block Grant Program Public Services Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $10,000 160 $62.50 Program Name Eligible Activity Total Program Amount $176,672 160 $1,104.20 CDBG % of Total Budget 6% Required Match - 10%$1,000.0 Amount Secured $166,672 Leverage*16.6672 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $13,000 55 $236.36 Program Name Eligible Activity Total Program Amount $499,200 178 $2,804.49 CDBG % of Total Budget 4% Required Match - 10%$1,300.0 Amount Secured $428,700 Leverage*37.4 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $18,000 750 $24.00 Program Name Eligible Activity Total Program Amount $2,081,589 2,400 $867.33 CDBG % of Total Budget 1% Required Match - 10%$1,800.0 Amount Secured $2,026,589 Leverage*114.64 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $17,000 400 $42.50 Program Name Eligible Activity Total Program Amount $397,886 850 $468.10 CDBG % of Total Budget 5% Required Match - 10%$1,700.0 Amount Secured $348,886 Leverage*22.41$18,000 Experience & Capacity The program has been in operation for many years and has received CDBG funding previous years, making stafff aware of the programmatic requirements. Readiness/Timeliness & Past Performance: This program is ongoing and fully staff that is on track to meet its annual program goal this year. LCVI has been providing independent living skills to disabled persons through the CDBG program since 1992. The Executive Director oversees the program and staff including, an Orientation and Mobility Specialist, Early Detection Manager and a Client Services Assistant. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed and has exceeded their goals in years past. Program Description / Outcome FY Requested Funds Recommended Funding FY Requested Funds Recommended Funding FY Exempt Presumed Beneficiary Seniors - 24 CFR 570.208(a)(2)(i)(A) Public Services [24 CFR 570.201 (e)] 23/24 $18,000 Target population is Urban County seniors 24/25 LFCC has been providing meals to the homeless and low income individuals and families since 1983 and has received CDBG funding since 1995. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has exceeded their goals in years past. Exempt Area Benefit -24 CFR 570.208(a)(1)(ii) Public Services [24 CFR 570.201 (e)] 22/23 $20,000 $18,000 Nourishing Lives in Martinez, Antioch, Oakley, Pittsburg Target Population low to very low-income individuals and families recently out of work, homeless, unemployed, underemployed or disabled 23/24 $20,000 $18,000 *Does not include other CDBG funds from other jurisdictions $17,000 22/23 *Does not include other CDBG funds from other jurisdictions FY Requested Funds Recommended Funding $18,000 MOWDR has been providing comprehensive services to seniors, often severely disabled, ill, and homebound populations for over 50 years. The program is overseen by the Care Mentor Program Manager with oversight from the Executive Director. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has exceeded their goals in years past. Requested Funds Recommended Funding Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis $13,000$20,000 24/25 22-21-PS Loaves and Fishes of Contra Costa (LFCC) County-wide CD-1: General Public Services Provide free buffet-style lunches and groceries weedays to 650 homeless and low-income Urban County residents at the Loaves & Fishes Martinez Dining Room. Meals on Wheels Diablo Region (MOWDR) County-wide CD-2: Non-Homeless Special Needs Population Provide care management services to 400 seniors, including needs assessment, crisis intervention, foreclosure prevention, assistance, financial planning/aid, legal assitance, elder abuse prevention services, etc. Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-22-PS $18,000 $17,000 Care Management Target Population $20,000 24/25 $17,000 $13,000 $13,000 22-19-PS Lamorinda Spirit- City of Lafayette Lafayette, Orinda, Moraga CD-2: Non-Homeless Special Needs Population Provide low-cost transportation services to seniors living in Lafayette, Moraga, and Orinda. Transportation services will provide 160 seniors, allowing them to get to medical and other personal appointments, go grocery and sundry shopping, and attend exercise and other classes. *Does not include other CDBG funds from other jurisdictions Eligibility 22-20-PS Lions Center for the Visually Impaired (LCVI) County-wide CD-2: Non-Homeless Special Needs Population Provide in-home independent living skills instruction and training to 55 visually impaired adults throughout the Urban County so they will maintain their independence and avoid institutionalization Presumed Beneficiary Disabled Persons - 24 CFR 570.208(a)(2)(i)(A) Public Services [24 CFR 570.201 (e)] 22/23 $20,000 Independent Living Skills for Blind and Visually Impaired Target Population Visually impaired and blind adults throughout the Urban County. Exempt Presumed Beneficiary / Seniors [24 CFR 570.208(a)(2)(i)(A)] *Does not include other CDBG funds from other jurisdictions $10,000$10,000 24/25 Eligibility Funding Request & Recommended Financial Analysis Public Services [24 CFR 570.201 (e)] 22/23 $10,000 $10,000 Lamorinda Spirit Van Senior Transportation Program Target Population Lower income serniors living in Lafayette, Moraga, and Orinda. 