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HomeMy WebLinkAboutItem 8.1 CDBG Community GroupsC~~~o~DU~~~ CITY CLERK ~H ~ ~~1 File # ^®~©'©~ 19 ~~1~ 82 ~~~~1// ~~LIFOR~1~ AGENDA STATEMENT CITY COUNCIL MEETING DATE: January 20, 2009 SUBJECT: Community Development Block Grant (CDBG) Program for Fiscal Year 2009-2010 Project Applications. Report Prepared by Gaylene Burkett, Housing Assistant ATTACHMENTS: CDBG Applications: 1) Axis Community Health -Medical Services 2) Bay Area Community Services (BAGS) -Valley Creative Living Center. 3) Childcare Links -Parent Education Workshops 4) Community Resources for Independent Living (CRIL) -Housing Services 5) East Bay Innovations -Connect University 6) Kidango, Inc. -Neilson Child Development Center 7) Open Heart Kitchen -Weekend Box Lunch Program and Hot Meal Program. 8) Senior Support Program of the Tri-Valley -Senior Services 9) Spectrum Community Services, Inc. -Meals on Wheels 10) Tri-Valley Haven -Domestic Violence Shelter/Homeless Services. RECOMMENDATION: 1) Receive Staff presentation; 2) Direct Staff to request funds of $80,524 in CDBG funding for Fiscal Year 2009-2010 as outlined below: • Axis Community Health $ 3,488 • Bay Area Community Services $ 4,757 • Community Resources for Independent Living $ 3,488 • Kidango, Inc. $ 4,968 • Open Heart Kitchen $ 9,514 • Senior Support Program of the Tri-Valley $ 8,488 • Spectrum Community Services $ 5,307 Tri-Valley Haven $ 14,271 • Housing Rehabilitation (County Administered Program) $ 14,216 • Annual Contribution toward Acquisition/Rehabilitation of Tri- Vailey Haven's Sojourner House as agreed in the Participating Jurisdiction Agreement between the Cities of Livermore, Pleasanton, Dublin and County of Alameda $ 5,427 COPY TO: Grant Applicants K: ICDBGI2009-20101CC SR recommen 1-20-08.doc Page 1 of 9 ITEM NO. ~1 ~~ • Program Administration TOTAL: and; 3) Should there be an increase or deci recommends that the percentage distributed evenly across all the mandatory set amounts. FINANCIAL STATEMENT: (see discussion below) PROJECT DESCRIPTION: Background $ 6,600 $ 80,524 ease in CDBG allocation, Staff of increase or decrease be programs that do not have Community Development Block Grant (CDBG) funds are provided by the U.S. Department of Housing and Urban Development (HUD). The City of Dublin works with Alameda County's Urban CDBG Program to allocate funds and with HUD to assure that all CDBG-funded activities are in compliance with federal regulations. The City of Dublin has participated in the Alameda County's Urban-County CDBG Program since 1982. The cities of Dublin, Albany, Emeryville, Newark, and Piedmont, which do not yet have a population of 50,000 residents, make up the Urban County cities. During this current Fiscal Year (FY 2008-2009), the City of Dublin received $80,524 in CDBG funding. Every year the County will dedicate a percentage of each Urban County city's CDBG allocation of funds toward the County of Alameda's Housing Rehabilitation Program. This program is available for residents within each of the respective Urban County cities as well as the unincorporated County. Additionally, the County of Alameda contracts with two service providers to provide Fair Housing Services throughout the Urban County cities as well as the unincorporated County area. In Dublin, the Fair Housing Service Provider is currently Eden Council for Hope and Opportunity (ECHO) Housing. During this year's application cycle, the City of Dublin received ten (10) applications for the use of Fiscal Year 2009-2010 CDBG funds. In addition to the requests, the City has a 10-year commitment to provide funding in the amount of $5,427 to the City of Livermore per the Jurisdictional Participation Agreement entered into for the rehabilitation of Tri-Valley Haven's Sojourner House Family Crisis Center. This will be the eighth year of the City's 10-year commitment to pay this amount to the City of Livermore. The County may limit each Urban County city to allocating only 15% of its CDBG allocation for service based organizations and projects. Past practice of the County has been to review all applications received from each Urban County city to determine if the overall request for service based projects exceed the 15% limit. Staff has reviewed the proposed activities and past program performance of the service providers to ensure activities are in compliance with CDBG guidelines. Based on the review, Staff is recommending the request of funds for the non-profit agencies outlined in this report. Following the City Council's action on how the City's CDBG project funds will be distributed, the approved applications will be submitted to the Urban County CDBG Program. When the County reviews and approves Dublin's project applications, a Program Agreement between the City and the County will be drafted, which the City Council will be requested to authorize. The final City-County Program Agreement will be submitted to HUD in June 2009. Page 2 of 9 ANALYSIS: Fiscal Year 2009-2010 CDBG Allocations The County of Alameda Housing and Community Development (HCD), the fiscal agent for the Urban County CDBG Program, has not yet received the 2009-2010 CDBG funds allocation figure from HUD for distribution to the Urban County cities. When the amount is unknown, for planning purposes, the City typically uses the same amount that was allocated the previous year. Past experience has shown that the HUD budget for CDBG funds will be less than the amount allocated in Fiscal Year 2008-2009. Should there be a decrease or an increase in CDBG allocations; Staff recommends that the percentage of the decrease or increase be distributed evenly across all the programs that do not have mandatory set amounts. The table below illustrates the following information regarding the CDBG Applications: 1) Total amount funded for Fiscal Year 2008-2009; 2) Amount requested for Fiscal Year 2009-2010; and 3) Staff s recommended funding for Fiscal Year 2009-2010. Funding Amount for 2008-2009 Amount Requested for 2009-2010 Staff Recommendation 2009-2010 Current Service Providers Axis Communit Health $3,488 $5,000 $3,488 Bay Area Community Services $4,757 $5,000 $4,757 Community Resources for Inde endent Livin $3,488 $4,011 $3,488 Kidan o, Inc.* -0- $10,000 $4,968 O en Heart Kitchen $9,514 $15,000 $9,514 Senior Su ort $9,968 $15,000 $8,488 S ectrum $ 5,307 $ 6,715 $ 5,307 Tri-Valle Haven $14,271 $15,000 $14,271 Organizations that did not apply for funds in FY 2009-2010 Eden Council for Hope and O ortunit $3,488 -0- -0- Current Commitments So'ourner House'' $ 5,427 $ 5,427 $ 5,427 Housin Rehabilitation* $14,216 $14,859 $14,216 Administration 6 600 6 600 6 600 TOTALS $80,524 $102,216 $80,524 Page 3 of 9 Funding Amount for 2008-2009 Amount Requested for 2009-2010 Staff Recommendation 2009-2010 NEW APPLICANTS Child Care Links -0- $10,000 -0- East Ba Innovations -0- $ 6,000 -0- TOTALS $16,000 $80,524 $118,612 $80,524 * Capital Projects Axis Community Health -Medical Services Current $3,488 Requesting $ 5,000 Staff Recommends $ 3,488 Program Goals -This agency is constructing a women's Health Clinic at Axis's Railroad Avenue site which will convert a 1,400 square foot office space into afour-room examination obstetrical suite. 2008-2009 Status -Through the first quarter of FY 2008-2009, Axis has been paid the entire grant amount which went towards contract services for the architectural design of the clinic. In addition, Axis received a Community Grant of $25,000 from the City of Dublin. 2009-2010 Request -Axis Community Health is seeking grant support for the provision of direct medical services for income qualified Dublin residents. Full funding of $5,000 will allow Axis to provide up to 32 additional medical visits, based on an average cost of $155 per visit, which includes medical care, pharmaceuticals, laboratory and radiology services. The recommended funding of $3,488 will support 22 additional medical visits. Staff Recommendation -Staff recommends funding of $3,488 in FY 2009-2010. Bay Area Community Services (BAGS) -Valley Creative Living Center Current $4,757 Requesting $ 5,000 Staff Recommends $ 4,757 Pram Goals -BAGS manages the Valley Creative Living Services Program that provides a daytime rehabilitation program for adults with severe and persistent psychiatric disabilities. The Program curriculum includes educational and recreational activities that promote independent living. This agency Program contributes toward making services accessible to income eligible Dublin residents. 2008-2009 Status -Through the first quarter of FY 2008-2009, 6 Dublin residents were served. 2009-2010 Request -Bay Area Community Services is requesting funds to continue the delivery of services as mentioned above to nine Dublin residents. In particular, funding will be appropriated to support group activities and the salary of a licensed individual providing on-site training. Staff Recommendation -Staff recommends funding of $4,757 in FY 2009-2010. Page 4 of 9 Community Resources for Independent Living (CRIL) -Housing Services Current $3,488 Requesting $ 4,011 Staff Recommends $3,488 Program Goals - CRIL's goal is to provide housing assistance and referral services for persons with disabilities and seniors with limitations. 2008-2009 Status -Through the first quarter of FY 2008-2009, 16 Dublin residents received direct services and 7 Dublin residents received information and referral services. In addition, CR1L received a Community Grant of $11,925 from the City of Dublin for FY 2008-2009. 2009-2010 Request - CRIL is seeking funds to provide Housing Services for persons with disabilities and seniors with limitations. With full funding, CRIL's goal is to provide housing information and referral to 35 income qualified Dublin residents through outreach activities, presentations, workshops, mailing and Community Based Organization partnerships and provide direct affordable accessible housing assistance, including support services, to maintain long-term housing to 15 Dublin residents with disabilities. A third goal of CRIL is that 70% of Dublin residents with disabilities who create an Independent Living Plan addressing Housing Goals will meet one or more self-identified goals. Staff Recommendation -Staff recommends funding $3,488 in FY 2009-2010. Open Heart Kitchen -Weekend Box Lunch Program Current $ 9,514 Requesting $15,000 Staff Recommends $ 9,514 Program Goals -Open Heart Kitchen (OHK) currently administers the Weekend Box Lunch Program and is serving hot, nutritious meals out of Crosswinds Church on Sierra Court in Dublin. 2008-2009 Status -Through the first quarter of FY 2008-2009, OHK has provided over 3,776 boxed lunches to 55 apartments at Arroyo Vista and to those residents that have moved to The Groves at Dublin Ranch. Twenty-one former residents of Arroyo Vista are living at The Groves and are participating in the Program. In addition, OHK has served over 1,105 meals from July 1 through September 30, 2008 through their hot-meal program. 2009-2010 Request - OHK is requesting funding to continue distributing 4,000 box lunches during the upcoming year. In addition, OHK plans to serve 8,000 hot meals to 100 to 350 Dublin residents through their Monday hot meal program at Crosswinds Church. It was noted in the application that the request for Weekend Box Lunches has significantly been reduced; however, the number of Dublin residents participating in the Hot Meals Program has increased. Sta~fRecommendation -Staff recommends funding $9,514 in FY 2009-2010 with the emphasis on the Hot Meals Program. As the Arroyo Vista residents move to other locations, the Weekend Box Lunch Program will continue to decline. Page 5 of 9 Senior Support Program of the Tri-Valley -Case Management Current $ 9,968 Requesting $15,000 . Staff Recommends $ 8,488 Program Goals -The Senior Support Program's goal is to provide a variety of services to income qualified seniors in Dublin. Services include case management, Partners in Safety Program, drug and alcohol assistance and in-house reassurance (friendly visiting). Case Management services involve making an initial assessment of a senior's living situation and needs. An additional goal is to assist 50 Dublin seniors with one-time only services which include referrals for senior health screening, references for chore worker registry services and referrals for meal delivery. Services are offered at the Dublin Senior Center, as well as the Pleasanton Senior Center. 2008-2009 Status - Through the first quarter of FY 2008-2009, 17 new seniors have been provided with case management services and 18 new seniors have received one-time services. A point of information, Staff is working with Senior Support to remedy reporting and invoicing deficiencies that have occurred this fiscal year. 2009-2010 Request -The Senior Support Program is requesting funds to provide 30 Dublin senior citizens with case management services that will foster independence, promote safety and well being, preserve dignity, and improve quality of life. An additional service is to assist 50 Dublin seniors with one-time only services which include referrals to other senior services as mentioned above. Sta~fRecommendation -Staff recommends funding $8,488 in FY 2009-2010. Spectrum Community Services, Inc. -Meals on Wheels Current $ 5,307 Requesting $ 6,715 Staff Recommends $ 5,307 Program Goals -Spectrum Community Service's goal is to provide nutritious meals (average 18 meals per day for 248 serving days) to income qualified homebound seniors in the City of Dublin through the Meals on Wheels Program. Meals are individually packaged, counted and placed in route-specific delivery equipment, and sent out for immediate delivery. Meals are delivered Monday through Friday, excluding holidays. 2008-2009 Status -Through the first quarter of FY 2008-2009, 1,336 meals were served to an average of 12 income qualified seniors living in Dublin. 2009-2010 Rer~uest -Spectrum Community Services is requesting funds to continue funding the Meals on Wheels Program. In FY 2009-2010 Spectrum Community Services plans to continue to deliver an average of 18 hot, nutritious meals a day to the homes of income qualified, frail, homebound senior residents of Dublin. Sta~fRecommendation -Staff recommends funding $5,307 in FY 2009-2010. Page 6 of 9 Tri-Valley Haven -Domestic Violence/Homeless Shelter Current $14,271 Requesting $15,000 Staff Recommends $14,271 Program Goals -Tri-Valley Haven provides the following services to Dublin residents: Domestic Violence Services -Tri-Valley Haven has a domestic violence shelter with 30 beds where families may stay for up to three and a half months. Tri-Valley Haven offers additional services such as counseling and a 24-hour Crisis Hotline. Although income data is not collected from residents receiving services through the Crisis Hotline, an attempt is made to determine what City the person is calling from. The goal is to provide domestic violence services to 25 Dublin residents. Homeless Services -The homeless services include a family crisis shelter, Sojourner House, which is located in Livermore and offers two offices in Pleasanton to better serve Dublin residents in addition to a food pantry. The overall goal is to provide homeless and food pantry services to 165 Dublin residents. 2008-2009 Status -Through the first quarter of FY 2008-2009, 20 Dublin residents have been assisted with domestic violence counseling services and 19 have been assisted through the Crisis Hotline. Through the first quarter of FY 2008-2009, two Dublin residents have received assistance at the homeless shelter and 194 Dublin residents have received services through the food pantry. 2009-2010 Request -Tri-Valley Haven has requested funds to support the provision of domestic violence services to at least 45 Dublin residents at the domestic violence shelter, through counseling and the Crisis Hotline. In addition, FY 2009-2010 funds would support homeless services, including the shelter and the food pantry, for at least 200 Dublin residents, provide community education and preventative presentations to 600 Dublin residents at various schools and service organizations and offer counseling services to 15 Dublin residents. Sta, ffRecommendation -Staff recommends funding $14,271 in FY 2009-2010. City of Livermore -Contribution of Repayment of Section 108 Loan City Committed to $5,427 Staff Recommends $5,427 The City of Dublin entered into a Participating Jurisdiction Agreement with Livermore, Pleasanton and the County of Alameda to pay back money borrowed for the purchase and rehabilitation of Tri-Valley Haven's Sojourner House Family Crisis Shelter. The City of Dublin's commitment is to provide $5,427 annually, for ten years, to assist the City of Livermore in paying back a HUD Section 108 loan retained to assist the Family Crisis Shelter. Fiscal Year 2009-2010 will be the eighth year of the City's commitment to pay this amount to the City of Livermore. Page 7 of 9 New Applications for Fiscal Year 2009-2010 Kidango, Inc. -Childcare Services Current $ -0- Requesting $10,000 Staff Recommends $ 4,968 Program Goal - Kidango Nielson Child Development Center provides quality child care and child development services to a diversity of children, ages 2 - 5 years, including children with disabilities, children of abuse, neglect and domestic violence, children whose parents are low and moderate income who need services to work or attend school/training, children who are homeless and infants of teen parents. The center is located at Nielson Elementary School and was relocated from the Arroyo Vista site. 2009-2010 Request -The CDBG funding request will be used towards the purchase and installation of a new outdoor climbing structure to benefit the preschool children enrolled at the center. Per the application, in order for the preschool center to meet Community Care Licensing requirements, the Center will need to install a climbing structure in the outside play yard for the young children. Marc Baker, Kidango's Director of Development and Communications, indicated that if the full amount of funding were not received, they would seek funds from other sources to purchase and install the equipment in FY 2009-2010. This is the only Capital Improvement grant request that the City of Dublin received. Sta„ ffRecommendation - Staff recommends funding of $4,968 in FY 2009-2010. Child Care Links -Latino Family Literacy Project New Application Requesting $10,000 Staff Recommends $ -0- Program Goal -Child Care Links -Latino Family Literacy Project is proposing to provide information in Spanish to parents to support their children's learning and education program. The programs are targeted to Spanish speaking families with children enrolled in the Community Association for Pre-School Education (CAPE) Head Start Program at Frederickson Elementary School in Dublin. 2009-2010 Request -The CDBG funding request would fund the above start-up educational workshops. Grant funds would allow Child Care Links to offer at least 5 new parent education workshops to a projected 60 Spanish speaking individuals in the City of Dublin. The workshops will be primarily marketed to CAPE Head Start families at the Frederickson school site and will include educational materials to all program participants. Child Care links has received Dublin Community Grant funding since 1996. In FY 2008-2009, Child Care Links received $18,500 to support child care services and programs to the residents of Dublin. Staff Recommendation - In Staff s review of this request, Staff felt that since this is a start-up .program, the amount of Dublin residents served by this service has not been established. Due to the limited amount of funds available, Staff recommends that this request not be funded in FY 2009-2010. East Bay Innovations (EBI) Requesting $ 6,000 New Application Staff Recommends $ -0- Program Goal - To provide education and/or support to Dublin residents with developmental disabilities at risk of, or already experiencing, social isolation, depression, exploitation and victimization. Page 8 of 9 2008-2009 Re uest -EBI will provide and support ten Dublin residents with developmental disabilities who are at risk of or already experiencing social isolation, depression, exploitation, and victimization. In addition, at least three EBI staff will be trained and fully prepared to lead education/support groups to prevent and address the consequences of social isolation. Staff Recommendation -The services provided by EBI are a duplication of services provided by Bay Area Community Services (BAGS). BAGS has a solid performance record in providing services for adults with severe and persistent mental illness. Due to the limited amount of funds available, Staff recommends that this request not be funded in FY 2009-2010. Contracts with Agencies Proposing Non-City Proiects All of the recommended projects meet the CDBG program's national objectives of benefiting income qualified persons, homeless persons or persons with disabilities and they are all eligible uses of CDBG funds. If the City Council approves Staff's recommendations for funding for these various non-City projects, the City of Dublin would need to enter into a separate contract with each agency for purposes of project administration. Those contracts would be submitted to the City Council for approval in Apri12009. RECOMMENDATION: Staff recommends that the City Council: 1) Receive Staff presentation; 2) Direct Staff to submit applications to the County HCD for $80,524 in CDBG funding for Fiscal Year 2009-2010 as outlined below: • Axis Community Health $ 3,488 • Bay Area Community Services $ 4,757 • Community Resources for Independent Living $ 3,488 • Kidango, Inc. $ 4,968 • Open Heart Kitchen $ 9,514 • Senior Support Program of the Tri-Valley $ 8,488 • Spectrum Community Services -Meals on Wheels $ 5,307 • Tri-Valley Haven Domestic Violence/ Homeless Shelter $ 14,271 • Housing Rehabilitation (County Administered Program) $ 14,216 • Annual Contribution toward Acquisition/Rehabilitation of Tri-Valley Haven's Sojourner House as agreed in the Participating Jurisdiction Agreement between the Cities of Livermore, Pleasanton, Dublin and County of Alameda $ 5,427 • Program Administration $ 6,600 TOTAL: $ 80,524 and; 3) Should there be a decrease or increase in CDBG allocation, Staff recommends that the percentage of the decrease or increase be distributed evenly across all the programs that do not have mandatory set amounts. Page 9 of 9 ti FY 2009-2010 ~~~ ~ Community Development Block 19 ~~' ~~ ~` i ~-~ ~ ~.. Grant Application ~E~~I~~® ~'~"~ DEC 16 2008 Agency Name Axis Community Health Address 4361 Railroad Avenue ~ ~ : S~ ~., ~ . Pleasanton, CA 94566 Executive Director Sue Compton Contact name and title Carol Beddome, Development Director Contact phone and fax 925-201-6068/925-417-1503 Contact e-mail address cbeddome@axishealth.org Organizational Background Private Non-Profit Other (Describe): ® Public Agency Tax ID Number 94-2232394 List years previously received City funding 2007-2008, $3,452 CDGB; 2007-2008, $25,000 ' STAFF -USE Date ,,..ONLY Received Apn ~ ~', 1-7r~~~r~ ~'~~ Attachment 1 Z ~, ~ ~~- Community Development Block Grant Application Cover Sheet Page 2 Proposal Summary - (A program may contain several goals) Capital Request ^ OR Public Service Request ® (check one) Program name Medical Care for Low-Income Dublin Residents Axis Community Health is seeking grant support for the provision of direct medical services for low income Dublin residents. Funding in the amount of $5,000 will allow us to provide 32 additional medical visits (based upon an average cost of $155 per visit, which includes medical care, Brief Program pharmaceuticals, and laboratory and radiology services) for Dublin summary residents who otherwise would not be able to access medical care. Goals -Number of Program goals to be achieved in fiscal year 2009-2010 Number of Dublin residents served by List a brief description of each program goal: this goal Provide additional medical visits 32 Use a separate sheet of paper if needed Amount of Dublin:grant funding requested (match first column budget form #2) $5,000 Overall Total number of Dublin residents to be served by this program 32 Community Development Block Grant Application Certification To the best of my knowledge and belief, all information and data in this application and attachments are true and correct. No material information has been omitted, including financial information. If fiznded, I certify that the Agency is willing and able to adhere to polices and procedures specified by the City of Dublin, and if applicable, the appropriate program regulations of the US Department of Housing and Urban Development. Further, I understand this is not an agreement for grant funding and cannot encumber funds until the City of Dublin and the individual authorized to execute contracts on behalf of the Applicant Agency, has signed the contract, and if applicable, all federal regulations and paperwork are completed. Authorized Signature (sign in lue ink) Title Date -1- 3 1~~. type, with 1-inch margins. Do not nclude the question m your nan•ative; however answers should be in skier and`refer to the corresponding number. The?Pragram and Budget Narratives are not to exceed,four (4) tots! pages. All pages must be consecutively numbered. Please answer each question even if it appears repetitious. If applicable, eomplete an additional page answering questions regarding Capital requests. A. Program Narrative -maximum three (3) pages 1. Axis Community Health is seeking $5,000 for the provision of direct medical services. We currently provide medical services for more than 10,000 Tri-Valley residents and behavioral health services for 2,000 additional residents. Medical services include internal medicine, physicals, emergency care follow up, immunizations, flu shots and TB tests. Every year, for the past five years, the number of patients we serve has increased by 10% or more. With the rapid decline of the economy and projections of unemployment reaching 10%, we are expecting even higher increases in demand for our services. Additionally, in the most recent study on the topic of uninsured residents (County of Alameda Uninsured Survey, 2000) it was found that 12% of Dublin residents were uninsured. Based on Dublin's current population of 46,934, this would indicate that there are more than 5,632 Dublin residents without health insurance. Last year we served over 1,200 Dublin residents. Axis Community Health is the Tri-Valley's only provider of medical services for uninsured and low-income families. When we are closed, or when all appointment slots are filled, these individuals do not have any other place to go for medical care in the Tri-Valley. The next closest provider is Highland Hospital in Oakland. For many residents, especially those who have transportation or language problems, are elderly, or who must travel with young children, the logistics of traveling to Highland are often insurmountable. Axis has four contracts with Alameda County and the State of California to provide medical care. These contracts include: • State of California Expanded Access to Primary Care ($52,921) • Alameda County/County Medical Services Plan (CMSP/ACE) ($1,613,133) • Alameda County/Medical Care for the Homeless ($41,450) • Alameda County/Immunization Services ($18,000) These contracts have not kept pace with the growing need for medical care in our community. Our largest contract, the Alameda County Medical Services Plan, allows us to provide 5,522 medical visits yearly. As of November 1st, we have billed 1,916 visits to this contract. If we continue seeing patients at our current pace, we will overbill this contract by over 1,146 visits by the end of June (the end of the fiscal year). This means that after April, and until the next fiscal year begins on July 1, we have no money left to provide care for uninsured patients. At our current pace, we are projecting a deficit of over $258,996 this year. (It should be noted that we will continue to be reimbursed for patients who are on Medi-Cal, Medi-Care, and CHDP, but 32% of our patients do not qualify for these programs.) Axis's support comes from a wide range of sources which include state and county funding (noted above), foundation support, patient fees and community donations. However, the need for care is outpacing our best fundraising efforts. As the only provider of health care for those who are uninsured and indigent in the Tri-Valley, we strive to provide care for everyone who comes through our doors. Unfortunately, it is extremely difficult to stretch our resources to meet the demand. We are, therefore, seeking support in the amount of $5,000 for the provision of direct medical services for indigent and uninsured Dublin residents. Funding in the amount of $5,000 will allow us to provide an additional 32 medical visits (based upon an average cost -2- ~f ~ T r2.. of $155 per visit which includes medical care, pharmaceuticals and laboratory and radiology services) for Dublin residents who would not be able to receive medical care. We will be able to leverage this support to increase patient reimbursements which will cover additional costs that will occur as a result of these medical visits. This project will allow us to make some progress toward the Tri-Valley Needs Assessment's recommendation in May 2003 to increase the local capacity to provide convenient, affordable and high quality health care services. 2. Axis goals are to provide 32 additional medical visits to low income Dublin residents who otherwise would not have access to medical care. 3. This project targets low-income and uninsured Dublin families. The majority of the families we serve are employed in local service industries, including hotels and restaurants, landscaping and agricultural businesses. Many are employed by small local businesses that do not have the resources to provide health insurance for their employees or their employees' families. 25% of our patients are children under the age of twelve. Nearly 67% of the adults we serve are women. 98% of our adult patients are the "working poor" and are employed in minimum or low wage jobs that do not provide health insurance benefits. 