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12-02-2020 HRC Agenda Packet
City of San Luis Obispo, Council Agenda, City Hall, 990 Palm Street, San Luis Obispo Agenda Human Relations Commission Wednesday, December 2, 2020 Based on the threat of COVID-19 as reflected in the Proclamations of Emergency issued by both the Governor of the State of California, the San Luis Obispo County Emergency Services Director and the City Council of the City of San Luis Obispo as well as the Governor’s Executive Order N-29-20 issued on March 17, 2020, relating to the convening of public meetings in response to the COVID-19 pandemic, the City of San Luis Obispo will be holding all public meetings via teleconference. There will be no physical location for the Public to view the meeting. Below are instructions on how to view the meeting remotely and how to leave public comment. Additionally, members of the Human Relations Commission (HRC) are allowed to attend the meeting via teleconference and participate in the meeting to the same extent as if they were present. Using the most rapid means of communication available at this time, members of the public are encouraged to participate in HRC meetings in the following ways: 1. Remote Viewing - Members of the public who wish to watch the meeting can view: • View the Webinar ➢ Registration URL: https://attendee.gotowebinar.com/register/6630108303242962188 ➢ Webinar ID: 941-315-539 ➢ Telephone Attendee: (415) 655-0052; Audio Access Code: 590-246-607 2. Public Comment - The HRC will still be accepting public comment for items within their purview. Public comment can be submitted in the following ways: • Mail or Email Public Comment ➢ Received by 3:00 PM on the day of meeting - Can be submitted via email to advisorybodies@slocity.org or U.S. Mail to City Clerk at: 990 Palm St. San Luis Obispo, CA 93401 ➢ Emails sent after 3:00 PM – Can be submitted via email to advisorybodies@slocity.org and will be archived/distributed to members of the Advisory Body the day after the meeting. Emails will not be read aloud during the meeting • Verbal Public Comment ➢ Received by 3:00 PM on the day of the meeting - Call (805) 781-7164; state and spell your name, the agenda item number you are calling about and leave your comment. The verbal comments must be limited to 3 minutes. All voicemails will be forwarded to Advisory Body Members and saved as Agenda Correspondence. Voicemails will not be played during the meeting. ➢ During the meeting – Members of the public who wish to provide public comment can join the webinar (instructions above). Once you have joined the webinar, please put your name and Item # in the questions box. Your mic will be unmuted once Public Comment is called for the Item and you will have 3 minutes to speak. ALL CORRESPONDENCE RECEIVED WILL BE SAVED AS PART OF THE PUBLIC RECORD FOR THE MEETING. City of San Luis Obispo, Council Agenda, City Hall, 990 Palm Street, San Luis Obispo Agenda Human Relations Commission 5:00 PM REGULAR MEETING TELECONFERENCE Broadcasted via Webinar CALL TO ORDER: Chair Renoda Campbell ROLL CALL: Commissioners Angie Kasprzak, Jeannette Richardson, Emily Rosten, Megan Souza, Vice Chair Abe Lincoln, and Chair Renoda Campbell PUBLIC COMMENT PERIOD: At this time, the general public is invited to speak before the Human Relations Commission on any subject within the jurisdiction of the Human Relations Commission that does not appear on this agenda. Although the Commission will not take action on any item presented during the Public Comment Period, the Chair may direct staff to place an item on a future agenda for formal discussion. CONSIDERATION OF MINUTES 1. Minutes of the Human Relations Commission meetings of November 4, 2020 and November 20, 2020 PUBLIC HEARING ITEMS 2. 2021-22 Community Development Block Grant (CDBG) Program (Vereschagin) Review 2021-22 CDBG applications and develop preliminary funding recommendations to forward to City Council for consideration. BUSINESS ITEMS 3. Advisory Body Goal Development for 2021-23 (Vereschagin) Recommendation: (Item continued from November 4th Meeting) Finalize the Human Relations Commission’s goals and supplemental work program items for the 2021-23 Financial Plan and Budget. Human Relations Commission Agenda of December 2, 2020 Page 3 4. HRC Strategic Planning Implementation Next Steps (Campbell/Vereschagin) Recommendation: Discuss next steps and possibility develop a subcommittee to work on tasks associated with the HRC’s ongoing strategic planning work effort. 5. Diversity, Equity, and Inclusivity (DEI) Coordination Updates (Campbell) Recommendation: Ongoing opportunity to update the Commission on DEI initiatives from the City’s DEI Task Force. STAFF & COMMISSIONER COMMUNICATIONS 6. Staff Updates 7. Commissioner Updates ADJOURNMENT The next Regular Human Relations Commission meeting is scheduled for Wednesday, February 3, 2021 at 5:00 p.m., via teleconference. APPEALS: Administrative decisions by the Human Relations Commission may be appealed to the City Council in accordance with the appeal procedure set forth in Chapter 1.20 of the San Luis Obispo Municipal Code. The City of San Luis Obispo wishes to make all of its public meetings accessible to the public. Upon request, this agenda will be made available in appropriate alternative formats to persons with disabilities. Any person with a disability who requires a modification or accommodation in order to participate in a meeting should direct such request to the City Clerk’s Office at (805) 781-7100 at least 48 hours before the meeting, if possible. Telecommunications Device for the Deaf (805) 781-7410. Agenda related writings or documents provided to the City Council are available for public inspection in the Community Development Department located at 919 Palm Street. San Luis Obispo, California during normal business hours, and on the City’s website: http://www.slocity.org/government/advisory-bodies Meeting audio recordings can be found at the following web address: http://opengov.slocity.org/WebLink/Browse.aspx?startid=26772&row=1&dbid=1 BLANK PAGE This page is intended to be blank so that you can print double-sided. Draft Minutes Human Relations Commission Wednesday, November 4, 2020 Regular Meeting of the Human Relations Commission CALL TO ORDER A Regular Meeting of the San Luis Obispo Human Relations Commission was called to order on Wednesday, November 4, 2020 at 5:00 a.m. via teleconference by Chair Campbell. ROLL CALL Present: Commissioners Angie Kasprzak, Jeannette Richardson, Emily Rosten, Megan Souza, Vice Chair Abe Lincoln, and Chair Renoda Campbell Absent: None Staff & Guests: Cara Vereschagin, Housing Coordinator PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA None --End of Public Comment-- APPROVAL OF MINUTES 1. Consideration of Minutes of the Human Relations Commission Regular Meeting of October 7, 2020. ACTION: MOTION BY COMMISSIONER ROSTEN, SECOND BY COMMISSIONER SOUZA, 6-0-0 to approve the minutes of the Regular Meeting of the Human Relations Commission of October 7, 2020. BUSINESS ITEMS 2. Advisory Body Goal Development for 2021-23 As part of the 2021-23 Financial Plan, all City advisory bodies are tasked with providing goals for the next two years. The Commission opened up discussion and concluded on the following goals to submit for consideration in the 2021-23 Financial Plan: Housing; Homeless Prevention and Advocacy; Diversity, Equity, and Inclusivity; and Awareness and Access to Healthcare. The Commission chose to think over the related tasks and funding priorities for each goal over the next month and gave direction to finalize everything during their December meeting. Item 1 Packet Page 1 City of San Luis Obispo, Title, Subtitle Minutes Human Relations Commission Meeting of November 4, 2020 Page 2 3. Grants-in-Aid 2019-20 Year-End Report Review The Commission discussed the year-end reports per their liaison assignments and briefly reported out on key accomplishments their assigned organizations made use of GIA funding. Several organizations had related that funds were utilized and really appreciated. 4. Review of 2021-22 Grants-in-Aid Application Housing Coordinator Vereschagin opened up the discussion to review the draft Grants-in-Aid program application. Commissioners agreed that programs in which existing fundraising and services had been severely impacted by COVID-19 be specially considered during this funding cycle. Vereschagin made these various corrections to the draft application during the review. 5. Diversity, Equity, and Inclusivity (DEI) Coordination Updates Chair Campbell shared the latest information from the DEI Task Force. Housing Coordinator Vereschagin discussed scheduling the future strategic planning session for the HRC. The HRC requested a training on the Brown Act. STAFF & COMMISSION COMMUNICATIONS 6. Staff Updates Housing Coordinator Vereschagin relayed to the Commission that the 2021-22 CDBG & GIA Funding Priorities developed at the HRC’s previous meeting were being considered on Nov. 17 by the City Council. She also announced that coordination had begun with lenders and investors on the Broad Street Place project that received 2020-21 CDBG funding. 7. Commissioner Updates Commissioner Richardson announced that HASLO will have on-site access to healthcare in new the new development funded through the State HomeKey grant in Paso Robles. Chair Campbell welcomed the newest commissioner up for appointment to the HRC. Commissioner Souza and Rosten reminded the Commission to check-in with their GIA liaison organizations. ADJOURNMENT Chair Campbell adjourned the meeting at 7:27 p.m. The next Regular Meeting of the Human Relations Commission is scheduled for Wednesday, December 2, 2020 at 5:00 p.m., via teleconference. APPROVED BY THE HUMAN RELATIONS COMMISSION: XX/XX/2020 Item 1 Packet Page 2 Draft Minutes Human Relations Commission Friday, November 20, 2020 Special Meeting of the Human Relations Commission CALL TO ORDER A Special Meeting of the San Luis Obispo Human Relations Commission was called to order on Friday, November 20, 2020 at 4:00 p.m. via teleconference by Chair Campbell. ROLL CALL Present: Commissioners Angie Kasprzak, Jeannette Richardson, Megan Souza, Vice Chair Abe Lincoln, and Chair Renoda Campbell Absent: Commissioner Emily Rosten Staff & Guests: Cara Vereschagin, Housing Coordinator; Dale Magee, Catalyst Consulting; Dusty Colyer-Worth PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA None --End of Public Comment-- BUSINESS ITEMS 1. Strategic Planning Session to discuss amending/enhancing the purview of the Human Relations Commission in response to future Diversity, Equity, and Inclusion (DEI) Program implementation and other community needs. Housing Coordinator Vereschagin gave a brief presentation to set the stage of the strategic planning process, and introduced Dale Magee, the consultant managing the City’s DEI Task Force initiatives. Magee proposed questions for the Commissioners to answer, thus facilitating the strategic planning discussion. The Commissioners gave direction to hold a follow-up discussion, potentially during the week of December 7th. ADJOURNMENT Chair Campbell adjourned the meeting at 6:22 p.m. The next Regular Meeting of the Human Relations Commission is scheduled for Wednesday, December 2, 2020 at 5:00 p.m., via teleconference. APPROVED BY THE HUMAN RELATIONS COMMISSION: XX/XX/2020 Item 1 Packet Page 3 BLANK PAGE This page is intended to be blank so that you can print double-sided. Packet Page 4 Meeting Date: December 2, 2020 Item Number: 2 2 HUMAN RELATIONS COMMISSION AGENDA REPORT SUBJECT: 2021-22 Community Development Block Grant Program PROJECT ADDRESS: Citywide BY: Cara Vereschagin, Housing Coordinator Phone Number: (805) 781-7596 e-mail: cvereschagin@slocity.org BACKGROUND The City received a total of ten applications (administration applications included) for the 2021-22 Community Development Block Grant (CDBG) program, requesting a total of $852,932. Estimated funding for the City’s 2021-22 Program Year is $513,086. Of the total estimated allocation, 20% of the funds are reserved for administrative costs, 15% can be used for Public Service and Economic Development activities, and the remaining 65% can be used for Housing and Public Facilities projects. FUNDING PRIORITIES On November 17, 2020, the City Council endorsed the HRC’s recommended funding priorities for the 2021-22 CDBG funding year. The ranked priorities established by the HRC and City Council are as follows: 1. Provide emergency and transitional shelter, homelessness prevention and services. 2. Develop and enhance affordable housing for low and very-low income persons. 3. Enhance economic development (to include seismic retrofit, economic stability, low and moderate income jobs). 4. Promote accessibility and/or removal of architectural barriers for the disabled and elderly. APPLICATIONS RECEIVED FOR CDBG FUNDING AND STAFF RECOMMENDATIONS The above priorities are used as the basis for developing funding recommendations of the 2021-22 CDBG applications. Staff recommends funding seven of the ten applications, as shown in Attachment A. Although all the projects align with the established Funding Priorities, staff recommends funding only one of the three applications received in the “Housing and Public Facilities” category, since the proposed project will provide new affordable housing in the City and security of CDBG funding will help leverage additional funding sources. The other two proposed projects are equally eligible and excellent projects, but it is staff’s feeling that these two projects can be accomplished with other financial support (e.g. City Affordable Housing Funds, etc.). Staff also recommends funding three of the four projects received in the “Public Services and Economic Development” category, in alignment with Funding Priority #1. All the projects and corresponding funding recommendations are further described below. A copy of each 2021-22 CDBG application is also provided in Attachment B1. 1 The application from the County of San Luis Obispo for CDBG Administration is not included in Attachment B. 2222222222222222222222222222222222222222222222222222222222222222222222222 Item 2 Packet Page 5 Item 2: 2021-22 CDBG Program Page 2 Public Services and Economic Development Projects (15% of Total) 1. Community Action Partnership of San Luis Obispo (CAPSLO) – Operating Costs of Homeless/AIDS patients programs, for the 40 Prado Homeless Services Center: CAPSLO has requested $86,000 in CDBG funds to increase the capacity, range, and efficiency of services offered at 40 Prado Homeless Services Center; as well as to increase on-site partnerships with community organizations. The City has historically awarded 100% of the Public Services and Economic Development allocation of CDBG funds (15% of total) to CAPSLO to support their homeless programs. This project aligns with the first Funding Priority. The estimated public services allocation is $76,953 and the City is recommending funding $70,963 to CAPSLO. The City is also currently supporting this program through an approved allocation from the City’s General Fund. 2. Peoples’ Self-Help Housing Corporation (PSHH) – Public Services, for Supportive Housing Program for Low-Income Households: PSHH has requested $16,809 in CDBG funds to assist with providing clinical social services and case management of their Supportive Housing Program (SHP), that develops personalized wrap-around services for residents of their affordable rental properties within SLO County. PSHH has experienced an impact of these services, due to the COVID-19 pandemic, but they have maintained the ability to connect residents to resources that offset the health and economic impacts COVID-19 has on low-income and Hispanic households. Given that PSHH runs this program at all their properties throughout SLO County, they are requesting CDBG allocations from the County, and the cities of Atascadero, Morro Bay, Paso Robles, and Pismo Beach. Although this project is in alignment with the First Priority, only about 4% of the SHP clients are reside in the City of San Luis Obispo. The City is also currently supporting this program through an HRC Grants-in-Aid award. It is for those reasons why staff has not recommended this project for CDBG funding. 3. Court Appointed Special Advocates (CASA) – Public Services/Youth Services/Services for Abused and Neglected Children, for Foster Child Intervention to Avert Homelessness: CASA has requested $2,500 of the City’s Public Services and Economic Development CDBG allocation to recruit, train, and supervise community volunteers to advocate for abused children. Volunteers are all court-appointed and stay with their assigned child or sibling group until the court resolves the case in a permanent placement, which takes on average 35.5 months. This project aligns with the first Funding Priority, and serves children throughout SLO County. CASA is also requesting an additional $12,500 of CDBG support for this project from the County, and cities of Arroyo Grande, Atascadero, and Paso Robles. The City also currently supports CASA through an HRC Grants-in-Aid award. Staff is recommending funding CASA’s $2,500 request. 4. 