23/24 $10,000 $10,000 Program Description / Outcome Experience & Capacity Financial Analysis Exempt 23/24 $20,000 Funding Request & Recommended FHS Agenda Packet Page 62 of 86 Community Development Block Grant Program Public Services Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $17,000 600 $28.33 Program Name Eligible Activity Total Program Amount $1,216,828 1,500 $811.22 CDBG % of Total Budget 2% Required Match - 10%$1,700.0 Amount Secured $1,124,828 Leverage*70.57811765 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $17,000 2,000 $8.50 Program Name Eligible Activity Total Program Amount $2,988,190 5,200 $574.65 CDBG % of Total Budget 1% Required Match - 10%$1,700.0 Amount Secured $2,908,190 Leverage*174.78 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $10,000 817 $12.24 Program Name Eligible Activity Total Program Amount $2,725,989 3,495 $779.97 CDBG % of Total Budget 0% Required Match - 10%$1,000.0 Amount Secured $3,310,242 Leverage*271.5989$10,000 24/25 22/23 $10,000 $10,000 23/24 $10,000 $10,000 *Does not include other CDBG funds from other jurisdictions $10,000 Financial AnalysisExperience & Capacity MOWDR has been providing meals to homebound seniors for the past 50 years. The program coordinates staff and over 500 volunteers for the operation. MOWDR currently recieves funds from three other jurisdictions. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has exceeded their goals in years past. MCC has been providing a variety of valuable service to the community for 16 years and understands the programmatic requirements with CDBG funds. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has exceeded their goals in years past. MDUSD has offered after school enrichment programs since 1999. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has exceeded their goals for students served in years past. Requested Funds Recommended Funding FY Requested Funds Recommended Funding CARES After School Enrichment Program Target Population Students attending three elementary schools and one middle school in the community of Bay Point. Eligibility Funding Request & Recommended Program Description / Outcome 22-25-PS Mount Diablo Unified School District Bay Point CD-3: Increase opportunities for children/youth to be healthy, succeed in school, and prepare for productive adulthood Provides after school enrichment classes for 700 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. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 22/23 $20,000 $17,000 Critical Safety Net Resources for Families and Individuals Target Population Targets the most vulnerable in the community, people that often miss meals and need to choose between buying food or paying rent. 23/24 $20,000 $17,000 Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 22-24-PS Monument Crisis Center County-wide CD-1: General Public Services 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 2,00 lower income Urban County residents. $17,000$20,000 24/25 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis FY Requested Funds Recommended Funding 22-23-PS Meals on Wheels Diablo Region County-wide CD-2: Non-Homeless Special Needs Population Deliver hot and nutritious meals to 600 homebound, Urban County seniors who are unable to prepare food for themselves and who are without a caregiver, resulting in maintained and/or improved health and welfare, and aging in place. Alternatively, underserved areas are provided with a week's supply of frozen/microwaveable food on a single day. Exempt Presumed Beneficiary Seniors - 24 CFR 570.208(a)(2)(i)(A) Public Services [24 CFR 570.201 (e)] 22/23 $24,000 $17,000 Meals on Wheels (MOW)Target Population Target population is Urban County seniors 23/24 $24,000 $17,000 *Does not include other CDBG funds from other jurisdictions $17,000$24,000 24/25 FY Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis *Does not include other CDBG funds from other jurisdictions FHS Agenda Packet Page 63 of 86 Community Development Block Grant Program Public Services Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $30,000 500 $60 Program Name Eligible Activity Total Program Amount $168,000 500 $336.00 CDBG % of Total Budget 30% Required Match - 10%$3,000.0 Amount Secured $118,000 Leverage*4.6 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $0 300 $0.00 Program Name Eligible Activity Total Program Amount $143,460 300 $478.20 CDBG % of Total Budget 17% Required Match - 10%$0.0 Amount Secured $122,000 Leverage*N/A Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $20,000 15 $1,333.33 Program Name Eligible Activity Total Program Amount $120,063 45 $2,668.07 CDBG % of Total Budget 17% Required Match - 10%$2,000.0 Amount Secured $100,063 Leverage*5.00315 Requested Funds Funding Request & Recommended Program Description / Outcome Bay Point Career Counseling and Placement Assistance Target Population The program targets low-income Urban County adults who are unemployed or underemployed and who need career development support or case management in order to enter or re-enter the workforce Lifeskills/Day Labor Program Target Population Target population is made up poverty level and extremely-low income Spanish-speaking immigrant workers, primarily day- laborers who seek full-time work in front of Home Deport or who complement existing low-wage employment with day labor jobs. $20,000 $20,000 $20,000 $50,000 $30,000 FY 22-26-PS Multicultural Institute Richmond The program brings intensive, individualized vocational services directly to 15 persons in the high- need community of Bay Point. Integrated into Sparkpoint Contra Costa the program provides deep, personalized services, including assessment anddevelopment of employement plans, case management, service referrals, connections to in- demand vocational training, group and one-on-one career skills development, placement assistance, and retention services. $30,000 24/25 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis CD-5: Economic Development Provide job matching, individualized assistance with health, legal, and educational needs to 500 poverty level and extremely-low income day laborers. 