62% of our medical patients are non-English speaking, with Spanish being the predominant language. Outreach services: Our staff participates in a variety of outreach activities to both English and non-English speaking individuals in Dublin on an ongoing basis. This includes collaborating with CAPE/Head Start in health services, including CAPE's annual health fair, presentations at local churches, schools, and community organizations, and working closely with human service providers throughout the Tri-Valley. We also meet on a regular basis with owners of small businesses that serve our target population so that they, too, can become ambassadors for our services. They have allowed us to post flyers and posters in their stores and have also served as informal agents for referrals. Our flyers are printed in both English and Spanish. Culturally appropriate services: Axis is committed to providing all services in a culturally- appropriate manner. All of our front line staff (telephone operators, appointment clerks, receptionists, enrollment and eligibility staff and medical assistants) is English/Spanish bilingual. Many members of our staff speak other languages as well, including Farsi, Hindi and Japanese. Patient information and health education materials are available in a variety of languages. Our Board of Directors is representative of the community we serve as well, with nearly 33% of the members being Hispanic and active members of the local Latino community. We also conduct annual patient satisfaction surveys and periodic community focus groups so that we can continually refine our services so that we are responsive to community needs. 4. Evaluation is performed by maintaining statistical data regarding the number of persons served. Additionally, we have a comprehensive Quality Assurance program which tracks all aspects of the services we provide with respect to the quality of care and patient outcomes. We also collaborate with the Community Health Center Network, which is a consortium of eight community clinics in Alameda County, to evaluate the quality and outcomes of our services. Through these evaluative measures, we have been able to quantify the positive impact our -3- s ~, ~ ~ services have on the community, including improved health for low income residents as well as decreased utilization of emergency room services, which is a tremendous savings to the public. 5. Axis works closely with the Tri-Valley human service providers in a variety of ways including: (1) a collaborative relationship with Va1leyCare Medical Center's labor and delivery service where 25% of the births there are now Axis patients, (2) the provision of on-site and referral-based counseling and health education services in all three local school districts, (3) collaboration with Horizons Family Counseling in the provision of services for at-risk youth and their families, and (4) along-established relationship with CAPE/Head Start where we provide health screening services, coordinate medical referrals and serve on their health advisory board. 6. Our clinic sites are fully accessible to individuals with disabilities. Both sites are licensed by the State of California as community clinics, and our services fully meet state requirements for access to clinical services. 7. Our organization has a diversified funding base which includes the federal, state, county and city government contracts as well as support from various churches, civic organizations, foundations, corporations and individuals. Last year, we received 44.2% of our revenues from patient fees, 34.4% from Alameda County contracts, 7.5% from State of California contracts, and 3.3% from foundation and community donations. To maintain and increase our income to support the ever growing health care needs in the Tri-Valley, we are constantly trying to develop new funding sources, such as increasing our individual donor base, new grants and increased local corporate support. We have also submitted applications to the U.S. Bureau of Primary Health Care (BPHC) for federal support for our medical services to become a Section 330/Federally Qualified health Center (FQHC). FQHC status would provide an additional $650,000, and would allow Axis to provide care for an additional 4,000 low income Tri-Valley residents. There is intense nationwide competition for these funds. Both applications submitted in fiscal years 06/07 and 07/08 were denied by a very slender point. While our applications have been viewed favorably by the reviewers, our applications have lost points because federal priorities continue to favor clinics in rural and border areas. Axis will continue to pursue this application should BPHC receive Congressional reauthorization for funds in FY08/09. -4- B. Budget Narrative -maximum one (1) page 1. The local health care infrastructure is not meeting the needs of the Tri-Valley's growing population. The gravest service gap in the field of health care is insufficient local capacity to provide comprehensive care to the Tri-Valley's most vulnerable populations -primarily working poor families, children and seniors. Oftentimes they are required to obtain expensive medical services at-an emergency room, or must choose between going to work/school or accessing much needed health care services. This is an issue that is acutely felt in the Tri- Valley, where the local emergency room provides several million dollars of uncompensated care annually for uninsured patients. Most of these emergency room visits could have been prevented if these patients had had access to pr7mary care medical services. The cost of a typical emergency room visit for acute asthma attack approaches $2,000. This compares to an average cost per visit of $155 at Axis Community Health, where the same patient receives medications and educational services that prevent or minimize future asthmatic episodes. (Visit cost is based on an average costs per encounter of $155. This includes the cost of the medical visit with the physician, all laboratory, radiology and pharmacy services, medical supplies and clinic overhead which includes occupancy, insurance, equipment and support staff.) These savings in health care costs are fax greater when heart attacks and strokes are prevented in adults and when communicable diseases are prevented in children. Public health data consistently demonstrates the cost-effectiveness of community clinic services as well, as clinics make ongoing medical care available to those who do not otherwise have access to medical care. By making health care available for low income Dublin residents, we are able to improve the lives of many people while also improving the overall health of the community. 2. Axis's support comes from a wide range of sources which include state and county funding, foundation support, patient fees and community donations. However, these resources do not cover all the costs of providing the ever-increasing need for our medical services. As the only provider of health care for those who are uninsured and indigent in the Tri-Valley, we strive to provide care for everyone who comes through our doors. If this application does not receive funding, Axis will make every effort to secure funding from other sources so as to continue to provide medical care for low-income Dublin residents. However, in light of the current economic downturn and the ever growing human services need in the Tri-Valley, we are concerned about our ability to continue to meet the enormous need for medical care without additional support. 3. Axis does not anticipate having any unspent grant funds at the end of the fiscal year. -5- i '~7 ~` C. Capital Expenditure Narrative -maximum one (1) page, if applicable Not Applicable. 1. Provide a detailed budget and scope of work for each capital expenditure or a construction/ rehabilitation budget and describe how you ascertained these costs. 2. Will this project require implementation of Davis-Bacon/Fair Labor Standards Act? If required, describe how your agency will comply with this regulation (bid requirements, determine wage rates, monitor compliance, etc). Please contact Staff immediately if you have any questions regarding Davis-Bacon requirements! -6- D. Performance Measures -use attached form 1. Select all goals and priorities that apply. (Refer to instructions.) 2. Choose ONE Objective, Outcome and Specific Indicator (1, 2 and 3). 3. Complete all three sections for Common Indicator number 4. (Refer to Appendix A.) ~ ~$ i 2~`. -7- ~~~ Financial Information Form Additional Program Funding Sources & Staffing Costs Attach additional sheets if necessary Additional program funding sources could include, but are not limited to foundations, corporations, individual contributions, events, reimbursements and in-kind contributions. Types of funds are loan, grants, donations, in-kind, etc. "Source Amount Use of funds ~.Committed? ~",~T All current contracts will be up for renewal ?/1/09; we are anticipating decreases in reimbursement rates from Medical and other publically funded programs, as state officials develop plans to alleviate the current state budget deficit. State of California: CPSP $458,054 Primary Care Medical Services I' State of California: EAPC $50,000 Primary Care Medical Services Pending State of California: Family Planning $177,790 Primary Care Medical Services Y Alameda County: CMSP & ACE $1,613,133 Primary Care Medical Services Pending Alameda County: Day Laborers $37,500 Medical Care for Day Laborers Y Alameda County: Homeless $25,100 Primary Care for Homeless Pending Alameda County: Immunizations $20,000 Immunization Program for Children Pending Medical Reimbursements $1,551,896 Reimbursement for services Y Medicare Reimbursements $63,232 Reimbursement for services Y Patient/Client Payments/Revenues $425,260 Reimbursement for services Y City of Livermore $13,500 Eligibility Staff N City of Livermore $13,500 Medical Visits N City of Pleasanton $20,000 Medical Visits N City of Pleasanton $5,000 Eligibility Staff N Foundation $87,300 Primary Care Services N Community $52,500 Primary Care Services N TOTAL $4,613,765 -8- ~ o ,~ If you are utilizing CDBG funds to pay for staff costs, please list each employee/title and the f percentage of their salary and benefits that will be paid with CDBG. Include the total monthly and yearly costs to the CDBG program. Note: Vacation, sick leave and holidays for employees cannot be charged to CDBG as program expenses. '~ Position Title Neti~- ~ (YIN) °io salary ~ benefits Monthly salary & ~ paid for with rant ~ ~ benefit cost to ~~rant Yearly saiary & benef t cost to' ante -9- 1 ~~ Program Budget Form CDBG Grant Total Program Budget Capital Expenses Construction/Rehabilitation $ $ Permits and Fees $ $ Design $ $ Engineering $ $ Acquisition $ $ Other Soft Costs (define) $ $ Subtotal $ $0 Personnel Expenses Salaries $ $3,088,586 Benefits $ $577,393 Subtotal $ $3,655,979 Operating Expenses Supplies $ $371,000 Printing/Copying $ $10,500 Postage $ $7,000 Telephone $ $65,000 Rent and Utilities $ $140,361 Accounting/Audit $ $12,500 Other: Professional Fees/ Insurance/Continued Education/Fees/Program Activities $ $317,180 Other (32 Medical Visits at $155/visit) $5,000 $5,000 Subtotal $5,000 $933,541 TOTAL $5,000 $4,589,520 Budget prepared by (Name, Title, Telephone Number, E-mail) Carol Beddome, Development Director, 925-201-6068, cbeddome axishealth.org Joe Flaherty, CFO, 925-201-6012, jflaherty axishealth.org -10- Performance Measures ~~ (fill out a Performance Measure for EACH goal and/or objective) Page 1 of 2 Agency: Axis Community Health Program: Medical Care for Low Income Dublin Residents Activity: Direct Medical Services Goal/Objective Provide an additiona132 medical visits to low income Dublin residents Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. HUD Strategic Goal 1 2 3 4 5 HUD Policy Priority 1 3 4 5 6 How will your agency benefit Dublin residents? Please refer to Instructions t~ cmm~lete RFP fnr r~Penrintinn of Pa,-fnrmanna AiTPamrrAe ~ 1. Objecti~~e (select. one) ~ 2. Dutco~ne (sclcct one) ® Creating a Suitable Living Environment ®Availability/Accessibility ^ Providing Decent Affordable Housing ^ Affordability ^ Creating Economic Opportunities ^ Sustainability ~ 3. Specific Indicator (select one) ^ Public facility or infrastructure ^ Owner occupied units rehabilitated ® Public service ^ Direct financial assistance to homebuyers ^ Targeted revitalization ^ Tenant Based Rental Assistance (TBRA) ^ Commercial facade treatments or ^ Homeless shelters business building rehabilitation ^ Brownfields remediated ^ Emergency housing ^ Rental units constructed ^ Homeless prevention ^ Rental units rehabilitated ^ Jobs created ^ Homeownership units constructed or ^ Jobs retained acquired with rehabilitation Business assistance Businesses providing goods or services -11- i3 ~ t ~.- ,~ ~~~ r.,~a: .,~„ T. L. Vllll 11V 11 111UllJ LlLVL '~ a. Total number of clients you anticipate serving -choose one or the other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households OR ~~ Persons 32 Performance Measures Both pages must be completed for each program Page 2 of 2 b. Breakout the number of clients you anticipate serving in the following categories. ~~ Low ~ Vexy Low ~` Female Income Income Disabled ~ .Headed T Senior ~ .Youth ___(>50°io) __ _ (<50%} ~ = Households ~~ 1 ~ 31 1 I 2 ~'~ Homeless 1 -12- ~~ ~ ~~ __ ~E~~~~E® ~?'= 15 2008 ~u~~,~~ PLANNING FY 2009-20010 ~: 2~ ~ ~ Community Development Block Grant Application Agency Name Bay Area Community Services Address 1814 Franklin Street, 4`h Floor Oakland, CA 94612 Executive Director Kent Ellsworth Contact name and title Lisa Gross, Ph.D., Program Director Contact phone and fax Phone 925/484-8457 Fax 925/484-1075 Contact e-mail address lgross@bayareacs.org Organizational Background Private Non-Profit X Other (Describe): Tax ID Number 94-1708069 List years previously received City funding Public Agency 2005-06, 2006-07, 2007-08, 2008-09 STAFF USE ONLY Date Received App # Atta~hmpnt 2 Community Deve%pment B/ock GranfApp/icafion Cover Sheet Page 2 Proposal Summary - (A program may contain several goals) Capital Public Service Request Program name Brief Program summary ^ OR Request Valley Creative Living Center ~s ~~.~ X (check one) Valley Creative Living Center (CLC) is a community based psychosocial day rehabilitation program serving adults with psychiatric disabilities in the Tri-Valley Area. The program provides the necessary structure and support to assist individuals in their recovery and reintegrate into the community through paid or volunteer jobs and educational institutions. Goals - Number of Program goals to be achieved in fiscal year 2009- 2009 Number of Dublin residents served by List a brief description of each program goal: this goal 1. Valley Creative Living Center will provide services to low and very low income individuals with psychiatric disabilities. 9 2. Provide on going day rehabilitation services three days per week, year round. 9 3. Provide prevocational and employment services. 9 Use a separate sheet of paper if needed Amount of Dublin grant funding requested (match first column budget form #2) $5000.00 Overall Total number of Dublin residents to be served by this program 9 Community Development Block Grant Application Certification To the best of my knowledge and belief, all information and data in this application and attachments are true and correct. No material information has been omitted, including financial information. If funded, I certify that the Agency is willing and able to adhere to polices and procedures specified by the City of Dublin, and if applicable, the appropriate program regulations of the US Department of Housing and Urban Development. Further, I understand this is not an agreement for grant funding and cannot encumber funds until the City of Dublin and the individual authorized to execute contracts on behalf of the Applicant Agency, has signed the contract, and if applicable, all federal regulations and paperwork are completed. . ~/ _~,.,, ~,^. `®'~ Executive Director / L ~ /) A thorized Signature (sign in b/ue inkJ Title Da e ~' ~~ 12 PROPOSAL SUMMARY City of Dublin CDBG FY 2009-2010 A. Program Narrative 1. Valley Creative Living Center (CLC), a program of Bay Area Community Services (BAGS), located in Pleasanton, is ayear-round, day rehabilitation program providing services for adults with severe and persistent mental illness. The Valley CLC offers a wide range of pre- vocational, social, psycho-educational, and recreational activities that promote independent living. It is the only program of its kind in the Tri-Valley area. Individuals who attend the program are at a much higher risk for homelessness and hospitalization without the support services offered at the program. The absence of such services would likely increase city expenditures in other areas such as emergency and medical services, as well as the increased hardship experienced by the individuals involved. Mental health providers based in community clinics often refer clients to Valley CLC. The CLC provides many services that are impossible for the clinics to provide, yet are essential aspects of treatment. County clinics can only see clients every four to six weeks for medication support services and one time per week for case management services when a client is in crisis. The CLC is open three days per week. The CLC decreases isolation and helps prevent increases in psychiatric symptoms. An advantage of the three day a week program is that staff can monitor the daily level of functioning. Early identification of increasing symptoms allows early intervention to decrease the risk of hospitalization. In terms of employment services, the mental health population has been traditionally underserved, yet has proven to be highly productive and dependable when provided an opportunity. The Department of Rehabilitation provides referrals to our program, indicating an ongoing need for this service in the Tri-Valley Area. The CLC offers groups assisting clients to increase their job skills, provide individual support for job searches, and work with the Department of Rehabilitation to provide members with access to job opportunities. Other activities focus on skill building, including: budgeting, money management, cooking, nutrition, gardening, and other independent living skills. Clinical staff work with members on issues such as self-esteem, symptom management, medication management, and learning to access and utilize supports within the community. "More than one in four U.S. adults (28%) experience a mental health or substance abuse disorder in any given year. Less than one-third of those adults with a mental disorder will receive treatment." (Forgotten Policy: An Examination of Mental Health in the U.S., May 2001). The National Institute of Mental Health (NIMH) has shown the success rates of treatment for disorders such as schizophrenia (60%); and depression (70-80%) surpass those of other medical conditions (heart disease, for example, has a treatment success rate of 45-50%). The NIMH estimates that the annual cost of untreated mental illness exceeds $300 billion, primarily due to productivity losses (missed work days and premature death) of $150 billion, health care costs of $70 billion, and societal costs (increased use of the criminal justice system and social welfare costs) of $80 million. ~~ ~~ ;~~~ 2. Valley Creative Living Center intends to achieve the following goals: Valley Creative Living Center will respond to the needs of the Dublin community by serving a minimum of 9 very low and low-income Dublin residents with psychiatric disabilities. Program staff will assist and support 9 Dublin residents and their families, if appropriate, understand mental illness, manage their psychiatric symptoms, and utilize mental health support services in order to prevent unnecessary hospitalizations. Valley Creative Living Center will provide ongoing psychosocial day rehabilitation services, three days per week, year round. Valley Creative Living Center will provide the opportunity for prevocational and employment services to 9 Dublin residents. At least 1 Dublin resident will progress to or retain paid or volunteer employment. 3. BACS mental health programs provide services for adults with severe and persistent mental illness in Alameda County. Valley CLC serves individuals from the Tri-Valley community. One hundred percent of the individuals served have a psychiatric disability. Additionally, 100% of the people served are very low to extremely low income, as defined by the U.S. Department of Housing and Urban Development. Clients primarily rely on Medi-Cal for their insurance coverage. Approximately 15% of the clients are from the City of Dublin. Valley CLC staff provide outreach within the Tri-Valley community. On a monthly basis a program calendar is mailed to providers within the community. Staff coordinate and collaborate with family members, case managers, therapists, psychiatrists, board and care operators, Department of Rehabilitation counselors, and others providing services to clients. Coordination happens on a regular basis, daily, weekly, monthly, or as needed. This insures a necessary link with others involved in the lives of our clients as well as continuity of care. Clients come to Valley CLC with a variety of backgrounds and beliefs. All BACS programs support the philosophy that differences are not only to be respected, but embraced. In support of this philosophy and the focus on recovery, the program includes education and celebration of numerous holidays and culturally relevant events. Additionally, BACS encourages access to limited-English populations. BACS provides program materials in a variety of languages including, Spanish, Chinese, and Vietnamese. These materials were developed specifically for HUD. 4. Success will be defined in three ways: (1) the number of individuals served and the number of program days (units of service) fulfilled in the 2009-10 year, (2) the number of individuals progressing to or retaining paid or volunteer employment, and (3) the percent of low and very low income individuals served. (1) The Valley CLC shall serve a total of 60 individuals for a total of 2500 program days (units of service). Of those, at least 9 individuals shall be resident of the City of Dublin. (2) A total of 10 individuals shall progress to or retain paid or volunteer employment. Of those, at least 1 shall be a resident of the City of Dublin. (3) At least 70% of individuals served will be low or extremely low income. Valley CLC meets the -2- l ~ ~~~- ___ _. __ __-_. __'.-.__.__ ___ _. _ 9r criteria for the national objectives for CDBG, 70% of program participants meet the HUD definition of low to moderate income. The program compiles statistics monthly to track progress on goals. Program philosophy focuses on recovery, client strengths, client empowerment, and client-community integration. The Valley CLC program promotes self sufficiency, including the opportunity and necessary supports for living independently and working in the community. These are clear and lasting improvements evidenced through participation in the program. 5. Valley CLC staff engages in ongoing consultation and collaboration around client care. A major category of treatment contacts include community mental health clinics such as: Valley Community Support Services, Kaiser, Pathways to Mental Health, Del Valle Clinic, and Eden Community Support Services. The community providers are able to see clients on a less frequent basis than CLC staff. However, clinics provide ongoing medication support services and case management services. Early identification of problems at CLC followed by case conferences with clinic staff allow for early intervention. Amador Valley Adult School, part of the Pleasanton Unified School District, places an Adult Education Instructor at the CLC. The instructor augments the program by offering expertise in facilitating groups in a variety of areas including hygiene, dressing for work, shopping skills, exercise, cooking, health, budgeting, social skills, problem solving techniques, and leisure skills. Clients interested in obtaining a GED can develop an individual educational plan with the instructor. There is a great deal of cooperation between the Disabled Students Programs and Services (DSPS) at Las Posits College and Valley CLC. DSPS provides a resource for supporting clients returning to school. This enables the CLC clients to stay in school, meet educational goals, and engage in meaningful activity. Conversely, college staff makes appropriate referrals to the CLC. The relationship between Valley CLC and these organizations insures that our clients receive continuity of care and access to the best resources available. By identifying and utilizing the expertise of each organization there is less service duplication and greater service integration. 6. The program is designed for adults with severe and persistent mental illness. In addition, the Valley Creative Living Center is fully ADA accessible. 7. Alameda County Behavioral Health Care Services provides the majority of funding for the services provided at the Valley CLC. BACS maintains an open and communicative relationship with the County as well as consistently meeting contract goals. Grant funding from the Tri-Valley Community Foundation as well as the Cities of Livermore, Pleasanton, and Dublin has leveraged this in the past. Additionally, the Department of Rehabilitation provides reimbursement for specific services provided to individual clients. -3- B. Budget Narrative 1. Valley Creative Living Center is an extremely cost effective option for the treatment of severe and persistent mental illness. The cost per day at Valley CLC is $73.42. The Medi-Cal cost for Day Rehabilitation is $138.95 per day. The cost per day of an inpatient stay in the hospital is $1,066.64. 2. The money received from the City of Dublin is targeted for staffing. If the funding is not received, this could result in decreased staffing. This would certainly impact and decrease the services the program is able to deliver. Due to the staff to client ratio mandated by Medi-Cal, reduced staffing could reduce the number of clients the program could serve. BACS will do everything possible to secure funding so as not to be forced to reduce staffing and/or services. 3. BACS does not anticipate having any unspent grant funds at the end of the fiscal year. 4. Please see attached Financial Information and Budget Forms. -4- ~ ~ ~*°x Financial Information Form Additional Program Funding Sources & Staffing Costs Attach additional sheets if necessary Additional program funding sources could include, but are not limited to foundations, corporations, individual contributions, events, reimbursements and in-kind contributions. Types of funds are loan, grants, donations, in-kind, etc. Source Amount Use of Funds Committed? Y/N Alameda Coun 163,556 Salaries & O eratin Yes Pleasanton, Ci Funds 5,000 Salaries N Pleasanton, CDBG 5,000 Salaries N Livermore, CDBG 5,000 Salaries N Dublin, CDBG 5,000 Salaries N TOTAL $183,556 If you are utilizing CDBG funds to pay for staff costs, please list each employee/title and the percentage of their salary and benefits that will be paid with CDBG. Include the total monthly and yearly costs to the CDBG program. Note: Vacation, sick leave and holidays for employees cannot be charged to CDBG as program expenses. Position Title New (Y/N) % salary & benefits paid for'with grant $ Monthly salary & benefit cost to grant Yearly salary & benefit cost to grant Program Director N 11% 600 5,000 Senior Mental Health Worker N 0 0 0 Senior Mental Health Worker y 0 0 0 ~ ~ ~ Imo` Program Budget Form Attach additional sheets if necessary CDBG Grant Total Program Budget Capital Expenses Construction/Rehabilitation $ Permits and Fees $ Design $ Engineering $ Acquisition $ Other Soft Costs (define) $ Su btota I $ Personnel Expenses Salaries $5,000 Benefits $0 Subtotal $5,000 Operating Expenses Supplies $0 Printing/Copying $0 Postage $0 Telephone $0 Rent and Utilities $ Insurance $0 Other Conferences 0 Other Transportation) $0 $ $78,534 $21,289 $99,823 $1,765 $ 450 $ 500 $ 3,500 $36,030 $ 535 2,600 $ 4,494 - Z ~.- ~ ~, Other Equip Lease/Maint 0 1,305 Other -Contracted Services 0 2,526 MHS Overhead 0 13,422 BACS Indirect costs 0 16,556 Misc 0 50 Subtotal $0 $ 83,743 TOTAL $5,000 $183,566 Budget prepared by (Name, Title, Telephone Number, E-mail) Barbara MacAuliffe 510 613-0330 Ext 330 bmacauliffe~a,bayareacs.org 2~ ~ Performance Measures (fill out a Performance Measure for EACH goal and/or objective) Page 1 of 2 Agency: Bay Area Community Services Program: Valley Creative Living Center Activity: Day Rehabilitation Goal/Objective Provide day rehabilitation services to 60 adults with mental illness. Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. HUD Strategc Goal 1 2 3 4 5 HUD Policy Priority 1 2 3 4 5 6 How will your agency benefit Dublin residents? Valley Creative Living Center will provide ongoing psychosocial day rehabilitation services, three days per week, year round to a minimum of nine Dublin residents. Staff will assist and support clients and their families, if appropriate, understand mental illness, manage their psychiatric symptoms, and utilize mental health support services in order to prevent unnecessary hospitalizations. Please refer to Instructions to complete RFP for description of Performance Measures. 1. Objective (select one) 2. Outcome (select one) ^ Creating a Suitable Living Environment ^ Availability/Accessibility ^ Providing Decent Affordable Housing ^ Affordability X Creating Economic Opportunities X Sustainability 3. Specific Indicator (select one) ~ rn Public facility or infrastructure ^ Owner occupied units rehabilitated X Public service ^ Targeted revitalization ^ Commercial facade treatments or business building rehabilitation ^ Brownfields remediated ^ Rental units constructed ^ Rental units rehabilitated ^ Homeownership units constructed or acquired with rehabilitation ^ Direct financial assistance to homebuyers ^ Tenant Based Rental Assistance (TBRA) ^ Homeless shelters ^ Emergency housing ^ Homeless prevention ^ Jobs created ^ Jobs retained Business assistance Businesses providing goods or services zy ~ t ~: Performance Measures Both pages must be completed for each program Page 2 of 2 4. Common Indicator a. Total number of clients you anticipate serving -choose one or the other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households OR Persons 60 b. Breakout the number of clients you anticipate serving in the following categories. j Low Very Low Female Income Income Disabled Headed Senior Youth Homeless (>50%) (<50%) Households 5 55 60 20 10 0 3 Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. _ ._ _.._._ _..