5 Cities Homeless Coalition (5CHC) – Subsistence Payments, Homeless Assistance & Security Deposits: 5CHC has requested $3,500 of the City’s Public Services and Economic Development CDBG allocation to assist with various activities supported by the Housing First model, to address homelessness in SLO County in alignment with the first Funding Priority. Although 5CHC is located in Grover Beach, they support clients County-wide. Of all the clients they assisted in the last 12 months, 5CHC housed 7 households in the City of San Luis Obispo (about 16% of their total clients served), and assisted 3 City of San Luis Obispo households with eviction prevention (about 11% of their total clients served). 5CHC is also requesting $85,500 of CDBG funding from the County, and cities of Arroyo Grande, Atascadero, Morro Bay, and Pismo Beach. Staff is recommending funding 5CHC’s $3,500 request. Item 2 Packet Page 6 Item 2: 2021-22 CDBG Program Page 3 Housing and Public Facilities Projects (65% of Total) 5. San Luis Nonprofit Housing Corporation (SLONP) in collaboration with the Housing Authority of the City of San Luis Obispo (HASLO)– Real Property Acquisition, for Toscano Family Apartments: HASLO has requested $333,506 of the City’s CDBG money allocated for Housing and Public Facilities projects. This funding will allow for HASLO to acquire real property in order to build Toscano Family Apartments, consisting of a total of 38 affordable units – 30 units will be dedicated to very-low households, 7 will be dedicated to low households, and there will be 1 manager unit. HASLO has applied for a variety of additional funding sources, including HOME, and the County’s Title 29 funds, all of which will help leverage additional financing from private banks, and a competitive tax credit award by the California Tax Credit Allocation Committee. This project aligns with the second Funding Priority, and is therefore recommended to receive the City’s CDBG Housing and Public Facilities allocation of $333,506. 6. Stand Strong, formerly the Women’s Shelter Program of San Luis Obispo County – Housing Rehabilitation, for Safe Housing Shelter: Stand Strong is seeking $8,000 of City CDBG Housing funds to assist with the replacement of the existing roof of their organization’s emergency safe house, which provides survivors of domestic violence, abused children, and homeless / at-risk of homelessness persons with supportive services. The rehabilitation will increase safety, security, and dignity for these clients at the Stand Strong safe house by providing much-needed, enduring updates to the property itself. Stand Strong is requesting also requesting $8,000 of the County’s CBDG Housing and Public Facilities allocation, which would allow them to complete the replacement. Although this is an excellent project for CDBG funds, staff feels that this project could perhaps be a great utilization of City Affordable Housing Funds for completion. 7. Salvation Army – Real Property Acquisition, for Permanent Supportive Housing II: The Salvation Army has requested a total of $300,000 in Housing and Public Facilities CDBG funds from all the Urban County participatory jurisdictions to purchase an existing house of approximately $600,000 to provide four units of permanent supportive housing for homeless persons who need long-term support to prevent a return of homelessness. Although this project is alignment with the second Funding Priority, staff is not recommending funding this project because there were other applications submitted, proposing more affordable units. Administration Projects (20% of Total) 8. City of San Luis Obispo – CDBG Administration: City Community Development staff are requesting $17,958 for administrative costs of the CDBG program. Per the CDBG guidelines, a maximum of 20% of the total grant allocation can be utilized for program administration. The City is thus eligible to utilize 35% of the program administration allocation for associated City costs, per the 2021-23 Cooperation Agreement with the County. The City thus proposes to use half of the allocation to cover associated administrative costs and the remaining half to fund capacity building projects, consistent with the 35% allocation of $35,916. 9. City of San Luis Obispo – Capacity Building: City Community Development staff are requesting $17,958 for housing capacity building. The capacity building allocation can be used for affordable housing-related City programs. Staff anticipates using a portion of this funding Item 2 Packet Page 7 Item 2: 2021-22 CDBG Program Page 4 for the inclusionary housing ordinance update. Per the CDBG guidelines, a maximum of 20% of the total grant allocation can be utilized for program administration. The City is thus eligible to utilize 35% of the program administration allocation for associated City costs, per the 2021- 23 Cooperation Agreement with the County. The City thus proposes to use half of the allocation to cover associated administrative costs and the remaining half to fund capacity building projects, consistent with the 35% allocation of $35,916. 10. County of San Luis Obispo – CDBG Administration: County Housing staff are requesting $66,701 for administrative costs for the CBDG program management. Per the CDBG guidelines, a maximum of 20% of the total grant allocation can be utilized for program administration. The County is thus eligible to utilize 65% of the program administration allocation for associated County costs, per the 2021-23 Cooperation Agreement with the City. ROLE OF THE HUMAN RELATIONS COMMISSION These recommendations are provided for the benefit of the public and HRC. The HRC’s role is to consider these recommendations in light of public testimony and either, (1) accept the allocations proposed if the HRC concurs, or (2) make changes so that the recommendation reflects the views of a majority of the Commission. The adopted priorities should guide the Commission throughout the discussion. NEXT STEPS The HRC’s recommended allocations will be forwarded to the County for incorporation into the 2021- 22 Draft Action Plan, and also to the City Council for a final recommendation. The Action Plan will be considered for approval by the Board of Supervisors in March 2021. ATTACHMENTS A. 2021-22 CDBG Staff Funding Recommendations B. 2021-22 CDBG Applications Item 2 Packet Page 8 Funding RecommendedCity Sources RequestedOutside Grant Sources RequestedNo. Activity(Note 1)(Note 2) (Note 3)140 Prado Homeless Services Center 70,963$ 86,000$ 157,000$ 84,000$ 327,000$ 2Supportive Housing Program -$ 16,809$ -$ 52,384$ 69,193$ 3Foster child intervention to avert homelessness2,500$ 2,500$ -$ 52,500$ 55,000$ 4Subsistence Payments, Homeless Assistance, &Security Deposits3,500$ 3,500$ -$ 85,500$ 89,000$ 76,963$ 108,809$ 157,000$ 274,384$ 540,193$ 5Toscano Family Apartments333,506$ 333,506$ TBDTBD333,506$ 6Safe Housing (SH) Project-$ 8,000$ -$ 8,000$ 16,000$ 7Permanent Supportive Housing II-$ $300,000 (Note 4)-$ 300,000$ 300,000$ 333,506$ 641,506$ -$ 308,000$ 649,506$ 8CDBG Administration17,958.00$ 17,958$ -$ -$ 17,958$ 9Capacity Building17,958.00$ 17,958$ -$ -$ 17,958$ 10CDBG Administration66,701$ 66,701$ -$ -$ 66,701$ 102,617$ 102,617$ -$ -$ 102,617$ 513,086$ 852,932$ 157,000$ 582,384$ 1,292,316$ 1Estimated Funding for CDBG Program Year 2021-22: $513,0862Tenative Other City Funding Sources (i.e. General Fund Allocations, Affordable Housing Fund Awards)3Other Grant Sources Applied for Outside the City (i.e. HOME, Title 29, other CDBG Allocations, PLHA Funds, ESG Funds etc.)4Applicant requested a total of $300,000 for the proposed project, but is open to locate the project in any of the particpatory jurisdictions.5CDBG City Administration Funding 35% Share of Total Admin Allowance per 2021-23 Cooperation Agreement with the County of SLO6CDBG City Administration Funding 65% Share of Total Admin Allowance per 2021-23 Cooperation Agreement with the County of SLOTotal Funding RequestedCity 2020 CDBGSUBTOTALSUBTOTAL Administration (20% of $513,086 = $102,617)Housing & Public Facilities (65% of $513,086 = $333,506) Public Services & Economic Development (15% of $513,086 = $76,963)SUBTOTALTOTALNOTES:San Luis Obispo Non-Profit Housing Corporation (in collaboration with HASLO)City of San Luis Obispo (Note 5)Stand Strong, formerly the Women's Shelter Program of San Luis Obispo CountySalvation ArmyCounty of San Luis Obispo (Note 6)Funding RequestedApplicantCommunity Action Partnership of San Luis Obispo (CAPSLO)City of San Luis Obispo (Note 5)2021-22 Community Development Block Grant Staff Funding RecommendationsOther Pending Fund Awards5 Cities Homeless Coalition (5CHC)Court Appointed Special Advocates (CASA)Peoples' Self-Help Housing Corporation (PSHH)Page 1Item 2 - Attachment APacket Page 9 Powered by ZoomGrants™ Email This Preview Save as PDF Print Close Window A▲▼ County of San Luis Obispo 2021 Public Services and Economic Development (CDBG, ESG, HOME, General Fund, ESG-CV, and PLHA) Deadline: 10/29/2020 Community Action Partnership of San Luis Obispo County, Inc. CDBG 40 Prado 2021-22 Jump to: Eligibility Application Questions Budget Tables Documents $ 170,000.00 Requested Submitted: 10/25/2020 6:03:41 PM (Pacific) Project Contact Donna Fioravanti donnafioragib@gmail.com Tel: 8055444355 Additional Contacts none entered Community Action Partnership of San Luis Obispo County, Inc. 1030 Southwood Drive San Luis Obispo, CA 93401 Chief Executive Officer Elizabeth Steinberg esteinberg@capslo.org Telephone (805) 544-4355 Fax Web www.capslo.org DUNS SAM Expires Eligibility top 1. Please identify all funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers. National Objectives 2. CDBG ONLY - Please select the national objective that best applies to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. ݲݲݲݲ CDBG only ESG only ESG-CV only HOME only General Funds only PLHA only Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, PLHA, and General Funds) Item 2 - Attachment B, Page 1 Item 2 Packet Page 10 information regarding CDBG national objectives. 3. CDBG ONLY - IF LOW/MODERATE INCOME WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding the Low/Moderate Income national objective. 4. CDBG ONLY - IF SLUM OR BLIGHT WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Slums or Blight objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective. 5. CDBG ONLY - Please explain how the proposed project meets the selected National Objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab. The proposed project meets the National Objective because 100% of the beneficiaries of the proposed activities will be Low/Moderate income persons. The specific group of persons the proposed project will serve are homeless persons. CAPSLO requests documentation of family/individual income for clients of the 40 Prado Homeless Services Center. This meets the CDBG primary National Objective, since more than 70% of funds received will be expended on activities that benefit Low/Moderate income clients. 6. ESG/ESG-CV ONLY - Please select all objectives applicable to the proposed project, as established in “Opening Doors: Federal Strategic Plan to Prevent and End Homelessness”or the CARE Act. -answer not presented because of the answer to #1- 7. ESG/ESG-CV ONLY - Please explain how the proposed project supports the selected objective(s). -answer not presented because of the answer to #1- Beneficiary Documentation 8. How will you document and maintain income status or presumed benefit status for CDBG? Please provide a sample of your Client Intake Form under the Documents Requested section below. Income verification for CDBG beneficiaries must be provided in accordance with 24 CFR Part 5; a link is provided in the Library. CAPSLO’s digital client intake forms document, maintain and store this data into the Client Track database. (A printout of the Client Intake Form that comprises the digital Client Intake screen is attached.) Income verification for CDBG/ESG beneficiaries is provided in accordance with 24 CFR Part 5. Client Track is an advanced case management and housing solution system acquired by CAPSLO. This tracking system is HMIS-compliant and is used to collect and manage client data associated with assessments on and referrals for the individual clients at a higher level of detail than the county’s HMIS. CAPSLO has also participated in the county’s HMIS since its inception and currently has trained program staff and a license for operation. CAPSLO uses the program for client file management, case management coordination, and service reporting. All client information is stored in Client Track’s secure cloud-based system to ensure confidentiality. 9. How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? (General Fund requests are exempt from this requirement) Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of Fenderal and State funds, the agency must collect race and ethnicity information from all clients. CAPSLO requests and collects demographic data, including race and ethnicity information from all clients on its Client Track ݲݲݲݲ Low/Moderate Income Slums or Blight Urgent Need Area Benefit ݲݲݲݲ Clientele Housing Jobs N/A - Low/Moderate Income NOT selected Area Basis Spot Basis ݲݲݲݲ N/A -Slums or Blight NOT selected Item 2 - Attachment B, Page 2 Item 2 Packet Page 11 digital intake form, as described in Question 8 above. The agency also uses the HMIS to collect, store and report client demographic data as prescribed by HUD requirements, and client information is tracked in both the HMIS and CAPSLO’s Client Track databases. Eligible Activities 10. CDBG ONLY - Identify all eligible activities that apply to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities. 11. ESG ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- 12. GENERAL FUND ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- 13. ESG-CV ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- 14. HOME ONLY - The only activity under the public service application for HOME is Tenant Based Rental Assistance (TBRA) -answer not presented because of the answer to #1- 15. PLHA ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- Public Services (General) ݲݲݲݲ Operating Costs of Homeless/AIDS patients programs Senior Services Handicapped Services Legal Services Youth Services Transportation Services Substance Abuse Services Services for Battered and Abused Spouses Crime Awareness or Neighborhood Cleanups Fair Housing Activities Tenant/Landlord/Housing Counseling Child Care Services Health Services Services for Abused and Neglected Children Mental Health Services Subsistence Payments, Homeless Assistance, Rental Housing Subsidies or Security Deposits Job training and job placement services Assistance to microenterprises (technical assistance, business support services, and other similar services to owners of microenterprises or persons developing microenterprises) Documents Requested *Required?Attached Documents * Client Intake Form(s) for Limited Clientele (if applicable) CAPSLO partial client intake form Map for Area Benefit (if applicable) CDBG Requirements and Acknowledgements (Please download the template below and upload an initialed document here) download template CAPSLO CDBG Requirements General Liability Insurance Liability Insurance Item 2 - Attachment B, Page 3 Item 2 Packet Page 12 Application Questions top 1. Please identify the funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application - so don't worry if your application has skipped question numbers. Project Summary 2. Project Address(es): If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab 40 Prado Homeless Services Center, 40 Prado Road, San Luis Obispo, CA 93401 3. Jurisdiction(s)/Area(s) Served: Select all that apply 4. Brief Project Description: You will have the chance to expand on your project description further in the application. Please upload any maps, photos, drawings or plans under the Documents tab CAPSLO’S 40 Prado is the county’s only consolidated homeless services center providing on-site medical, mental health and substance abuse services serving 1,418 individuals in the last fiscal year. With 30% of all clients over age 55, individuals with mental health issues, and an anticipated influx of homeless individuals and families due to the deepening economic crisis, it is essential to maintain adequate staffing in order to provide safe and stable services to the diverse population on-site (including families). The maintenance of adequate staffing also enables participants to obtain quicker access to information as they move themselves through the necessary steps towards obtaining housing. CDBG funding supports the foundational operating expenses of 40 Prado. 5. Please answer the following: Please write N/A for any questions that are not applicable. Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. ݲݲݲݲ CDBG only ESG only ESG-CV only HOME only General Funds only PLHA only Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, General Funds, and PLHA) ݲݲݲݲ Arroyo Grande ݲݲݲݲ Atascadero ݲݲݲݲ Morro Bay ݲݲݲݲ Paso Robles ݲݲݲݲ Pismo Beach ݲݲݲݲ City of San Luis Obispo ݲݲݲݲ County of San Luis Obispo 170,000 CDBG funding requested N/A ESG funding requested N/A ESG-CV funding requested N/A HOME funding requested N/A General Funds requested N/A PLHA funding requested '' 170,000.00170,000.00 SUBTOTAL 7/1/2021 Anticipated start date 6/30/2022 Anticipated end date Item 2 - Attachment B, Page 4 Item 2 Packet Page 13 6. Type of agency: Agency Details, Capacity, and Experience 7. Is the organization faith-based? 