23/24 $50,000 Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Special Economic Development Activities [24CFR 570.203(c) 22/23 Exempt Benefitting very low-and low- income persons [24 CFR 570.208(a)(2)(iii)[ Job training and placement assistance [24 CFR 570.201(e) 22/23 $50,000 $30,000 22-28-PS Opportunity Junction East County (primarily Bay Point) CD-5: Economic Development *Does not include other CDBG funds from other jurisdictions $20,000$20,000 24/25 Experience & Capacity Financial AnalysisEligibility *Does not include other CDBG funds from other jurisdictions FY Requested Funds Recommended Funding The program has been providing services since July 2010 and has received CDBG funding in the past, making staff familiar with the programmatic requirements. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and have been timely in meeting reporting requirements. Recommended Funding MI's Richmond program has been in effect since 2012 and has provided an average of 125 job placements each year and registered over 2,000 day laborers and other low-income individuals through the program's Richmond activities. Readiness/Timeliness & Past Performance: The program is fully staffed and operating effficiently. The program has received CDBG funds in the past and have either met or exceeded their goals. They have also been timely with submissions of required reports. *Does not include other CDBG funds from other jurisdictions Eligibility Funding Request & Recommended Program Description / Outcome 23/24 $20,000 22-27-PS Requested Funds $25,000 $25,000 $25,000 Experience & Capacity Financial Analysis New Horizons Career Development Center West County CD-5: Economic Development FY Recommended Funding Aid clients in need of academic credentials and assist them with Life Skill attainment to remove barriers to successful employment opportunities. Outcomes are tracked through the use of the Career Delivery Service System (CDSS), an agency specific process/service delivery system for assessment and remediation of clients challenges. New Horizons Career Development Center has been operating since 2005 and this would be the 11th nonconsecutive year of operating as a County CDBG subrecipient. Readiness/Timeliness & Past Performance: The program is ongoing, but missed the application deadline for prior year funding. Additionally, there is uncertainty regarding their leasing arrangement/rent status. Finally, the program budget does not clearly reflect anticipated use of CDBG funds. Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201(e) 22/23 $0 Education, Job Training, Life Skills, and Job Placement Services Target Population Job seekers and those who would like to improve their employment opportunities. 23/24 $0 24/25 $0 FHS Agenda Packet Page 64 of 86 Community Development Block Grant Program Public Services Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $12,000 150 $80.00 Program Name Eligible Activity Total Program Amount $12,851 150 $85.67 CDBG % of Total Budget 100% Required Match - 10%$1,200.0 Amount Secured 0 Leverage*0.070916667 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $13,000 78 $166.67 Program Name Eligible Activity Total Program Amount $162,617 114 $1,426.46 CDBG % of Total Budget 8% Required Match - 10%$1,300.0 Amount Secured $141,017 Leverage*11.509 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $15,000 210 $71.43 Program Name Eligible Activity Total Program Amount $272,185 210 $1,296.12 CDBG % of Total Budget 8% Required Match - 10%$1,500.0 Amount Secured $251,185 Leverage*17.15 RCC has been in operation since 1996 and has been a recipient of CDBG funds for over 7 years. Readiness/Timeliness & Past Performance: This program is ongoing and fully staffed, consistently meeting or exceeding theirannual performance goals; however, the Subrecipient has been late in submitting demands. *Does not include other CDBG funds from other jurisdictions Exempt Area Benefit -24 CFR 570.208(a)(1)(ii) Public Services [24 CFR 570.201 (e)] 22/23 $21,000 Target Population Provides services to any Urban County resident but primarily for low/moderate income adults in the Bay Point area. 23/24 $21,000 $15,000 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-31-PS Richmond Community Foundation County-wide (Primarily Bay Point) CD-1: General Public Services Provide services to 210 Urban County residents to assist them in obtaining and maintaining employement, improve their careers. $15,000$21,000 24/25 FY Requested Funds Recommended Funding The program has been in operation since 2011 and has been a CDBG recipient in prior year, making staff familier with programmatic requirements. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and have been timely in meeting reporting requirements. Presumed Beneficiary Senior with HIV/Aids - 24 CFR 570.208(a)(2)(i)(A) Public Services [24 CFR 570.201 (e)] 22/23 $13,200 $13,000 Kind Hearts Community Support Program Target Population LGBTQ seniors and persons who are living with HIV/AIDS 23/24 $13,200 $13,000 *Does not include other CDBG funds from other jurisdictions $13,000$13,200 24/25 $15,000 SparkPoint Contra Costa 22-29-PS Pleasant Hill Recreation & Park District (PHRPD) County-wide CD-2: Non-Homeless Special Needs Population Provide on-site care management services and crisis intervention to 150 Urban County seniors resulting in the prevention of displacement and/or premature institutionalization. Services to be provided include, care management and coordination, counseling and assessment, and assistance in gaining access to various resources. $12,000$12,851 24/25 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-30-PS Rainbow Community Center of Contra Costa (RCC) County-wide CD-2: Non-Homeless Special Needs Population Provide congregate meals, food pantry services, home/friendly vistor services and wellness class to 78 Urban County People with HIV/AIDS and Lesbian, Gay, Bisexual, and Transgender seniors to decrease isolation and improve quality of life. Presumed Beneficiary Seniors - 24 CFR 570.208(a)(2)(i)(A) Public Services [24 CFR 570.201 (e)] 22/23 $12,851 $12,000 Senior Service Network FY Requested Funds Recommended Funding FY Requested Funds Recommended Funding *Does not include other CDBG funds from other jurisdictions Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis Target Population Low-income seniors, 62 and older who reside in the Urban County 23/24 $12,851 $12,000 PHRPD has been providing management services to low-income seniors through the CDBG program since 1990. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and have been timely in meeting reporting requirements. Exempt Exempt FHS Agenda Packet Page 65 of 86 Community Development Block Grant Program Public Services Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $40,000 230 $173.91 Program Name Eligible Activity Total Program Amount $288,242 230 $1,253.23 CDBG % of Total Budget 14% Required Match - 10%$4,000.0 Amount Secured $248,242 Leverage*6.21 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $30,000 160 $187.50 Program Name Eligible Activity Total Program Amount $1,041,120 440 $2,366.18 CDBG % of Total Budget 5% Required Match - 10%$3,000.0 Amount Secured $481,963 Leverage*33.70 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $12,000 80 $150 Program Name Eligible Activity Total Program Amount $699,069 80 $8,738.36 CDBG % of Total Budget 7% Required Match - 10%$1,200.0 Amount Secured 0 Leverage*57.26 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $18,000 310 $58.06 Program Name Eligible Activity Total Program Amount $270,730 900 $300.81 CDBG % of Total Budget 9% Required Match - 10%$1,800.0 Amount Secured $205,730 Leverage*14.04 24/25 23/24 $40,000 $40,000 24/25 $40,000 $40,000 FY Requested Funds Recommended Funding Shelter Inc. has been operating a rental assistance program in Contra Costa County since 1986 and has received CDBG fundning for this program since 1991. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has exceeded their goals and been timely in meeting reporting requirements. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 22/23 RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul Target Population low-income, uninsured adults 23/24 $25,000 $18,000 *Does not include other CDBG funds from other jurisdictions $18,000 St. Vincent de Paul of Contra Costa has operated in the County for over 57 years, helping the most vulnerable with basic needs including food, clothing, medical care and more. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their ESG goals and has provided program requirements in an efficient and timely manner. FY Requested Funds Recommended Funding $25,000 $18,000 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-35-PS St. Vincent de Paul of Contra Costa County County-wide CD-1: General Public Services Provide fee urgent and chronic medical care to 310 uninsured clients. Services include, physician/nurse treatment, pharmaceuticals, lab services, x-rays, MRIs, Ultrasounds and diagnostics. Exempt Presumed Beneficiary/Homeless [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] 22/23 $50,000 $12,000 Rollie Mullen Center Emergency Shelter Target Population STAND targets adults (men and women) and their children who are homeless because they are in peril due to violent relationships. 23/24 $50,000 $12,000 STAND has provided emergency shelter for over 35 years and is the only agency in the County serving women and children who have been victims of domestic violence. STAND currently receives ESG funds for this program. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their ESG goals and has provided program requirements in an efficient and timely manner. FY Requested Funds Recommended Funding 24/25 $50,000 $12,000 Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] *Does not include other CDBG funds from other jurisdictions Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-34-PS STAND! For Families Free of Violence County-wide H-1: Expand and preserve shelter, housing and services for the STAND!'s Emergency Shelter can accommodate up to 24 adult survivors and their children who are fleeing from violent relationships for up to 3 months at no cost. The shelter provides clients with access to comprehensive supportive services that help clients transition toward independence. Program will assist 80 adults and their children. Public Services [24 CFR 570.201 (e)] 22/23 $50,142 $30,000 Homeless Prevention Program Target Population Low-income families currently homeless or at immediate risk of becoming homeless due to pending eviction. 