__ .. i ~~ Family Size _...._. _.___, . __~._.v. _ ~ f Extremely Low ~ _ __ .._ . _,_.___. Very Low ° 50% of .._ _ ..____ _ . _... __...... Low _ _ ~.____ ..w Median __ _. _.... . _ ~ Moderate 30% of Median ~ I Median g0% of Median i Income Income 1 Person $18,100 $30,150 $46,350 $60,300 $72,300 ~.__ _._.__.___.____..__ 2 Persons ,___...-...____..__w__ __.,.._ _ ,__. $20,700 _~ _. _~_._..__~.__~_ $34,450 I_ .~ _ _ .____.____._ _..___.._ $53,000 . ___ _ .__~_.___ $68,900 ~ $82,600 . ... 3 Persons ~l j $23,250 E _ $38,750 f $59,600 ~ _ . . $77,500 $93,000 4 Persons ~ $25,850 i $43,050 $66,250 $86,100 $103,300 5 Persons i _ $27,900 ! _ _ _ .._ _ _... _. $46,500 . __ _ _._.. ~ _ _ . _ $71,550 $93,000 ! $111,600 6 Persons ~ $30,000 1 $49,950 ~ $76,850 $99,900 ; $119,800 7 Persons _ I $32,050 _. __ _ $53,400 $82,150 _ $106,800 ! $128,800 ____ 8 Persons .. _ . ._. ~ $34,100 __.._ . $56,850 __ _ _.._m._ .. $87,450 _ $113,700 _.._ . ...... $136,400 HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS -- Performance Measures (fill out a Performance Measure for EACH goal and/or objective) Page 1 of 2 Agency: Bay Area Community Services ~_ 2-S ~ ~ r ~; Program: Valley Creative Living Center Activity: Prevocational and Employment Services Goal/Objective A total of 10 individuals shall progress to or retain paid or volunteer employment. Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. HUD Strategic Goal 1 2 3 4 5 HUD Policy Priority 1 2 3 4 5 6 How will your agency benefit Dublin residents? Dublin residents with mental illness will have access to groups that assist clients to increase their job skills, provide individual support for job searches, and work with the Department of Rehabilitation to provide members with access to job opportunities. It is expected that a minimum of one Dublin resident will progress to or retain paid or volunteer employment. Please refer to Instructions to complete RFP for description of Performance Measures. 1. Objective (select one) 2. Outcome (select one) ^ Creating a Suitable Living Environment ^ Availability/Accessibility ^ Providing Decent Affordable Housing ^ Affordability X Creating Economic Opportunities X Sustainability 3. Specific Indicator (select one) ~ r^ Public facility or infrastructure ^ Owner occupied units rehabilitated ^ Public service ^ Targeted revitalization ^ Commercial facade treatments or business building rehabilitation ^ Direct financial assistance to homebuyers ^ Tenant Based Rental Assistance (TBRA) ^ Homeless shelters ^ Brownfields remediated ^ Rental units constructed ^ Rental units rehabilitated ^ Homeownership units constructed or acquired with rehabilitation Business assistance ^ Emergency housing ^ Homeless prevention ^ Jobs created X Jobs retained Businesses providing goods or services z~ ~ ' °;~ Performance Measures Both pages must be completed for each program Page 2 of 2 4. Common Indicator a. Total number of clients you anticipate serving -choose one or the other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households OR Persons 60 b. Breakout the number of clients you anticipate serving in the following categories. Low Very Low Female. Income Income Disabled Headed Senior Youth Homeless (>50%) (<50%) Households 5 55 60 20 10 0 3 Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. r.___. _.,. .. _ Family Size {.. .. ...__,_._,.._... .-.._.~... ... Extremely Low Very Low 50% of Low Median Moderate 30% of Median Median ° 80% of Median Income Income 1 Person $18,100 ._... ..r._.. $30,150_ ..,._ $46,350 _ ...._ _._ _.. $60,300 ........ .._ $72,300 2 Persons ~ $20,700 ( $34,450- ~ - $53,000 -__._.. j _ _. _. $68,900 $82,600 _._._ ~ 3 Persons i $23,250 ~.. .___._ _.___ ~ $38,750 a __ ___.___ ___._ $59,600 ~ _ ____.__ $77,500 _ __..._ $93,000 j 4 Persons ~ $25,850 ~ 34 050 ~~$66,250 ~l _ $86,100 ~ M $103,300 ~5 Persons .. __w_..___.W$27,900..~___ _. `___$46,500 _ ~~~ $71,550 ~~ '~ ~ $93,000 _~ ~ ~ ~-$111,600 ~_ 6 Persons _ . $30,000 $49,950 $76,850 $99,900 $119,800 ,. _ 7 Persons _ $32,050 $53,400 . $82,150 $106,800 $128,800 8 Persons $34,100 $56,850 $87,450 $113,700 $136,400 HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS z~ ~ ~~. Performance Measures (fill out a Performance Measure for EACH goal and/or objective) Page 1 of 2 Agency: Bay Area Community Services Program: Valley Creative Living Center Activity: Low Income Goal/Objective At least 70% of individuals served will be low or extremely low income. Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. HUD Strategic Goal 1 2 3 4 5 HUD Policy Priority 1 2 3 4 5 6 How will your agency benefit Dublin residents? A minimum of 9 low to very low income Dublin residents with psychiatric disabilities will have access to psychosocial day rehabilitation. Please refer to Instructions to complete RFP for description of Performance Measures. 1. Objective (select one) ' 2. Outcome (select one) ^ Creating a Suitable Living Environment X Availability/Accessibility ^ Providing Decent Affordable Housing ^ Affordability X Creating Economic Opportunities ^ Sustainability 3. Specific Indicator (select one) ^ Public facility or infrastructure ^ Owner occupied units rehabilitated X Public service ^ Targeted revitalization ^ Commercial facade treatments or business building rehabilitation ^ Direct financial assistance to homebuyers ^ Tenant Based Rental Assistance (TBRA) ^ Homeless shelters ^ Brownfields remediated ^ Emergency housing ^ Rental units constructed ^ Homeless prevention ^ Rental units rehabilitated ^ Jobs created ^ Homeownership units constructed or ^ Jobs retained acquired with rehabilitation Business assistance Businesses providing goods or services - - _ z~ ~ ~ ~ Performance Measures Both pages must be completed for each program Page 2 of 2 4. Common Indicator a. Total number of clients you anticipate serving -choose one or the other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households OR Persons 60 b. Breakout the number of clients you anticipate serving in the following categories. ..Low Very Low Female Income Income Disabled Headed Senior Youth Homeless (>50%) (<50%) Households 5 55 60 20 10 0 3 Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. Family Size Extremely Low ~ i ry Ve ° Low 50% of ~ Low Median ~ Moderate ° 30% of Median ~ t ; Median ° . 80% of Median ! Income Income 1 Person $18,100 $30,150 $46,350 $60,300 $72,300 i 2 Persons $20,700 i $34,450 $53,000 ._ . _.. __.._ ._... _..w $68,900 , ._... _, $82,600 .. __ ._.._...... .......... 3 Persons . E _ .... .. ... ~. .. .. $23,250 ~ .. .. ..... _. $38,750 $59,600 $77,500 .. .. $93,000 4 Persons I $25,850 ~ $43,050 i $66,250 $86,100 $103,300 5 Persons $27,900 $46,500 ~ $71,550 $93,000 $111,600 ', '` 6 Persons $30,000 ' $49,950 : $76,850 ~ $99,900 $119,800 7 Persons $32,050 ~ $53,400 ~ $82,150 $106,800 _. $128,800 ,_ __ 8 Persons $34,100 j $56,850 $87,450 $113,700 $136,400 HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS ti~ ~ ~r ~~ , ~- ~ -~ i ~~ Agency Name Address FY 2009-2010 Community Development Block Grant Application Child Care Links 2~ ~ -2y 1020 Serpentine Lane Suite 102 Pleasanton. CA 94566 Executive Director Carol Thompson Contact name and title Melissa Spann, Community Specialist Contact phone and fax Main (925) 417-8733, Fax (925) 417-8740 Contact e-mail address mspann@childcarelinks.org Organizational Background Private Non-Profit Other (Describe): ® Public Agency Tax ID Number 94-2379571 List years previously received City funding Child Care Links has never received any CDBG funds however, the agency has received grants from the City of Dublin's general fund each fiscal year between 1996-1997and 2008-2009. STAFF USE ONLY Date Received App# CommunityDeve%pmentB/ock 6rantApp/ication Cover Sheet Attachment 3 6~ ~~ Page 2 Proposal Summary - (Aprogrammaycontainsevera/goa/sJ Capital Request ~ OR Public Service Request ® (check one) Program name Latino Family Literacy Project Brief Program summary This project will offer programs targeted to Spanish-speaking families in the City of Dublin. Though events will be primarily marketed to CAPE Head Start families at their Frederiksen site, other members of the community are encouraged to attend events and classes. Goals - Number of Program goals to be achieved in fiscal year 2009-10 Number of Dublin residents served by List a brief description of each program goal: this goal Goal 1: To provide no less than 5 parent education workshops on-site at CAPE Head Starts Federiksen Elementary site on topics related to child and family development. 60 Goal 2: To provide educational materials to all program participants at the end of each workshop or series of workshops to enhance their Residents in mastery of the information presented. attendance Use a separate sheet of paper if needed Amount of Dublin grant funding requested (match first, column budget form #2) $10,000 Overall Total number of Dublin residents to be served by this program 60 or more Community Development Block Grant Application Certification To the best of my knowledge and belief, all information and data in this application and attachments are true and correct. No material information has been omitted, including financial information. If funded, I certify that the Agency is willing and able to adhere to polices and procedures specified by the City of Dublin, and if applicable, the appropriate program regulations of the US Department of Housing and Urban Development. Further, I understand this is not an agreement for grant funding and cannot encumber funds until the City of Dublin and the individual authorized to execute contracts on behalf of the Applicant Agency, has signed the contract, and if applicable, all federal regulations and paperwork are completed. ~,, ~~> "~"~~ ^„ ~%~~~,~ % Executive Director ~ / d~ Au c! rzedSrgnature (sign i b/ue in Title Date ~ ~ ~ ~.j You are required to answer each of the questions following the format below, using 8 i/s" by 11"white paper, 12-point type, with 1-inch margins. Do not include the question in your narrative; however answers should be in order and refer to the corresponding number. The Program and Budget Narratives are not to exceed four (4) total pages. All pages must be consecutively numbered. Please answer each question even if it appears repetitious. If applicable, complete an additional page answering questions regarding Capital requests. A. Program Narrative -maximum three (3) pages 1. Describe the program for which you are requesting funding. Provide a description of the problem(s), need(s), issue(s), or other service gaps to support the need for the program/activity in Dublin. In addition, supply data such as demographics, reports and/or other information supporting your information and proving the need exists in Dublin. DO NOT solely cite statistics from your own program to prove need 2. Within your Program, you may break out individual goals you intend to achieve. These goals should be measurable goals such as: Present 3 community education meetings on agency's services; assist 10 Dublin residents with specific services the agency offers; serve 1,000 meals to 50 Dublin residents on a regular basis; install 5 sidewalk ramps on Dublin street corners, etc. 3. Describe the population you anticipate serving with these funds. How many are Dublin residents? Include the type and frequency of outreach efforts to the target population and how these efforts are accessible to limited-English speakers. Describe your agency's language access capabilities and how you provide culturally appropriate services. 4. How do you define success in this program? Please list and briefly describe the goals/outcomes that are crucial to the success of your program. Describe how participation in this program will change, enhance, or provide lasting improvements in the lives of potential clients. 5. Identify the organizations that your agency works or cooperates with and describe their relevant capabilities that result in greater service integration. 6. Provide an explanation of how your programs are accessible to individuals with various types of disabilities. 7. Describe leveraging or sustainability efforts your organization is implementing to maintain current service levels. B. Budget Narrative -maximum one (1) page 1. Describe how this program is cost effective and the budget is reasonable for the anticipated result. 2. If this application does not receive funding, what will be the effect on the program? )r P4 3. Does the agency anticipate having any unspent grant funds at the end of the fiscal year? If so, explain why. 4. Complete Financial Information and Budget Forms. (Please specify the total program budget. You must provide information on the common outcome indicator which defines the amount of dollars leveraged by the grant request. If you have any questions, please refer to the instructions for guidance or contact program staff.) C. Capital Expenditure Narrative -maximum one (1) page, if applicable 1. Provide a detailed budget and scope of work for each capital expenditure or a construction/ rehabilitation budget and describe how you ascertained these costs. 2. Will this project require implementation of Davis-Bacon/Fair Labor Standards Act? If required, describe how your agency will comply with this regulation (bid requirements, determine wage rates, monitor compliance, etc). Please contact Staff immediately if you have any questions regarding Davis-Bacon requirements! D. Performance Measures -use attached form 1. Select all goals and priorities that apply. (Refer to instructions.) 2. Choose ONE Objective, Outcome and Specific Indicator (1, 2 and 3). 3. Complete all three sections for Common Indicator number 4. (Refer to Appendix A.) ~ ~: A. Program Narrative -maximum three (3) pages 1.Describe the program for which you are requesting funding. Provide a description of the problem(s), need(s), issue(s), or other service gaps to support the need for the program/activity in Dublin. In addition, supply data such as demographics, reports and/or other information supporting your information and proving the need exists in Dublin. DO NOT solely cite statistics from your own program to prove need Child Care Links (CCL) seeks to work closely with families of preschool aged children to offer parent education opportunities around child development and to increase family literacy. By providing information in Spanish to parents, they are in a better position to support their children's learning and education. Over the past several years there has been a significant increase in the number of Spanish- speaking families in the City of Dublin. This increase is noted in the Dublin Unified School District's Academic Performance Index (API) scores. In 2003, 393 Hispanic or Latino students were tested throughout the district. However in 2008, this figure increased 34% to 528 Hispanic or Latino students being tested. With the City's plans to grow and develop, this population is expected to continue to rise. According to the Alameda County, Early Care and Education Needs Assessment Report, June 2006 Hispanic/Latino children represent 15% of Dublin's 0-12 population. This is the largest non-Caucasian segment of the city's population suggesting that Hispanic or Latino children represent the majority of the district's 452 English Language Learners. At this time, there is no known program in place to support Latino parents at the preschool level. The agency does receive funding from the City of Dublin to provide parent education opportunities, however funds are very limited and the majority of workshops occur in English. 2. Within your Program, you may break out individual goals you intend to achieve. These goals should be measurable goals such as: Present 3 community education meetings on agency's services; assist 10 Dublin residents with specific services the agency offers; serve 1,000 meals to 50 Dublin residents on a regular basis; install 5 sidewalk ramps on Dublin street corners, etc. Present 5 parent education workshops in Spanish in Dublin. Each workshop will be marketed and presented in Spanish to families enrolled in the CAPE Head Start Program at Frederiksen Elementary School. On-site child care will be provided by Head Start staff. Workshops will be free of charge to participants and attendees will be offered additional learning materials to extend/enhance their practice/understanding of the information covered. 3. Describe the population you anticipate serving with these funds. How many are Dublin residents? Include the type and frequency of outreach efforts to the target population and how these efforts are accessible to limited-English speakers. Describe your agency's language access capabilities and how you provide culturally appropriate services. Child Care Links will serve Dublin's Spanish-speaking population, working in partnership with CAPE Head Start. The agency's marketing and outreach efforts will be directed to Head Start families as Head Start income guidelines exceed the low-income requirements of CDBG ~~ ~~'~ funding. Event flyers will be completed and distributed one month prior to event dates. Marketing outlets will include posting events on CCL's webpage and event calendar and distributing flyers to the Dublin Unified School District. All materials will be produced in Spanish and all workshops will be conducted in Spanish. 4. How do you define success in this program? Please list and briefly describe the goals/outcomes that are crucial to the success of your program. Describe how participation in this program will change, enhance, or provide lasting improvements in the lives of potential clients. Goal 1: To provide no less than 5 parent education workshops on-site at CAPE Head Start's Frederiksen Elementary site on topics related to child and family development. Goal 2: To provide educational materials to all program participants at the end of each workshop or series of workshops to enhance their mastery of the information presented. Participation in this program will provide lasting improvements in the lives of clients by arming them with information to better prepare their children for school. Children who start school ready to learn tend to perform better in school, achieve higher levels of education and have higher earning potential than their less prepared classmates. As such, they are in a better position to break the cycle of poverty. Child Care Links will consider this project a success if 60 or more individuals are served by this grant. Parents who attend these workshops will be empowered to better support their children's education. 5. Identify the organizations that your agency works or cooperates with and describe their relevant capabilities that result in greater service integration. Child Care Links works closely with California Child Care Resource and Referral Network and Every Child Counts First 5 of Alameda County (ECC) to advocate for child care legislation at both local and state levels. Locally, CCL works closely with the Cities of Dublin, Livermore and Pleasanton to fill service gaps with regard to parent education and to increase and maintain available child care slots. Without quality child care available, many working parents would not be able to work. 6. Provide an explanation of how your programs are accessible to individuals with various types of disabilities. Child Care Links provides services to all families by means of the telephone, the Internet or walk-in. Child care referrals are available to anyone seeking licensed child care in the Tri-Valley service area. Both parents and providers are encouraged to take advantage of any service or workshop opportunity the agency offers with the exception of families seeking subsidized child care. This program provides subsidies to income-eligible families only. The agency employs afull-time Inclusion Specialist that works closely with families with children with special needs. The Specialist is available to provide both parents and child care providers with information and support regarding resources for a diagnosis, their rights and ~~ ~ ~~w responsibilities with regard to ADA regulations and how to create an inclusive child care environment. 7. Describe leveraging or sustainability efforts your organization is implementing to maintain current service levels. In the current economy Child Care Links has been subjected to cuts in its funding as have many of its funding sources. Within the agency, a number of cost saving efforts have been made including a reduction in staff fringe benefits, hours and postage with regard to marketing.This fiscal year, the agency is seeking funds from additional sources- such as CDBG funds- to maintain current community service levels. ~ ~~. B. Budget Narrative -maximum one (1) page 1. Describe how this program is cost effective and the budget is reasonable for the anticipated result. The Latino Family Literacy Project will exist in addition to other programs that the agency offers in the City of Dublin. Currently, there is a staff person in place to coordinate both programs so staff salary costs will be divided proportionately. The agency has worked with the Head Start Program in the past and they have requested additional parent education opportunities. By providing services on-site, Child Care Links is filling a service gap and has little need to market the program outside of the Head Start program. Through other partnerships, CCL is able to offer high quality programs at a reduced cost to this grant. For example, the City of Dublin generously offers the agency the use of many of their meeting places free of charge. Programs offered on site at the Head Start Program will offer child care, which is usually not available for CCL events. Also, by collaborating with other programs within the agency, the cost of events and programs can be divided. 2. If this application does not receive funding, what will be the effect on the program? Without the requested funds, this program will not be available. As stated above, the agency is experiencing significant shortfalls in its funding. As this is a new program, there simply will not be any funds to support it without this grant and the Spanish-speaking families in Dublin will not have access to quality child development information and resources. 3. Does the agency anticipate having any unspent grant funds at the end of the fiscal year? If so, explain why. No, the agency does not anticipate having any unspent grant funds at the end of the fiscal period. The requested funds will cover all program expenses including speaker fees, program supplies and costs associated with marketing. A small percentage of grant funds will be allocated to staff salary, benefits, and mileage to effectively operate this program. 4. Complete Financial Information and Budget Forms. (Please specify the total program budget. You must provide information on the common outcome indicator which defines the amount of dollars leveraged by the grant request. If you have any questions, please refer to the instructions for guidance or contact program staff.) Please see the attached Financial Information and Program Budget Forms. ~~ ~ ~" C. Capital Expenditure Narrative -maximum one (1) page, if applicable Not applicable D. Performance Measures -use attached form Please see attached forms. ~~'~~ Financial Information Form Additional Program Funding Sources & Staffing Costs Attach additional sheets if necessary Additional program funding sources could include, but are not limited to foundations, corporations, individual contributions, events, reimbursements and in-kind contributions. Types of funds are loan, grants, donations, in-kind, etc. Source Amount Use of Funds Committed? Y/N California Dept of Education Alternative Pa ment Pro rams 6,853,722 subsidized child care es Subsidized child care- Alameda Coun Ca1WORKS 16,000,000 welfare/school to work es California Dept of Education Resource and Referral 199,223 Resource and referral services es Training Contract, Career Advocacy Services, Inclusion First 5 of Alameda Coun 260,750 Services es Programs for License Exempt Providers, Health and Safety California Dept of Education Training and Child Care Initiative Resource and Referral 64,300 Pro'ect es Community services specific to Ci of Dublin 18,500 Dublin es Community services specific to Ci of Pleasanton 36,371 Pleasanton es Community services specific to Ci of Livermore 30,000 Livermore es TOTAL 23,462,866 If you are utilizing CDBG funds to pay for staff costs, please list each employee/title and the percentage of their salary and benefits that will be paid with CDBG. Include the total monthly and yearly costs to the CDBG program. Note: Vacation, sick leave and holidays for employees cannot be charged to CDBG as program expenses. Position Title New (Y/N j % salary & benefits paid for with grant $ Monthly salary & benefit cost to grant Yearly salary & benefit cost to grant Communi S ecialist N Less than 10% $845.00 $4013.00 ~ 1` e~ ~. p a Program Budget Form Attach additional sheets if necessary CDBG Grant Capital Expenses Construction/Rehabilitation Permits and Fees Design Engineering Acquisition Other Soft Costs (define) Subtotal Personnel Expenses Salaries Benefits Su btota I Operating Expenses Supplies Printing/Copying Postage Telephone Rent and Utilities Accounting/Audit Other (Events and Workshops) Su btota I TOTAL NA, applying for funds for public service $2729.00 $1284.00 $4013.00 $2487.00 $0 $0 $0 $0 $0 $3500.00 $5987.00 $10,000.00 Total Program Budget NA, applying for funds for public service $41,604 $14,500 $56,104 $2487.00 $ in kind $ in kind $ in kind $ in kind $ in kind $3500.00 $5987.00 $62091.00 Budget prepared by (Name, Title, Telephone Number, E-mail) Budget prepared by Melissa Spann, Community Specialist. (925) 417-8733, mspann childcarelinks.org Performance Measures (fill out a Performance Measure for EACH goal and/or objective) Page 1 of 2 Agency: Child Care Links Program: Latino Family Literacy Project Activity: Parent Education Goal 1: To provide no less than 5 parent education workshops on-site at CAPE Head Goal/Objective Start's Frederiksen Elementary site on topics related to child and family development. Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. HUD Strategic Goal 1 2 3 4 5 HUD Policy Priority 1 2 3 4 5 6 How will your agency benefit Dublin residents? Through funds received from this grant, Child Care Links will offer parent education classes in Spanish. This will empower parents to support their children's education. Please refer to Instructions to complete RFP for description of Performance Measures. i. Objective (select one) 2. Outcome (select one) Creating a Suitable Living Environment ®Availability/Accessibility ^ Providing Decent Affordable Housing ^ Affordability ^ Creating Economic Opportunities ^ Sustainability 3. Specific Indicator (select one) ^ Public facility or infrastructure ^ Owner occupied units rehabilitated ® Public service ^ Direct financial assistance to homebuyers ^ Targeted revitalization ^ Commercial facade treatments or business building rehabilitation ^ Brownfields remediated ^ Rental units constructed ^ Rental units rehabilitated ^ Homeownership units constructed or acquired with rehabilitation ^ Tenant Based Rental Assistance (TBRA) ^ Homeless shelters ^ Emergency housing ^ Homeless prevention ^ Jobs created ^ Jobs retained Business assistance Businesses providing goods or services ~ ~J Business assistance ~ Businesses providing goods or services Performance Measures Both pages must be completed for each program Page 2 of 2 4. Common Indicator a. Total number of clients you anticipate serving -choose one orthe other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households ~ ~ OR ~ Persons ~ X b. Breakout the number of clients you anticipate serving in the following categories. Low Very Low Female Income Income Disabled Headed Senior Youth Homeless (>50%) (<50%) Households 0 39 people 2 10 1. 20 0 Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. _ ___ Family Size __..i ___. _---...._.___ ,_ - I Extremely Low , _- --_-__ Very° Low 50% of .-__--_._._.___ _- - Low - - __-.-___ __ ____ ~ Median _ __ . Moderate 30% of Median Median g0% of Median I Income Income 1 Person $18,100 $30,150 ~ $46,350 $60,300 ~ $72,300 2 Persons $20,700 ~ $34,450 $53,000 ~ $68,900 $82,600 3 Persons ___ $23,250 ; __ $38,750 $59,600 _ $77,500 $93,000 4 Persons $25,850 ! $43,050 $66,250 $86,100 103,300 _. __. ----__- _ _ 5 Persons .. _ ____..-__ _ .__ _ ~ _. $27,900 _____ __._. __. _ $46,500 _ r___ _---._ .__..__. $71,500 _. _---- -_._ _-..__-. ._ $93,000 ...________._ _ __.__ .. $111,600 6 Persons ! $30,000 i $49,950 ~ $76,850 ~ $99,900 $119,800 7 Persons $32,050 $53,400 $82,150 $106,800 $128,100 ' 8 Persons $34,100 ~ $56,850 $87,450 $113,700 _. $136,400 ' HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS ~~ OF DU~~ f~ ~~ RECEIVED ~~~ ~- ~ -~` $~ DEC 16 2008 ~ ~~ ®UBLIN ,(~,,T__ r~t~b PLANNING FY 2009-2010 Community Development Block Grant Application Agency Name Community Resources for Independent Living (CRIL) Address 439 A Street Hayward, CA 94541 Tri-Valley Branch Office: 3311 Pacific Avenue, Livermore, CA 94550 Executive Director Sheri Burns Contact name and title John Quinn, Program Director Contact phone and fax (510) 881-5743 Contact e-mail address John.quinn@cril-online.org Organizational Background Private Non-Profit Other (Describe): Tax I D Number 94-2598873 Public Agency ~ List years previously received City funding 2006 (CDBG), 2007 (City Community Fund); 2008 (CDBG & Community Fund) STAFF USE ONLY Date Received App # CommunityDeve%pmentB/ock GrantApp/ication Cover Sheet Attachment 4 Page 2 ~ ~~. Proposal Summary - (Aprogrammaycontainsevera/goa/s) (check Capital Request ^ OR Public Service Request ® one) Program name Housing Services for Persons with Disabilities & Seniors with Limitations Affordable, accessible Housing Search and Acquisition Assistance for underserved, low and very-low income residents of Dublin who have disabilities and frail seniors with limitations or disabling conditions. CRIL is the only non-profit agency in the Tri-Valley area providing Housing and other social services to low-income Dublin seniors and residents with all types of disabilities. Demand for housing assistance is increasing annually. More than half of all Dublin consumers served last fiscal year requested and received Housing Brief Program Services through CRIL; 66% of all consumers served in the first quarter of this fiscal summary year have requested and received Housing Services. CRIL Housing Services meet all HUD Goals and nearly all HUD priorities. Goals - Number of Program goals to be achieved in fiscal year 2009- 2010 Number of Dublin residents served by List a brief description of each program goal: this goal 1) Provide Housing Information & Referral to 35 low and very low-income Dublin residents with disabilities and their families, including seniors, through outreach activities, presentations, workshops, mailing and CBO partnerships. 