8. Please answer the following: If this is your first time applying to the County for funds, please upload your organizations’incorporation documents in the Documents tab. 9. Agency Mission Statement: Community Action Partnership of San Luis Obispo County addresses the causes of poverty, empowering low-income people to achieve self-sufficiency through community-based collaborations and programs. 10. Please describe the services your organization is CURRENTLY providing (regardless of funding source). The 40 Prado Homeless Services Center in San Luis Obispo offers day and night emergency shelter services, meals, showers, health screenings at the Community Health Centers of the Central Coast's (CHC) on-site clinic, services to dual diagnosed individuals, recuperative care for those recently released from the hospital, animal kennels, a community garden, internet access, and a mail and message center to facilitate job and housing searches. CAPSLO’s Head Start program offers the “Home Based”family education and support program for parents of toddlers. Case managers and facilitator staff assist clients in creating individualized plans with set goals and objectives to obtain housing and self-sufficiency. These comprehensive on-site services are provided by agency staff, volunteers (pandemic guidelines permitting), and community partners through extensive collaborations. In addition to these services, CAPSLO offers a year-round Safe Parking program and a Warming Center during inclement weather. At the time of the Coordinated Entry Assessment all participants are assigned to an individual staff member (facilitator) who is responsible for working with them on obtaining the items needed to start the stability and housing search process. Depending on the individual, these items can be anything from general assistance to housing searches. Once these first steps are accomplished, the individual/family is then referred to the CAPSLO case manager for more intensive assistance focused on finding housing. Because of the cuts to case management over the last 10 years, there are simply not enough case managers to meet the need. By having established the “facilitator program”participants are able to start the process and feel a sense of initial accomplishment until a slot with the case manager opens up. Access to care, a major barrier for the homeless population, is addressed with the multi-disciplinary, team-based approach used at 40 Prado. Utilizing case management in conjunction with integrated medical and therapeutic services on-site has proven to be most successful in treating the challenging issues with which the population struggles. There is no other program in the county offering the array of services that 40 Prado offers. Participants continue to come from all areas the county. In 2019, 27% of in-county participants came from the Five Cities/Nipomo area, 27% came from the North County, 12% came from the Coast and 34% came from the City of San Luis Obispo. Since January 2020, 158 individuals staying at 40 Prado found housing. 170,000.00170,000.00 TOTAL ݲݲݲݲ 501(c)(3) For Profit Gov't/Public Other: Yes ݲݲݲݲ No 12/9/1965 Date of incorporation 100231751 Annual operating budget 1106 Number of paid staff 1381 Number of volunteers 100,234,238.00100,234,238.00 TOTAL Item 2 - Attachment B, Page 5 Item 2 Packet Page 14 11. Please describe the services your organization PROPOSES to provide (regardless of funding source). CAPSLO is proposing CDBG funding to adequately maintain staffing at 40 Prado so that the participant-to-staff ratio is ensured, as well as maintaining the opportunity for participants to engage with staff in developing an immediate plan for housing. Given the influx of medically fragile, elderly, and dual-diagnosed individuals over the last year –and given the economic crisis that is anticipated to occur --there must be adequate staffing levels to provide the “eyes-on”to ensure that 40 Prado remains a safe and stable place for people to be. In Spring 2021, CAPSLO will break ground on the only medically assisted withdrawal treatment program (MAT) in the county. Many of these high-need populations are currently sheltering with families and frail elderly under the same roof at 40 Prado. They all require a safe, supportive environment in order to stabilize and begin the work needed toward becoming self-sufficient and eventually obtaining –and maintaining --housing. Without the foundational support of CDBG funding, we are unable to provide the complex and comprehensive services necessary to meet the specialized needs of the homeless community 12. How does the project complement and collaborate with existing efforts? Does your organization partner with other organizations? CAPSLO has a long-standing tradition of partnering with organizations to enhance, not duplicate, services. With the commitment to providing participants with easier access to care, CAPSLO has worked diligently to collaborate with service providers to bring necessary services on-site. CAPSLO is the Lead Agency in Coordinated Entry and sub-contracts with ECHO and 5CHC. Through the development of a shared case management data system, Client Track, CAPSLO is able to provide assessments and connect individuals and families to the most appropriate services countywide. CAPSLO routinely works with other organizations including those within the SLO Supportive Housing Consortium, and actively advocates with the partner organizations that provide permanent housing, including Transitions Mental Health Association (TMHA) and HASLO. As part of the assessment process, CAPSLO conducts VI-SPDAT assessments in order to place appropriate clients on the 65 Now waiting list. CAPSLO also participates in HASLO’s “set-aside”and mainstream voucher programs, and has seen tremendous success in placing and retaining clients in housing. Case managers continue to work with their housed clients for six months after placement, further ensuring success. 13. If the proposed project will serve homeless households, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources. If this question is not applicable, write N/A in the box below. As stated in the previous section, CAPSLO works closely with its partners, ECHO in North SLO County, and 5CHC in South SLO County. Through their shared case management data system, the three agencies are able to share basic information on all clients coming through their doors, preventing unnecessary duplication. CAPSLO routinely refers appropriate clients to other organizations, including Food Bank, HomeShare SLO, Los Osos Cares, Paso Cares and Family Resource Centers throughout the county. CAPSLO also works closely with the countywide Community Action Teams (CAT), and in particular, the SLO City CAT, that has provided tremendous assistance in helping individuals move out of the area and back to their family when appropriate. Adult Protective Services has also played a vital role in personally accompanying frail individuals back to their homes if needed, in order to ensure a safe and smooth transition. Two recent examples included accompanying an elderly woman back to Tennessee to reunite with her daughter, and despite COVID-19, one elderly German citizen with dementia back to German Social Services so that she could get the necessary help from her country. CAPSLO staff identify the best options for some of the most complicated and challenging situations presented and most often this includes extensive partnering with other organizations. 14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed. CAPSLO has taken the lead in pioneering many collaborative and innovative projects to address unmet needs for the homeless, and is the lead agency in the Coordinated Entry and CESH programs, working in collaboration 5CHC and ECHO. In 2017, CAPSLO was awarded a Substance Abuse and Mental Health Services Administration (SAMHSA) grant for providing services to dual-diagnosed, chronically homeless individuals in its SLO-Hub program, one of only 20 grants awarded nationally and recently cited as a national “best practice”by SAMHSA. In 2016, the Recuperative Care Program (RCP), the first medically modeled program in the county, was developed in partnership with CenCal Health, Tenet Health and Dignity Health, providing respite care and medical case management for medically fragile homeless individuals released from local hospitals. RCP was named a “best practice”by CenCal Health in 2017. Item 2 - Attachment B, Page 6 Item 2 Packet Page 15 In 2019, the SLO County Department of Behavioral Health placed a full-time, licensed mental health therapist at 40 Prado to work with those individuals evaluated as having “moderate-to-severe”mental health issues. CAPSLO then partnered with Community Counseling Center to have interns on-site four days a week to see individuals with “mild-to-moderate”mental health issues. In addition to assisting individuals with complex challenges, CAPSLO has the necessary infrastructure to successfully implement and monitor complex grants and contracts. Currently, CAPSLO has over 250 different contracts and participates in multiple federal, state and local financial audits, and has never had a finding. 15. Briefly describe your agency’s record keeping system with relevance to the proposed project. Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG. As mentioned in the Eligibility Section of this application, CAPSLO participates in the County’s HMIS as required, and also utilizes Client Track, which is used to collect client data as part of the County Continuum of Care’s Coordinated Entry System and to keep and store client files that include demographic data (i.e., race/ethnicity, gender, age, disability and military status), family information (i.e., household size and income), attendance, services accessed, individual daily client activities and incidents, services provided, meals, and referrals. Client Track is HMIS-compliant and is used to collect and manage data associated with assessments on, and referrals for, the individual clients at a higher level of detail than the county’s HMIS. A systems analyst at CAPSLO trains program staff on Client Track, provides reports, and implements the numerous changes (“syncs”)required to maintain system accuracy. 16. CDBG/ESG ONLY - Will the services offered by your organization increase or expand as a result of CDBG/ESG assistance? 17. CDBG/ESG ONLY - IF YES TO ABOVE - What new programs or services will be provided? If this question is not applicable, write N/A in the box below. N/A - No new services are being proposed with CDBG funding. 18. CDBG/ESG ONLY - IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected. If this question is not applicable, write N/A in the box below. Although new services are not being requested for CDBG funding, maintenance of current staffing levels is crucial for the upcoming fiscal year, as CAPSLO is anticipating increased numbers of individuals and families who are homeless or at risk of homelessness, due to the deepening economic crisis that is gripping the nation. 19. Please describe the proposed project in detail (i.e. What activities are to be undertaken? What are the projects' goals?). Please attach a timeline of the project milestones under the Documents tab. The goal of the 40 Prado Homeless Services Center is to increase self-sufficiency for homeless individuals and families. This is accomplished with comprehensive, on-site, wrap around services and case management, described in detail in Question 10, and will include the new medically assisted withdrawal treatment program (MAT). In addition to these services, CAPSLO offers a year-round Safe Parking program and a Warming Center during inclement weather. The Warming Center will operate November through March, during the months of inclement weather in San Luis Obispo. CAPSLO is able to provide such a wide variety of services because it depends on CDBG funding to cover our adequate shelter staffing, and supervision of shelter staff -- vital to funding the costs associated with day-to-day operations. Project Details 20. Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households. Please refer to the Library for HUD Income Limits and information on CDBG Presumed Low/Mod Income populations. Please enter any presumed benefit persons as low-income. Yes ݲݲݲݲ No 1600 TOTAL number of persons (p) or households (hh) regardless of income Item 2 - Attachment B, Page 7 Item 2 Packet Page 16 21. CDBG ONLY - If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified. If this question is not applicable, write N/A in the box below. The 40 Prado Homeless Services Center directly benefits low-income and very low-income populations by engaging them in a partnership with community outreach programs. Coordinated Entry provides a system of diversion and case management. This integration ensures that homeless individuals across the country are connected to social security benefits, physical and behavioral health care, community resources, available employment training and workforce development programs, and other supportive services that promote long-term health and housing stability. CAPSLO has established a priority protocol designed to ensure that those individuals with the greatest service needs are given first priority to both emergency shelter and, when available, permanent housing. 22. ESG ONLY - FOR EMERGENCY SHELTER ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 23. ESG ONLY - FOR STREET OUTREACH ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 24. ESG ONLY - RAPID RE-HOUSING ONLY - Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 25. ESG ONLY - FOR HOMELESSNESS PREVENTION ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 26. ESG ONLY - FOR HMIS ONLY: Please identify the portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 27. GENERAL FUND ONLY - OVERNIGHT SHELTERS ONLY - Please answer the following: -answer not presented because of the answer to #1- 28. GENERAL FUND ONLY - Please identify the following projected accomplishments: -answer not presented because of the answer to #1- 29. Identify the projected target population(s) your proposed project and activities will serve (including age, race, residency, handicap status, income level or other unit characteristics or subgroup information) and how those populations will benefit The target population will be low-income individuals and families at-risk of homelessness or currently homeless countywide, who are earning 50% or less AMI. Disabled individuals are provided with healthcare from the on-site primary health care available at 40 Prado, as well as behavioral and mental health services. There has been a large increase in the number of elderly participants, a population for whom safe and stable sheltering is essential. CAPSLO provides Head Start resources to children ages 0-5, as well as coordinating with SLO Coastal Unified School District for school-age children. CAPSLO requests and collects demographic data including race and ethnicity information, from all clients on its intake form. In Fiscal Year 2020, 40 Prado Homeless Services served: Male –63% Female –37% 8 Of the total number of persons (p) or households (hh) entered above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(HUD funding only) 1592 Of the total number of persons (p) or households (hh) entered above, how many will be VERY LOW- INCOME (earning 50% or less of the County median-income)(HUD funding only) N/A Of the total number of persons (p) or households (hh) entered above, how many will be earning 60% or less of County median-income(PLHA only) 3,200.003,200.00 TOTAL Item 2 - Attachment B, Page 8 Item 2 Packet Page 17 Age Ranges: Children under 18 –8% Over age 55 –33% Over age 65 –10% Ethnicity: Hispanic –22% Non-Hispanic –77% Unknown –1% Race: White –81% Black or African American –5% Asian/Pacific Islander –1% Native American/Alaskan –3% Other/Multi-Racial –7% Unknown –3% Clients with Disability - 44% Income Levels: Extremely Low –93% Very Low –6% Low –>1% Non-Low/Moderate - >1% 30. Has environmental review been completed (CEQA and/or NEPA)? 31. Please answer yes or no to the following: If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab. 32. Identify all permits necessary for the project (local, state or federal). N/A 33. State whether or not the necessary permits have been issued. If a permit has not yet been issued, indicate when the permit(s) will be applied for or issued. Please provide proof of permit issuance under the Documents tab. N/A 34. Briefly describe your agency’s auditing requirements, including those for the proposed project. Please upload a copy of your most recent audit under the Documents tab. CAPSLO undergoes an agency-wide, rigorous audit process annually by the firm of Brown Armstrong Certified Public Accountants. The process includes inquiry and observation to understand and evaluate CAPSLO’s internal controls, Yes - CEQA review completed No - CEQA review not completed ݲݲݲݲ N/A -CEQA not required Yes - NEPA review completed No - NEPA review not completed ݲݲݲݲ N/A -NEPA not required N/A Has a Phase I or Phase II environmental assessment been conducted for the property? N/A List and describe any known hazards (e.g. asbestos, storage tanks –underground, aboveground) No Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site? No Are the building(s)/structure(s) located on a Historic Site or within a Historic District? No Is the project located within a 100-year flood plain? N/A IF YES TO ABOVE, does your agency have flood insurance? N/A Will there be demolition required? 