23/24 $50,142 $30,000 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-33-PS SHELTER Inc. County-wide H-2: Prevention Services for the Homeless The program will assist 160 low-income Urban County residents at immediate risk of becoming homeless by providing rapid rehousing assistance through one-on- one case management, supportive services, and financial assistance. *Does not include other CDBG funds from other jurisdictions $50,142 *Does not include other CDBG funds from other jurisdictions $30,000 $25,000 24/25 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-32-PS RYSE, Inc. West County CD-3: Increase opportunities for children / youth to be health, succeed in school and prepare for FY Requested Funds Recommended Funding Operate the Career Pathway Program by providing career development and soft skills suppord, 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. The program has been serving West County youths for over a decade and has received CDBG funds for at least 12 years, making staff aware of the programmatic requirements. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and have been timely in meeting reporting requirements. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(iii)] Public Services [24 CFR 570.201(e) 22/23 $40,000 $40,000 RYSE Career Pathway Program Target Population Target population is youth ages 13- 21 living in West Contra Costa County. FHS Agenda Packet Page 66 of 86 Community Development Block Grant Program Public Services Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $13,000 100 $130.00 Program Name Eligible Activity Total Program Amount $990,000 100 $9,900.00 CDBG % of Total Budget 1% Required Match - 10%$1,300.0 Amount Secured $977,000 Leverage*75.15 Application Number Applicant Program Service Area Environmental/Histori c Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $10,000 16 $625.00 Program Name Eligible Activity Total Program Amount $589,491 70 $8,421.30 CDBG % of Total Budget 2% Required Match - 10%$1,000.00 Amount Secured $535,610 Leverage*$57.95 Exempt Presumed Beneficiary/Homeless [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] 22/23 $10,000 $10,000 Winter Nights Family Shelter Inc.Target Population Target population are homeless families in Contra Costa CountyGoal 23/24 $10,000 $10,000 *Does not include other CDBG funds from other jurisdictions Eligibility Program Description / Outcome Experience & Capacity Financial Analysis Winter Nights has been operating the emergency shelter program since 2004 and has received CDBG funding for this program. The Executive Director and Program Director both have more than 10 years of experience serving the homeless population of Contra Costa County. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed. Although Winter Nights has been late submitting reporting requirements, they have been great at communicating. FY Requested Funds Recommended Funding Brentwood, Oakley, Knightsen, and Byron CD-3: Increase opportunities for children/youth to be healthy, succeed in school, and prepare for productive adulthood Provide an afterschool academy program to a total of 100 unduplicated children, providing them after- school tutoring services 22-37-PS Winter Nights Family Shelter Inc. County-wide H-1: Expand and preserve shelter, housing and services for the homeless or t hose at imminent risk of becoming homeless. Goal of the program is to protect 16 unhoused persons and families by providing clean, safe, and supportive environment and to help break the cycle of homelessness by assisting them toward self- sufficiency and into stable housing. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 22/23 $13,000 $13,000 Village Community Resource Center Program Support Target Population Students living in socially and economically disadvantaged neighborhoods along and surrounding Village Dr. in Brentwood. 23/24 $13,000 $13,000 *Does not include other CDBG funds from other jurisdictions $10,000$10,000 24/25 Eligibility Program Description / Outcome Financial Analysis 22-36-PS Village Community Resource Center Funding Request & Recommended VCRC has provided a variety of human services and social progams to residents of the Village Drive neighborhoods for over 20 years, serving thousands of people each year. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and have been timely in meeting reporting requirements. FY Requested Funds Recommended Funding Experience & Capacity Funding Request & Recommended $13,000$13,000 24/25 FHS Agenda Packet Page 67 of 86 Attachment B-1 Application Number 22-01-ESG 22-02-ESG 22-03-ESG 22-04-ESG 22-05-ESG 22-06-ESG Applicant Emergency Solutions Grants Requested Funding FY22/23 CDBG Request & Recommendation Table Recommended FundingProgram Name SHELTER, Inc. Homeless Prevention & Rapid Rehousing Program $130,004 $129,733 STAND! For Families Free of Violence Emergency Shelter $50,000 $49,500 Contra Costa Health, Housing and Homeless Services CORE-Coordinated Outreach, ESG $30,844 $30,844 $97,500 Contra Costa Health, Housing and Homeless Services Calli House Youth Shelter $55,289 $30,000 Contra Costa Health, Housing and Homeless Services Contra Costa Adult Continum of Services $231,800 Trinity Center Walnut Creek Trinity Center (ESG General Operating Support) $40,000 $30,500 Total ESG Projects $537,937 $368,077 FHS Agenda Packet Page 68 of 86 Emergency Solutions Grant Program FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment B-2 Application Number Applicant Program Service Area Environmental/ Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective ESG Funds Recommended $100,000 80 $1,250 Program Name Eligible Activity Total Program Amount $2,071,106 1,287 $1,609.25 ESG % of Total Budget 5% Required Match - 100%97,500$ Amount Secured $1,839,306 Leverage*19.71 Application Number Applicant Program Service Area Environmental/ Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective ESG Funds Recommended $30,000 90 $333.33 Eligible Activity Total Program Amount $539,216 90 $5,991.29 ESG % of Total Budget 11% Required Match - 100%$30,000.0 Amount Secured $483,927 Leverage*16.97 22-02-ESG Target Population Very-low income, homeless transitional age youth ages 14-24. County-wide $30,000$55,289 24/25 24 CFR 576.102(a)(3) 22/23 $55,289 $30,000 Contra Costa Health, Housing and Homeless Services Homeless Program Calli House Youth Shelter Program Name H-1: Housing and Supportive Services Calli House Youth Shelter provides emergency shelter and critical support services to run-away, homeless, and throw-away youth ages 18-24, including those emancipating from the foster care youth system. Calli House will provide 90 Urban County Youth with shelter and support needed in order to move off the streets, stabilize and make positive choices. 