35 2) Provide direct affordable, accessible housing Assistance, including support services to maintain ling-term housing, to 15 Dublin residents with disabilities. 15 _ 3) 70% of Dublin residents with disabilities who create an Independent Living Plan (ILP) that addresses Housing Goals will meet one or more self-identified aoals. 70% ooals met Use a separate sheet of paper if needed Amount of Dublin grant funding requested (match first column budget form #2) $ 4,011 Overall Total number of Dublin residents to be served by this program 50 Community Development Block Grant Application Certification To the best of my knowledge and belief, all information and data in this application and attachments are true and correct. No material information has been omitted, including financial information. If funded, I certify that the Agency is willing and able to adhere to polices and procedures specified by the City of Dublin, and if applicable, the appropriate program regulations of the US Department of Housing and Urban Development. Further, I understand this is not an agreement for grant funding and cannot encumber funds until the City of Dublin and the individual authorized to execute contracts on behalf of the Applicant Agency, has signed the contract, and if applicable, all federal regulations and paperwork are completed. ~~ , ~ uthor' ed i a ure ignin uemk) Title Date 2 ' e~ f 2~~ A. Program Narrative 1. Since 2006, with the help of Dublin City CDBG funds, Community Resources for Independent Living (CRIL) has been providing much-needed Housing Assistance Services to low and very low-income Dublin residents with disabilities, placing many in long-term, affordable, accessible housing. More than half of the Dublin residents who seek CRIL services request housing assistance. Last fiscal year, CRIL assisted 20 very low-income Dublin residents with disabilities in meeting their personal independent living goals, in addition to providing another 88 low and very low-income Dublin residents with resource information and advocacy, and another 43 residents with disaster preparedness training. All total, 151 Dublin residents with disabilities were provided one or more of over twelve independent living services offered through CRIL's Tri-Valley office. The need for CRIL services, especially Housing Assistance, is well supported statistically and demographically. Census 2000 data shows that there are over 3,100 persons age five and older living in Dublin with a disability.2,3 Since 2000, there has been a population increase in Dublin of significant proportions. In 2006, Dublin had the most significant increase of all fourteen Alameda County cities, an increase of 5.4%, bringing the total population to nearly 42,000, while simultaneously having the lowest housing vacancy rate.1,3 Most other Alameda County cities saw a negligible change of less than 1 % in their population growth during that same year.1 Moreover, Alameda County has one of the highest rates of poverty among adults with disabilities age 18 to 64 years than most Bay Area Counties. Although most of Dublin residents are more affluent than other County residents, Census 2000 data showed that nearly 200 Dublin households are on supplemental security income (SSI)1,3, which make them among the poorest Americans by HUD Income Guidelines: 16.5% of the median income or 40% below standards for very low income. One of the Dublin residents who was helped last year by CRIL's Housing Services Program was Glynis, a 43 year-old woman with a form of Muscular Dystrophy, which caused her constant pain and memory loss since age 20. She had been living for nine years in an affordable apartment in Dublin, but this complex was in the process of closing. Though she was given a subsidized housing voucher, Glynis felt lost and significantly stressed about what to do. CRIL's Tri-Valley Coordinator worked with Glynis to create a Housing Independent Living Plan with step-by-step goals and tasks. The first step was for Glynis to attend one of CRIL's weekly Housing Search Workshops where people with disabilities learn how to evaluate and meet their housing needs. She then conducted a housing search, addressed her credit history, applied for In-Home Supportive Services for a care provider, interviewed and hired a care provider through CRIL's PAS Services, worked collaboratively with ECHO to obtain a prescription from her doctor for a service animal, and, with perseverance, located apet-friendly, accessible apartment. Glynis is now developing an IDA account and working toward a savings plan to purchase a home in the near future. CRIL is very proud of Glynis's achievements in meeting her independent living goals, and we are excited and appreciative to have been able to support Glynis in attaining stability and self-sufficiency. There are many more Dublin residents like Glynis who need and rely on CRIL services. CRIL is the only non-profit, social service agency in the Tri-Valley area that provides comprehensive support services to people with all types of disabilities. These services are also uniquely provided by staff and volunteers who have a disability themselves, making CRIL apeer-based disability resource agency. Services include: peer counseling, housing assistance, personal assistance matching services, disability support groups, life skills classes, VITA/tax assistance, disability resource information & referral, assistive ~ ~~~ technology assistance, and advocacy skills training. CRIL also facilitates two support networks of community advocates, the Disability Action Network and Red de Accion, a Latino disability advocacy group. 2. The $4,011 requested allocation from Dublin CDBG funds will allow CRIL's Tri-Valley Independent Living Coordinator and part-time IL Services Assistant to provide Housing Assistance Services to low- income Dublin City residents with disabilities, including frail seniors with functional limitations. The Dublin CDBG funding request is 6.8% of the total Tri-Valley Program budget. CRIL's IL Coordinator will: 1) Provide Housing Assistance information and referral and resources to a minimum of 35 individuals with disabilities through peer support groups, local outreach presentations, participation in Tri-Valley fairs and festivals, workshops and classes, direct mailings, and collaboration with other Tri-Valley service agencies. 2) Provide direct Housing Assistance and Housing Independent Living Plan development to a minimum of 15 Dublin residents with disabilities and frail to increase their ability to obtain affordable, accessible housing. 3) Assist 70% of Dublin consumers, who create a Housing IL Plan, with meeting one or more self-defined goals toward achieving their desired housing outcome. 3. CRIL provides over one dozen services and advocacy to nearly 1000 Alameda County residents with disabilities annually. Another 3000 residents are provided with information and referral and ADA/disability resource assistance each year. With afull-service branch office located in the Livermore Multi-Resource Center, CRIL offers a consistent presence in Tri-Valley community and is easy to reach and accessible for Dublin residents with disabilities. The Tri-Valley office served nearly 400 people with disabilities last year of which 151 were Dublin residents. Dublin CDBG funds will only serve Dublin residents with disabilities in meeting their housing goals. CRIL's staff is comprised of people who represent our county's community: people with all types of disabilities, of diverse ages and from all types of backgrounds and cultures. Fourteen (14%) of Dublin residents identify as Latino, the highest ethnic minority in the City.1 Nearly one half of CRIL's service providers speak a language other than English; one-third speak Spanish, including the Tri-Valley Coordinator. Additionally, our IL Generalist in CRIL's main office speaks Chinese. Consumers who speak other languages are served via contracted translators through the County's Language Line Services. CRIL's informational materials are written in easy to understand English, Spanish, and large print. By request, materials are also translated into Braille and put on CD or cassette tape. Service Providers also offer to complete application forms and read information to consumers, as requested or needed, and additional pictures/graphics are available for some materials for non-readers and those with cognitive and developmental disabilities. CRIL's Tri-Valley staff annually participates in local community events, such as Dublin's annual St. Patrick's Day Festival, various senior fairs and community college fairs. CRIL also partners with the Alameda County Food Bank, Tri-Cities Housing Coalition and the Senior Center to facilitate healthy living and disaster preparedness workshops. Flyers and postcards are mailed out periodically to let Tri-Valley consumers know about CRIL's peer support group meetings, various workshops, and special events. Many workshops are offered in both English and in Spanish, 4. In keeping with CRIL's independent living philosophy, outcomes are measured primarily by the individual Consumer. Through support, training, education and advocacy, CRIL staff work with each Consumer in creating their own Independent Living Plan (ILP) with measurable goals. These goals 4 `f 6 ~ -a'f are reviewed with the consumer as necessary, usually monthly, to track progress and assess the need for modifications. The Consumers define success for their own goal(s). There are two main methods for tracking and reporting this information: 1) The ILP and Goals Chart: The Consumer self-reports to the service provider re: status with achieving each step and goal on his or her Independent Living Plan (ILP) and also indicates whether ornot s/he has gained some increase in personal independence. Housing Program consumers will achieve their short-term objectives by meeting one or more housing goals; obtaining affordable housing is typically the long-range objective. 2) Independence and Satisfaction Surveys: CRIL's survey is given to each consumer to provide feedback to CRIL re: service and provider quality. Surveys can be completed and returned anonymously to the office. CRIL's Program Director annually compiles the results of all Surveys completed and presents the information to the Executive Director and the Board. Historically, 90% - 95% of all Consumers have rated CRIL Services and Providers at the Very Satisfied Level of Satisfaction and self-reported that they have achieved a greater sense of .independence. Additionally, all IL workshop participants are asked to complete a pre and post-test of curriculum knowledge and a program evaluation. These results allow staff and management to measure outcomes on specific independent living topics covered, such as diabetes management or disaster readiness. 5. CRIL's Tri-Valley branch is located in the Livermore Multi-Resource Center, allowing CRIL to work closely with other service agencies co-located at the Center. Often times, CRIL staff will bring a Consumer over to work with a colleague at Department of Social Services, Department of Rehabilitation, orECHO Housing. Other social service agencies with which CRIL staff routinely collaborate and refer Consumers include Eden Housing, BACS, Housing Authority, Senior Support Program and Spectrum, Tri-Valley Haven, the Tri-Valley Housing and Opportunity Center and the One-Stop Career Center. 6. CRIL has offices located strategical-y throughout southern and eastern Alameda County to accommodate everyone who can benefit from CRIL services. All three offices (Hayward, Livermore, and Fremont) are on, or close to, bus routes and are completely accessible to people with mobility and sensory disabilities and include automatic doors, wide aisles, accessible parking and restrooms, TTY phones, and materials in English, Spanish, Braille, text-only and large print. All three offices are open Monday through Friday, 9 AM to 5 PM., accommodating both walk-ins and individuals with scheduled appointments. Services are also provided over the telephone for those who cannot readily travel to an office. 7. Funds contributed by the City of Dublin CDBG Public Services Program for CRIL's Housing Assistance Program help leverage CDBG and Social Services funds from the other cities in the Tri-Valley area. The diversity of Tri-Valley funding specifically allows CRIL to maintain a local presence in the Tri-Valley area, serving the entire community with afull-time, full service capacity branch office. Other funding that provides supportive operational and administrative services include U.S. Department of Education (Rehabilitation Services Administration), Kaiser Diablo Valley Fund, and other fee for service contracts, private donations and annual fundraising activities. Dublin CDBG funding is 6.8% of the total program budget. 5 ~f1 ~ tai Sources Cited: 1 Alameda County Community Development Agency. DATA: 2006 Population and Housing Estimates for Alameda County and Ifs Cities, Pub. N. 06-01, May 2006 2 Hanson, S., et.al. "Community Needs Assessment," Center for Applied Local Research, 2004 3 ICF Publishing. Human Services Needs Assessment for the Tri-Valle --Incorporating the Cities of Dublin, Livermore, and Pleasanton; Center for Applied Local Research, 2003 6 ~fS ~ ray B. Budget Narrative 1. Last fiscal year, 151 Dublin residents with disabilities gained greater independence through one or more CRIL services. It cost the City of Dublin less than $100 per person to serve each person with Dublin funds. Twenty (20) of those individuals created personalized Independent Living Plans and worked extensively with the Tri-Valley Coordinator in attaining their goals. This year, Dublin CDBG funds, totaling $3,488, will cover just under 6% of branch program costs. Ten of the 16 consumers served to date have developed Housing IL Plans. CRIL's 2009.10 Proposal for Dublin CDBG public service funds to provide targeted Housing Services for Persons with Disabilities and Seniors with Functional Limitations will cost only $80.26 per person and is 6.8% of our overall operational costs for the Tri-Valley branch. This per person cost is extremely cost-effective, especially given the fact that the majority of consumers require substantial hours of training and assistance in order to meet each goal and achieve their long-range self-sufficiency outcomes. Since the majority of consumers are extremely low income, it is significant that CRIL does not charge consumers for any program costs and does not limit the amount of services they can receive. Dublin Community Organizational Funds and the cities of Livermore and Pleasanton also contribute to the overall costs of operating CRIL's full-service branch office in Livermore. CRIL provides more than one dozen programs and services to residents in the Dublin community, including education, training, and materials to businesses and non-disabled Livermore residents, which improve the accessibility and inclusiveness of the Livermore community. Additionally, Kaiser Permanente's Diablo Valley Fund supports our efforts to provide Healthy Living and Disease Prevention Workshops for seniors and people with disabilities in the Tri-Valley community. U.S. Department of Education Rehabilitation Services funds cover much of the administrative costs associated with supporting the Tri-Valley program from our main office in Hayward. 2. We would not be able to operate a branch office in the Tri-Valley Community without the funding assistance we receive from the City of Dublin CDBG program. Dublin CDBG funding will support a portion of CRIL's Tri-Valley staff -the backbone of the success of our services. The Tri-Valley Coordinator is a professional, highly skilled woman with extensive experience in Housing Services (Housing Authority in Santa Clara County, IHSS in San Francisco County) and Advocacy (Family Support Services of the Bay Area) and aTri-Valley resident. The Services Assistant works with the Coordinator assisting with implementation of various programs, including facilitating the bi-weekly Tri-Valley Support Group. Both are people who have disabilities and are compassionate role models for our consumers. Six and a half percent (6.5%) of CDBG funds will support these staff positions. Less than one (>1 %) of CDBG funds will cover a small percentage of necessary operating expenses and supervision. Over the past few years, CRIL has experienced a steady increase in the number ofTri-Valley consumers requesting CRIL services, especially in Housing Assistance. Without the valuable CDBG Public Services support from the City of Dublin, CRIL would not be able to maintain the level of services and positive outcomes to Dublin's most vulnerable residents with disabilities. Cuts to CRIL's branch office funding, would result in less staffing availability, fewer consumers served, and an increase in homelessness. 3. CRIL does not anticipate having any unspent funds at the end of the current fiscal year. 7 ~. Financial Information Form Additional Program Funding Sources & Staffing Costs Additional program funding sources could include, but are not limited to foundations, corporations, individual contributions, events, reimbursements and in-kind contributions. Types of funds are loan, grants, donations, in-kind, etc. Source Amount Use of Funds Committed? Y/ N Support program/ admin salaries Application Due Cit of Livermore CDBG $6,900 Supports ro ram/admin expenses 01/30/09 Support program/ admin salaries Application Due City of Pleasanton CDBG ~ $14,939 Supports pro ram/admin expenses 02/02109 Support program salaries Application Due City of Pleasanton Cit Grant) $6,600 Sup orts program ex enses 03/04/09 Support program/admin salaries Application Due City of Dublin Communit Funds $12,283 Supports program/admin expenses TBA Support program/ admin salaries Application Due Kaiser Foundation $9,900 Supports ro ram/admin ex enses Sprin 2008 Department of Education*Not full grant awarded amount, only portion of which Support program/ admin salaries salaries/expenses are allocated $3,780* Su ports rogram/admin ex enses Yes Note: Anticipate notice of committed funds b June 2009 TOTAL $54,402. If you are utilizing CDBG funds to pay for staff costs, please list each employee/title and the percentage of their salary and benefits that will be paid with CDBG. Include the total monthly and yearly costs to the CDBG program. Note: Vacation, sick leave and holidays for employees cannot be charged to CDBG as program expenses. New %salary & benefits Monthly salary & Yearly salary & benefit Position Title (Y/N) paid forwith grant $ benefit cost to grant cost to grant 1 %-Grant Executive Director Admin) N Overall- Less than 1% $4.42 Avera e $53.00 2% Grant Finance Director Admin N Overall- Less than 1 % $7.58 Avera e $91.00 74% Grant Tri Valle Coordinator N Overall- Less than 9% $248.58 Avera e $2,983.00 8% Grant Services Assistant N Overall- Less than 5% $26.17 Average $314.00 8 ~ ~ ~f~ Program Budget Form CDBG Grant ' Capital Expenses Construction/Rehabilitation Permits and Fees Design Engineering Acquisition Other Soft Costs (define) Subtotal Personnel Expenses Salaries Benefits Subtotal Operating Expenses Supplies Printing/Copying/Postage Insurance Telephone Rent and Utilities Accounting/Audit Consultants Dues, books, publications $2,794 $647 $3,441 $143 $40 $50 $158 $7 $31 $126 $15 Total Program Budget $42,708 $9,823 $52,531 $657 $570 $701 $2,210 $100 $470 $970 $204 Subtotal $570 $5,882 TOTAL $4,011 $58,413.00 Budget prepared by (Name, Title, Telephone Number, E-mail) April Monroe, Finance Director, 510-881-5743, april monroe(a~cril-online org 0 Performance Measures (fill out a Performance Measure for EACH goal and/or objective) Page 1 of 2 Agency: Community Resources for Independent Living (CRIL) Program: Housing Services for Persons with Disabilities & Seniors with Limitations Activity: Housing Information and Referral for Low-Income People with Disabilities and Seniors with Limitations Provide Housing Information & Referral to 351ow-income Dublin seniors and other residents with disabilities and their families through outreach activities, presentations, workshops, mailings, and collaborative partnerships. Provide direct Housing Assistance/Plans to 151ow-income Dublin residents with disabilities. Goal/Objective Total Served: 50 Persons with Disabilities Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. HUD Strategic Goal 4 5 HUD Policy Priority 1 2 3 4 5 6 How will your agency benefit Dublin residents? CRIL's Housing Assistance Program meets all HUD Goals and nearly all HUD Policy Priorities Securing affordable housina in the bay area is extremely difficult for many residents Miti sting further barriers such as lack of accessible housin and hi h rent costs for eo le with disabilities who on SSI or Social Securit have incomes at 16.5% of the median rate is nearly impossible Nevertheless CRIL's Housina Services specifically target the needs of this vulnerable group of residents With our guidance support and resource expertise we will partner with the City of Dublin and other supporting agencies in securing long term affordable housing for these members of their community. Please refer to Instructions to complete RFP for descrintinn of pprf~..Y,~.,..o nno~~ 1. Objective (select one) ___r _____ _. ~........... vu.au~a.a. 2. Outcome (select one) ^ Creating a Suitable Living Environment ®Availability/Accessibility ® Providing Decent Affordable Housing ^ Affordability ^ Creating Economic Opportunities ^ Sustainability 3. Specific Indicator (select one) ^ Public facility or infrastructure ^ Owner occupied units rehabilitated ® Public service ^ Targeted revitalization ^ Direct financial assistance to homebuyers ^ Tenant Based Rental Assistance (TBRA) 11 Commercial facade treatments or business building rehabilitation Homeless shelters ^ Brownfields remediated ^ Emergency housing ^ Rental units constructed [] Homeless prevention ^ Rental units rehabilitated ^ Jobs created ^ Homeownership units constructed or ^ Jobs retained acquired with rehabilitation Business assistance Businesses providing goods or services 12 ~~~ ~! Performance Measures Both pages must be completed for each program Page 2 of 2 4. Common Indicator a. Total number of clients you anticipate serving -choose one orthe other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households OR Persons 50 b. Breakout the number of clients you anticipate serving in the following categories. Low Very Low Female Income Income Disabled Headed Senior Youth Homeless (>50%) (<50%) Households 5 45 50 10 20 2 5 Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. Family Size Extreme) Low ° y 30% of Median Very Low 50% of Median L°W Median Moderate 80% of Median ' Income Income 1 Person ~ $18,100 $30,150 $46,350 $60,300 $72,300 2 Persons I $20,700 $34,450 $53,000 $68,900 $82 600 -~^ 3 Persons $23,250 $38,750 $59,600 $77,500 $93,000 4 Persons $25,850 $43,050 $66,250 $86,100 103,300 5 Persons $27,900 I $46,500 $71,500 $93,000 ~ $111,600 6 Persons $30,000 $49,950 $76,850 $99,900 $119,800 7 Persons $32,050 $53,400 i $82,150 ~- $106,800 ~ $128,100 8 Persons $34,100 $56,850 $87,450 $113,700 $136,400 HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS 13 a ~ 1 /1 ~~ ~~~ ~i DEC 16 2008 C'~LIFpR~ UU~LIN PLANNING 1 Z= 3o P.w~. FY 2009-2010 Community Development Block Grant Application Agency Name East Bay Innovations (EB17 Address 303 West Joaquin Ave. Suite 110 San Leandro, CA 94577 Executive Director Tom Heinz Contact name and title Tom Heinz, Executive Director Contact phone and fax (510)618-1580 ext 11 Contact e-mail address theinz(a~eastbayinnovations.org Organizational Background Private Non-Profit ® Public Agency Other (Describe): Tax ID Number 943210351 List years previously received City funding Not Applicable. TAFF USE ONLY Dafe Receives qpp # Con~un~7yDeve%D~neAtD/oc~F67~tDDaDca~ C~rrerS~ert F~ EC E DEC 16 2008 DUBLIN PLA~p+I,I1~G,mnr~ C ,r ~~ _~~ ~ ~ ~ ~~ Pa~re2 Proposal Summary - (A program may confaln several goals) Capital Request ~ OR Public Service Request Program name Brief Program summary The Connect University Program will provide education and support to persons with developmental disabilities who are at risk of social isolation, depression, exploitation, and victimization. A train- the-trainer component will be included to ensure quality program replication and sustainability in subsequent years. Goals -Number of Program goals to be achieved in fiscal year 2009- 2010 Number of Dublin residents served by List a brief description of each program goal: this goal 1} Provide education/suppvi-t to Dublin residents with develvpmental 10 disabilities at risk of or already experiencing social isolation, depression, exploitation, and victimization. 2)-Train EBI staff to lead education/support groups to prevent/address the consequences of social isolativn. l~iental health professional will provide training. 3 Use a separate sheet of paper if needed Amount of Dublin grant funding requested (match first column budget form #2) Connect University ® (check one) $6,000 Overall Total number of Dublin residents to be served by this program 10 .~ ~ ~' Community Development Block Grant Application Certification To the best of my knowledge and belief, all information and data in this application and attachments are true and correct. No material information has been omitted, including financial information. If funded, I certify that the Agency is willing and able to adhere to polices and procedures specified by the City of Dublin, and if applicable, the appropriate program regulations of the US Department of Housing and Urban Development. Further, I understand this is not an agreement for grant funding and cannot encumber funds until the City of Dublin and the individual authorized to execute contracts on behalf of the Applicant Agency, has signed the contract, and if applicable, all federal regulations and paperwork are completed. i I ~~ Eiiecubire Director ~ Id a~ Authorized Signature lsi~- " b/riem~rl Title Date Yea are regatrea [e answer each of the quetiens feffow~g tip f fl, 34" Ipl tf" wfl~e 12-point type, wftp 1-~led htsrg~s. Do ^~ ine~de ipe ~testiee ®yo~ ; roweeer ahem Ue in ®rder and refer to the ceirrespending ire fresrs®and Beset llaRati~res ats`eet to e>oeesA few [4l total pages. Ail pages mast hs censecnt~ly r~ua~bereiii. Please answer each gaestion seen it a appears repetitieas A appficahfe, complete sn a~tionaf page alalsweting reps Capital repuests. A. Program Narrative -maximum three (3) pages 1. Describe the program for which you are requesting funding. Provide a description of the problem(s), need(s), issue(s), or other service gaps to support the need for the program/activity in Dublin. In addition, supply data such as demographics, reports and/or other information supporting your information and proving the need exists in Dublin. DO NOT solely cite statistics from your own grogram to prove need 2. Within your Program, you may break out individual goals you intend to achieve. These goals should be measurable goals such as: Present 3 community education meetings on agency's services; assist 10 Dublin residents with specific services the agency offers; serve 1,000 meals to 50 Dublin residents on a regular basis; install 5 sidewalk ramps on Dublin street corners, etc. 3. Describe the population you anticipate serving with these funds. How many are Dublin residents? Include the type and frequency of outreach efforts to the target population and how these efforts are accessible to limited-English speakers. Describe your agency's language access capabilities and how you provide culturally appropriate services. 4. How do you define success in this program? Please list and briefly describe the goals/outcomes that are crucial to the success of your program. Describe how participation in this program will change, enhance, or provide lasting improvements in the lives of potential clients. 