0.000.00 TOTAL Item 2 - Attachment B, Page 9 Item 2 Packet Page 18 confirmations, interim testing and compliance audits, and substantive procedural analysis. Critical audit areas include compliance with federal and state awards, expenses for program and support services, accounts payable and accrued liabilities, program revenue and unearned deferred revenue, cash, property and equipment, and long-term debt. A summary of the audit is formally presented by Brown Armstrong to both the Audit and Finance Committees of the Board, as well as the full Board of Directors and senior management. CAPSLO has had no findings in any audit over the past two decades. Additionally, CAPSLO Homeless Services participates in the County of San Luis Obispo CDBG and other HUD program reviews and desk audits as required. Financial 35. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? The operation and maintenance costs for 40 Prado Homeless Services Center are funded through local government grants, corporate grants, private foundation grants, and from community donations through the fundraising efforts of both CAPSLO and Friends of 40 Prado. The majority of funds will be the result of donations, fundraising events and grant contracts awarded during the coming year. 36. Do you have any grant funds remaining from prior Fiscal Year allocations? 37. IF YES TO ABOVE, please answer the following: If this question is not applicable, write N/A in the boxes below. 38. CDBG ONLY - Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction. Write N/A for jurisdictions not being applied to for CDBG funds. Note: Any project/program being recommended less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County. 39. GENERAL FUND ONLY - Please indicate the estimated portion of funding to go towards the following activities: -answer not presented because of the answer to #1- 40. HOME Only - TBRA Only - Please indicate the amounts to be spent for rental assistance, deposit assistance, and project administration? -answer not presented because of the answer to #1- Yes ݲݲݲݲ No N/A What fiscal year(s) did you receive the funding? N/A What project did you receive the funding for? N/A How much is remaining? 0.000.00 TOTAL N/A City of Arroyo Grande N/A City of Atascadero N/A City of Morro Bay N/A City of Paso Robles N/A City of Pismo Beach 86,000 City of San Luis Obispo 84,000 County of San Luis Obispo 170,000.00170,000.00 TOTAL Budget top Funding Sources/Revenues Committed Conditional Proposed CDBG Funding (this request) $ 170,000.00 ESG Funding (this request) $ 102,900.00 General Funds - County of SLO $ 125,751.00 Item 2 - Attachment B, Page 10 Item 2 Packet Page 19 * ZoomGrants™ is not responsible for the content of uploaded documents. General Funds - City of SLO $ 143,500.00 FEMA $ 16,673.00 DSS Support $ 23,400.00 Donations and Fundraising $ 566,679.00 CSBG Support $ 246,569.00 Total $ 0.00 $ 0.00 $ 1,395,472.00 Funding Uses/Expenses CDBG ESG & ESG-CV General Fund HOME PLHA Personnel Costs $ 157,407.00 Operating Costs Professional Services Capital Outlay Permits, Development Fees Legal and Public Notices Indirect Costs $ 12,593.00 Total $ 170,000.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 Budget Narrative CDBG Funding Budget Narrative 40 Prado Homeless Shelter workers wages 109,082 40 Prado Homeless Shelter workers fringe benefits 48,325 Indirect costs at federally approved rate of 8% 12,593 Total 170,000 Tables top ESG Matching Funds Sources Amount $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Total $ 0 Documents top Documents Requested *Required?Attached Documents * Incorporation Documents (if applicable) Timeline of Project Milestones ݲݲݲݲ CAPSLO Project Milestones Proof of Permit Issuance (if applicable) Map of Multiple Project Locations (if applicable) Most Recent Audit ݲݲݲݲ CAPSLO 2019 Audit Commitment Letters for funds (if available) Timeline of Expenditures ݲݲݲݲ General Fund 2021-22 Timeline of Expenditures Item 2 - Attachment B, Page 11 Item 2 Packet Page 20 Application ID: 281217 Become a fan of ZoomGrants™ on Facebook Problems? 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Logout | Browser Item 2 - Attachment B, Page 12 Item 2 Packet Page 21 Powered by ZoomGrants™ Email This Preview Save as PDF Print Close Window A▲▼ County of San Luis Obispo 2021 Public Services and Economic Development (CDBG, ESG, HOME, General Fund, ESG-CV, and PLHA) Deadline: 10/29/2020 Peoples' Self-Help Housing Corporation San Luis Obispo Municipal and County Supportive Housing Program for Low-Income Households Jump to: Eligibility Application Questions Budget Tables Documents $ 69,193.00 Requested Submitted: 10/23/2020 7:02:41 AM (Pacific) Project Contact Forrest Eastham grants@pshhc.org Tel: 805-548-2345 Additional Contacts none entered Peoples' Self-Help Housing Corporation 3533 Empleo Street San Luis Obispo, CA 93401 United States CEO Kenneth Trigueiro ceo@pshhc.org Telephone (805) 781-3088 Fax (805) 544-1901 Web www.pshhc.org DUNS 096414412 SAM Expires10/8/2021 Eligibility top 1. Please identify all funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers. National Objectives Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. ݲݲݲݲ CDBG only ESG only ESG-CV only HOME only General Funds only PLHA only Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, PLHA, and General Funds) Item 2 - Attachment B, Page 13 Item 2 Packet Page 22 2. CDBG ONLY - Please select the national objective that best applies to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding CDBG national objectives. 3. CDBG ONLY - IF LOW/MODERATE INCOME WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding the Low/Moderate Income national objective. 4. CDBG ONLY - IF SLUM OR BLIGHT WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Slums or Blight objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective. 5. CDBG ONLY - Please explain how the proposed project meets the selected National Objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab. Approximately 93% of program beneficiaries are LMI, exceeding the minimum requirement that 51 percent of the beneficiaries of an activity must be LMI persons. 6. ESG/ESG-CV ONLY - Please select all objectives applicable to the proposed project, as established in “Opening Doors: Federal Strategic Plan to Prevent and End Homelessness”or the CARE Act. -answer not presented because of the answer to #1- 7. ESG/ESG-CV ONLY - Please explain how the proposed project supports the selected objective(s). -answer not presented because of the answer to #1- Beneficiary Documentation 8. How will you document and maintain income status or presumed benefit status for CDBG? Please provide a sample of your Client Intake Form under the Documents Requested section below. Income verification for CDBG beneficiaries must be provided in accordance with 24 CFR Part 5; a link is provided in the Library. Receiving HUD and USDA funds to build housing for low-income households, PSHH collects and verifies information on family size, income, disability, and senior status in accordance with federal HUD and USDA regulations as part of a household’s application process prior to move in at a PSHH property. Once residing at a PSHH rental property, every household’s income and size is recertified annually. PSHH retains data on the size and annual income of all families and households living at our properties, including those receiving services through Supportive Housing Program (SHP), for which grant funding is sought. In most cases, household income may not exceed 50% of the Area Median Income (AMI) at move-in. Household size, income, disability, and senior status information is stored in PSHH’s resident database, which is easily cross referenced with the client database maintained by the Supportive Housing Program, the program for which funds are sought. 9. How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? (General Fund requests are exempt from this requirement) Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of Fenderal and State funds, the agency must collect race and ethnicity information from all clients. Race and ethnicity and other demographic data is reported by residents during the tenant application process and is stored in PSHH’s resident database, in accordance with HUD and USDA regulations. Application forms for potential residents of rental properties as well as the intake form for new SHP clients are attached. Eligible Activities ݲݲݲݲ Low/Moderate Income Slums or Blight Urgent Need Area Benefit ݲݲݲݲ Clientele Housing Jobs N/A - Low/Moderate Income NOT selected Area Basis Spot Basis ݲݲݲݲ N/A -Slums or Blight NOT selected Item 2 - Attachment B, Page 14 Item 2 Packet Page 23 10. CDBG ONLY - Identify all eligible activities that apply to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities. 11. ESG ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- 12. GENERAL FUND ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- 13. ESG-CV ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- 14. HOME ONLY - The only activity under the public service application for HOME is Tenant Based Rental Assistance (TBRA) -answer not presented because of the answer to #1- 15. PLHA ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- ݲݲݲݲ Public Services (General) Operating Costs of Homeless/AIDS patients programs ݲݲݲݲ Senior Services ݲݲݲݲ Handicapped Services Legal Services ݲݲݲݲ Youth Services ݲݲݲݲ Transportation Services ݲݲݲݲ Substance Abuse Services ݲݲݲݲ Services for Battered and Abused Spouses Crime Awareness or Neighborhood Cleanups ݲݲݲݲ Fair Housing Activities ݲݲݲݲ Tenant/Landlord/Housing Counseling Child Care Services ݲݲݲݲ Health Services Services for Abused and Neglected Children ݲݲݲݲ Mental Health Services ݲݲݲݲ Subsistence Payments, Homeless Assistance, Rental Housing Subsidies or Security Deposits ݲݲݲݲ Job training and job placement services Assistance to microenterprises (technical assistance, business support services, and other similar services to owners of microenterprises or persons developing microenterprises) Documents Requested *Required?Attached Documents * Client Intake Form(s) for Limited Clientele (if applicable) Tenant application SHP new client intake form Map for Area Benefit (if applicable) CDBG Requirements and Acknowledgements (Please download the template below and upload an initialed document here) download template CDBG Requirements and Acknowledgements General Liability Insurance PSHH Proof of Insurance SLO County Application Questions top Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. Item 2 - Attachment B, Page 15 Item 2 Packet Page 24 1. Please identify the funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application - so don't worry if your application has skipped question numbers. Project Summary 2. Project Address(es): If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab 240 Oaks Ln Avila Beach 2835 Schoolhouse Ln Cambria 1251 & 1351 Los Olivos Ave Los Osos 999 Las Tablas Rd 1009 Peterson Ranch Rd Templeton 1261 Belridge St 1720 17th St Oceano 360 Park Ave 211 Addie St Pismo Beach 351 S Elm St 119 Juniper St 150 Courtland St 163 S Elm St Arroyo Grande 7480 Santa Ysabela Ave Atascadero 2612 Elm St 495 Main St 456 Elena St 375 Sequoia St Morro Bay 400 Oak Hill Rd 1255 Creston Rd 401 Oak Hill Rd 2940 Spring St Paso Robles 537 Brizzolara St 3071 S Higuera St San Luis Obispo 3. Jurisdiction(s)/Area(s) Served: Select all that apply ݲݲݲݲ CDBG only ESG only ESG-CV only HOME only General Funds only PLHA only Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, General Funds, and PLHA) Item 2 - Attachment B, Page 16 Item 2 Packet Page 25 4. Brief Project Description: You will have the chance to expand on your project description further in the application. Please upload any maps, photos, drawings or plans under the Documents tab PSHH will provide the clinical social services and case management of the Supportive Housing Program (SHP), developing personalized wrap-around services for residents of PSHH’s 26 affordable rental properties in San Luis Obispo County. Most households are classified as very-low-income, earning 50% or less of AMI. During COVID-19, services are being provided by telephone and video conferencing. Most program services are provided weekdays between 9 am and 6 pm. Services are provided by licensed and associate clinical social workers with a master’s degree in social services. Services are free, confidential, and completely optional. Services are provided in order to prevent homelessness among the region’s most vulnerable residents while enhancing household stability and resiliency. Throughout the pandemic, SHP has also helped to residents connect to the resources that offset the health and economic impact that COVID-19 has on low-income and Hispanic households. 5. Please answer the following: Please write N/A for any questions that are not applicable. 6. Type of agency: Agency Details, Capacity, and Experience 7. Is the organization faith-based? 8. Please answer the following: If this is your first time applying to the County for funds, please upload your organizations’incorporation documents in the Documents tab. ݲݲݲݲ Arroyo Grande Atascadero ݲݲݲݲ Morro Bay ݲݲݲݲ Paso Robles ݲݲݲݲ Pismo Beach ݲݲݲݲ City of San Luis Obispo ݲݲݲݲ County of San Luis Obispo $69,913 CDBG funding requested N/A ESG funding requested N/A ESG-CV funding requested N/A HOME funding requested N/A General Funds requested N/A PLHA funding requested '' 69,913.0069,913.00 SUBTOTAL 7/1/21 Anticipated start date 6/30/22 Anticipated end date 69,913.0069,913.00 TOTAL ݲݲݲݲ 501(c)(3) For Profit Gov't/Public Other: Yes ݲݲݲݲ No 8/8/1970 Date of incorporation 12,942,049 Annual operating budget 204 Number of paid staff 120 Number of volunteers Item 2 - Attachment B, Page 17 Item 2 Packet Page 26 9. Agency Mission Statement: We build permanent, supportive housing with site-based services that offer opportunities to change lives and strengthen communities on California's central coast. 10. Please describe the services your organization is CURRENTLY providing (regardless of funding source). PSHH builds, owns, rents and manages sliding scale, affordable, permanent supportive housing throughout Santa Barbara, Ventura, and San Luis Obispo counties. Celebrating our 50th anniversary earlier this year, PSHH is the oldest nonprofit provider of affordable housing and related support services on the Central Coast of California. We meet our mission by providing housing to over 5,500 individuals at 53 affordable housing properties in San Luis Obispo, Santa Barbara and Ventura counties. PSHH has housing programs and communities designed especially for veterans, seniors, those living with physical and developmental disabilities, and those who transitioned out of homelessness when they moved into a PSHH home. Our nonprofit has also helped over 1,200 households become homeowners through its “sweat equity”Home Ownership Program, in which low-income families build their own homes over a one-year period. Supportive service programs include SHP, property management, and Camino Scholars, our student education program. These services are provided at no cost to residents by PSHH staff, onsite where residents live. Our Property Management department provides services such as maintenance, repairs, and landscaping, as well as rental rate adjustments in response to changes in household income, door-to-door touchless delivery of food bank provisions during COVID-19, and cooperative crisis intervention with SHP to prevent resident evictions. Camino Scholars, available to our Paso Robles families, provides after-school tutoring for English language learners from low- income households, a college preparatory and retention program that helps first generation college students to graduate from college debt-free, and a resident leadership development program that assists parents as they advocate for their children at area public schools and before school boards. Residents also have access to the in-house SHP clinical social workers, the program for which funding is requested. PSHH’s social workers provide case management and access to a broad network of organizational and community resources as described in this application. During COVID-19, SHP developed the COVID-19 Wellness Checkup, which assesses household access to resources that would be needed should a household member become ill from COVID-19. The Wellness Checkup is reviewed with each new SHP client at intake and monthly for every household at PSHH’s properties for seniors. SHP has also provided access to the Resident Assistance Fund, a separate program not funded through this CDBG request, that has provided over $140,000 in emergency assistance to PSHH residents when no other resources are available. Since the shelter- at-home order was issued, the Resident Assistance Fund has helped low-income households to cover rent and utility payments, access needed medical care, retain critical transportation, and much more, mitigating the financial effects of the pandemic. 