23/24 $100,000 $97,500 Provide 80 Urban County homeless clients year-round emergency shelter beds and wrap-around serivces. The interim housing program is located in two facilities (in the Cities of Richmond and Concord). Residents can stay at the shelter for up to 120-days. $97,500$100,000 24/25 Eligibility Financial Analysis *Does not include other ESG funds from other jurisdictions 23/24 $55,289 $30,000 Funding Request & Recommended Program Description / Outcome Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis *Does not include other ESG funds from other jurisdictions Contra Costa Audlt Continuum of Services Target Population Very-low income, homeless single adults, including the elderly and persons with disabilities. 22-01-ESG CC Health Services H3 County-wide H-1: Housing and Supportive Services Exempt 24 CFR 576.102(a)(3) 22/23 $100,000 $97,500 Contra Costa Health Services is responsible for the overall coordination, monitoring, and funding of this ongoing shelter program. The program has been in operation since 2002. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and has provided program requirements in an efficient and timely manner. H3 has the primary responsibility in running the emergency shelters. The County's Chief of Homeless Services has been with H3 since 2000. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and has provided program requirements in an efficient and timely manner FY Requested Funds Recommended Funds FY Requested Funds Recommended Funding Exempt Experience & Capacity FHS Agenda Packet Page 69 of 86 Emergency Solutions Grant Program FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment B-2 Application Number Applicant Program Service Area Environmental/ Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective ESG Funds Recommended $30,844 400 $77.11 Program Name Eligible Activity Total Program Amount $719,870 1,287 $559.34 ESG % of Total Budget 4% Required Match - 100%$30,844 Amount Secured $689,026 Leverage*22.34 Application Number Applicant Program Service Area Environmental/ Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective ESG Funds Recommended $130,000 60 $2,166.67 Program Name Eligible Activity Total Program Amount $1,041,120 440 $2,366.18 ESG % of Total Budget 12% Required Match - 100%$129,733.0 Amount Secured $452,243 Leverage*7.01 22-04-ESG Homeless Prevention & Rapid Rehousing Program Target Population This program serves individuals and families who are at risk of losing their housing and homeless individuals and households who are ready to transition into stable permanent housing. SHELTER Inc. County-wide $129,733 H-2: Rapid Rehousingand Homeless Prevention Exempt 24 CFR 576.102(a)(1) 23/24 $130,004 $129,733 Rapidly rehouses homeless households and prevents homelessness for 60 extremely- low, very-low, or low income households who are at immediate risk of losing their home by providing one-on-one case management, supportive services and financial assistance. Program will assist 60 clients. Exempt 24 CFR 576.103, 576.104, 576.105, 576.106 22/23 $130,004 $129,733 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Program Description / Outcome Experience & Capacity Financial Analysis CORE teams will serve as an entry point into the coordinated entry system for 400 unsheltered persons and work to identify, engage, stabilize and house chronically homeless individuals and families. Financial Analysis *Does not include other ESG funds from other jurisdictions Target Population Program targets chronically homeless individuals, transitionl age youth, and families living on the streets. 23/24 22/23 $30,844 $30,844 $130,004 24/25 $30,844$30,844 24/25 *Does not include other ESG funds from other jurisdictions 22-03-ESG Contra Costa Health, Housing and Homeless Services Homeless Program County-wide H-1: Housing and Supportive Services Coordinated Outreach, Referral, and Engagement Program (CORE) $30,844 $30,844 Eligibility Funding Request & Recommended The CORE Program has been in operation since January 2017. Contra Costa County - Health Services Department is well established and works in partnership with numerous local agencies and organizations that provide services to the homeless population. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and has provided program requirements in an efficient and timely manner. Shelter Inc. is the lead agency in the County's Homeless Prevention/Rapid Rehousing Program. The Program Director has more than 10 years experience serving the housing needs of homeless residents of the County and will be responsible for general oversight of the program. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and has provided program requirements in an efficient and timely manner. FY Requested Funds Recommended Funding FY Requested Funds Recommended Funding FHS Agenda Packet Page 70 of 86 Emergency Solutions Grant Program FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment B-2 Application Number Applicant Program Service Area Environmental/ Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective ESG Funds Recommended $50,000 80 $625.00 Program Name Eligible Activity Total Program Amount $699,069 80 $8,738.36 ESG % of Total Budget 7% Required Match - 100%$49,500.0 Amount Secured $614,069 Leverage*12.98 Application Number Applicant Program Service Area Environmental/ Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective ESG Funds Recommended $40,000 1050 $38.10 Program Name Eligible Activity Total Program Amount $1,109,557 1050 $1,056.72 ESG % of Total Budget 4% Required Match - 100%$30,500.0 Amount Secured $1,029,557 Leverage*26.74 Exempt 24 CFR 576.102(a)(1) 22/23 $40,000 $30,500 Trinity Center (ESG General Operating Support) Target Population Trinity Center provides services to homelesss men, women and families. 23/24 $30,500 *Does not include other ESG funds from other jurisdictions $40,000 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 22-06-ESG Trinity Center Walnut Creek County-wide H-1: Housing and Supportive Services Offered as a year-round day shelter, Trinity Center surrounds homeless persons with an array of services they need to establish and maintain stable and independent lives for themselves. Services include providing breakfast and lunch, laundry, showers, clothing, food and support services weekdays to 1,050 Urban County clients. $30,500 24/25 Recommended Funding $40,000 FY Requested Funds Exempt 24 CFR 576.102(a)(1) 22/23 $50,000 $49,500 Program Description / Outcome Experience & Capacity Financial Analysis *Does not include other ESG funds from other jurisdictions 23/24 STAND!'s Emergency Shelter can accommodate up to 24 adult survivors and their children who are fleeing from violent relationships for up to 3 months at no cost. The shelter provides clients with access to comprehensive supportive services that help clients transition toward independence. Program will assist 80 adults and their children. $49,500$50,000 24/25 22-05-ESG STAND! For Families Free of Violence County-wide H-1: Housing and Supportive Services Rollie Mullen Emergency Shelter $50,000 $49,500 Eligibility Funding Request & Recommended Target Population STAND targets adults (men and women) and their children who are homeless because they are in peril due to violent relationships. STAND has provided emergency shelter for over 35 years and is the only agency in the County serving women and children who have been victims of domestic violence. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and has provided program requirements in an efficient and timely manner. Trinity Center has been operational since 2012, and has received CDBG funds in the past. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and has provided program requirements in an efficient and timely manner. FY Requested Funds Recommended Funding FHS Agenda Packet Page 71 of 86 FAMILY AND HUMAN SERVICES COMMITTEE 6. Meeting Date:05/23/2022 Subject:Workforce Innovation and Opportunity Act Annual Report Submitted For: Monica Nino, County Administrator Department:County Administrator Referral No.: 109 Referral Name: Workforce Innovation and Opportunity Act Presenter: Marla Stuart, EHS Director, and Tamia Brown, WDB Executive Director Contact: Lara DeLaney, (925) 655-2057 Referral History: On January 6, 2015 the Board of Supervisors referred oversight and receipt of updates on the Workforce Innovation and Opportunity Act (WIOA) to the Family and Human Services Committee (FHS). WIOA was signed into law on July 22, 2014. WIOA is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global economy. Congress passed the Act by a wide bipartisan majority; it is the first legislative reform in 15 years of the public workforce system. WIOA was expected to significantly impact the Employment and Human Services Department (EHSD) and the way the Workforce Development Board does its work. Therefore, updates on the impacts and changes was referred to FHS. The last report was received by FHS at its May 24, 2021 meeting and later received by the Board of Supervisors at its June 8, 2021 meeting. Referral Update: Please see the attached report for an update on the Workforce Development Board and Workforce Innovation and Opportunity Act. Recommendation(s)/Next Step(s): ACCEPT the report from the Employment and Human Services Department on the Workforce Development Board and Workforce Innovation and Opportunity Act updates. Fiscal Impact (if any): This is an informational report. Attachments Workforce Development Board Report FHS Agenda Packet Page 72 of 86 UPDATE TO THE FAMILY AND HUMAN SERVICES COMMITTEE | MAY 25, 2022 PRESENTED BY TAMIA BROWN, BUREAU DIRECTOR, WORKFORCE DEVELOPMENT BOARD FHS Agenda Packet Page 73 of 86 2 FHS Agenda Packet Page 74 of 86 113 Shared Prosperity Report On June 2020, the Contra Costa Economic Partnership joined the Contra Costa Workforce Development Board and the Contra Costa Employment and Human Services Department in launching the Equitable Economic Recovery Task Force with the goal of expanding economic opportunity in Contra Costa County July 2021 -Apr 2022 Businesses 38 Individuals / Employees 56 Unspecified 1 TOTAL 95 9/30/2021 Bringing Employees Back to Work 17 11/11/2021 Top Employer Concerns in a COVID World 10 1/13/2022 2022 Labor Law Update w/Evaluation 33 2/2/2022 BONUS –Contra Costa Coalition LLU 86 2/16/2022 Recruiting in a Pandemic World 45 4/12/2022 Managing Workplace Stress & Burnout -ONSITE 15 TOTAL 206 Bounce Back Contra Costa Resource