5. Identify the organizations that your agency works or cooperates with and describe their relevant capabilities that result in greater service integration. ~ -~ East Bay Innovations (EBI) Request for City of Dublin Community Development Block Grant Program Connect University Program A. Program Narrative 1) Description of the problem: Established in 1994, the mission of East Bay Innovations (EBI) has always been to enable persons with developmental disabilities to become active participants in their communities and to live as independently as possible. As more persons with developmental disabilities become empowered to make choices in their lives, an increasing number are opting to live and work independently rather than in traditional "board and care" homes and sheltered workshops. EBI is aware that today, while successfully acquiring skills to live on their own and work in competitive settings, many individuals with developmental disabilities are isolated, socially. For some, profound loneliness, depression, self-destructive behaviors, and increased risk of exploitation may be manifestations of their feeling isolated. EBI's Connect University program is designed to both address and prevent these consequences. Support from the City of Dublin's Community Development Block Grant Program will be used to partially fund consultation provided by a licensed mental health professional with extensive experience working with persons with developmental disabilities. In both a supportive and educational role, the clinician will address the socialization needs of EBI's consumers who, because of their limited experience developing and navigating reciprocal relationships, are currently, or at risk of, becoming isolated, depressed, and/or being exploited or victimized. EBI will conduct a series of weekly education support groups in the Tri-Valley area for adults with developmental disabilities, addressing strategies to counter social isolation and avoid exploitation; lead classroom workshops in Dublin, Livermore, and Pleasanton for transition age students that proactively promote ways to create healthy social relationships and avoid isolation and victimization; and, using a "train the trainer" model, the mental health professional will teach EBI staff to lead these consumer groups and workshops, enabling them to independently facilitate these subsequent consumer groups. To understand the scope of exploitation and abuse of persons with developmental disabilities, a Florida state agency serving persons with disabilities reviewed research conducted nationwide, and found studies reporting that a staggering 90% of persons with developmental disabilities experience sexual violence at some poirn in their lives; citing social isolation as a common attribute of persons who are victimized; and identifying a correlation between consumer education and "decreased vulnerability" to abuse and exploitation. Given that EBI currently serves 20 Dublin adults with developmental disabilities and is aware of an additional number of transition-age students from Dublin, EBI is eager to include individuals from this geographic area in the Connect University Program. 2) Goals to be achieved: • EBI will provide education and support to ten Dublin residents with developmental disabilities who are at risk of or are already experiencing social isolation, depression, exploitation, and victimization. • At least three EBI staff will be trained and fully prepared to lead education support groups to prevent and address the consequences of social isolation. 3) Population to be served: The target population EBI is proposing to reach through Dublin Community Development Block Grant funding will include Dublin-based adults and transition-age students with cognitive disabilities, autism, cerebral palsy, and visual or hearing impairments. Adult program participants will be considered extremely low-income according to HUD guidelines. Transition- age students living with their families will be in households reflective of Dublin's socioeconomic range. To ensure access to the program by individuals who are limited-English speakers, EBI's Limited English Proficiency/Language Access Plan (LEP/LAP) will assure assignment of a bilingual and bicultural employee or translator to facilitate communication, as needed. As an agency working with persons with disabilities, EBI has had extensive experience with consumers who are non-verbal, and frequently utilizes alternative means of communication. 4) Definition of success: The overarching goal of the Connect University program is to address the social needs and increase the safety of persons with disabilities who are currently or at risk of becoming isolated, and subsequently vulnerable to exploitation, depression, and/or self-destructive behaviors. Toward this end, success of the Connect University program for persons in Dublin will be defined by EBI's ability to meet the specific goals and outcomes described in # 2) by the end of one year. To ensure that EBI effectively provides education and support to ten Dublin residents with developmental disabilities who are at risk of or are already experiencing social isolation, depression, exploitation, and victimization and fully prepares at least three EBI staff to lead education/support groups, EBI's ILS Director, Tamy Ratto, will review, on a monthly basis, progress made towards meeting these objectives. As needed, she will strategize and problem- solve specific areas of concern as well as obstacles to meeting these outcomes. Quarterly, EBI's ILS Director will report on the status of outcomes. Given EBI's history of success, EBI anticipates that funding through this grant will dramatically benefit the Dublin-based individuals participating in the Connect University program. Though the numbers of consumers to be served during the first year is relatively small, the likelihood that this program can prevent exploitation in their lives will have a profound impact on their long- term well-being. And, the ability to replicate the program -- as a result of the train-the-trainer component --using agency staff will make it possible to prevent many more adults from becoming isolated and ultimately finding themselves in exploitive situations. ~- ~ ~ 5.) Agency collaborations: While EBI's administrative office is located in San Leandro, EBI staff serve Tri-Valley consumers using a satellite office in the Livermore Multi-Service Center at 3311 Pacific Avenue. Having provided services in the Tri-Valley area for the past 14 years, EBI has developed collaborations and worked cooperatively with a hroad range of public and private entities in the Dublin area that have enhanced the quality of consumers' lives and their ability to be successfully integrated in the community. Included amongst the list of local resources that have had a positive impact on EBI's consumers are: the Tri-Valley Special Educational Local Plan Area (SELPA), Las Positas Community College, Access Health Clinic, Kaiser, Tri -Valley Haven, Jubilee Food Pantry, and Open Heart Kitchen. 6.) Program accessibility: EBI's services are, by definition, accessible to persons with developmental disabilities. Many of the persons EBI serves have multiple needs, and EBI has long been recognized as an agency that makes it possible, through its intensive services, for adults with even the most significant physical and cognitive disabilities to live independently. In 2006, Tom Heinz, EBI's Executive Director, received the Bill Rosenberg Memorial Award for "demonstrating outstanding leadership in promoting the inclusion of persons with severe disabilities" and in 2007, EBI received Special Recognition for Outstanding Advocacy" from the Alameda County Developmental Disabilities Council. 7.} Service sustainability: Based on recent discussions with the Regional Center of the East Bay -- the state-funded agency responsible for case management and service provision for persons with developmental disabilities in Alameda and Contra Costa Counties -- state funding will likely be available to EBI to support the Connect University program. Funding through the Dublin Community Development Block Grant Program will make it possible to conduct outreach, implement the program, and demonstrate its impact while applying for - an often protracted process -funding from the Regional Center. N ~;y, fl ~'. ~b ~ ~,~ B. Budget Narrative l.) EBI is seeking funding from the Dublin Community Development Block Grant Program in the amount of $6,000, which is 15% of the total Connect University program budget. EBI anticipates that Dublin-based residents will comprise at least 15% of the persons served through this program during fiscal year 2009/2010. All costs associated with EBI's administrative overhead, as well as the Independent Living Skills Director's participation; will be provided, in-kind by EBI, and are not reflected in the budget. Given the opportunities for replication and the plans for sustainability, the budget reflects acost- effective, reasonable investment in acritically-needed program. All funding will be used to contract with a Mental Health Professional, at a rate of $125/hour, to work directly with consumers and train EBI staff. 2.) If this application does not receive funding, EBI will need to raise additional funds to fully implement this project and will likely result in EBI's implementing fewer education/support groups throughout fiscal year 2009/2010. 3.) EBI does not anticipate having unspent grant funds at the end of the fiscal year. ~~ ~~ ~ Financial Information Form Additional Program finding Sources ~ Staffing Costs Attach additional sheets if necessary Additional program funding sources could include, but are not limited to foundations, corporations, individual contributions, events, reimbursements and in-kind contributions. Types of funds are loan, grants, donations, in-kind, etc. Seuree Ali®~®t vs~ 8f ~eAdt Commi#tBd9 Y/N True iVoi-th Foundation ant 7500 Connect L'•niversity A~Iental Health Consultant 1( Connect Lniversity btental FIealth S ecial I-Io e Foundation t 7500 Consultant (award decision in May 2009 IV Livei7nore Housing/Hwnan Services Grant 6000 Connect Lniversity l~•Iental Health Consultant (award decision in _~pril 2009 1V Connect L'•niversity Mental Health Ci of Pleasanton t 6000 Consultant (award decision in June 2009 N Regional Center of the East Bay service reunbursement 7000 Connect Lniversity Mental Health Consultant (funding anticipated in S i-in 2009 N TOTAL $3d,ppp If you are utilizing CD66 funds to pay for staff costs, please list each employee/title and the percentage of their salary and benefDs that will be paid with CDBB. Include the total monthly and yearly costs to the CDB6 program. Note: Vacation, sick leave and holidays for employees cannot he charged to CDBG as program evpenses. New x salo~y a tieeef~s M®n~h- ss~l ~ Yeaiift a~- a Position Title [Y/ID paid tsr with grn~t ~ 6c shat ~e gr benef~ cost t®~raat ;,~ Program Budget Form Attach additional sheets if necessary CDBG Grant Total Program Budget Capital Expenses Construction/Rehabilitation $ $ Permits and Fees $ $ Design $ $ Engineering $ $ Acquisition $ $ Other Soft Costs (deFne) $ $ Subtotal $ $ Personnel Expenses Salaries $ $ Benefits $ $ Subtotal $ $ Operating EXpenS2S All administrative costs will be covered , in-kind, by EBI. Supplies $ $ Printing/Copying $ $ Postage $ $ Telephone $ $ Rent and Utilities $ $ Accounting,/Audit $ $ Consultant -Licensed Mental Health Professional $6,000 $40,000 Subtotal $6,000 $40,000 TATAL $6,000 X40,000 Budget prepared by (Name, Title, Telephone Number, E-mail) Linda Ratner, Program Developer (510)524-2710 1 indaratner(a?,co mcast. net 1 ~' WW ~ ~~ ~ 1 Performance Measures (fill out a Performance Measure for EACH goal and/or objective) Page 1 of 2 Agency: East Bay Innovations Program: Connect University Program Workshops, educational/support groups and train the trainer program for persons with Activity: developmental disabilities at risk of exploitation. To educate and support Dublin residents with developmental disabilities facing social Goal/Objective isolation, exploitation, depression, and/or victimization. Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. HUD Strategic Goal 1 2 4 5 HUD Policy Priority 1 2 3 4 5 6 How will your agency benefit Dublin residents? The Connect University program will address the social needs and increase the safety of Dublin residents with disabilities who are currently or at risk of becoming isolated, and subsequently vulnerable to exploitation, depression, and/or self-destructive behaviors. Please refer to Instructions to complete RFP for description of Performance Measures. 1. ;Qbjec6ve [select onsl Y. Outcsm~ [ashct anal Creating a Suitable Living Environment Availability/Accessibility ^ Providing Decent Affordable Housing ^ Affordability ^ Creating Economic Opportunities ^ Sustainability ~; SpeG1~IC ledlcatolr I$elect olle~' Public facility or infrastructure ^ Owner occupied units rehabilitated ® Public service ^ Targeted revitalization ^ Commercial facade treatments or business building rehabilitation ^ Brownfields remediated ^ Rental units constructed ^ Rental units rehabilitated ^ Homeownership units constructed or acquired with rehabilitation ^ Direct financial assistance to homebuyers ^ Tenant Based Rental Assistance (TBRA) ^ Homeless shelters ^ Emergency housing ^ Homeless prevention ^ Jobs created ^ Jobs retained Business assistance Businesses providing goods or services (~ ~ ~ ~., ~. . Performance Measures Both pages must be completed for each program Page 2 of 2 4. ConNnon Intiicator a. Total number of clients you anticipate serving -choose one or the other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households 0~ Persons 10 b. Breakout the number of clients you anticipate serving in the following categories. Low Very Low Female Ir-come Income Disabled Headed Senior Youth Homeless (>50°,6) (<50°.6) Households 1 7 10 5 Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. _ __ _ _. Family Size _. Extreme) Low y Very Low 50°,G of Low Median Moderate ° 30 ~ of Median Median 80°,G of Median Income Income 1 Person _.. $18,100..._ $30,150 _ $46,350 ~ $60,300 ;' $72,300 2 Persons ~ $20,700 $34,450 $53,000 $68,900 $82,600 3 Persons ~ $23,250 $38,750 ~ $59,600 $77,500 $93,000 4 Persons $25,850 $43,050 $66,250 $86,100 103,300 5 Persons $27,900 $46,500 $71,500 _ $93,000 $111,600 ' ___ _ . 6 Persons $30 000 $49,950 - _. $76,850 ~ ~ $99,900 $119,800 7 Persons . _ $32,050 $53,400 $82,150 $106,800 $128,100 , 8 Persons $34,100 $56,850 __ _ . __... __ __ $87,450 $113,700 $136,400 HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS 6S ~ ~z~ ti~ ~j~ `~ ~~1 RECEIVE ~- ~ -~ sz ~ llf DEC 16 2008 ~ ~ '/ ,~~LIF0~~1~ DUBLIN I'LA~INING Il : ~i5 a.wt FY 2009-2010 Community Development Block Grant Application Agency Name Kidango, Inc. Address 44000 Old Warm Springs Blvd. Fremont, CA 94538 Executive Director Paul B. Miller Contact name and title Marc Baker, Director of Development and Communications Contact phone and fax 510-897-6913, 510-897-6909 Contact e-mail address mbaker@kidango.org Organizational Background Private Non-Profit Other (Describe): Tax ID Number 94-2581686 Public Agency List years previously received City funding STAFF USE ONLY . Date Received App # Attarhmpnt h ~~ "~ CommunityDeve%pmentB/ockGrantApp/ication CoverSheet Page 2 Proposal Summary - (Aprogrammaycontainsevera/goa/s~ Capital Request ® OR Public Service Request ~ (check one) Program name Kidango Nielson Child Development Center Brief Program summary Kidango Nielson Child Development Center will provide quality child care and child development services to a diversity of children, ages 2- 5 years, including children with disabilities, children of abuse, neglect and domestic violence, children whose parents are low and moderate income who need services to work or attend school/training, children who are homeless and infants of teen parents Goals - Number of Program goals to be achieved in fiscal year 2009- 2010 Number of Dublin residents served by List a brief description of each program goal: this goal Provide early education services M F from 7:00 am to b:00 pm 65 Provide healthy breakfast and lunch each weekday 65 Show developmental progress asindicated by DRDP-R 65 Use a separate sheet of paper if needed Amount of Dublin grant funding requested (match first column budget form #2) $10,000 Overall Total number of Dublin residents to be served by this program 65 Community Development Block Grant Application Certification To the best of my knowledge and belief, all information and data in this application and attachments are true and correct. No material information has been omitted, including financial information. If funded, I certify that the Agency is willing and able to adhere to polices and procedures specified by the City of Dublin, and if applicable, the appropriate program regulations of the US Department of Housing and Urban Development. Further, I understand this is not an agreement for grant funding and cannot encumber funds until the City of Dublin and the individual authorized to execute contracts on behalf of the Applicant Agen~has signed the contract, and if applicable, all federal regulations and paperwork are completed. Q'~c' ~ /Lkc~ (sign in b/ue Executive Director C~ °l~ a ~ Date Title ~" '~~ ~ 1 A. Program Narrative -maximum three (3) pages 1. Families need quality child care for their young children. In the City of Dublin, 1,216 (59%) of children between the ages of 0-5 live in households where either both parents or the single head of household are in the labor force.l For many of these families, good quality child care provided by a preschool center is a necessity to maintain employment and support their families. However, many families, particularly low income and single parent families in Alameda County, cannot afford to enroll their children in a preschool center. In 2006, the average annual cost of full-time care for a preschooler (2-5 years old) in a licensed center in Alameda County was $9,142.2 A single parent/guardian working full-time for minimum wage in Alameda County would be required to spend 59% of their income on child care. There is a need for subsidized child care services in the City of Dublin. Without affordable child care, parents cannot maintain full employment. This puts families at risk of losing employment, needing to rely upon welfare, and losing their housing. Young children are at risk of being placed in unsafe care, for example, being cared for by a 10-year-old sibling. Low-income families need support in order to afford child care so they can work and move their families toward self- sufficiency. Kidango has a fee for service contract with the California Department of Education to provide services on a sliding fee scale to qualifying low-income families. Unfortunately, the contracted fee is less than the actual cost of providing the service. We rely upon community support to fill the gap. The CDBG funding requested for funding year 2009-2010 from the City of Dublin will be used to purchase and install a new outdoor climbing structure to benefit the preschool children enrolled in our center. Our new Dublin child development center is located on the grounds of the Dublin Unified School District's Nielson Elementary School Campus located at 7500 Amarillo Drive in Dublin. In order for our preschool center to meet Community Care Licensing requirements, we need to install a climbing structure in the outside play yard for the young children who will be enrolled in the center. The climbing structure will promote the physical development of the children enrolled in the center and will be developmentally appropriate for children ages 0-6 years. 2. (A) Goal One: Provide quality early care and education and child development services Monday-Friday to 65 Dublin children ages 3-5 years to allow parents/caregivers to seek job training, maintain employment, or attend school. (B) Goal Two: Provide nutritious breakfast, snacks and lunches each weekday free of charge to all children enrolled at our Dublin Child Development Center. (C) Goal Three: Ninety percent (90%) of the children attending our Dublin location will show developmental progress as indicated by the California Department of Education's Desired Results Developmental Profile assessment. 1 City of Dublin Child Care Portfolio 2 The 200 California Child Care Portfolio ,~ ~t 3. Kidango proposes to serve several deserving, HUD-eligible populations: low-income working families or those searching for employment, low income families with parents in job training or adult education, and preschool children with developmental delays and disabilities, foster children or children referred by child protective services. The Nielson Child Development Center will serve preschool children ages 2 to 5 years and is located at Nielson Elementary School. When the center opens in January of 2009, we will be able to serve a capacity of 72 children and we anticipate that 100% of the enrolled children will reside in Dublin. Kidango regularly and continuously conducts outreach to low-income families through other service providers, community based organizations, faith based organizations, and through advertising. Most of our low-income families are recommended to us by currently enrolled families. Kidango preschool teachers, who are themselves culturally diverse and linguistically competent in the languages of the families, create an atmosphere that is welcoming of children, families and the community, developmentally appropriate and comfortable for young children. We strive for cultural competence by hiring staff that represent the diversity of the community served, purchasing materials that represent the languages and cultures of the families served, including families in the planning of curriculum, and by conducting training in appropriate curriculum design. The California Department of Education reviews our program on a regular basis. In our most recent review we were commended for "Embracing the issue of diversity in the classrooms through inclusion of children with special needs and through the employment of teachers and administrators who reflect the rich diversity of the community it serves." 4. The long term outcome of Kidango's child development programs is for children to be successful in school and throughout their lives. Longitudinal studies have shown a correlation between quality early education experiences and success later in life. While Kidango does not have sufficient funding to undertake a longitudinal study, we have modeled our program on those programs that have been studied and found to enhance children's success. A landmark, long-term study of the effects ofhigh-quality early care and education on low- income three- and four-year-olds shows that adults at age 40 who participated in a preschool program in their early years have higher earnings, were more likely to hold a job, had committed fewer crimes and were more likely to have graduated from high school (High/Scope Foundation).3 Overall, the study documented a return to society of more than $17 for every tax dollar invested in the early care and education program. Children from low-income families were shown to benefit the most from participation in an early education program. The first five years of life are critical for brain development and future learning. Kidango is able to more readily measure some intermediate goals that contribute to our long term outcome for children. We assess children's progress two times each year using the California Department of Education's Desired Results Developmental Profile-Revised. Ninety percent (90%) of the children measured with this assessment show developmental progress. Desired Results also incorporates the Early Childhood Environment Rating Scale (ECERS) which is a s Schweinhart, L.J., Montie, J., Xiang, Z., Barnett, W. S., Belfield, C. R., ~ Nores, M. (2005). Lifetime Effects: The High/Scope Perry Preschool Study Through Age 40. Ypsilanti, MI HighfScope Press. 2 ~~ , 1~~, tool we use to rate the interactions between staff and children and the overall environment. Other intermediate measures include the daily attendance records for children, records of meals served, and records of specialized services provided to infants with disabilities. One goal is to allow parents the opportunity to attend school or job training and to seek or maintain employment by caring for their children. Another goal of the early care and education programs is to provide children with quality, developmentally appropriate educational opportunities to maximize their development. These goals will be achieved by enrolling low- income Dublin children in quality early education settings, by providing scholarships so that parents can afford to continue working or attending school, and by partnering with other service providers for coordinated services to families. 5. Kidango has a long history of working with other service providers to help children and families succeed. Kidango works closely with Child Care Links, a resource and referral agency, to assist in enrolling low income families in need of child care. CAPE (Community Access for Preschool Education) provides Head Start services to children also enrolled at Kidango centers. Children then have access to necessary health screenings and services. Kidango is an EPSDT (Early and Periodic Screening, Diagnosis and Treatment) contractor, providing mental health services to children enrolled at K_idango and CAPE infant and preschool programs. 6. Kidango (and its predecessor -Agency for Infant Development) has served children with disabilities for over twenty-nine years. Kidango employs a variety of special education professionals. They are available to help teaching staff modify curriculum for children with special needs. We contract for sign language interpreters as needed by either parent or child. The Nielson Child Development Center is accessible to people with physical or mobility impairments. The center has accessible ramps from the parking area into the buildings and the outdoor play areas. 7. To maintain current service levels, Kidango seeks funding from a variety of funding sources including: government fee-for-service contracts, federal, state and city grants, and foundation, corporate and individual support. ~~f~ ~j ,~ B. Budget Narrative -maximum one (1) page 1. Kidango provides quality child care that allows parents to seek and maintain employment knowing that their young child is being cared for in a safe, healthy and educational environment at a cost below market rate for Alameda County. Kidango's official monthly full-time rate for children approximately 2 years and up in Alameda County (average based on 246 days of operation per year) is $870.00. Kidango offers our services on a sliding fee scale based upon family size and household income. The sliding scale is developed by the California Department of Education and cuts off at 75% of the state median income in 2000. Longitudinal studies such as the Perry Preschool Project and the Abecedarian Study show that for every $1 invested in a quality early education experience, society benefits an average of $17 in decreased costs for special education, teen pregnancy, criminal justice and welfare services 2. If this application does not receive CDBG funding, we will be unable to purchase and install the outdoor climbing structure. 3. Kidango does not anticipate having any unspent CDBG funds at the end of the fiscal year. 4. Complete Financial Information and Budget Forms. (Please specify the total program budget. You must provide information on the common outcome indicator which defines the amount of dollaxs leveraged by the grant request. If you have any questions, please refer to the instructions for guidance or contact program staff.) 4 ~r ~ ~~~ C. Capital Expenditure Narrative -maximum one (1) page, if applicable 1. Provide a detailed budget and scope of work for each capital expenditure or a construction/ rehabilitation budget and describe how you ascertained these costs. Kidango Nielson Outdoor Play Structure: Play Structure: $20,583 Freight: $5,125 Surfacing: $8,223 Installation: $12,152 Total: $46,038 This cost was ascertained from a written estimate from a licensed contractor. 2. This project will require implementation of Davis-Bacon/Fair Labor Standards Act. Kidango has a long history of managing construction projects funded through CDBG and therefore we have experience complying with Davis-Bacon and Fair Labor Standards requirements. The project will go through a public notification and bidding process. The contract will include language requiring the successful bidder to comply with these regulations, including the submittal of documentation such as certified payrolls. Please contact Staff immediately if you have any questions regarding Davis-Bacon requirements! D. Performance Measures -use attached form 1. Select all goals and priorities that apply. (Refer to instructions.) 2. Choose ONE Objective, Outcome and Specific Indicator (l, 2 and 3). 3. Complete all three sections for Common Indicator number 4. (Refer to Appendix A.) 5 Financial Information Form Additional Program Funding Sources & Staffing Costs Attach additional sheets if necessary Additional program funding sources could include, but are not limited to foundations, corporations, individual contributions, events, reimbursements and in-kind contributions. Types of funds are loan, grants, donations, in-kind, etc. Source Amount Use of Funds Committed? ,Y/N Individual donations $1,596 Donation-unrestricted N Head Start $1,716 Grant-restricted Y Child Care Food and State Meal Pro $40,825 Fee for service-restricted Y CA. De t. of Education $870,020 Fee for service-restricted Y Voucher Pro ms $10,274 Fee for service-restricted Y Parent Fees $129,243 Fee for service-restricted Y Fundraisin $665 Donation-unrestricted N Foundation/Co orate $6,650 Donation-unrestricted N TOTAL $1,060,989 If you are utilizing CDBG funds to pay for staff costs, please list each employee/title and the percentage of their salary and benefits that will be paid with CDBG. Include the total monthly and yearly costs to the CDBG program. Note: Vacation, sick leave and holidays for employees cannot be charged to CDBG as program expenses. Position Title New (Y/N) % salary & benefits paid for with grant S Monthly-salary & benefit cost to grant Yearly salary & benefit cost to grant ~~ ~ ~~~~. Program Budget Form Attach additional sheets if necessary CDBG Grant Total Program Budget Capital Expenses Construction/Rehabilitation $10,000 $46,083 Permits and Fees $ $ Design $ $ Engineering $ $ Acquisition $ $ Other Soft Costs (define) $ $ Subtotal $10,000 $46,038 Personnel Expenses Salaries $ $ Benefits $ $ Su btota I $ $ Operating Expenses Supplies $ $ Printing/Copying $ $ Postage $ $ Telephone $ $ Rent and Utilities $ $ Accounting/Audit $ $ Other (define) $ $ Su btota I $ $ TOTAL $10,000 $46,038 Budget prepared by (Name, Title, Telephone Number, E mail) Marc Baker, Director of Develop ment and Communications, 50-897-6913, mbaker kidango.org Performance Measures (fill out a Performance Measure for EACH goal and/or objective) Page 1 of 2 Agency: Kidango, Inc. Program: Kidango Nielson Child Development Center Activity: Installation of outdoor climbing and play structure Goal/Objective Strengthen Communities Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. HUD Strategic Goal 1 2 3 4 5 HUD Policy Priority 1 4 5 6 Now will your agency benefit Dublin residents? _Our agency will provide quality. affordable early education and child development services to Dublin residents ensuring that parents/caregivers can maintain employment, seek job training or remain in school. Please refer to Instructions to complete RFP for description of Performance Measures. 