11. Please describe the services your organization PROPOSES to provide (regardless of funding source). PSHH will provide clinical social services and case management through the San Luis Obispo County SHP, developing personalized wrap-around services for those living at PSHH’s 26 affordable, sliding-scale rental properties in the County. Households are certified as very-low-income at time of move-in, which typically means they earn 50% or less of Area Median Income. Housing is located in Arroyo Grande, Atascadero, Avila Beach, Cambria, Los Osos, Morro Bay, Oceano, Paso Robles, Pismo Beach, San Luis Obispo, and Templeton. Most services are provided weekdays between 9 am and 6 pm, and always by a licensed or associate clinical social worker. Services are provided in English and Spanish to any of the 751 households and 1,677 individuals in residence at PSHH properties in the County. SHP services are free, confidential, completely optional, and available to all PSHH residents. Residents are never placed on a waiting list, providing immediate assistance to keep those at risk of homelessness stably housed. Municipalities: • 70 of 98 households in Arroyo Grande, including all 28 households at properties for seniors and disabled • 18 of 18 households in Atascadero • 99 of 99 households in Morro Bay, including all 61 households at properties for seniors and disabled • 133 of 197 households in Paso Robles, including all 69 households at properties for seniors and disabled • 20 of 26 households in Pismo Beach • 33 of 33 households in San Luis Obispo Unincorporated areas: • 83 of 104 households in Los Osos 12,942,373.0012,942,373.00 TOTAL Item 2 - Attachment B, Page 18 Item 2 Packet Page 27 • 19 of 28 households in Oceano • 29 of 29 households in Avila Beach •10 of 24 households in Cambria • 95 of 112 in Templeton, including all 29 households at properties for seniors and disabled • 236 of 297 total households in unincorporated San Luis Obispo County Our social workers complete assessments of resident needs and work cooperatively with households to develop ongoing case management plans and coordinate services that support and enhance household management. Clinical staff of PSHH also support our residents in crisis situations to prevent homelessness, and work with each household to help them move toward personal resiliency. For senior residents, SHP provides supportive services to help them age in place and maintain a quality of life, and for those living with disabilities, SHP provides the opportunity to enjoy independent living. Through upgrades to the current SHP client database, the program will capture new and more detailed metrics. Capturing expanded metrics will provide an opportunity to examine new outputs and outcomes and expand possibilities for new services and partnerships that better serve our low-income residents. 12. How does the project complement and collaborate with existing efforts? Does your organization partner with other organizations? SHP social workers are knowledgeable about regional social services and the requirements for new clients at those organizations and within their aid programs. Social workers collaborate with other agencies through efforts to connect clients to aid programs, social services, and health care. While these relationships are mutually beneficial, streamlining the application and new client onboarding process at local organizations while connecting PSHH residents to needed services, SHP does not generally have a formal partnership or MOU in place. PSHH does pursue grant funding for SHP from regional and national funders. During COVID-19, PSHH has received grant funding from a number of organizations to several of our programs, while not technically a part of SHP, have benefitted SHP clients. For instance, the California Coalition for Rural Housing provided a $34,000 grant, which provided grocery gift cards of up to $183 to households that have experienced a loss of income during COVID-19. A number of other organizations, including NeighborWorks America and the Community Foundation San Luis Obispo have made substantial grants to the Resident Assistance Fund, which is discussed earlier in this application and has assisted residents who have not been able to pay their full rent during the pandemic. PSHH’s property management department also partners with the Veterans Affairs Supportive Housing program, which is administered by HUD and the VA. Through this partnership, homeless veterans are moved to the top of waiting lists for PSHH housing and all background and application fees are waived. This program is part of an overall effort at PSHH to prioritize housing the homeless. While this partnership is not a direct part of SHP, nearly all PSHH residents who transition out of homelessness and into one of our units become SHP clients. 13. If the proposed project will serve homeless households, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources. If this question is not applicable, write N/A in the box below. In Ventura and Santa Barbara Counties, we have two permanent, supportive housing, Single Room Occupancy properties primarily dedicated to serving those who transitioned out of homelessness when they moved into a PSHH home, where residents are also served by SHP’s social workers. Residents of these two properties have an exceptional rate of moving on to other stable housing, which led to PSHH deciding to dedicate 10% of units at all new properties we develop to housing those who are transitioning out of homelessness. Today, 14% of households who live at PSHH properties transitioned out of homelessness when they moved into their home. While this transition to permanent supportive housing means that our residents are no longer served by homelessness service providers, we recognize that that these households do require a high level of service and assistance to prevent recidivism, and we draw on nearly 20 years of providing SHP services to the recently homeless to ensure their transition is successful and permanent. SHP administers a needs assessment to new clients and then works with residents to co-develop a case management plan to meet their personal goals. Residents stabilize by meeting their immediate needs such as personal care items, food, and a telephone. Next, they are assisted in obtaining resources that will sustain their immediate needs, such as employment, nutritional security, health insurance, and critical transportation. When they are ready, SHP helps the formerly homeless with more personalized needs, such as seeking legal aid, physical and mental health care, reconnecting with family and friends, education, and financial management skills. While SHP provides these services whenever possible, coordination with outside agencies is required to stabilize these households and help them reach a point at which they can thrive independently. Residents are connected to local food banks, SNAP and MediCal offices, GED testing at the California Department of Education, college counsellors, medical practices accepting new MediCal patients, legal clinics, and to many other service providers. With 98% of formerly homeless Item 2 - Attachment B, Page 19 Item 2 Packet Page 28 households moving on to other stable housing, SHP’s connecting residents to these resources helps them to reach a point where they are thriving and able to contribute to their community in ways that are personally meaningful. 14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed. SHP has been an ongoing program at PSHH for nearly 20 years. Agency-wide 98% of SHP clients maintain stable housing for six months after initiating program services, meeting the requirement for reaching housing stability as established by HUD, which provides CDBG funding. With 52 affordable rental properties in San Luis Obispo, Santa Barbara and Ventura counties, our provision of affordable housing with on-site supportive services helps to ensure that over 5,500 residents have a safe, healthy, and secure home. Last year, SHP served 1,167 households, 60% of PSHH households, across three counties through over 10,000 hours of service. SHP is housed in the Department of Neighborhood Development and Resident Services, headed by Rick Gulino, a Licensed Clinical Social Worker, and is staffed by two Clinical Supervisors, six Bilingual Social Workers, and one Social Worker, all licensed or associate clinical social workers. PSHH partners with regional universities and colleges to provide internships to social work graduate students. 15. Briefly describe your agency’s record keeping system with relevance to the proposed project. Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG. PSHH uses two databases that are relevant to the project. The first is the organization’s Yardi resident database, which stores information on every PSHH household, including household members, ages, race and ethnicity, income at move-in, and income at time of the most recent annual recertification. This database is maintained by the Property Management Department. The second database is the SHP client database. This HIPAA compliant database meets security standards for storing patient medical files and is used to store case management records and is maintained by SHP’s clinical social workers. Client records include case files and notes, which are tagged for specific services provided during instances of service, and it is easily cross referenced with the resident database. These tags are relevant to various outcomes, outputs, and grantor reports. Examples of service tags include crisis intervention, healthcare services, food assistance, transportation, counseling services, and legal issues. These databases are housed and maintained by PSHH’s IT Department, which maintains up-to-date security protocols and works with software vendors and developers to update and upgrade software as needed. 16. CDBG/ESG ONLY - Will the services offered by your organization increase or expand as a result of CDBG/ESG assistance? 17. CDBG/ESG ONLY - IF YES TO ABOVE - What new programs or services will be provided? If this question is not applicable, write N/A in the box below. SHP is constantly modifying our services to meet the needs of individuals and families with low incomes in our communities. In 2020, SHP began providing several new services in response to COVID-19. These included moving to providing services remotely via telephone and video conferencing and the development and launch of the COVID-19 Wellness Checkup. Wellness checkups are discussed in responses to questions 10, 11, and 19. In 2019, SHP staff were certified in Trauma- Informed Care is a treatment framework that involves understanding, recognizing, and responding to the effects of all types of trauma. Trauma-Informed Care also emphasizes physical, psychological, and emotional safety for both patients and providers, and helps survivors rebuild a sense of control and empowerment. In 2021, SHP will keep abreast of new legislation, regulations, and protocols that determine eligibility for assistance programs. The Department of Neighborhood Development and Resident Services has also budgeted and contracted for an update to the client database, enabling SHP to capture additional outcomes and more detailed records of service provision. It is also likely that SHP clients will be provided access to new services provided by PSHH in response to the effects of COVID-19, such as the grocery gift card program that recently served households that have experienced a loss of income during COVID-19 or the rental forgiveness program that forgave outstanding rental payments for residents who were on a rental repayment plan. 18. CDBG/ESG ONLY - IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected. If this question is not applicable, write N/A in the box below. CDBG funding will ensure that SHP is able to continue expanding services to meet the needs of families experiencing the health and financial impacts of COVID-19. Even when the health impacts of COVID-19 subside, the pandemic is forecasted to ݲݲݲݲ Yes No Item 2 - Attachment B, Page 20 Item 2 Packet Page 29 continue having an economic impact on low-income families, and we expect SHP to serve at 5-10% more households than the 583 households served in the past twelve months. Households will continue to be served without being placed on a waiting list. During this time, we also anticipate outreach for SHP, which is provided by property management at time of move-in, when an onsite manager becomes aware of a household’s challenges, or when residents are unable to make a rental payment, to increase proportionately. 19. Please describe the proposed project in detail (i.e. What activities are to be undertaken? What are the projects' goals?). Please attach a timeline of the project milestones under the Documents tab. PSHH proposes the continuation of SHP services at PSHH properties throughout San Luis Obispo County, including the provision of the COVID-19 Wellness Checkup as long as it is needed. SHP will serve approximately 609 households through over 3,500 hours of clinical social work and case management. We estimate the following number of households and clients to be served in the following municipalities and unincorporated areas. These numbers reflect a 5% increase over service numbers from the past twelve months, the minimum program growth forecasted by PSHH. Services are provided in English and Spanish to any members of any of the households residing at PSHH’s affordable supportive housing properties in the County. These include: • 98 households in Arroyo Grande, including 28 for seniors and disabled • 18 in Atascadero • 99 in Morro Bay, including 61 for seniors and disabled • 197 in Paso Robles, including 69 for seniors and disabled • 26 in Pismo Beach • 33 in San Luis Obispo • 104 in Los Osos • 28 in Oceano • 29 in Avila Beach •24 in Cambria • 112 in Templeton, including 29 for seniors and disabled During the grant period, 98% of SHP clients will maintain stable housing for six months after initiating program services, meeting the requirement for reaching housing stability as established by HUD, which provides CDBG funding. During the pandemic SHP is also providing COVID-19 Wellness Checkups, which reviews households’ access to resources that will be needed if someone in the household becomes ill with COVID-19. These are provided to all new SHP clients on intake and monthly to all households at our senior properties, and social workers assist households in preparing for the possibility of illness due to COVID-19. Our approach recognizes that just providing affordable housing is not enough. It must be healthy housing which includes easy access to transportation hubs, good paying jobs, healthy activities, and food systems, all of which support a life full of opportunity for vulnerable populations. Our priority is to assist residents in meeting their most basic needs of food, housing, income security, and health. To help residents achieve stability, our social workers provide free and confidential assistance with coordinating medical appointments and mobility, linking residents to community resources, enhancing budgeting skills, assisting with job searches, providing crisis intervention, addressing mental health issues, accessing emergency financial assistance for basic needs, and more. During the grant period, SHP will continue to evaluate emerging resident needs, including those stemming from the economic impact of COVID-19 on low-income households, in order to better assist residents in addressing household challenges. Evaluation of emerging needs not only guides SHP services, but provides insight for PSHH as a whole, guiding organizational policy development and the establishment of new services. Project Details 20. Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households. Please refer to the Library for HUD Income Limits and information on CDBG Presumed Low/Mod Income populations. Please enter any presumed benefit persons as low-income. 609 hh TOTAL number of persons (p) or households (hh) regardless of income 17hh, 29%Of the total number of persons (p) or households (hh) entered above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(HUD funding only) Item 2 - Attachment B, Page 21 Item 2 Packet Page 30 21. CDBG ONLY - If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified. If this question is not applicable, write N/A in the box below. N/A 22. ESG ONLY - FOR EMERGENCY SHELTER ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 23. ESG ONLY - FOR STREET OUTREACH ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 24. ESG ONLY - RAPID RE-HOUSING ONLY - Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 25. ESG ONLY - FOR HOMELESSNESS PREVENTION ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 26. ESG ONLY - FOR HMIS ONLY: Please identify the portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 27. GENERAL FUND ONLY - OVERNIGHT SHELTERS ONLY - Please answer the following: -answer not presented because of the answer to #1- 28. GENERAL FUND ONLY - Please identify the following projected accomplishments: -answer not presented because of the answer to #1- 29. Identify the projected target population(s) your proposed project and activities will serve (including age, race, residency, handicap status, income level or other unit characteristics or subgroup information) and how those populations will benefit The target audience demographics for PSHH’s San Luis Obispo County Supportive Housing Program is as follows: 100% SLO County residents 6% 0-5 years old 15% 6-17 years old 9% 18-24 years old 41% 25-64 years old 16% 65+ years old 63% Hispanic 9% are living with a disability 14% were homeless before moving into their PSHH home 19% are farmworker households SHP clients will benefit through the provision of case management provision by clinical social workers, stabilizing households, working through crisis, limiting exposure to and minimizing the effects of COVID-19, and assisting residents in becoming thriving members of their community. 