Hotline CEA to provide Employer Resources FHS Agenda Packet Page 75 of 86 114 To gain insights, we conducted an employer survey from January 31 through April 15. More than 100 businesses in Contra Costa and surrounding counties responded, revealing to us that: Businesses need workers:59% are currently trying to fill 1-5 positions Business are expanding:56% are planning to create 1-5 new jobs in 2022, and 14% are considering 20+ new jobs Employers anticipate minimal, if any, layoffs:90%do not plan any layoffs in 2022, while 7% are unsure Referrals and employment websites are popular:The top two methods for finding candidates are referrals (64%) and employment websites (61%) Good skills are hard to come by:Employers have difficulty finding employees with hard skills (27%) and soft skills (28%), with 45% of respondents listing specific skills needed Employer Surveys FHS Agenda Packet Page 76 of 86 115 ORGANIC SOCIAL MEDIA Organic social media is any social media activity without a paid promotion. It uses free social media tools to build and engage with an online following. Impressions: A post was seen on a social media feed 117,464 times Engagements: A viewer clicked on, commented, shared, retweeted, or liked a post 3,517 times Post Link Clicks:A viewer clicked through to the WDBCCC website or external link 996 times Video Views: A viewer clicked through to watch campaign videos 333 (organic) and 25,432 (paid) times New Follower Growth Across Platforms: 2,549 total followers, representing 14.2% growth in follower base; total net audience grew by 304 new followers Social Media Impressions: 713,333 Clicks to website: 3,241 Engagements: 3,331 Achieving Equity video views: 25,432 FHS Agenda Packet Page 77 of 86 116 Partnership with Chabot Las Positas (Fiscal Agent) Microbusiness Grants Contra Costa County $1,454,492 Grants in the amount of $2500 Approximately 465 grant recipients FHS Agenda Packet Page 78 of 86 7 Discretionary Funding Funding Source National Dislocated Worker Assistance (NDWA) Grant Workforce Accelerator 10 California 4ALL STEPS Grant Department of Industrial Relations –Paramedics for Equity $ Amount $236,000 $250,000 $2.4M $250,000 $240,000 # to Serve 40 45 160 50 50 Services to Provide Training & Employment Emergency Medical Technician (EMT) Training Health Ambassadors/Gard en Apprentice Employment for persons with Disabilities Paramedics Apprenticeship Training & Employment Pending: High Road Training Partnerships $1M Pending: Good Jobs Challenge $4M FHS Agenda Packet Page 79 of 86 8 Workforce Development Board of Contra Costa County Current Program Year as of Mar 31, 2022 Provider Program Description of Program Participants Served Placement Rate Median Earnings Contra Costa Workforce Collaborative Adult Career services for jobseekers with barriers to employment 457 39.40%$ 10,400 Contra Costa Workforce Collaborative Dislocated Worker Career services for workers displaced by a changing economy 131 49.20%$ 10,400 FutureBuild Adult Pre-apprenticeship construction training 36 76.90%$ 9,100 Contra Costa Office of Education Youth Services for younger jobseekers with barriers to employment 92 18.90%$ 7,683 Mt. Diablo Unified School District Youth Services for younger jobseekers with barriers to employment 25 0.00%N/A National Dislocated Worker Grant*NDWG 155 60.50%$ 10,540 Prison2Employment*P2E 50 24.10%$ 9,880 Workforce Development Board All Services Services provided at any level including self-service 9,886 N/A N/A * Special Grants are for the life of the grant, not just this program year Sources: Participant Summary and Case Closure Employment FHS Agenda Packet Page 80 of 86 119 •Train for the Future by blending training, education, and experience •Focus on Communities with Obstacles •Accelerate access to in-demand occupations •Increase Earn and Learn activities •Increasing system and policy coordination FHS Agenda Packet Page 81 of 86 Black workers filed for unemployment at 1.75x the rate of White workers Black workers and women suffered more economic and job losses during the pandemic Minority owned business owners were largely underrepresented in Payroll Protection Program (PPP) loans in the first round Black and Latinx people are overrepresented among essential workers who are paid less than non- essential workers 10 FHS Agenda Packet Page 82 of 86 1111 Before the pandemic, nearly one-half of US workers were falling behind economically. Community-identified barriers to economic security included: •Difficulty to manage work, household, and education •Lack of affordable childcare •Salaries below living wage •Lack of employment and job training programs FHS Agenda Packet Page 83 of 86 12 42,700 39,132 31,305 30,982 28,572 Office and Administrative Support Sales and Related Food Preparation and Serving Related Management Transportation and Material Moving Occupations by Total Employment 3,531 3,201 960 811 678 Management Healthcare Support Community and Social Service Protective Service Transportation and Material Moving Occupations by Job Growth Source: Emsi Q1 2022 Data Set FHS Agenda Packet Page 84 of 86 The WDB rises to a pivotal position post-pandemic To support Businesses To support Job Seekers Especially small and minority- owned businesses and under- invested communities Self-sufficient careers and a path to the middle class Economic Recovery Racial & Economic Justice Digital Literacy & Access California Workforce Association Shared Aspirations for 2021 “We’re not going back to the same economy” –Jerome Powell, Federal Reserve Chairman 13 FHS Agenda Packet Page 85 of 86 14 FHS Agenda Packet Page 86 of 86