1. Objective (select one) 2. Outcome (select'one~ ^ Creating a Suitable Living Environment ®Availability/Accessibility ^ Providing Decent Affordable Housing ^ Affordability ® Creating Economic Opportunities ^ Sustainability 3 Specific Indicator{select one) ® Public facility or infrastructure ^ Owner occupied units rehabilitated ^ Public service ^ Targeted revitalization ^ Commercial facade treatments or business building rehabilitation Direct financial assistance to homebuyers Tenant Based Rental Assistance (TBRA) Homeless shelters ^ Brownfields remediated ^ Emergency housing ^ Rental units constructed ^ Homeless prevention ^ Rental units rehabilitated ^ Jobs created ^ Homeownership units constructed or ^ Jobs retained acquired with rehabilitation Business assistance Businesses providing goods or services ~ 1 ~d Performance Measures Both pages must be completed for each program Page 2 of 2 4. Common Indicator a. Total numberof clients you anticipate serving -choose one orthe other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households OR Persons 65 b. Breakout the number of clients you anticipate serving in the following categories. Low Very Low ' Female Income Income Disabled Headed Senior Youth Homeless (>50%°) '(<50%) Households 41 24 65 Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. Family Size _._.__.__~._._-___.__...~ Extremely Low 30% of Median W__~____~_.._.._.._... Very Low ° 50% of Median _..__.-.. __,~.~~._.___._..__ Low g0% of Median _..._.._~~.v__._.Y,________,.__ Median ~ Income _.~...w.~.__w.._e._~,. _~_..~, Moderate Income ...~_d_~.____.___._..._.., 1 Person ~_.____._..___~_____ _ ~ $18,100 ......._..._~__~~_______..._e__..~.. _ ~. _ $30,150 _ ~_ $46,350 $60,300 ~~' ~_._ ~ _~__ . ~ $72,300 _ .._ .~ w _._._..__._.. ~, 2 Persons $20,700 $34,450 _ . _ .. $53,000_ .$68,900_ $82,600 _. 3 Persons $23,250 $38,750 ~ $59,600 $77,500 '~ $93,000 4 Persons ~ $25,850 $43,050 $66,250 $86 100 103,300 ;. I 5 Persons i $27,900 _ $46,500 ~ = $71,500 _ $93,000 I $111,600 6 Persons ~ $30,000 $49,950 ~ $76,850 $99, f , 0 $119 800 9._. 0 7 Persons $32,050 $53,400 ~ $82,150 ~ $106,800 $12,8.,100, 8 Persons `_..___ ~.____..__. ___.I (~ $34,100 i $56,850 _~__w~.,~___.______.~__.__...__.~_ ~.__~.. x.w_.._.~ _... __... $87,450 _~__..._._____._...._________. $113,700 $ 31 6 400 _..--- ___ HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS ~~ _~_,~ ~~ FY 2009-2010 Community Development Block Grant Application Agency Name OPEN HEART KITCHEN, INC. ~ ~ ~ Address 1141 CATALINA DRIVE, #137 LNEMORE, CALIFORNIA 94550 6700 Dougherty Road/3115 Finnian Way, and G444 Sierra Court Executive Director Linda McKeever Contact name and title Linda McKeever Executive Director Contact phone and fax 925 580-1616 925 425-0290 Contact e-mail address lmckeever(a~openheartkitchen.org DEC ~ 5 2008 Organizational Background ~U®LIIV PLA~II~IIV(~ Private Non-Profit ® Public Agency ~ ~ I : ,~ ~ ~ ~n,. Other (Describe): Tax iD Number 94-3396038 2006-2007, 2007-2008 (for Weekend Box Lunch List years previously received City funding program only) 2008-2009 hot meal and box Lunch STAF`E' USE ONLY Date Received App # ATTACHMENT 7 ~, ~~ Page 2 B/o E c k Gran t An, v Jic a ti o n Co Ye r Proposal Summary - (Aprogrammaycontainsevera/goa/s) Capital Request ~ OR Public Service Request ® (check one) "Hot Meals and Weekend Box Lunch" (formerly l~eekend Box Lunch for Program name Arroyo Vista Hourin~g Complex} C-pen Heart Kitchen is the only organization operating in Dublin preparing and serving free, hot, nutritious meals on a "dine-in" or "take-out" basis and distributing Weekend Box Lunches to low-income residents. We began serving Hot Meals at 6444 Sierra Court in September 2007, timing this program with the phased relocation of residents from the Arroyo Vista Housing Complex. We continue to deliver Weekend Box Lunches to residents and will use The Groves at Dublin Ranch (the Groves) as a drop off Brief Program point for the Weekend Box Lunches over the course of the coming year. At summary least 20 Arroyo Vista seniors are living at the Groves now. Goals - Number of Program goals to be achieved in fiscal year 2009- 2010 Number of Dublin residents served by List a brief description of each program goal: this goal 1. Provide the same or an increased number of Weekend Box Lunches to Estimate: lunches 70 populations relocated from Arroyo Vista, using the Groves at Dublin (3,000 to 4,000 Ranch as a drop off point. lunches yearly) 2. Continue to provide hot meals to low-income families and adults on a Estimate: 100-163 weekly basis at 6444 Sierra Court. (7,000 to 8,500 meals vearlvl Use a separate sheet of paper if needed Amount of Dublin grant funding requested (match first column budget form #2) $ 15,000 Overall Total number of Dublin residents to be served by this program 400 Community Development Block Grant Application Certification To the best of my knowledge and belief, all information and data in this application and attachments are true and correct No material information has been omitted, including financial information. If funded, l certify that the Agency is willing and able to adhere to polices and procedures specified by the City of Dublin, and if applicable, the appropriate program regulations of the US Department of Housing and Urban Development. Further, I understand this is not an agreement for grant funding and cannot encumber funds until the Ciiy of Dublin and the individual authorized to execute contracts on behalf of the Applicant Agency, has signed the contract, and if applicable, aU federal regulations and paperwork are completed. F- , /~~ Executive Director 12-18-09 Authorized ignature fsighinb/ueink) Title Date You are required to answer each of the questions following the format below, using 8 ~fz" by 11" white paper,l2-point type, with 1-inch margins. Do not include the question in your narrative; however answers should be in order and refer to the corresponding number. The Program and Budget Narratives are not to exceed four (4) total pages, Ali pages must be consecutively numbered. Please answer each question even if it appears repetitious. If applicable, complete an additional page answering questions regarding Capital requests. Program Narrative -maximum three (3) pages 1. Open Heart Kitchen is requesting funding to continue to provide hot, nutritious meals and weekend box lunches free of charge to low-income residents of Dublin. Our 2009-10 budget projects serving 8,225 Hot Meals, and 4,000 Weekend Box Lunches. According to the Human Services NeedsAssessmentfnr the Tri-Valley (ICF, May 2003), referencing the cities of Dublin., Livermore, and Pleasanton, "economic expansion [has] also led to an extremely high cost of living that has impacted low- and moderate-income fam~7ies disproportionately as they struggle to afford such basic necessities as housing, food, and services. The Almanac of Hunger and Povery in California (2007) supports this finding with data from the Alameda County Food Bank.' The Alameda County Food Bank found that among its clientele, 43% of households made a choice to pap utilities rather than purchase food. In choosing between food and housing, 47% of households allocated funds to housing over food. Thirty-percent made a choice to pap for heath care rather than food. The result is adults, seniors, and children either are going hungry on a regular basis, or are subsisting on food that while inexpensive, has little to no nutritional value. To qualify for government-subsidized school lunches, an applicant must have an annual household income before taxes that must not exceed $23,107 if two people live in the household; $28,990 if three people live in the household; $34,873 if four people live in the household; $40,756 if five people live in the household; $46,639 if six people live in the household, or $52,222 if seven people live in the household, according to the Califom.ia School Breakfast and Lunch program.2 According to the 2000 Census, 719 people live in poverty in Dublin.j Given the rising cost of housing and gas, this number has likely grown in the last seven pears. Open Heart Kitchen will provide hot, nutritious meals from its serving location at 6444 Sierra Court on Monday afternoons, and delivers Weekend Box lunches to former Arroyo Vista Housing Project residents as well as low income Dublin seniors from July 2009 to June 2010. Hot Meals (main protein, vegetable, green salad, fruit salad, bread, dessert, and beverage) are served from 4:30-6 p.m. on both a "dine-in" and "take-out" basis. Multiple meals (up to 5) are allowed "to- go." C-pen Heart Kitchen provides all meal free of charge and without qualification. The Dublin Hot Meal Program began in September 2007 in response to a request from Cross Winds Church to provide outreach to the community and their witness of a growing hunger problem in Dublin. As of November 30, 2008 Open Heart Kitchen has served over5068 meals. Open Heart Kitchen currently delivers Weekend Box Lunches directly to Arroyo Vista residents, and has begun drop off service at the Groves. There is no qualification process other than former residency in the Arroyo Vista complex and determination by the Groves' administration of eligibility among its other existing tenants. The cost of the groceries and supplies to prepare these lunches is 'The Almanac of Hunger and Poverty (2007), Hunger in America Findings (200, p 5$ z California Department of Education, www.ca.gov. s http://www.bayareacensus.ca.~ov/cities/Dublin.htm Page 1 ~ ~ only nominal and two lunches are provided in each box. Working with an all-volunteer staff, other costs are minor and are paid out of Open Heart Kitchen's general budget To-date (non-annualized), Open Heart Kitchen has delivered over 31,OODWeekend Box Lunches to low-income residents at the Arroyo Vista Housing complex. Our projected budget to continue these programs is $10,613 for the Weekend Box Lunch Program and $26,527 Dublin Hot Meal Program 37,140 total cost. 2. Dur fiistgoal is to continue to serve the displaced residents of the Arroyo Vista Housing complex by using The Groves as a drop point Twenty-one former residents of Arroyo Vista are living at The Groves now. We anticipate a decrease in the number of Weekend Box Lunches, and estimate serving 100 Dublin residents 4,000 lunches per pear. Dur second goal is to continue the progress with our Hot Meal program, given its promising start at 6444 Sierra Court. to-date, we have served over 5083 meals with a run rate of 80 to 90 meals served every Monday between 4:30 and 6:00 p.m. As this program began in September 2007, we anticipate that it will serve anywhere between 100 and 350 Dublin residents over 8,000 meals in 2009/2010. Together, the Hot Meals and Weekend Box Lunch programs are working to address basic nutrition needs of Dublin residents who are living at or below the poverty line. 3. Open Heart Kitchen is overwhelmingly serving the working poor in Dublin. The guests we serve in Dublin are Dublin residents who are struggling to make ends meet and are at low or very low income levels described in this application. Many of our guests are female heads of households. We have and will continue to publicize our programs in Spanish and English through the distribution of flyers and brochures. We also consider the dietary needs of our guests, and often provide menus that feature familiar Hispanic food and appropriate condiments. 4. The measurement of success in our Hot Meals and Weekend Box Lunch programs is two-fold. First, increases in the number of participants means that we are providing a service that is valued and the word is being spread among guests of its availability. In addition to publicizing in both English and Spanish, Open Heart Kitchen "gets the word out," but testimony from our guests is the best source of new participants. Secondly, we strive to keep out food costs low. The food cost for the Dublin Hot Meal program is $1.51 per plate; direct cost per meal $2.42 the Weekend Box Lunch is $1.21 per lunch; direct cost per lunch $1.92. We have been succeeding on both fronts. Access to hot, nutritious food is key component of a healthy community. Adults perform better at work, and children perform better in school when they are adequately fed Other emotional issues are diminished when people are fed. Open Heart Kitchen is addressing a whole range of social issues with a single hot meal or a box lunch, and it starts with a healthy diet We are working to help families to keep going by covering a portion of their food costs. We are preventing child and adult obesity and diabetes by offering healthier lunches for consumption on the weekends. Open Heart Kitchen allows families to save a significant amount of money per week by using out services-money they can use fox housing, utilities, gas, laundry, child care, and so forth. Page 2 ~~ d1 124 d 5. Open Heart Kitchen works closely with the Alameda County Food Bank, and the Pleasanton and San Ramon Farmer's Markets pear round to take advantage of donated food. Open Heart Kitchen is a member of the Tri-Valley Hunger Coalition, a group consisting of our organization plus seven food pantries. We work with these food pantries sharing donated product that we pick up from grocery stores (bread, desserts, and other goods). This cooperation is mutual and fox pears has served to benefit other social service programs in the area with no government oversight. Open Heart Kitchen volunteers come from many community organizations in the Tri-Valley, too numerous to list here, including a diverse and numerous group of faith based organizations. We have established relationships with the local high schools for teen volunteers, and other service organizations involving teenagers. Open Heart Kitchen is an active member of the Livermore, Pleasanton and Dublin Community Needs and Services Committee. Mareover, the cities of the Tri Valley areas' Human Service Departments refer people in need to Open Heart Kitchen and we are part of the United Way's 211 human service referral process. Our serving site locations are included in the Tri Valley's Emergency Disaster Relieve Referral program. 6. For the Hot Meals programs, our serving location at 6~ Sierra Court has full handicapped access and parking, as do our other serving locations. As we hand-deliver Weekend Box Lunches directly to residents upon request, are providing access to nutritious food that might not otherwise be available. 7. Open Heart Kitchen is actively working to leverage our programs for sustainability and growth. We have been able to service the Dublin Hot Meals program by preparing the hot portion of the meal using the commercial kitchen we rent in Pleasanton and a donated hot/cold service truck. Cross Winds Church is supplying the space and volunteers in which to serve the guests at no charge. Likewise, we have sourced a drop off point, The Groves at Dublin Ranch (The Groves) to provide access to residents who have either moved to this location and/or can access it from their former residence at Arroyo Vista, thus continuing this program, and even increasing it given that 161 units at The Groves are designated as low income units. Our ability to grow is based on funding and volunteers. We actively pursue all appropriate funding mechanisms and use a sophisticated, on-line volunteer sign up database to provide the necessary man power to support our programs. Page3 ~; ~ ~' B. Budget Narrative -maximum one (1) page 1. Describe how this program is cost effective and the budget is reasonable for the anticipated result. 2. If this application does not receive funding, what will be the effect on the program? 3. Does the agency anticipate having any unspent grant funds at the end of the fiscal year`? If so, explain why. 4. Complete Financial Information and Budget Forms. {Please specify the total program budget. You must provide information on the common outcome indicator which defines the amount of dollars leveraged by the grant request. If you have any questions, please refer to the instructions for guidance or contact program staff.) C. Capital F~cpenditure Narrative -maximum one (1) page, if applicable 1. Provide a detailed budget and scope of work for each capital expenditure or a construction/ rehabilitation budget and describe how you ascertained these costs. 2. Will this project require implementation of Davis-Bacon/Fair Labor Standards Act? If required, describe how your agency will comply with this regulation (bid requirements, determine wage rates, monitor compliance, etc). Please contact Staff immediately if you have any questions regarding Davis-Bacon requirements! D. Performance Measures -use attached form 1. Select all goals and priorities that apply. (Refer to instructions.) 2. Choose ONE Objective, Outcome and Specific Indicator (1, 2 and 3). 3. Complete all three sections for Common Indicator number 4. (Refer to Appendix A.) s~ ~ ~2~ Financial Information Form Additional Program Funding Sources & Staffing Costs Attach additional sheets if necessary Additional program funding sources could include, but are not limited to foundations, corporations, individual contributions, events, reimbursements and in-kind contributions. Types of funds are loan, grants, donations, in-kind, etc. Source Amount Use of Funds Committed? Y/N Dublin CDBG 15,000 Hot Meals and weekend Box Lunches N Safewa Foundation 5,000 Hot Meals Y Wells Fax o Bank 5,000 Hot Meals Y Cross Winds Church 3,000 Hot Meals Y Church Charities 6,000 Hot Meals Y Individual contributions(appeal letter 3,140 Hot Meals N TOTAL S37,140 If you are utilizing CDBG funds to pay for staff costs, please list each employee/title and the percentage of their salary and benefits that will be paid with CDBG. Include the total monthly and yearly costs to the CDBG program. Note: Vacation, sick leave and holidays for employees cannot be charged to CDBG as program expenses. Position Tale New (Y/N) 96 salary & benefits paid for wig grant $ Monthly salary & benefit cost to grant Yearly salary & benefit cost to grant Operations Manager N 5°~ 95.00 1140 Site Supervisor N 5% 37.00 447 Bookkeeper N <1% 2 23 Program Budget Form Attach additional sheets if necessary CDBG Grant Total Program Budget Capital Expenses Construction/Rehabilitation $ $ Permits and Fees $ $ Design $ $ Engineering $ $ Acquisition $ $ Other Soft Costs (define) $ $ Subtotal $ $ Personnel Expenses Salaries $1610 $7,232 Benefits $ $ Subtotal $1610 $7,232 Operating Expenses Supplies/food $8,550 $17,099 Printing/Copying $50 $131 Postage $ 70 $175 Telephone $161 $404 Rent and Utilities $488 $ 1,219 Accounting/Audit volunteer data base $15 $38 Other (define)Auto, equipment, insurance, {see attached budget) $4056 $10,842 Subtotal $13,390 $29,908 TOTAL $15,000 $37,140 Budget prepared by (Name, Title, Telephone Number, E-mail) Linda McKeever Executive Director (925) 580-1616 lmckeever@ openheartkitchen.org Number taken from annual budget prepared by Bookkeeper. p~(f P /~ M ~+k _ _ ~" Open Heart Sitchen Staff Qualifications Nanry Wilson is Open Heart Kitchen's Operations Manager. Nancy's background is 20 years of guest services and food preparation. She is a graduate of the San Francisco Culinary Academy and Management College of San Francisco and is Serv-Safe certified. Evelyn Mattioli is one of 3 Open Heart Kitchen Site Supervisors. She supervises the Dublin Hot Meals program at 6444 Sierra Court along with other supervisory duties at Open Heart Kitchen. Evelyn is a high school graduate and is Serv-Safe Certified. She has been with Open Heart Kitchen for over 3 pears. Cherie Stueve is Open Heart Kitchen's Bookkeeper. Cherie's background includes accounting and management majors at the Bachelor Level, as well as a Master of business Administration degree. She currently holds a CPA certification from the state of Washington. fix'„ Performance Measures ' ~ °~ ~ ~ (fill out a Performance Measure for EACH goal and/or objective} Page 10# 2 Agency: Open Heart Kitchen Program: Dublin Hoe Meals and Weekend Box lunch Program Activity: Free Meal Service to Low income Dublin residents. Goal/Objective Providing weekend box lunches to the low income residents at Arroyo Vista Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. HUD Strategic Goal 1 2 4 HUD Policy Priority 1 3 4 5 6 How will your agency benefit Dublin residents? Please refer to Instructions to complete RFP for descriution of Performance Measures. 1. Objective (select one) 2. Outcome (select one) Creating a Suitable Living Environment ^ Availability/Accessibility ^ Providing Decent Affordable Housing ®Affordability ^ Creating Economic Opportunities ^ Sustainability 3. Specific Indicator (select one) _ n Public facility or infrastructure ^ Owner occupied units rehabilitated ® Public service ^ Targeted revitalization ^ Commercial facade treatments or business building rehabilitation ^ Brownfields remediated ^ Rental units constructed ^ Direct financial assistance to homebuyers ^ Tenant Based Rental Assistance (TBRA} ^ Homeless shelters ^ Emergency housing ^ Homeless prevention ^ Rental units rehabilitated ^ Homeownership units constructed or acquired with rehabilitation Business assistance ^ Jobs created (] Jobs retained Businesses providing goods or services ~~ ~ ~z~ Performance Measures Both pages must be completed for each program Page2of2 4. Common Indicator a. Total number of clients you anticipate serving -choose one or the other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households OR ~ Persons ~ 100 b. Breakout the number of clients you anticipate serving in ifie following categories. Low Very Low Female Income Income Disabled Headed Senior Youth Homeless (>50%) (<50%) Households 60 40 5 20 20 45 5 Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. __ ___ __ Extremely Low Very Low Family Size 30% of Median 50% of Median ___ _ 1 Person _ _ _ $18,100 $30,150 2 Persons $20,700 $34,450 __ 3 Persons _ $23,250 __ $38,750 4 Persons $25,850 $43,050 5 Persons $27,900 $46,500 6 Persons $30,000 $49,950 __ 7 Persons $32,050 $53,400 8 Persons $34,100 $56,850 Low Median Moderate 80% of Median Income Income $46,350 _. $60,300 ___ $72,300 $53,000 $68,900 $82,600 $59,600 $77,500 - ___ $93,000 $66,250....... ....$86,100 , ._ .'_....103,300...._.._. $71,500 $93,000 $111,600 $76,850 $99,900 $119,800 $82,150 $106,800 $128,100 $87,450 $113,700 $136,400 HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS ~-~~ Performance Measures (fill out a Performance Measure for EACH goal and/or objective) Page 1 of 2 Agency: Open Heart Kitchen Program: Dublin Hot Meals and Weekend Box lunch Program Activity: Free Meal Service to Low income Dublin residents. Goal/Objective Providing Hot Meals to the low income residents of Dublin serving 7,000 to 8,500 meals. Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. /1 .~ HUD Strategic Goal 1 4 5 HUD Policy Priority 1 ~' 3 4 6 v How will your agency benefit Dublin residents? Please refer to Instructions to complete RFP for descriation of Performance Measures. 1. Objective (select one) 2. Outcome (select one) ® Creating a Suitable Living Environment ^ Availability/Accessibility ^ Providing Decent Affordable Housing ®Affordability ^ Creating Economic Opportunities ^ Sustainability 3. Specific Indicator (select one) n Public facility or infrastructure (-1 Owner occupied units rehabilitated ~ ® Public service ^ Targeted revitalization ^ Commercial facade treatments or business building rehabilitation ^ Brownfields remediated ^ Rental units constructed ^ Rental units rehabilitated ^ Homeownership units constructed or acquired with rehabilitation ^ Direct financial assistance to homebuyers ^ Tenant Based Rental Assistance (TBRA) ^ Homeless shelters ^ Emergency housing ^ Homeless prevention ^ Jobs created ^ Jobs retained Business assistance Businesses providing goods or services ~~ ~ ~~-~~. Performance Measures Both pages must be completed for each program Page2of2 4. Common Indicator a. Total number of clients you anticipate serving -choose one or the other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households OR ~ Persons 400 b. Breakout the number of clients you anticipate serving in the following categories. Low Very Low Female Income Income Disabled Headed Senior Youth Homeless (>50%) (<50%) Households 175 145 10 90 75 100 15 Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. __ Family Size Extremely Low Ve o Low 50% of Low Median Moderate 30% of Median Median g0% of Median Income Income 1 Person $18,100 $30,150 $46,350 $60,300 $72,300 2 Persons $20,700 $34,450 $53,000 $68,900 $82,600 3 Persons $23,250 $38,750 $59,604 $77,500 $93,000 4 Persons $25,850 $43,050 $66,250 $86,100 103,300 5 Persons ' $27,900 $46,500 $71,500 $93,000 $111,600 6 Persons $30,000 $49,950 $76,850 $99,900 $119,800 7 Persons $32,050 $53,400 $82,150 $106,800 $128,100 8 Persons $34,100 $56,850 $87,450 $113,700 $136,400 HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS ~~ ~ ~zy ~~ 1 -' -~ 'r-,\~ RECEIVED DEC 15 2008 DUBLIN PLANNING t:s~ ?~ FY 2009-2010 Community Development Block Grant Application Agency Name Senior Support Program of The Tri Valley Address 535 Sun~l R~ulevarcl Pleasanton, California 94566 Executive Director Marlene Petersen Contact name and title Marlene Petersen Contact phone and fax 925-931-5378 Contact e-mail address Mj cpetersen2002@yahoo.com Organizational Background Private Non-Profit ® Public Agency Other (Describe): ~ Tax ID Number 20-3225569 List years previously received City funding 2003-2008 1 ATTACHMENT 8 ~ t2~ CommunityDeve%pment B/ock GrantApp/ication CoverSheet Page 2 Proposal Summary- (A programmaycontainsevera/goa/s) Capital Public Service Request ~ OR Request Program name Case Management (check one) Case management is a process that assesses, plans, implements, coordinates, monitors, and evaluates the options and services required to meet the seniors health and human service needs Brief Program promoting quality and cost effective interventions and outcomes summary Goals - Number of Program goals to be achieved in fiscal year 2009- 2010 Number of Dublin residents served by List a brief description of each program goal: this goal To provide Dublin Senior Citizens with case management services that will foster independence, promote safety and well being, preserve dignity and improve quality of life. 30 To provide seniors with one time services as needed. 50 Amount of Dublin grant funding requested (match first column budget form #2) $ 15,000 Overall Total number of Dublin residents to be served by this program 80 Community Development Block Grant Application Certification To the best of my knowledge and belief, all information and data in this application and attachments are true and correct. No material information has been omitted, including financial information. If funded, I certify that the Agency is willing and able to adhere to polices and procedures specified by the City of Dublin, and if applicable, the appropriate program regulations of the US Department of Housing and Urban Development. Further, I understand this is not an agreement for grant funding and cannot encumber funds until the City of Dublin and the individual authorized to execute contracts on behalf of the Applicant Agency, has signed the contract, and if applicable, all federal regulations and paperwork are completed. 0 Autho iz Signature (signinb/ueinkJ Title Date 2 ~l 1"~ `~ A. Program Narrative -maximum three (3) pages 1. While science has enabled a greater number of people to live longer, it has not found a way to eliminate the problems associated with aging. Chronic illnesses can prevent seniors from maintaining an independent life. The common practice of rapid discharge from hospitals compounds the problem as seniors are routinely discharged long before fully convalescing. For these seniors especially, the need for assistance is critical. For seniors who are coping with chronic illness and disabilities simple tasks such as bathing, dressing, cooking, shopping and handling financial affairs are extremely difficult, if not impossible. If left alone, the senior's inability to perform these daily tasks can often lead to premature institutionalization. The financial burden can quickly deplete an entire lifetime of savings. When a senior no longer has the resources to pay for care, society must bear the burden, as tax dollars subsidize institutionalization. Case Management is the critical link between seniors in need and assistance available in the community. The initial contact with a senior is usually a request for help and/or information. Most seniors have never required assistance before and they do not know how to identify their needs or what types of services are available in the community. Often times, they are in a crisis or dilemma. Case Management services are provided directly in the senior's home. An initial assessment is made of the living situation and needs. This assessment consists of an evaluation of the senior's physical, mental and emotional status, as well as an assessment of the need for assistance with daily living activities. After the initial visit, a care plan is formulated with the senior, and family if involved. Case Management services include problem solving, locating, arranging and monitoring services such as transportation, meals, safety devices, in-home companions and workers, assessment for financial aide and benefits, and any other services necessary. There is an increase in clients who present complex situations requiring many additional hours of case management. Many of these seniors have histories of mental illness or have dependent functionally impaired children living with them. We are finding seniors whose homes have fallen into disrepair and/or are cluttered to the point of safety hazards. These cases can seldom be closed as they require frequent monitoring over a lifetime to prevent backsliding. The addition of senior housing in the Dublin area also brings additional senior residents, many who are in need of case management services. Other new senior residents reside in private apartments and single family dwellings and have moved to the area to be closer to their children. Although they may have the support of their families, information and referral will be needed to access resources. Sometimes the most vulnerable is the senior who has aged in place. This is the senior who is often living alone and has been a long time citizen of the community, supporting its growth and contributing taxes, time and employment that have helped Dublin to become an outstanding city, and now is in need of support themselves. In the City of Dublin the senior population (65+) has grown by significantly in the past decade. Statistics are not available for the 60-65 population but we do know there are approximately 1,381 seniors (65+); of those 11% are over the age of 80 while 20% are 70-79. Current data shows that as many as 80% of seniors have a chronic condition such as arthritis, heart disease, 3 ~_ . ~ ~ ~# diabetes, and sensory impairments. Nearly 20% are in need of support services. These statistics are indicative of the growing need for support services. We have minimum funding for case management services. That is why we appeal to each city in the Tri-Valley to provide this necessary service. 