30. Has environmental review been completed (CEQA and/or NEPA)? 298hh, 49%Of the total number of persons (p) or households (hh) entered above, how many will be VERY LOW- INCOME (earning 50% or less of the County median-income)(HUD funding only) 0 hh Of the total number of persons (p) or households (hh) entered above, how many will be earning 60% or less of County median-income(PLHA only) 0.000.00 TOTAL Yes - CEQA review completed No - CEQA review not completed ݲݲݲݲ N/A -CEQA not required Yes - NEPA review completed Item 2 - Attachment B, Page 22 Item 2 Packet Page 31 31. Please answer yes or no to the following: If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab. 32. Identify all permits necessary for the project (local, state or federal). No permits are necessary for the project. 33. State whether or not the necessary permits have been issued. If a permit has not yet been issued, indicate when the permit(s) will be applied for or issued. Please provide proof of permit issuance under the Documents tab. N/A 34. Briefly describe your agency’s auditing requirements, including those for the proposed project. Please upload a copy of your most recent audit under the Documents tab. PSHH is required to have an independent financial audit referred to as a “Single Audit.”The annual financials are audited by a third party CPA firm according to OMB uniform practice. The independent Auditor reports annually to the Executive Management Team and the Board’s four member Audit Committee on the results of their audit. With a licensed CPA serving as CEO and President, and as a steward of HUD, USDA, and VA funds, PSHH has built a comprehensive and robust fiscal oversight system. The PSHH accounting manual governs the policies and procedures of our accounting department to ensure appropriate segregation of duties and handling of the organization’s accounting transactions. Financial 35. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? PSHH funds our programming through various revenue streams, which include rental fees, development and construction fees, individual donations, and grants from public and private grantors. A portion of funds from each of these categories is currently available. The remaining funds will become available on a case-by-case basis throughout the remainder of the FY21-22 fiscal year. 36. Do you have any grant funds remaining from prior Fiscal Year allocations? 37. IF YES TO ABOVE, please answer the following: If this question is not applicable, write N/A in the boxes below. 38. CDBG ONLY - Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction. Write N/A for jurisdictions not being applied to for CDBG funds. Note: Any project/program being recommended less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County. No - NEPA review not completed ݲݲݲݲ N/A -NEPA not required N/A Has a Phase I or Phase II environmental assessment been conducted for the property? None List and describe any known hazards (e.g. asbestos, storage tanks –underground, aboveground) No Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site? No Are the building(s)/structure(s) located on a Historic Site or within a Historic District? No Is the project located within a 100-year flood plain? N/A IF YES TO ABOVE, does your agency have flood insurance? No Will there be demolition required? 0.000.00 TOTAL Yes ݲݲݲݲ No N/A What fiscal year(s) did you receive the funding? N/A What project did you receive the funding for? N/A How much is remaining? 0.000.00 TOTAL Item 2 - Attachment B, Page 23 Item 2 Packet Page 32 39. GENERAL FUND ONLY - Please indicate the estimated portion of funding to go towards the following activities: -answer not presented because of the answer to #1- 40. HOME Only - TBRA Only - Please indicate the amounts to be spent for rental assistance, deposit assistance, and project administration? -answer not presented because of the answer to #1- N/A City of Arroyo Grande 14,825 City of Atascadero 8,637 City of Morro Bay 3,707 City of Paso Robles 8,000 City of Pismo Beach 16,809 City of San Luis Obispo 17,215 County of San Luis Obispo 69,193.0069,193.00 TOTAL Budget top Funding Sources/Revenues Committed Conditional Proposed CDBG Funding (this request) $ 69,193.00 ESG Funding (this request) $ 0.00 General Funds (this request) $ 0.00 State:$ 0.00 Other Federal Funds, HUD & NeighborWorks America $ 84,869.00 Local/County, SLO CBO/PHG $ 25,000.00 Local/City, Pismo Beach, City of SLO: $ 18,000.00 PSHH Property Service and Program Revenue $ 210,602.00 Private Donations $ 29,888.00 Other, private grantors & Community Foundation: $ 26,575.00 Total $ 0.00 $ 0.00 $ 464,127.00 Funding Uses/Expenses CDBG ESG & ESG-CV General Fund HOME PLHA Personnel Costs, County Unincorporated Areas $ 90,499.00 Personnel Costs, Arroyo Grande $ 37,526.00 Personnel Costs, Atascadero $ 21,466.00 Personnel Costs, Morro Bay $ 77,835.00 Personnel Costs, Paso Robles $ 36,916.00 Personnel Costs, Pismo Beach $ 25,848.00 Personnel Costs, City of San Luis Obispo $ 32,849.00 Professional Services $ 1,098.00 Travel/Training/Meals $ 5,151.00 Office Expenses $ 17,047.00 Depreciation $ 2,781.00 Indirect $ 111,441.00 Total $ 460,457.00 $ 0.00 $ 0.00$ 0.00$ 0.00 Budget Narrative PSHH is requesting funding for salary expenses from the jurisdictions. PROGRAM INCOME All funding is proposed, based on income budgets and historical funding. Unincorporated San Luis Obispo County NeighborWorks America (federal funds), $14,218 Item 2 - Attachment B, Page 24 Item 2 Packet Page 33 County of SLO Preventative Health Grant, $9,911 United Way of SLO County, $2,554 SLO Community Foundation, $5,946 Avila Beach Community Foundation, $2,000 Other private grants, $2,337 Property Service Revenue, $59,590 Donation Revenue, $15,265 TOTAL: $111,821 Atascadero NeighborWorks America (federal funds), $2,186 County of SLO Preventative Health Grant, $1,662 United Way of SLO County, $332 SLO Community Foundation, $997 Other Private Grants, $304 Property Service Revenue, $8,313 Donation Revenue, $1,987 TOTAL: $ 15,781 Morro Bay HUD Service Coordinator Grant, $51,976 NeighborWorks America (federal funds), $7,928 County of SLO Preventative Health Grant, $6,026 United Way of SLO County, $1,205 SLO Community Foundation, $3,615 Other private grants, $1,102 Property Service Revenue, $23,287 Donation Revenue, $7,203 TOTAL: $ 102,343 Paso Robles Count of SLO Preventative Health Grant, $2,858 SLO Community Foundation, $1,715 Property Service Revenue, $44,356 TOTAL: $ 48,929 Pismo Beach NeighborWorks America (federal funds), $2,633 City of Pismo Beach, $5,000 County of SLO Preventative Health Grant, $2,001 United Way of SLO County, $400 SLO Community Foundation, $1,200 Other Private Grants, $366 Property Service Revenue, $ 10,871 Donation Revenue, $2,392 TOTAL: $ 24,863 City of San Luis Obispo NeighborWorks America (federal funds), $5,928 City of San Luis Obispo GIA, $13,000 County of SLO Preventative Health Grant, $2,543 United Way of SLO County, $509 SLO Community Foundation, $1,526 Other Private Grants, $465 Property Service Revenue, $3,016 Donation Revenue, $ 3,040 TOTAL: $ 30,027 Item 2 - Attachment B, Page 25 Item 2 Packet Page 34 PROGRAM EXPENSES Unincorporated San Luis Obispo County Program Salaries and Benefits: $90,499 Non-Salary Operating Expenses: $6,528 Indirect Costs: $31,230 Depreciation: $779 TOTAL: $129,056 Arroyo Grande Program Salaries and Benefits: $37,525 Non-Salary Operating Expenses: $2,707 Indirect Costs: $12,950 Depreciation: $323 TOTAL: $53,505 Atascadero Program Salaries and Benefits: $21,466 Non-Salary Operating Expenses: $1,549 Indirect Costs: $7,408 Depreciation: $185 TOTAL: $30,608 Morro Bay: Program Salaries and Benefits: $77,835 Non-Salary Operating Expenses: $5,615 Indirect Costs: $26,860 Depreciation: $670 TOTAL: $110,980 Paso Robles Program Salaries and Benefits: $36,916 Non-Salary Operating Expenses: $2,663 Indirect Costs: $12,739 Depreciation: $318 TOTAL: $52,636 Pismo Beach Program Salaries and Benefits: $25,848 Non-Salary Operating Expenses: $1,865 Indirect Costs: $8,920 Depreciation: $223 TOTAL: $36,856 City of San Luis Obispo Program Salaries and Benefits: $32,849 Non-Salary Operating Expenses: $2,370 Indirect Costs: $11,336 Depreciation: $282 TOTAL: $46,837 Item 2 - Attachment B, Page 26 Item 2 Packet Page 35 Application ID: 269082 Become a fan of ZoomGrants™ on Facebook Problems? 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Tables top ESG Matching Funds Sources Amount $ $ $ $ $ $ $ Total $ 0 Documents top Documents Requested *Required?Attached Documents * Incorporation Documents (if applicable) Articles of incorporation Timeline of Project Milestones ݲݲݲݲ Timeline of Project Milestones Proof of Permit Issuance (if applicable) Map of Multiple Project Locations (if applicable) Maps of multiple project locations Most Recent Audit ݲݲݲݲ PSHH most recent audit Commitment Letters for funds (if available) Timeline of Expenditures ݲݲݲݲ Expenditures Timeline Item 2 - Attachment B, Page 27 Item 2 Packet Page 36 Powered by ZoomGrants™ Email This Preview Save as PDF Print Close Window A▲▼ County of San Luis Obispo 2021 Public Services and Economic Development (CDBG, ESG, HOME, General Fund, ESG-CV, and PLHA) Deadline: 10/29/2020 Court Appointed Special Advocates of San Luis Obispo County, Inc. Foster child intervention to avert homelessness Jump to: Eligibility Application Questions Budget Tables Documents $ 55,000.00 Requested Submitted: 10/27/2020 7:01:08 AM (Pacific) Project Contact Patty Smith psmith@slocasa.org Tel: 805 541 6542 Additional Contacts ttardiff@slocasa.org Court Appointed Special Advocates of San Luis Obispo County, Inc. 75 Higuera St Ste 180 San Luis Obispo, CA 93401 United States Executive Director Teresa Tardiff ttardiff@slocasa.org Telephone 805 541 6542 Fax Web www.slocasa.org DUNS 198692803 SAM Expires2/5/2021 Eligibility top 1. Please identify all funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers. National Objectives 2. CDBG ONLY - Please select the national objective that best applies to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. CDBG only ESG only ESG-CV only HOME only General Funds only PLHA only ݲݲݲݲ Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, PLHA, and General Funds) Item 2 - Attachment B, Page 28 Item 2 Packet Page 37 information regarding CDBG national objectives. 3. CDBG ONLY - IF LOW/MODERATE INCOME WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding the Low/Moderate Income national objective. 4. CDBG ONLY - IF SLUM OR BLIGHT WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Slums or Blight objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective. 5. CDBG ONLY - Please explain how the proposed project meets the selected National Objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab. This project meets the Primary National Objective stated in Basically CDBG of benefitting low to moderate income persons (3.2), in this case children who urgently need assistance due to abuse or neglect by their parents and therefore reside under the court's care. Abused children qualify under the Low Mod Limited Clientele (LMC) category of abused children (3.2.2). The public defender for the Superior Court of SLO County identifies this population as 90% low income. As the sole population served by CASA of San Luis Obispo County, we meet the statute requirement of 51% of beneficiaries being LMI persons (3.2.2). Further, as 90% of the population served are low income, CASA meets the requirement that 70% of CDBG funds benefit LMI persons (3.2). This program meets the LMC qualification: serving a specific group of persons regardless of their residence (3.2.2). Nationally, 50% of homeless people have spent time in foster care. Our program seeks to reduce the likelihood of an abused child becoming a homeless adult by improving their health, education, and overall well-being through a long-term relationship with a dedicated volunteer who befriends and assists the child throughout their time under the court’s care. Current research indicates that mentoring children in foster care has positive impacts on targeted outcomes: mental health, educational functioning and attainment, peer relationships, placement outcomes, and life satisfaction. We provide children a highly-trained volunteer who works one-on-one with them to assure they find a safe, loving, permanent home as quickly as possible. Children with a CASA volunteer are more likely to graduate high school, less likely to be involved with the criminal justice system, and spend less time in foster care. In 2019, CASA reduced foster care stays for children in the county by at least 118.8 months by finding 13 children permanent homes (not including those reunited with birth families). The estimated value of this savings to the county is $1,497,749. To the child without a home, this is priceless. Children in foster care are housing insecure and lack stability. 69% of children in foster care IN THIS COUNTY live in two or more homes a year (Child Welfare Services, 06/19). Each move can mean a new school, a new teacher, a new social worker, and even new doctors. Foster children with a CASA volunteer have a committed adult who stays with them throughout these changes, assuring no child "slips through the cracks" of the child welfare system. The CASA volunteer does for the child what a healthy, available parent would do. CASA's internal Outcomes Report found our efforts had an 80% positive impact on kids we served achieving closure. 6. ESG/ESG-CV ONLY - Please select all objectives applicable to the proposed project, as established in “Opening Doors: Federal Strategic Plan to Prevent and End Homelessness”or the CARE Act. ݲݲݲݲ Low/Moderate Income Slums or Blight Urgent Need Area Benefit ݲݲݲݲ Clientele Housing Jobs N/A - Low/Moderate Income NOT selected Area Basis Spot Basis N/A - Slums or Blight NOT selected Finish the job of ending chronic homelessness in five years Prevent and end homelessness among veterans in five years Prevent and end homelessness for families, youth, and children in ten years Set a path to ending all types of homelessness Prevent, prepare for, and respond to COVID-19 outbreak among individuals and families who are homeless or receiving homeless assistance Support additional homeless assistance and homelessness prevention activities to mitigate the impacts of COVID-19 Item 2 - Attachment B, Page 29 Item 2 Packet Page 38 7. ESG/ESG-CV ONLY - Please explain how the proposed project supports the selected objective(s). -no answer- Beneficiary Documentation 8. How will you document and maintain income status or presumed benefit status for CDBG? Please provide a sample of your Client Intake Form under the Documents Requested section below. Income verification for CDBG beneficiaries must be provided in accordance with 24 CFR Part 5; a link is provided in the Library. The population we serve are abused and neglected children, assigned to us by the Superior Court of California in San Luis Obispo County, and they are court-dependent. As children, they have no income and are reliant upon the courts for care. Further, according to the Dependency Court Public Defender, 90% of the families of origin of the population served are identified as low to very low income, as assessed by the attorney who determines the family of origin’s qualification for appointed counsel. Further documentation on each child comes to us via court orders and the petition filed by the San Luis Obispo County Department of Social Services. Each child’s case history is documented and maintained on an on-going basis by us, the Department of Social Services, and the Superior Court of San Luis Obispo County. The Public Defender takes responsibility for income qualification and communicates this status to us by asking the court to appoint counsel for the parents. Children who turn 18 may elect to continue receiving services under state law AB40, but only if they continue to remain qualified by DSS. 9. How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? (General Fund requests are exempt from this requirement) Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of Fenderal and State funds, the agency must collect race and ethnicity information from all clients. Demographic data on the beneficiaries of our project are provided by the family of origin to the San Luis Obispo County Department of Social Services. We collect this data in a secure, proprietary database which forms the backbone of our case management technology and can only be accessed by authorized users. With frequency, the records provided to us by the county are augmented by the research each volunteer performs on the history and status of their assigned child. Through the deep knowledge and weekly interactions the CASA volunteer has with the child, a close relationship typically develops between the volunteer advocate and the assigned child. It often occurs that volunteers identify relatives who were unknown to the court and/or the Department of Social Services. These people may know more about the child’s ethnicity than the birth parents, who, due to substance abuse, incarceration or other factors, have been unable or unwilling to provide complete information. The people “discovered”by CASA often ultimately lead to a permanent home for the child. Eligible Activities 10. CDBG ONLY - Identify all eligible activities that apply to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities. ݲݲݲݲ Public Services (General) Operating Costs of Homeless/AIDS patients programs Senior Services Handicapped Services Legal Services ݲݲݲݲ Youth Services Transportation Services Substance Abuse Services Services for Battered and Abused Spouses Crime Awareness or Neighborhood Cleanups Fair Housing Activities Tenant/Landlord/Housing Counseling Child Care Services Health Services ݲݲݲݲ Services for Abused and Neglected Children Mental Health Services Subsistence Payments, Homeless Assistance, Rental Housing Subsidies or Security Deposits Job training and job placement services Item 2 - Attachment B, Page 30 Item 2 Packet Page 39 11. ESG ONLY - Identify all eligible activities that apply to the proposed project 12. GENERAL FUND ONLY - Identify all eligible activities that apply to the proposed project General Funds activities are limited to those regarding emergency/homeless shelters and warming centers 13. ESG-CV ONLY - Identify all eligible activities that apply to the proposed project 14. HOME ONLY - The only activity under the public service application for HOME is Tenant Based Rental Assistance (TBRA) 15. PLHA ONLY - Identify all eligible activities that apply to the proposed project Eligible activities must assist persons who are experiencing or At risk of homelessness and can include, but are not limited providing rapid rehousing, rental assistance, supportive/case management services, and opperating costs. Eligible activities which will be paid for with these grant funds will assist people at risk of homelessness through supportive services and case management. It is well known, and well documented, that a child experiencing foster care often becomes a homeless person. According to Foster Focus magazine, within 18 months of emancipation, 40 to 50% of foster youth become homeless. Further, a history of foster care correlates to individuals becoming homeless at an earlier age and remaining homeless for a longer period of time. Children in foster care are also at higher risk of becoming homeless than their peers due to factors like ongoing neglect or abuse after an attempted family reunification, dissatisfaction with a foster or group home, and issues associated with gender identity and sexual orientation (First Place for Youth). The population served by CASA of San Luis Obispo County are foster children from our county, of which there are typically 500 active cases. We seek a safe, loving, permanent home for every child, and achieve this by providing a highly-trained one- on-one volunteer advocate to assist a child under the court’s care. The CASA volunteer makes sure the child does not get lost in the system, languish in foster care, nor fall behind in education and health care while in foster care. A child in foster care who has a CASA volunteer spends less time in foster care (per National CASA), which reduces the opportunity for the adverse effects of foster care to occur. The CASA volunteer is invested with the court’s authority to do nearly anything for the child which a reasonable adult finds necessary. Supportive services provided by the child’s CASA volunteer, guided by the volunteer’s CASA Advocate Supervisor, include speaking with the child’s stakeholders (social workers, parents, foster parents), medical providers, educators, and telling the court of the child’s interests. CASA volunteers can advocate directly for educational services and tutoring for children, family-friend and next-of-kin placements, and can arrange for children to receive medical, dental, optical, and therapeutic services. CASA volunteers also provide “soft”services to children, such as arranging sibling visits, attending sporting and school events, and easing children through transitions between new foster placements. CASA volunteers also work with children on their homework, help them complete job applications, assist with college preparation, and tutor in life skills. During the COVID crisis, we had volunteers calming children who were scared and alone when suddenly isolated in a stranger’s home, facilitating children’s access to equipment and wifi for on-line education, and entertaining children over Zoom to provide much-needed respite for taxed foster parents. What a CASA volunteer does is life changing and can beneficially alter the trajectory of a child’s life. Assistance to microenterprises (technical assistance, business support services, and other similar services to owners of microenterprises or persons developing microenterprises) Emergency Shelter Street Outreach Rapid Re-Housing Homelessness Prevention HMIS Operations (e.g. maintenance, repair, utilities) ݲݲݲݲ Services (e.g. case management, child care, education services, employment assistance, outpatient health services, legal services, life skills training, mental health services, and substance abuse treatment) Administration HMIS Emergency Shelter Street Outreach Rapid Re-Housing Homelessness Prevention HMIS TBRA Documents Requested *Required?Attached Documents * Client Intake Form(s) for Limited Clientele (if CASA client intake form Item 2 - Attachment B, Page 31 Item 2 Packet Page 40 applicable)300 orders for CASA intake form Map for Area Benefit (if applicable) CDBG Requirements and Acknowledgements (Please download the template below and upload an initialed document here) download template CASA Req n Acknolmnts General Liability Insurance Liability Insurance CASA SLO Application Questions top 1. Please identify the funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application - so don't worry if your application has skipped question numbers. Project Summary 2. Project Address(es): If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab We serve children from throughout the county who either, through their families of origin or foster home residences, may reside in any city or unincorporated area of the county. Determining the residence for these children is particularly difficult to determine because they are often moved from their community of origin when entering foster care, and typically move two or more times per year. This is a highly fluid population. A child in foster care may reside in San Miguel in the morning but be moved to Nipomo by the afternoon. Our 150+ volunteers also reside throughout the county, and drive their personal vehicles to visit children (outside of pandemic restrictions), last year logging over 113,000 miles assisting children with activities like court appearances, sibling visits, meeting with social workers and others on the child’s care “team”, and attending extra-curricular events such as the child’s sports games. 3. Jurisdiction(s)/Area(s) Served: Select all that apply 4. Brief Project Description: You will have the chance to expand on your project description further in the application. Please upload any maps, photos, drawings or plans under the Documents tab To help foster children in our county avert homelessness, the funds requested will be used to recruit, train, and supervise lay people from the community who volunteer to advocate for an abused child, one on one, until the child is reunified with parents or otherwise finds a permanent placement. This CASA volunteer is unique in the child welfare system for several reasons: the volunteer has the court’s full authority; the volunteer stays with the child regardless of changing home placements and school Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. CDBG only ESG only ESG-CV only HOME only General Funds only PLHA only ݲݲݲݲ Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, General Funds, and PLHA) ݲݲݲݲ Arroyo Grande ݲݲݲݲ Atascadero ݲݲݲݲ Morro Bay ݲݲݲݲ Paso Robles ݲݲݲݲ Pismo Beach ݲݲݲݲ City of San Luis Obispo ݲݲݲݲ County of San Luis Obispo Item 2 - Attachment B, Page 32 Item 2 Packet Page 41 assignments; the volunteer represent the child to all stakeholders; the volunteer has a personal, weekly connection with the child. Each volunteer relies upon a paid CASA Advocate Supervisor for professional guidance in navigating the terminology, legal proceedings, educational rights, social service systems, and resources of the child welfare system. 5. Please answer the following: Please write N/A for any questions that are not applicable. 6. Type of agency: Agency Details, Capacity, and Experience 7. Is the organization faith-based? 8. Please answer the following: If this is your first time applying to the County for funds, please upload your organizations’incorporation documents in the Documents tab. 9. Agency Mission Statement: CASA of San Luis Obispo County advocates for the best interests of abused and neglected children within the court system. CASA recruits, trains, and supervises volunteers who advocate for this vulnerable population with the goal of ensuring that each and every child grows up in a safe, nurturing, and permanent home. 10. Please describe the services your organization is CURRENTLY providing (regardless of funding source). Seeking to help every child secure a long-term safe and loving home, CASA of San Luis Obispo County recruits, trains, and supervises lay people from the community who volunteer to become the one-on-one friend and advocate for the child who has been removed from all they know due to abuse or neglect by their parents. The CASA volunteer supports the most vulnerable child in our community. We began doing this in 1993 and, with support from city, county, state and the federal governments, plus local jurisdictions such as Judicial Council and widespread support from individuals, businesses, and foundations throughout the county, we have grown until we now provide a volunteer advocate to half of the children in the county currently under the court’s care. Using the training and professional support provided by CASA, a child’s CASA volunteer works to help assure the child achieves the best possible outcome. Youth in foster care must cope not only with the stress and trauma of the abuse they experienced, but also the profound disruption of going to live with a total stranger. The child faces high mobility, a lack of appropriate resources, failed reunification efforts, crises in placements, changes in permanency plans, shattering instability in 15000 CDBG funding requested n/a ESG funding requested n/a ESG-CV funding requested n/a HOME funding requested 5000 General Funds requested 35000 PLHA funding requested '' 55,000.0055,000.00 SUBTOTAL ongoing Anticipated start date ongoing Anticipated end date 55,000.0055,000.00 TOTAL ݲݲݲݲ 501(c)(3) For Profit Gov't/Public Other: Yes ݲݲݲݲ No 1993 Date of incorporation 1111987 Annual operating budget 14 Number of paid staff 170 Number of volunteers 1,114,164.001,114,164.00 TOTAL Item 2 - Attachment B, Page 33 Item 2 Packet Page 42 their school placements, and loss of faith in adults. The CASA volunteer works to redress and improve this situation by, first and foremost, becoming a friend the child can count upon to visit every week, regardless of where living or attending school. Often the CASA volunteer is the first adult a child knows who is this regular and reliable. The CASA volunteer models responsibility, caring, and the value of perseverance and long-term relationships. The CASA volunteer also researches all aspects of the child’s “case”to make sure the child is current on medical care, getting appropriate support at school if needed, and receiving any therapies deemed necessary by the courts, social workers, or medical providers. As the CASA volunteer works to assure the child finds a safe, permanent home in the shortest time possible, the volunteer also helps the child develop skills to avoid homelessness. In addition to working with teachers and schools to assure the child receives appropriate education and the remediation so often necessitated by frequent moves, the CASA volunteer also works with the child on job skills, long-range planning, life skills like shopping and bank account opening, and the all-important role of forming healthy long-term social connections. Children with a CASA volunteer are more likely to succeed in school and half as likely to re-enter the foster care system (nationalcasagal.org)—an inestimable value to the child, and the community. 11. Please describe the services your organization PROPOSES to provide (regardless of funding source). Guided by our Board of Directors, CASA of San Luis Obispo County recently adopted a Strategic Plan which includes a growth goal of serving 8% more of the county’s foster children per year. The 50% of the county’s foster children currently served is a threshold created by the size of our budget and the National CASA guideline of one professional Advocate Supervisor overseeing the efforts of 30 volunteer child advocates. Through careful financial management and exemplary commitment by our staff, we are able to serve these children with just 14 full and part time staff. The small paid staff make possible the huge efforts of our volunteers—who donated over 32,000 hours last year to improving the lives of children in this county. We feel confident in our ability to manage growth of this nature because over the past five years we have grown our program by approximately 20%. We achieved this growth through increased financial support from our community, which recognizes the value we bring to the children and the county. Our volunteer’s hours last year are valued at $813,760. The reduced time children spent in foster care last year, as a result of CASA’s efforts, saved the county an estimated $1.5 million---and that’s a conservative estimate. With increased funding, we will serve more children and leverage even higher value to the county and communities. 12. How does the project complement and collaborate with existing efforts? Does your organization partner with other organizations? In the pursuit of helping children in foster care achieve the best possible outcome in the shortest time possible, we partner with every child-serving agency and entity in the county. We have received praise from the Superior Court of California in San Luis Obispo, the SLO County Department of Social Services, the Office of Emergency Services, and Victim Witness for our efforts in helping children secure outcomes that improve the quality of their life. We work with every school district in the county, and the county Department of Education, to assure foster children receive the educational credits and supports they need, regardless of where they live, so they may have the skills to succeed in life. We work with the Juvenile Dependency Court to assist children in their care with educational planning and transitions back to public school, because education is the key to self-sufficiency. Our work with the Victim Compensation Board to help children receive a $70,000 federal entitlement to health care to deal with the effects of abuse, a benefit they can access into adulthood, has been held up as an example for other CASA organizations to follow. By coordinating efforts between the courts, DSS, and the Victim Compensation Board we have eliminated what was a year-long waitlist for abused children to begin receiving services to help them deal with the trauma and stress of abuse. (The wait is now zero, children being receiving services almost immediately upon entering the system.) To help foster children develop the strength and education they need to avoid homelessness, we hold Operational Agreements with RISE, Victim Witness and Child Welfare Services. A non-inclusive list of other organizations we collaborate with includes: the Assistance League, Cuesta College, the Center for Family Strengthening, Child Protection Court, Family Care Network, Family Treatment Court, Martha’s Place, Regional Center, San Luis Obispo Probation Department, Special Education Local Plan Area (SELPA). 