2.301ow income or very low income seniors will receive case management services. 50 will receive one time only case management services. One time only services are those that can be resolved quickly with one office, home or site visit and a few phone calls and do not need continued monitoring. Senior Support has Chinese language capabilities for these clients. 3. All program recipients served through this grant will be Dublin residents aged 60+. Priority is given to those living in the greatest economic need, who are functionally impaired and/or minorities. Senior Support staff continuously does outreach to the senior population and to the community at large. Besides one to one outreach we try to do a minimum of one community outreach monthly. Our case manager works closely with the Dublin Senior center coordinator and staff. Our outreach efforts at senior apartment complexes allow us to reach seniors who are homebound and unable to get out on their own. We also conduct presentations to groups in the community, such as employee groups, clubs, churches, services groups and caregiver workshops. We have multilingual staff, volunteers and interns who can outreach in areas as needed. Our brochures and handouts are printed in Chinese, Spanish and English. Senior support staff is very sensitive to and aware of different cultural needs. We work well with the senior's families and friends to make sure proper services are in place. We also attend trainings in multicultural needs. 4. Success in Case Management is defined by the improvement in the quality of life of the seniors who have received our services. This improvement maybe evident in a cleaner living environment or simply in the relationship forged between case manager and senior client. It may be evident in the fact that the senior has remained at home or has been able to remain at home a little longer. It may be evident in a smile when a friendly visitor calls or visits. It maybe evident when the fire department no longer needs to make repeat calls to lift a senior off the floor. Case management is all about small successes. Our primary function is to give seniors the tools and support that will enable them to make the choices necessary to maintain their independence, improve their quality of life and ensure their safety and well being with dignity in tact. All of the components of Senior Support Program of the Tri-Valley are designed to enhance and improve the lives of our senior citizens. Case Management links seniors to services that provide meals, transportation, home care, safety devices, social activities, medical care, access to government benefits when appropriate and a multitude of other resources. When basic physical, social and emotional needs are met, even in small increments, lives are changed and enhanced. 4 9~ ~ ~z~ 5. Because of the geographic isolation of the Tri-Valley, it has made it necessary for existing agencies to work cooperatively in order to deliver the most effective care possible. We are proud to work collaboratively with many organizations and agencies throughout the Tri-Valley and Alameda County. We have established lines of communication so that information and referral flow between agencies. For example, Echo Housing is an agency that we work closely with to provide seniors with housing assistance, reverse mortgage information and shared housing. In reverse we. are able to provide them with services for their clients. We also have a strong collaboration with Spectrum Community services. When a client needs meals brought to them we can have the meals started with one simple phone call. To attain one of our goals to reach the shut-ins in crisis, we developed a strong collaboration/partnership with the Livermore/Pleasanton Fire departments and the Dublin, Pleasanton, and Livermore Police Departments. When a senior is in crisis, these departments will call us. Our case manager responds by working with the client or the family to provide essential services. This has helped to eliminate repeat 911 calls. We have been working closely with the Dublin Senior Center for many years. Their staff often refers clients that they are concerned about. The Senior Center is often a part of our case manager's care plans. In addition to the above collaborations we have developed strong relationships with the Valley Care and Kaiser social workers. We have two ongoing support groups, which we do collaboratively with the Alzheimer's Association. Some of the other agencies that we work with are Health Insurance Counseling and Advocacy, Legal Assistance for Seniors, Legends, Adult Protective Services, Public Health, Open Heart Kitchen, Tri Valley Haven, Wiesner Foundation, Salvation Army, Social Security, In-Home Supportive Services and the local transportation agencies. Once a year, the staff works closely with the City of Dublin and the Dublin Police Department, assisting seniors with cleaning their homes, gardening and minor home maintenance. We also have a relationship with The Tri-Valley Rotary providing them with referrals of seniors who need home clean ups or minor home repair. Several Dublin residents were included in this project. 6. The majority of seniors served through our program are visited in their homes where a complete assessment is made of their needs. If they should need to come to the offices, we are located in the Pleasanton Senior Center in the area that was originally designed for an adult day care program. It is wheelchair accessible and has three handicapped restrooms. It is also on a major bus route. 7. Title III funding, Area Agency on Aging, funds our care-giver program along with our friendly visiting program. Through the Public Authority for IHSS, we provide our registry services. Behavioral Health Services is our sole provider for our very successful Alcohol and Drug Program. In the past four years we have been able to have funding from the Public Health department to provide a nutrition and fitness program where the seniors live. This along with grants and private donations are what helps us to provide services to seniors in this community. As you can see all the above funding is for program specifics. We are in continuous search for new funding that could provide case management services. At this time each city in the TriValley provides funding for the elders in their own community. With this funding we are able to maintain our current levels of service. 5 ~~~ ~~~ B. Budget Narrative -maximum one (1) page 1. Each new client costs approximately $500.00 per year; the services provided to the seniors include but are not limited to: • Initial intake • Home visit (assessment of senior's needs) • Care plan and implementation of services • Monitoring on a regular basis • Referral of registry workers • Referral of volunteers To serve 30 clients the cost would be $15,000 The agency also responds to approximately 500 information and referral calls per year and serves approximately 50 one time serves, clients that take extra time for information but we find it not necessary to open a case These costs, compared to a minimum of $68,000 per year per client for institutionalization, that often becomes the taxpayers responsibility, are very cost effective. Senior support strives to keep cost at a minimum. We are grateful to the volunteers who help with office support and telephone reassurance. 2. There would be no case management services for seniors living in the Dublin Community. 3. The agency does not anticipate having unspent funds at the end of the fiscal year. 6 GS' ~ iz~ Financial Information Form Additional Program Funding Sources & Staffing Costs Attach additional sheets if necessary Additional program funding sources could include, but are not limited to foundations, corporations, individual contributions, events, reimbursements and in-kind contributions. Types of funds are loan, grants, donations, in-kind, etc. Source Amount Use of Funds Committed? Y/N Ci of Pleasanton 30,000 In-Kind Office S ace Y Area A en of A ~ 24,893 Case Mana ement Tri Valle /Sunol y TOTAL $54,893.00 If you are utilizing CDBG funds to pay for staff costs, please list each employee/title and the percentage of their salary and benefits that will be paid with CDBG. Include the total monthly and yearly costs to the CDBG program. Note: Vacation, sick leave and holidays for employees cannot be charged to CDBG as program expenses. Position Title New (Y/N) % salary & benefits. paid for with grant $ Monthly salary & benefit cost to grant Yearly salary & benefit cost to grant Case Manager N 23% $ 833.00 $9,998.00 Director/Case Manager N .04% $191.00 $2,532.00 Assistant N .04% $204.00 $2172.00 7 9~ ~ r~ Program Budget Form Attach additional sheets if necessary CDBG Grant Total Program Budget Capital Expenses Construction/Rehabilitation $ Permits and Fees $ Design $ Engineering $ Acquisition $ Other Soft Costs (define) $ Subtotal $ Personnel Expenses Salaries $ 11,965 Benefits $ 2,279 Subtotal $ 14,244 Operating Expenses Supplies $ Printing/Copying $ Postage $ Telephone $ Rent and Utilities $ Accounting/Audit $ 756 Other (define) $ Subtotal $ TOTAL $15,000 Budget prepared by (Name, Title, Telephone Number, E-mail) Marlene Petersen, Executive Director $ 11,965 $ 2,279 $14,244 $756 $15,000 925-931-5378 Mj cpetersen2002@yahoo. com 8 Performance Measures ~ `~ (fill out a Performance Measure for F~4CH goal and/or objective) Page 1 of 2 Agency: Senior Support Program of The Tri Valley Program: Case Management Activity: Case Management for 30 Dublin senior citizens, one time only service for 50 Provide service and assistance that will foster independence, promote safety and well Goal/Objective being, preserve dignity and improve quality of life. Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. HUD Strategic Goal 1 2 3 4 5 HUD Policy Priority 1 2 3 4 5 6 How will your agency benefit Dublin residents? The goal and objectives of this program is to prevent or postpone institutionalization of Dublin Seniors through the provision of services which enable elders to remain independent, safe and improve their quality of life. Please refer to Instructions to complete RFP for description of Performance Measures. 1. Objective (select one) 2. Outcome (select one) ® Creating a Suitable Living Environment ^ Availability/Accessibility ^ Providing Decent Affordable Housing ^ Affordability ^ Creating Economic Opportunities ®Sustainability 3. Speciflic Indicator{select one) ^ Public facility or infrastructure ^ Owner occupied units rehabilitated ® Public service ^ Targeted revitalization ^ Commercial facade treatments or business building rehabilitation ^ Direct financial assistance to homebuyers ^ Tenant Based Rental Assistance (TBRA) ^ Homeless shelters ^ Brownfields remediated ^ Rental units constructed ^ Rental units rehabilitated ^ Homeownership units constructed or acquired with rehabilitation ^ Business assistance ^ Emergency housing ^ Homeless prevention ^ Jobs created ^ Jobs retained Businesses providing goods or services 9 d ~~ Performance Measures Both pages must be completed for each program Page 2 of 2 4. Common Indicator a. Total number of clients you anticipate serving -choose one or the other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households OR Persons g0 b. Breakout the number of clients you anticipate serving in the following categories. Low Very Low Female Income Income Disabled Headed Senior Youth Homeless (>50°!°) ; (<50°f°) Households 5 75 35 60 80 Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. Family Size E' xtremel Low ° y 30% of Median ~ Very Low 50% of Median Low 80% of Median Median Income Moderate Income 1 Person _ $18,100 __ $30,150' $46,350 $60,300 ~ $72,300 2 Persons ~ $20,700 ~ $34,450 ~ $53,000 ~ $68,900 $82,600 f 3 Persons $23,250 $38,750 ~ $59,600 $77,500 $93,000 ~4 Persons $25,850 $43,050 ~-$66,250 $86,100 ^ 103,300 5 Persons 1 27 900 $46,500 i $71,500 ~ $93,000 f $111,600 6 Persons ~ -- $30,000 $49,950 ~ $76,850 $99,900 $119,800 7 Persons ~~$32,050 ~~ $53,400 ~ ~ ~ $82,150 !~ $106,800 ~ $128,100 ~ 8 Persons ~ $34,100 ~ $56,850 $87,450 ~ $113,700 ~ $136,400 HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS 10 ~~~ ~~' ~~ FY 2009-2010 Community Development Block Grant Application ~~ ~CVCf V ~® DEC 1 5 2008 ®UBLIN ~~~IVING Agency Name Spectrum Community Services Address 1435 Grove Way Hayward, CA 94546 Executive Director Michael Sweeney Contact name and title Annemarie Parrish, Senior Nutrition Program Manager Contact phone and fax T: (510) 881-0300 ext. 222 F: (510) 537-3340 Contact e-mail address aparrish@spectrumcs.org Organizational Background Private Non-Profit ® Public Agency Other (Describe): ~ Tax ID Number 94-1748275 List years previously received City funding 2003-04, 2004-05, 2005-06, 2006-07, 2007-08, 2008-09. STAFF USE ONLY Date Received App # CommunityDeve%pmentB/ock GrantApp/ication Cover Sheet Page 2 ~ ~ ~~~~ Proposal Summary - (Aprogrammaycontainsevera/goa/s) Capital Request ^ OR Public Service Request ® (check one) Program name Dublin Meals on Wheels Brief Program summary The City of Dublin will ensure that 34 frail, homebound elderly residents will receive at least 4,464 meals over the course of fiscal year 2009-2010. Grant funds will support the Home-Delivery Driver's salary, benefits, and mileage while delivering each meal to homebound Dublin seniors. Goals - Number of Program goals to be achieved in fiscal year 2009- 2010 Number of Dublin residents served by List a brief description of each program goal: this goal 1.)Ensure 341ow-income Dublin seniors are registered and receive meals. 34 2.1Deliver a minimum of 4,464 meals to frail homebound seniors in Dublin. 34 (an average of 18 meals a day) Use a separate sheet of paper if needed Amount of Dublin grant funding requested (match first column budget form #2) $6,715 Overall Total number of Dublin residents to be served by this program 34 Community Development Block Grant Application Certification To the best of my knowledge and belief, all information and data in this application and attachments are true and correct. No material information has been omitted, including financial information. If funded, I certify that the Agency is willing and able to adhere to polices and procedures specified by the City of Dublin, and if applicable, the appropriate program regulations of the US Department of Housing and Urban Development. Further, I understand this is not an agreement for grant funding and cannot encumber funds until the City of Dublin and the individual authorized to execute contracts on behalf of the Applicant Agency, has s' ned the contract, and if applicable, all federal regulations and paperwork are completed. ~ , 1 ~J ' ~.;' i .. ~f 1w of '~~ ~ ! ,~N ~-/"~ ~,^s.-.. ,~ -' ~ , r~ R, FF,.r `~'nY r ',- %, 'i" r° 6 ~, G~ ~-' / L ~ ~r v d JJ Authorized Sigriatu~e (sign inb/uemkf~ Title Date ~~ I~ City of Dublin CDBG Application FY 2009 -2010 Meals On Wheels Page 1 A. Program Narrative - 1. Program Description and Community Need. While most of Dublin's 2,156 seniors age 60 and older are aging successfully, many are becoming increasingly frail.l In fact, between 30 and 38 percent of Dublin residents age 65 or older live with at least one disability.2 Among the many activities of daily living that are affected by decreased mobility and increased infirmity is food preparation. Eating well-balanced meals on a regular basis is tied directly to health and well-being.3 For seniors, proper nutrition and regular meals are essential to maintaining weight, metabolic function, energy, balance and mental clarity. Regular food and liquid intake are necessary for many medications to act safely and effectively. Studies indicate that low-income seniors are at greater risk of inadequate nutrition; lack of funds often forces these seniors to skip meals and cut out essential foods necessary for a balanced diet.4 The need for nutrition is coupled with other needs: for social interaction, a sense that one is contributing, and a need to be loved. Additionally, there are a growing number of seniors who are in need of meal assistance as they recover from disease or surgery. The amount of time needed to recuperate increases with age. Nutritious food and human contact promote healing and a return to normal activity levels. The delivery of a meal to a frail, homebound elder fulfills a primary need -nutrition -and provides the opportunity for human contact, as well as a "safety check" by the Meals On Wheels Driver. In the past, block grant funding from Dublin has provided Spectrum Community Services with the flexibility needed to restructure delivery routes in order to serve Dublin's growing elderly population. Spectrum Community Services requests Community Development Block Grant funding to sustain our Meals On Wheels delivery route in Dublin in fiscal year 2009-10. This funding will help to ensure that 34 frail, homebound, elderly Dublin residents will receive at least 4,464 nutritious meals over the course of the fiscal year. Grant funds will be used specifically to cover the mileage and Home-Delivery Driver's salary and benefits for the one Meals-On-Wheels delivery route in Dublin. 2. Program Goals The goal of Spectrum's home-delivered meal program is to maintain or improve the well-being _ of frail, homebound elders by providing them with helpful and nutritious meals. Spectrum has established the following objectives specific to the funds requested in this proposal: 1. Deliver a minimum of 4,464 meals to frail homebound elderly residing in Dublin (an average of 18 meals a day for 248 serving days) from July 1, 2009 through June 30, 2010. 2. During the same period, provide home-delivered meals to at least 34 seniors. 3. Population to be Served; Outreach; Culticrally Appropriate Services. The population served by Spectrum's Meals-On-Wheels program is slightly more diverse than the senior population ofDublin - 78% white, 12% Hispanic, 2% Asian, 3% African Amencan.5 ~ U.S. Census 2000. z Ibid. s The 1998 Surgeon General's Report on Nutrition and Health noted that two-thirds of all deaths are due to diseases associated with poor diets and dietary habits. a 20% of low income seniors in California cut back on meals in order to pay for prescription drugs. 2002 Study by Safran, Neuman et.al., "Prescription Drug Coverage and Seniors: How Well are State's Closing the Gap?" s Ethnicity ofDublin MOW participants FY 2007-08. ~ ~ ~ ~ ~ ~~ City ofDuGlin CDBGApplication FY1009 -?010 Menls On Wheels Page 2 Also the Dublin residents who participate in the meals program tend to be poorer, older and frailer than their neighbors. For example: • Virtually 100% ofMeals-On-Wheels participants in Dublin are functionally impaired, unable to perform such essential activities as dressing, bathing, cooking, shopping, household chores, etc. • More than half (69%) are age 75 or older. Spectrum exceeds the CDBG national objectives of "at least 70% of the program's participants must have low or moderate income": • 25% of homebound Dublin seniors served by Spectrum are extremely low-income; • 75% are very low -low income (based on HUD guidelines). Spectrum's community outreach is ongoing. The Home-Delivered Meals Coordinator will cultivate religious and community organization linkages, (i.e. Fraternal Order of the Eagles, and Hindu Community and Cultural Center), Chamber of Commerce, doctor's offices, public library, senior residences and mobile home parks where seniors live, and business establishments where seniors frequent. The Site Coordinator will also seek opportunities to raise awareness and accessibility to the services through contacts with local newspapers and cable stations. Spectrum's coordinated service network enables the Meals Coordinator (in their home visits to the homebound elders) to effectively provide access to needed community senior support services such as the Senior Support Program of the Tri-Valley, and to Spectrum's continuum of comprehensive support services: Low-Income Home Energy Assistance Program (LIHEAP) and Weatherization services; and Vocational Skills Training and Education. Spectrum maintains a sufficient number of workers who are bilingual in English, Spanish, Tagalog, and Cantonese who will assist the Meals Coordinator and the Delivery Driver to communicate with the senior. To respond to the cultural diversity of our clients, the Valley Care Hospital, Spectrum's meals on wheels meal provider, offers tortillas and rice as a substitute for bread, and a vegetarian menu to vegetarians, as well as a substitute for days when the senior dislikes the regular menu. 4. Defining Success. The program will help to ensure that at least 34 frail, homebound Dublin seniors will receive hot, nutritious meals, thus contributing to their mental and physical health and well-being. Success for this program will be defined not only by meeting or exceeding our goals and objectives, but also by the quality of the services provided. Evaluation of Spectrum's meals service has always been an on-going activity. Weekly reviews of operations and meals served ensure that management and administration are able to identify and correct any potential production or delivery problems before they become significant. Quality assurance is of primary importance to Spectrum. We distribute Client Surveys once a year, giving seniors an opportunity to comment and give feedback about meals, service, and quality. The survey is available in English, Spanish and Chinese. The SNAP Program Manager welcomes telephone calls from senior participants. All suggestions are reviewed by the Program Manager, Annemarie Parrish, and if needed, appropriate action is implemented. Spectrum has worked hard to maintain a high standard for its senior nutrition program. SNAP is monitored annually by the Alameda County Area Agency on Aging in areas of: food sanitation, safety, preparation, performance, and client satisfaction. The outcomes of the monitor visit are submitted to the Program Manager and Executive Director. Spectrum consistently earns high marks for maintaining high standards in food quality, delivery system and program operations. ~~~ ; ~a~. City of Dublin CDBG Application FY2009 -1010 Meals On Wheels Page 3 Regular, good nutrition, socialization, and the safety net for access to needed community senior support services from Spectrum's Meals On Wheels program has had a direct and lasting effect on the health and well-being of our homebound frail senior participants. Although we will continue to collect testimonials regarding the weight gain and stabilized health achieved by program participants, it is beyond the scope of this project to conduct a clinical outcome study. 5. Cooperative Relationships with Otlzer Organizatio~zs. Specific to the program's objective, Spectrum cooperates with these organizations: - Valley Care Health System -Since 1997, Valley provides the meal and packing of the home-delivered meals, Spectrum provides all the administration and delivery. - Senior Support Program of the Tri-Valley -Resource for Spectrum's participants. - Alameda County Meals On Wheels - An exchange of information and techniques to enhance countywide senior nutrition services, as well as to measure progress countywide. - Alameda County Area A ency on A ing_-Provides countywide services and is the contractor with Spectrum's Congregate meals and Meals On Wheels to seniors. Spectrum's cooperative partners include the senior centers in Dublin, Pleasanton, and Livermore, the Adult Day Care Center in Livermore, and senior residences. Discharge planners from Kaiser Permanente and Valley Care Health System are the primary referral sources. The home- delivery Driver is often the only person with whom the senior has any contact, and is thus an important component of the client's safety net. Drivers are trained to observe physical and environmental changes that might indicate need for other support services or assistance and to report those changes immediately to the Home-Delivered Meals Coordinator, who will connect the senior with appropriate services provided by our cooperative partners. 6. Disabled Access. The Meal On Wheels service delivers meals to homebound, isolated, frail seniors with all types of disabilities. Through our effective coordinated services network and cooperative partnerships, Spectrum's Meals On Wheels service is made accessible to seniors in the Dublin community. 7. Leveraging and Sustainability. Recognizing the special needs of older adults, and the high costs of treating seniors in acute care settings, Congress passed the 1972 Older Americans Act. It's purpose is to serve those elderly in the greatest social and economic need, giving particular attention to low-income individuals and providing services that assist them in maintaining their independence and dignity. Senior Nutrition Programs (Title III) have been a focal point of the services provided under the Act. With this foundational funding, Spectrum is able to leverage other government and private funds. Although Spectrum is committed to providing nutritious meals to Dublin's needy seniors, we also know that the cost of food and operations increases, and the senior. population is growing. Seniors are living longer and are consequently outliving their savings. Thus the need for senior nutrition programs, and the need to subsidize these programs, will remain an important priority for the community. ~' ~ ~ t'' { City ofDublin CDBG Application FY2009 -2010 Meals On Wheels Page 4 B. Budget Narrative 1. Describe how this program is cost effective and the budget is reasonable for tl:e anticipated result. With help from City of Dublin funding, Spectrum's Meals On Wheels Program will deliver at least 4,464 meals to at least 34 homebound Dublin seniors in FY 2009-2010. On the delivery route for which funding is being requested, deliveries average 18 meals per day Monday-Friday (in addition, participants may order meals for weekends and holidays). The funds requested will cover the salary and benefits and mileage of the Home-Delivery Driver. Our proposed budget is based on actual program costs. While the cost of gasoline has lowered, it is unknown if it will remain low, but the stability in Spectrum's workforce as a whole has helped offset costs. Government and private funding sources cover only a portion of the operating expenses. Given the constraints that Area Agency on Aging Title III-C and USDA funding imposes on the operations of the Senior Meals Program, Spectrum has become adept at leveraging these funds to maximum efficiency. We feel this cost-effectiveness is evident in the attached budget. Z. If this application does not receive funding, what will be the affect on the program? Without the funds to cover the salary and mileage of the Home-Delivery Driver, it would be extremely difficult to effectively run the Meals On Wheels route in Dublin. We ask the grant committee to consider the impact that the loss of this essential service will have on the seniors who currently rely on Spectrum's Meals On Wheels program in the Dublin community for sustenance and socialization. 3. Does the agency anticipate W aving any unspent funds at the end of the fiscal year? If so, explain why. No. ~ ~~ ~~ ~2r Financial Information Form Additional Program Funding Sources & Staffing Costs Attach additional sheets if necessary Additional program funding sources could include, but are not limited to foundations, corporations, individual contributions, events, reimbursements and in-kind contributions. Types of funds are loan, grants, donations, in-kind, etc. Source Amount Use of Funds Committed? Y/N See attached 795,438 TOTAL $ 795,438 If you are utilizing CDBG funds to pay for staff costs, please list each employee/title and the percentage of their salary and benefits that will be paid with CDBG. Include the total monthly and yearly costs to the CDBG program. Note: Vacation, sick leave and holidays for employees cannot be charged to CDBG as program expenses. Position Title New (Y/N) % salary & benefits paid for with grant $ Monthly salary & benefit cost to grant Yearly salary & benefit cost to grant Home Delivery Coord N 25% $256 $3,073 ~ ~ ~ ~ 12 ~~ Program Budget Form Attach additional sheets if necessary CDBG Grant Total Program Budget Capital Expenses Construction/Rehabilitation $ $ Permits and Fees $ $ Design $ $ Engineering $ $ Acquisition $ $ Other Soft Costs (define) $ $ S u btota I $ $ Personnel Expenses Salaries $ 2,241 $ 419,753 Benefits $ 832 $ 115,586 Subtotal $ 3,073 $ 535,339 Operating Expenses Supplies $ $ 30,368 Printing/Copying $ $ 364 Postage $ $ 531 Telephone $ $ 5,954 Rent and Utilities $ $ 33,224 Outside Services/Audit $ $ 19,574 Other (Define) $ 3,642 Mileage $ 308,311 See Below Subtotal $ 3,642 $ 398,326 TOTAL $ 6,715 $ 933,665 Budget prepared by (Name, Title, Telephone Number, E-mail) Leila Cimarra -Controller - (510) 881-0300 ext 218 - lcimarra(a~ spectrumc s.org Other: $3,891 Equip. rental & Maintenance; $54,657 Travel & Vehicles; $2 43,275 Raw Food; $2,489 Equipment; $2,964 Insurance; $1,035 Misc. Expenses f V~ ~Yf i/// SPECTRUM COMMUNITY SERVICES, INC. CDBG -Dublin FY 2009-10 PAID STAFF: Home Delivery Coordinator (248 serving days, 25%) Benefits: FICA MEDFICA SUI/ETT WCOMP Medical 401k This Other Total Request Sources Project 2,241 2,241 139 139 32 32 109 109 105 105 413 413 34 34 Total Benefits Total Salary & Benefits OTHER EXPENSES: Catered Meals (15 meals/day * $1.23/meal * 249 days) Mileage (25 miles/day * $0.585/mile * 249 days) Total Other Expenses TOTAL 832 - 832 3, 073 - 3, 073 4,594 4,594 3,642 - 3,642 3,642 4,594 8,236 6,715 4,594 .11,309 12/12/2008 11:25 AM Performance Measures ~ ~ ~ ~~t (fill out a Performance Measure for EACH goal and/or objective) Page 1 of 2 Agency: Spectrum Community Services, Inc. Program: Dublin Meals on Wheels Activity: Deliver meals Monday=Friday. Ensure 34 frail seniors receive meals in FY 2009-2010 with a minimum of 4,464 meals Goal/Objective delivered. Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. HUD Strategic Goal 1 2 3 4 5 HUD Policy Priority 1 2 3 4 5 6 How will your agency benefit Dublin residents? All funds will be used for delivery of meals to Dublin seniors only. Please refer to Instructions to complete RFP for description of Performance Measures. 1. Objective (select one) 2. Outcome (select one) ® Creating a Suitable Living Environment ®Availability/Accessibility ^ Providing Decent Affordable Housing ^ Affordability ^ Creating Economic Opportunities ^ Sustainability 3. Specific Indicator (select one) ~~J Public facility or infrastructure n Owner occupied units rehabilitated ® Public service ^ Targeted revitalization ^ Commercial fagade treatments or business building rehabilitation ^ Direct financial assistance to homebuyers ^ Tenant Based Rental Assistance (TBRA) ^ Homeless shelters ^ Brownfields remediated ^ Emergency housing ^ Rental units constructed ^ Homeless prevention ^ Rental units rehabilitated ^ Jobs created ^ Homeownership units constructed or ^ Jobs retained acquired with rehabilitation Business assistance Businesses providing goods or services ~+ ;~X~?i ,~j ~l D~bf~ ~ '~ ~ ~ lr '' 1(J ~J J ~ W'~' ~~~~ ,82 ~ ~/ '~\ .~w Fl(2000-Z0~ I~ECEIVE® CommuNty Dev~opment Block Grant Application DEC 16 2008 ®UBLIN PLANNfNC Agency Name Tri-Valley Haven ~ l . 2~ A ~ Address 3663 Pacific Avenue Livermore, CA 94550 Executive Director A~ ~g Contact name and title _Irina Milinevskaya, Contracts Manager Contact phone and fax Voice: 925-449-5845. Fax: 925-449-2684 Contact e-mail address Irina(a~trivalleyhaven.org Organizational Background Private Non-Profit ® .Public Agency Other (Describe): Tax ID Number 94-2462357 List years previously received City funding Fiscal Years 2002-2003, 2003-2004, 2004-2005, 2005-2006, 2006-2007, 2007-2008 and 2008-2009. STAFF USE ONLY _ Date Received qpp # ..wrws~~a~iwpa a^~ar rte[ /~4/i~'JI'~l ~p Proposal Summary - (A program may contain several goals) Capital Request ^ OR Public Service Request ® (check one) Program name Domestic Violence & Homeless Services Brief Program Tri-Valley Haven will provide Domestic Violence & Homeless Services summary through 1. Domestic Violence Shelter and 24-hour Crisis Line. 2. Homeless Shelter and NH's Food Pantry. 3. Community Education Prevention Presentations at local schools. 4. Counseling on DV, Sexual Assault and Homeless issues. Goals -Number of Program goals to be achieved in fiscal year 2009- 2010 Number of Dublin residents served by List a brief description of each program goal: this goal 1. Domestic Violence Services (DV Shelter & Dublin Crisis Line Callers) 45 2. Homeless Services (Homeless Shelter & Dublin Food Pantry Clients) 200 3. Community Education Prevention Presentations 600 4. Counseling Services 15 Use a separate sheet of paper if needed Amount of Dublin grant funding requested (match first column budget form #2) $15,000 860 total, 260 with detailed demographics Overall Total number of Dublin residents to be served by this program info Community Development Block Grant Application Certification To the best of my knowledge and belief, all information and data in this application and attachments are true and correct. No material information has been omitted, including financial information. If funded, I certify that the Agency is willing and able to adhere to polices and procedures specified by the City of Dublin, and if applicable, the appropriate program regulations of the US Department of Housing and Urban Development. Further, I understand this is not an agreement for grant funding and cannot encumber funds until the City of Dublin and the individual authorized to execute contracts on behalf of the Applicant Agency, has signed the contract, and if applicable, all federal regulations and paperwork are completed. Exe~utlre IlNrector ~ l ~ D Autha~Zell li~natire l~i~i htV ittle D>tte r-~ ~ ~2~i Program Narrative. 1. Shiloh is a 30 bed emergency shelter in a confidential location where abused women and children may stay for up to 105 days. Women work with a case manager to develop goals leading to self-sufficiency. Each adult client receives counseling, and participates in the following groups each week: House Meeting, Newcomer's Group, Pazenting, Domestic Violence (DV) Support Group, Personal Empowerment, Ca1WORKS Job Readiness, Life Skills, and Family Night. Children's individual counseling and support group aze also available. Counseling is available to the community at our Community Building and in Pleasanton. Individual and group counseling for survivors of DV and sexual assault (SA) helps victims to recover emotionally and to increase their self awazeness, confidence, and functioning. Individual counseling is offered for children, and family counseling for families in crisis. Services range from a one time consultation to a counseling relationship over a significant time period. Two weekly legal clinics in Pleasanton and Livermore assist Shiloh and community clients with restraining orders and court accompaniment as needed. Our toll-free Crisis Line, is answered around the clock by staff and volunteers who have completed a State approved 65-hour training. The Crisis Line is frequently the point of entry to our in-person client services. Tri-Valley Haven's Rape Crisis Center provides advocacy services for survivors and their significant others through immediate support via the Tri-Valley SART (Sexual Assault Response Team) and individual and group counseling, as well as community education presentations and self-defense courses. Sojourner House offers shelter and case management for up to six months to two-parent families, single mothers and fathers with their children and single women who aze homeless. Residents also receive individual counseling, and group meetings including Life Skills, Family Night and Parenting. Tri-Valley Haven's Ca1WORKs Specialist provides services to domestic violence survivors at the homeless shelter. Shiloh and Sojourner House participate in Linkages, a subsidized transitional housing program with case management for clients who aze working toward self-sufficiency. Clients in Linkages may remain in that program for up to 24 months. The Food Pantry is located in Livermore; a mobile Pantry delivers food to two sites in Pleasanton twice a month. The pantry also provides emergency motel vouchers, gas cards, and phone cards, as well as referrals to other community services. In FY 'OS-`06, the five DV shelters in Alameda County received 13,586 crisis calls. About 9.6% of the callers received shelter. The Tri-Valley Human Services Needs Assessment recognizes DV victims as an underserved population in need of housing with supportive services. Shiloh is the only sanctioned domestic violence program and confidential emergency shelter serving the Tri-Valley area. Shiloh and Sojourner House aze the only shelters in the area that accept boys over age 10. The Haven strives to ensure that families with children of all ages have access to vital services. Per the latest census-driven statistics on www.city-data-com, 1320 Dublin residents' income is below the poverty level; 52.1 % of them are females. Low income families are more likely to be rent over-burdened, thus making them more susceptible to problems such as eviction. The Tri-Valley Human Needs and Services Assessment also noted a lack of locally based homeless services. Sojourner House is the only shelter in the Tri-Valley area that accepts two parent families and single fathers. Most residents at Sojourner House are from the Tri- Valley. It is important to them to remain in their own community as they work towards self- sufficiency. We saw an increase in Dublin residents seeking services during FY0708. The Haven's Crisis Line received 103 calls from Dublin residents. 6 Dublin residents were sheltered in Shiloh. 321 Dublin residents utilized our Food Pantry services. Sojourner House accommodated 2 people from Dublin. 14 adults and 4 children from Dublin received counseling services. 2. 45 Dublin clients will receive the Domestic Violence Services through the Crisis line and the DV Shelter; 200 Dublin residents will utilize our Homeless Services including the Homeless Shelter and the Food Pantry; 600 Dublin residents will attend our Community Education Prevention Presentations, held at local schools; 15 Dublin residents will receive Counseling Services. 3. Tri-Valley Haven's main outreach to Dublin residents is through our Community Education program that will reach over 600 Dublin attendees. Most classes are geared toward youth and are held at Dublin schools. We also hold community education and self defense classes, geared toward seniors in Dublin. All of our classes include an overview of services provided by the Haven. Additional outreach is done through presentations to the Dublin Police. Clients in our DV, SA, and Counseling programs are from all socioeconomic levels, yet most qualify (by income) for assistance through CDBG. Our Homeless Shelter and Food Pantry clients are almost exclusively from extremely-low through low income HUD levels. Many Pantry clients are monolingual Spanish-speaking. We expect to serve approximately 2000 Crisis Line callers, up to 100 of whom will identify themselves as from Dublin. Our Pantry will serve approximately 7000, almost 200 of them Dublin residents. Our two shelters will serve approximately 350, at least 10 from Dublin. Counseling will serve approximately 500, 15 of them Low-Income from Dublin. Community Education classes to 3000 attendees, will include 600 Dublin residents. Per "city-data.com", 19% of Dublin households speak a language other than English at home, and 13.6% are foreign-born. In 2005 estimated 2300 Dublin households had income under $50,000. HUD considers households of 3 or less with income under $59,600 to be low income, and that does not take into account the higher than average cost of housing in Dublin. In 2007 the median value of houses and condominiums was $730,847 compared to $532,300 in California overall. 2008 cost of living index in Dublin is 165.4 (very high, U.S. average is 100) There is little doubt that a sizable number of Dublin residents should, can, and do use Tri- Valley Haven services. The TVH Cultural Competence Plan has instituted amulti-pronged approach to improving services to clients with Limited English Proficiency (LEP). We have staff conversant in Spanish, Russian, Italian, French, Arabic, Tagalog, American Sigh Language. Bilingual and bicultural staff are in strong demand throughout Alameda County, and they are difficult to obtain and retain. We seek out bilingual/bicultural staff, and provide a wage differential for their linguistic abilities. We have a Video Relay Service at our DV Shelter for clients conversant in ASL. This two-way Internet-based video link gives hearing-impaired clients access to Sorenson's ASL interpreters. If staff is not available to converse directly with an LEP client, we utilize "TeleInterpretors" phone-based interpreters. Our largest LEP client group is Spanish-speaking. Most flyers, client materials and other communications are created in both English and Spanish. We produce and distribute documents in other languages when available. 4. Success for us is connecting clients with appropriate services and/or housing. The Food Pantry enhances the lives of clients by providing free nutritional food to families who may otherwise go hungry. Clothing vouchers allow adult clients to obtain clothing for job interviews or work or to get school clothes for their children. Success for us is a family or an individual becoming self-sufficient and transitioning successfully out of homelessness, gaining employment, obtaining medical insurance or a child feeling safe because he doesn't have to sleep in a car. Success of our DV program is defined according to goals set between the case manager and client. Goals may be as simple as developing a safety plan or getting a California I.D. or as labor-intensive as finding housing or employment. The Haven uses quantitative and qualitative evaluation methods. Quantitative methods include tools that track services provided and standardized tools to assess each client's progress. Progress is tracked through client files, and direct service logs. We utilize a database, R-Client, which has greater tracking capability. Quantitative methods include anopen-ended feedback questionnaire, continuous evaluation by a case manager, and clinical assessment of the client's progress by a licensed therapist. 5. Coordination of service delivery is accomplished through MOUs with over 54 agencies, including local police departments, hospitals, schools and therapists. Our Education Department provides presentations to local schools, training for local law enforcement and medical facilities, and self-defense classes. The Haven's community linkages include collaboratives with agencies throughout Alameda County, including the Alameda County Family Violence Council, the Ca1WORKS DV Advisory Board, and Alameda County Every One Home Program, the Ca1WORKs DV Collaborative with Alameda County Social Services and the Alameda County Housing-Jobs Linkages program. 6. TVH staff maintains a good working relationship with CRIL, a local service provider for persons with disabilities and is aware of key services for persons with disabilities and how to access them. Entrances to all Haven sites are clearly marked. Telephone screenings and in- person intake processes include questions about needed accommodations. Shelter has one room with adjacent bathroom which is "handicap friendly". Communal areas are accessible. The kitchen in Shiloh's STEP House has been fully renovated to be more handicap accessible. 7. Accounting at TVH is complex, with more then 40 contracts, many tied to each other by some form of leverage or other requirement. Funding is intentionally diverse to protect core services. With few exceptions, losing any one funding source alone would not impact core services. Adding to that complexity, several of our contracts are collaborations with several partners to maximize dollars in service. { F ~, ~ ~' ~ ,_~ ~- PERSONNEL Tri-Valley Haven Budget Narrative 2008 - 2009 Bilignual Case Manager DV 16.25% of FTE $ 5,841 The Domestic Violence Bilingual Case Manager is a 40-hour position responsible for case management at Shiloh, the domestic violence shelter. Duties include providing counseling, advocacy, information and referral, and crisis intervention for all clients, especially to monolingual clients; as well as screening and interviewing potential residents. Case Manager HS 18.75% of FTE $ 6,240 The Homeless Services Lead Case Manager is a 40-hour position responsible for case management at Sojourner Homeless Shelter. Duties include providing counseling, advocacy, information and referral, and crisis intervention for all clients; as well as screening and interviewing potential residents. Fringe Benefits $ 2,615 Computed at 21.6% of total salaries and wages. Fringe benefits include payroll taxes, life insurance, medical, dental and vision insurance and worker's compensation. Total Personnel Costs $14,696 OPERATING Supplies $ 304 Office supplies to be utilized by Case Managers. Total Operations $ 304 TOTAL DUBLIN CDBG COSTS $15,000 ~~ ~.~~ ~~ Financial Information Form Additional Program Funding Sources & Staffing Costs Attach additional sheets if necessary Additional program funding sources could include, but are not limited to foundations, corporations, individual contributions, events, reimbursements and in-kind contributions. Types of funds are loan, grants, donations, in-kind, etc. Source Amount Use of Funds Committed? Y/N Alameda Coun $ 121,095 Case M t / O erations /Admin. N Local / Livermore / Pleasanton $ 40,047 Case Mana ement N Federal Funds passed through Local Board / FEMA $ 22,950 O erations N Federal funds passed through State / Federal Emer enc Shelter Grant $ 142,744 Case Mana ement / O erations Y Federal /State funds -Office of Emer enc Services OES) $ 85,501 Case M t / O erations /Admin. N State - CA De t. of Public Health $ 66,540 Case M t / O erations /Admin. Y Foundations $ 71,752 Case Mana ement N Donations $ 105,630 Administration / Su lies N TOTAL $ 656,259 If you are utilizing CDBG funds to pay for staff costs, please list each employee/title and the percentage of their salary and benefits that will be paid with CDBG. Include the total monthly and yearly costs to the CDBG program. Note: Vacation, sick leave and holidays for employees cannot be charged to CDBG as program expenses. New % salary & benefits Monthly salary & Yearly salary & benefit Position Title (Y/N) paid for with grant $ benefit cost to grant cost to grant Bilingual Case Manager - DV Shelter N 16.25% $638.81 $7,666 Case Manager - Homeless Shelter N 18.75% $585.85 $7,030 ~ r.. , J Program Budget Form Attach additional sheets if necessary CDBG Grant Total Program Budget Capital Expenses Construction/Rehabilitation $ $ Permits and Fees $ $ Design $ $ Engineering $ $ Acquisition $ $ Other Soft Costs (define) $ $ Subtotal $ $ Personnel Expenses Salaries $ 12,081 $ 398,733 Benefits $ 2,615 $ 113,638 Subtotal $ 14,696 $ 512,371 Operating Expenses Supplies $ 304 $ 9,071 Printing/Copying $ $ 8,500 Postage $ $ 273 Telephone $ $ 19,915 Rent and Utilities $ $ 32 878 Accounting/Audit $ $ 5,000 Other (Staff Development) $ $ 2,500 Other (Mileage) $ $ 5,500 Other (Admin.) $ $ 75,250 Subtotal $ $ 158,887 TOTAL $ 15,000 $ 671,259 Budget prepared by (Name, Title, Telephone Number, E-mail) Donna Brownlee, Chief Accountant , (925)449-5845, donna(c r~trivalleyhaven org ~ ~ ~~ Perfa~m Measures ~~ (fill out a Performance Measure for EACH goal and/or objective) Page 1 of 2 Agency: Tri-Valley Haven Program: Domestic Violence & Homeless Services Activity: Crisis Line Support and/or Emergency DV Shelter to Survivors of Domestic Violence 45 Dublin Residents will receive assistance with DV issues through Crisis Line and/or DV Shelter Services. Detailed demographics will be collected on Dublin DV Shelter Goal/Objective residents for HUD/CDBG reporting. Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. IIIf10 Strate~c {iaal 1 2 4 5 ~ ~y ~'~ 1 3 4 5 6 How will your agency benefit Dublin residents? Crisis line and DV Shelter Services will hel survivors of Domestic Violence work toward attainin a safe environment throueh a combination of referrals counseling shelter and case management. Please refer to Instructions to complete RFP fer dec~rinti~n ~f ao.~.,..,,,.,,.e ~~,..,~.._,... t - ~t ~ --- -- --••~--•-.. .. ...~v.n.w..vv mcaau~ca. 2 tau , ® Creating a Suitable Living Environment ®Availability/Accessibility ^ Providing Decent Affordable Housing ^ Affordability ^ Creating Economic Opportunities ^ Sustainability I~iCat~r limit Opp Public facility or infrastructure ® Public service ^ Targeted revitalization ^ Commercial facade treatments or business building rehabilitation ^ Brownfields remediated ^ Rental units constructed ^ Rental units rehabilitated ^ Homeownership units constructed or acquired with rehabilitation Business assistance ^ Owner occupied units rehabilitated ^ Direct financial assistance to homebuyers ^ Tenant Based Rental Assistance (TBRA) ^ Homeless shelters ^ Emergency housing ^ Homeless prevention ^ Jobs created ^ Jobs retained Businesses providing goods or services d &* ~+ ~~, Perf~n Measures Both pages must be completed for each program Page 2 of 2 4. a. Total number of clients you anticipate serving -choose one or the other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households I ~ ~ I Persons 145 b. Bre~cout tla nu>~ber of ah~ yeu ent ~pate m the fdlowlnp cateharle:. Low Very Low Female income Income Disabled Headed Senior. Youth ; , ; , Homeless (>50%) ~ (<5096) Households ~ 9 36 4 20 1 15 35 Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. Extremely Low Very Low Low Median Moderate { Family Size 50 ~ of ` 30% of Median Median 80% of Median Income Income -- rr 1 Person $18,100 $30,150 $46,350 $60 300 $72 300 2 Persons ! $20,700 $34 450 _ ~ $68 900 $82,600 ~ _____~~ ~ $53,000 ~~ 3 Persons ( $23,250 i $38,750 ^~ $59,600 ~ $77,500 ~ $93,000 ~4 Persons ____~___. $25,850 _ $43,050 ~ $66,250 ~ $86,100 103,300 ~ 5 Persons ~ _ $27,900 _ $46,500 ~' ~~$71,500~~J $93,000 $111,600 !~~~6 Persons $30,000 $49,950 i $76,850 ~ $99,900. $119,800 ^ j 7 Persons $32,050 $53,400 ¥ $82,150 i $106,800 ~ $128,100 8 Persons ! $34,100 ± $56,850 ~ $87,450 $113,700 ~ $136,400^ HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS "~ ! '` P~f~n~ce Measures (fill out a Pertormance Measure for EACH goal and/or objective) Page 1 of 2 Agency: Tri-Valley Haven Program: Domestic Violence & Homeless Services Activity: Homeless Services through TVH's Homeless Shelter and the Food Pantry 200 Dublin Residents who are homeless or at risk of becoming homeless will receive services through the Food Pantry and/or Sojourner House. Detailed demographics will be Goal/Objective collected on both Food Pantry and Homeless Shelter residents for HUD/CDBG reporting Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. IRD Strat~c ~I 1 2 4 5 1~ ill PMp'Ity 1 2 3 4 5 6 How will your agency benefit Dublin residents? Homeless or at-risk-of-homelessness Dublin residents will imarove their quality of life by using the Food Pantry and/or Homeless Shelter Services Please refer to Instructions to complete RFP for descrintinn of PPrF~rmanrP Mpac~~rsac L ® ~ Creating a Suitable Living Environment Z Ililtt~ [>~Ct OI~I ®Availability/Accessibility ^ Providing Decent Affordable Housing ^ Affordability ^ Creating Economic Opportunities ^ Sustainability ^ Public facility or infrastructure ^ Owner occupied units rehabilitated ® Public service ^ Targeted revitalization ^ Commercial facade treatments or business building rehabilitation ^ Brownfields remediated ^ Rental units constructed ^ Rental units rehabilitated ^ Homeownership units constructed or acquired with rehabilitation ^ Direct financial assistance to homebuyers ^ Tenant Based Rental Assistance (TBRA) ^ Homeless shelters ^ Emergency housing ^ Homeless prevention ^ Jobs created ^ Jobs retained Business assistance Businesses or services ~~ ~ / ' ~. P~f~m~ Measures `~ Both pages must be completed for each program Page 2 of 2 4,. a. Total number of clients you anticipate serving -choose one or the other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households ~{ Persons 200 b. B~Icout the of c yell 6~ the fogowhq cat~rlea. Low -~ :.~~Very lows [=ema[e tncorne: °':tncome Disablec[` Headed, Senior Youth c ~ Homeless :, (>50°~); , (<50~°) Households 20 180 12 40 6 70 60 Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. Very Low Family Size Extremely Low 50°~ of Low Median Moderate 30% of Median 80% of Median Income Income ~ Median F _ i ~ _ $30150 1 Person $18100 $60 300 $72 300 2 Persons _ ' ~~~$20,700 ~~ t ~~~~} $34,45_0 ~ $53,000 _ ~ $68,900 I $82,600 i 3 Persons~~ $23,250 ~ $38,750 ~ $59,600 ~ $77,500~~~ ~ $93,000 I 4 Persons $25,850 $43,050_ $66,250 $86,100 ~ 103,300 6 PPersons ~ $27,900 _ $46,500 ~ $71,500 ~ $93,000 ~ $111,600 ersons $30,000 ~ $49,950 ~ $76,850 _ $99,900 $119,800 f 7 Persons I~ $32 050 i $53 400_ ~~ ~ $82,150~~ Y$106,800 ~~~ ` --- ... ~ E ~ ~ $128 100 ~ 8 Persons $34100 $87~ f I_ _ _.,_ .__~_.~.._~.. ~ _.__._.._._~_ ' ....m..,_... _.. ~` ~.~~56,850 ~ , y__~_M~.....,_,~ 450_ ~M1_ $113,700 .__.~? ....m ~136,400- HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS P~fa~n~e Measures (fill out a Performance Measure for EACH goal and/or objective) Page 1 of 2 ~,.~ d %, Agency: Tri-Valley Haven Program: Domestic Violence & Homeless Services Activity: Prevention Education classes given to Dublin residents 600 Dublin residents will receive Community Education Prevention classes. As the majority of these students are minors in the Dublin school district, HUD /CDBG type Goal/Objective demographics will not be gathered or reported beyond number of attendees Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. IAID Stret~lc Goal 1 2 4 5 IAA Pd~y Prbrlty 1 ~ 3 4 5 6 How will your agency benefit Dublin residents? Community Education Prevention classes will help Dublin residents learn about domestic violence and sexual assault prevention and provide self-defense training for women and girls Please refer to Instructions to complete RFP fnr rlpcerin+inn ,-f Dnrf.,..,,~.,.,e ~~,..,.....,... - ---- ----- -• ~ ~..~ • .w• vv .v VY. V.i• ( ~ ® Creating a Suitable Living Environment ® Avail ab ility/Accessibility ^ Providing Decent Affordable Housing ^ Affordability ^ Creating Economic Opportunities ^ Sustainability ^ Public facility or infrastructure ^ Owner occupied units rehabilitated ® Public service ^ Targeted revitalization ^ Commercial facade treatments or business building rehabilitation ^ Brownfields remediated ^ Rental units constructed ^ Rental units rehabilitated ^ Homeownership units constructed or acquired with rehabilitation Business assistance ^ Direct financial assistance to homebuyers ^ Tenant Based Rental Assistance (TBRA) ^ Homeless shelters ^ Emergency housing ^ Homeless prevention ^ Jobs created ^ Jobs retained Businesses p or services 12~ ~ P~form~ Measures Both pages must be completed for each program Page 2 of 2 4. Cam®on a. Total number of clients you anticipate serving -choose one or the other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households ~ Persons 600 6. bout 1~ Sher of silents I-ou a~pate In tde tollmrh~ '~ Low Very Lover Ferrate Income. Income Disabled Headed Senior Youth Homeless (>50°~) (<50%) Households NA NA NA NA NA 600 NA Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. ------- Extremely Low Vet'y Low ~ ~---- FamilySize ° 50% of Low Median Moderate 30% of Median Median ~ 80% of Median 'i Income ~ Income 1 Person 1$18100 ~ „~ ~ $46 350 i . ~._,~_~ $30,150 ~ . ~'_~_ ~ $60,300 ~ $72,300 ' 2 Persons 4 $20,700 ~ ~m ~ ~~ ~~~` =~ _____ __~~~~ , _..w $34,450 _ ~ $53,000 $68,900 $82,600„ 3 Persons ~ $23,250 ~ $38,750 $59 600 $77 500 __~...=,~ __ ~~._~. __ , _ ;.~..~ $93,000 , 4 Persons _ $25,850 ~ $43,050 ~ $66,250 ~ ~~ $86,100 103 300 f 5 Persons ~ $27,900 $46,500 $71,500 $93,000 €~ $111,600- 6 Persons $30,000 _ $49,950 ~ _ $76,850 $99,900 $119,800 7 Persons I $32,050 $53,400 $82,150 $106,800 $128,100 8 Persons $34,100 $56,850 ~ $87,450 $113 700 ~ $136,400 r HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS Perms Measures (fill out a Pertormance Measure for EACH goal and/or objective) Page 1 of 2 ~~~ ~,{~ ~ a ~ r //{ ~...r i/ Agency: Tri-Valley Haven Program: Domestic Violence & Homeless Services Activity: Counseling Services to Dublin residents. 15 Dublin residents will receive counseling focused on Domestic Violence, Sexual Abuse and Homeless issues at TVH's Community Building or at the satellite office in Goal/Objective Pleasanton. Detailed demographics will be collected for HUD/CDBG reporting Please circle at least one of each of the following goals and priorities which are applicable to this activity, goal & objective. Refer to Instructions to complete RFP for a list of the goals and priorities. IAID Stl'ete~c Coal 1 2 3 4 5 IAIID IbNcy PiiOrlty 1 3 4 5 6 How will your agency benefit Dublin residents? Dublin residents (children and adults) who have experienced domestic violence sexual abuse or homelessness will receive therapeutic assistance through the professional counseling services. Please refer to Instructions to complete RFP for descrietinn of PPrfnrmanrp Maac~~rac t [~aCt Z . ® Creating a Suitable Living Environment ®Availability/Accessibility ^ Providing Decent Affordable Housing ^ Affordability ^ Creating Economic Opportunities ^ Sustainability ~ ~ Suedt~ k~M~ter [meat Deal Public facility or infrastructure ®Public service ^ Targeted revitalization ^ Commercial facade treatments or business building rehabilitation ^ Brownfields remediated ^ Rental units constructed ^ Rental units rehabilitated ^ Homeownership units constructed or acquired with rehabilitation Business assistance ^ Owner occupied units rehabilitated ^ Direct financial assistance to homebuyers ^ Tenant Based Rental Assistance (TBRA) ^ Homeless shelters ^ Emergency housing ^ Homeless prevention ^ Jobs created ^ Jobs retained Businesses providing goods or services P~f~m~ Measures Both pages must be completed for each program Page 2 of 2 a. Total number of clients you anticipate serving -choose one or the other DO NOT PROVIDE STATS IN BOTH CATEGORIES Households I ~ ' ~ Persons 115 b. ~'e~cout ~ of oll~ts you ant~te ~ ~re fdlow~p cetporlet Low ~r : -. .' Very. Low Female. I Income ~ `'` (ncome Disabled Headed Senior I (>50°~) (<50%) Households 9 6 2 6 1 L ,/ .Youth Homeless 2 I 3 Appendix A Income Limits by household size, established February 2008 This table is provided to assist with completing question #3 in the narrative and the tables in Appendix B. r-- ---------- ...~ _. _7 Family Size Extremely Low Very Low ~ Low Median i Moderate 30% of Median 50% of ~ g0% of Median Income I Income Median J ~ j _~ 1 Person I _$18100 $30150 ~~ $46,350 ~~$60,300 ~~$7 I _ _...,~._, .~...~ _ __.,.~~~..,...M..e_ ~ ~ ~. 2,300 2 Persons ~ .~.. $20,700 ~ $34,450 $53,000 $68,900 $82,600 _~ ~__ ..~. _ : ~_..w.... ___. ~3 3 Persons { ~~~ $23,250 $3_8,750_ $59,600 ~.._ _. $77,500 $93,000.m /t y^4 Persons -~ $25,850 ~~ _.. $43,050 ~ ~~ $66,250~~~ $86,100 _ ..103,300_ 5 Persons $27,90 ~ $46,500 $71,500 $93,000 $111,600 6 Persons ~ $30,000 $49 950 ~ $76 850 I $99 900 ' -.-.'~ ' .w._w.......~ _._ ~ 4 $119,800 7 Persons ~ $32,050 $53,400 $82,150 I $106,800 t $128,100 8 Persons ~ $34,100 ' $56,850 $87,450 $113,700 $136,400 HUD updates this income chart each year. The City will provide all FY 2009-2010 Subrecipients with the most current data when it becomes available. Source: U.S. Department of Housing and Urban Development, (HUD) Data for Oakland SMS