13. If the proposed project will serve homeless households, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources. If this question is not applicable, write N/A in the box below. Adverse Childhood Experiences—known as ACE’s—are childhood traumas that reduce neurological development and increase risk for immediate and long-term adverse health outcomes. A child with one or more ACEs stands an increased likelihood of cumulative bad outcomes: not completing high school, living below the poverty line, and experiencing homelessness (National Healthcare for the Homeless Council). Tragically, the very act of saving a child from the highest- ranked ACEs—emotional, physical, and sexual abuse—leads to the fourth-highest ranked ACE: foster care. But the goal of CASA and its volunteers, to find a safe, permanent, loving home for every child—can redress the trauma of these ACEs and, most importantly, prevent further damage. The CASA volunteer connects the child with resources to help the child overcome the trauma of the abuse or neglect that brought them into foster care, and help stem any future adverse effects from foster care. When a CASA receives their child assignment, one of the first steps taken is to review available medical and education records. All too often, the abused child has attended school irregularly, not received consistent medical care, and often suffers from long-standing undiagnosed and untreated conditions such as ADD, vision problems, dental carries, lack of vaccinations, etc. The CASA volunteer works with Item 2 - Attachment B, Page 34 Item 2 Packet Page 43 the schools, medical providers, Regional Center, Martha’s Place, and other providers to bring the child’s health and education up to current standards. The CASA also is the responsible adult who follows up to assure needed treatments and therapies are actually provided to the child. This becomes especially important when a child’s foster placement changes—it takes a responsible, committed person to assure the child’s care gets established at the new home and school. It is the CASA volunteer who helps assure the child does not “fall through the cracks”of an overburdened child welfare system. The CASA volunteer has access to all of the child’s records, all of the child’s providers, and all of the child’s current and former caregivers. It is this unique perspective, focus, and access which enables the CASA volunteer, backed with the court’s authority, to address the needs of the whole child. CASA volunteers do this work because, literally, you could not pay someone to work this hard for a child. The typical CASA represents their one assigned child until the “case”is closed, either with an adoption, a long-term permanent placement, or family reunification. Our most recent figures shows that takes an average of 35.5 months. 14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed. CASA of San Luis Obispo County has served the children of this county since 1993. In these 27 years we have earned the trust and respect of both the Superior Court of San Luis Obispo County and the Department of Social Services. Our staff and organization have the experience, education, and commitment to continue serving abused children in a prudent, financially responsible manner. Our Executive Director, Teresa Tardiff, is the second-longest serving CASA director in California. She has worked with CASA continuously for 26 years. She was elected in January of 2020 to the Children’s Services Network Executive Board, where local leaders work together to solve issues of child abuse and foster care. Under her direction, our CASA chapter has achieved a volunteer retention rate of 77%. CASA benefits from a well-educated, highly-experienced and very motivated staff. When the COVID pandemic struck, we served children in care without pause. Although we are an all office-based operation, each member of staff managed to quickly outfit themselves to work-from-home. All members of staff hold college degrees, and many hold advanced degrees in Social Work and Law. The Office of Emergency Services has supported our work in helping abused children with the award of three separate grants (ongoing). We have successfully met all reporting requirements for these grants and qualified for all available grant renewals. A routine OES audit found us in compliance with all reporting requirements. OES grants have played a significant role in helping us increase the number of children served by 20% over the past 5 years. Innovation, dedication and persistence are common characteristics of the CASA staff. For instance, they improved access to health care for abused children by facilitating submission of Victim Compensation applications for child victims of crime. This lets each child access a $70,000 federal health care benefit to address the physical and mental trauma they have suffered. Before CASAs efforts, very few children in the county received this benefit. Today, every single child under the court’s care has an application filed for them. The Victim Witness Coordinator from the District Attorney’s office has expressed that she is “grateful for the partnership”with CASA in this work because children now receive more services, faster. Another success is our work with Must! Charities, which entrusted us with $250,000 over 4 years to increase services to children in North County. We used these funds to hire an Advocate Supervisor dedicated to North County children and increase volunteer recruitment in this area. Because of the value of our work to improving outcomes for children, the county Department of Education facilitates our work by providing reduced rent office space. 15. Briefly describe your agency’s record keeping system with relevance to the proposed project. Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG. We at CASA approach performance measurement as an organized process where we gather information to determine how well programs and activities are meeting established needs and goals. Our primary tool is a state-of-the-art secure database called Optima. All of our Program Staff and child volunteers have received professional training on the use of it. Each child volunteer may view the file for their child only, and through this secure password-protected access update information about the child’s progress and needs. Building upon our experience with OES grants, CASA will be able to hold objectives that closely mirror the statutory objective of the CBDG program (13.1.2). Our objective is to help create suitable living environments that benefit individuals who are LMI by addressing issues they face such as physical problems with their environment and their personal health and safety, plus social issues like literacy, family stability, and personal safety. The Outcome we seek is that abused children have improved health, education, and stability so that they may become healthy adults with stable housing. We can track our progress in making services, public facilities, and housing accessible to LMI people (13.1.3), including those with disabilities, using the Optima database. Using our Optima database and the resources of our accounting consultants, we can track the four common indicators required for the Integrated Disbursement and Information System (IDIS). We can identify the money we leverage from federal, state, local and private sources and the number of persons, by percent of area income served. The CDBG race/ethnicity data required is also tracked for each person served, again using our Optima database. The experiences, and successes, CASA has achieved in maintaining OES grants include monthly billing, quarterly statistical updates via the OJP PMP, and bi-annual reporting via narrative and statistics. This experience establishes that we are suitable to record objectives and outcomes using CPD Outcome Performance Measurement System and IDIS to report required indicators. Item 2 - Attachment B, Page 35 Item 2 Packet Page 44 16. CDBG/ESG ONLY - Will the services offered by your organization increase or expand as a result of CDBG/ESG assistance? 17. CDBG/ESG ONLY - IF YES TO ABOVE - What new programs or services will be provided? If this question is not applicable, write N/A in the box below. N/A 18. CDBG/ESG ONLY - IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected. If this question is not applicable, write N/A in the box below. With receipt of CDBG funds, and the others in this grant application, CASA intends to make progress on the Strategic Plan, set by our Board of Directors, of serving 8% more of the abused and neglected children in our county. Every dollar of grant funding received goes toward serving more children. The $15,000 in total CDBG funds requested here will help us improve services to children in each area of the county. These grant funds will help us assign a dedicated volunteer to more of the children in each community served, helping to reduce their stay in foster care and thus reduce their likelihood of suffering the adverse consequences of out-of-home care. 19. Please describe the proposed project in detail (i.e. What activities are to be undertaken? What are the projects' goals?). Please attach a timeline of the project milestones under the Documents tab. Our goal is a safe, permanent, loving home for every child. To do this, we recruit adults from SLO county to become CASA volunteers: highly-trained court-appointed lay people who advocate for the best-interests of an abused child under the court’s care. The first screening step is an “Information Session”, where we explain the responsibility, confidentiality, and training required. Potential volunteers learn they must pass: fingerprint examination; FBI records check; background check; reference checks; a lengthy interview with 2 CASA professionals. The individual who passes our criteria then enrolls in CASA’s 36-hour training on child advocacy. After passing the training, the new volunteer is sworn in by a judge and receives orders to represent a child who has been abused by their parents. The new CASA volunteer is also assigned to an Advocate Supervisor, the professional who guides them technically and legally through child advocacy, identifies resources to help the child, and assists with coordinating multi-agency efforts. A CASA volunteer typically stays with their individual child (or sibling group) until the court resolves the case in a permanent placement, which our analysis shows typically take 35.5 months. When a child enters the court’s care they are typically assigned to CASA at the same moment. When we have an appropriate volunteer available, the judge assigns one who immediately begins reviewing all available information concerning that child (court documents; medical & educational files; reports from therapists, social workers & law enforcement). In addition to visiting the child weekly (virtually during a pandemic), the CASA volunteer consults regularly with everyone associated with the child: teachers, doctors, dentists, attorneys, foster parents, and group home personnel. The CASA volunteer also attends meetings at the child’s school like a caring, interested, and available parent would do. CASA volunteers give an extraordinary amount of time and attention to the child. In 2019, CASA volunteers devoted 32,318 hours to improving SLO children’s lives. In 2019, 19 CASA volunteers newly earned a Special Education Local Plan Area (SELPA) certification so they can exercise educational rights for the child they represent. CASA is the only program which delivers individual, focused, long-term attention to a child in the court’s care. Guiding the CASA volunteer is their Advocate Supervisor, a highly-specialized professional who aids with managing the case, preparing court reports, and navigating the child welfare and legal system. One Advocate Supervisor typically oversees 30 volunteers and also performs myriad other duties (screen potential volunteers, review new child cases, maintain case files; attend the child’s team meetings, school meetings, etc.) The economic value of CASA volunteer hours to this county in 2019 alone was estimated at $813,760—all made possible by the Advocate Supervisor. Project Details 20. Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households. Please refer to the Library for HUD Income Limits and information on CDBG Presumed Low/Mod Income populations. Please enter any presumed benefit persons as low-income. ݲݲݲݲ Yes No 500p TOTAL number of persons (p) or households (hh) regardless of income 0%Of the total number of persons (p) or households (hh) entered above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(HUD funding only) 100%Of the total number of persons (p) or households (hh) entered above, how many will be VERY LOW- INCOME (earning 50% or less of the County median-income)(HUD funding only) Item 2 - Attachment B, Page 36 Item 2 Packet Page 45 21. CDBG ONLY - If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified. If this question is not applicable, write N/A in the box below. This project benefits the Low/Moderate Income population of abused children. 90% of the children served in this program originate with families qualified for appointed counsel, which affirms that they are LMI. The project directly benefits the identified population by increasing the child’s access to physical and mental healthcare and education. Furthermore, the project improves the child’s life by working to decrease the time a child spends in foster care. The importance of the continuity of the one CASA volunteer to the child cannot be overstressed. The CASA volunteer works with the child wherever they reside—a home, a group home, in-patient, or other facility. So often in foster care, every change of a child’s residence results in a change in social workers, schools, and even doctors. Only the CASA remains the same. With the average child changing foster placement two or more times a year, it is sadly common that the CASA is the only adult connected to the child for a full year, or longer. The longevity and continuity of the CASA volunteer’s relationship with the child gives the CASA volunteer the insight and knowledge to best assist the child in securing a permanent, safe, and loving home. CASAs, like parents, help children is many ways the child does not see. CASA volunteers routinely help secure mental, medical and dental health care, plus educational assessments, for the child. Through weekly contact, the CASA volunteer proves instrumental in identifying and coordinating services needed by the child. The CASA shepherds the child’s education, physical, and mental care with the consideration and dedication of a healthy, available parent. CASA volunteers also prepare reports for the court, providing objective, relevant information and recommendations to meet the child's best interests. The Juvenile Court judge relies on these reports. According to a Superior Court judge for the child dependency system, “The CASA gets to know the child as no one else, serving as a trusted companion and advocate. As an officer of the court, the CASA provides unique input to the juvenile judge about how well the child is progressing over time.” The CASA volunteer often provides information otherwise unavailable to the court (i.e. observations on relationships, academic performance, behavior that may warrant mental health services or counseling, identifying services that may be needed or are supposed to be provided as outlined in the case plan but not yet delivered). The CASA volunteer often proves instrumental in helping the child find a permanent, loving home. In the Economic Impact Report performed for CASA’s FY 2018/19, it was found we reduced stays for children in foster care by 118.8 months, helping to find permanent homes for 13 children (not including those reunited with birth families). While the savings of one day less in foster care is priceless to a child, to our community it equated to savings of approximately $1,497,749. 22. ESG ONLY - FOR EMERGENCY SHELTER ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. Write N/A for all categories not covered in the project. A maximum of 60% of the program year grant may be allocated to Emergency Shelter and Street Outreach activities. 23. ESG ONLY - FOR STREET OUTREACH ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. Write N/A for all categories not covered in the project. A maximum of 60% of the program year grant may be allocated to Emergency Shelter and Street Outreach activities. 100%Of the total number of persons (p) or households (hh) entered above, how many will be earning 60% or less of County median-income(PLHA only) 0.000.00 TOTAL n/a Projected persons to be served n/a Projected households to be served n/a Projected % of participants exiting the program that will move into permanent housing n/a Projected % of adult participants exiting the program that have more income at exit n/a Portion of funding to go towards essential services (i.e. case management, child care, education services, employment assistance and job training, etc.) n/a Portion of funding to go towards shelter operations (i.e. maintenance, rent, security, insurance, etc.) n/a Portion of funding to go towards renovation (i.e. labor, materials, tools, etc.) n/a TOTAL funding request for Emergency Shelter 0.000.00 TOTAL n/a Projected persons to be served n/a Projected households to be served n/a Portion of funding to go towards engagement n/a Portion of funding to go towards case management Item 2 - Attachment B, Page 37 Item 2 Packet Page 46 24. ESG ONLY - RAPID RE-HOUSING ONLY - Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. Write N/A for all categories not covered in the project. 25. ESG ONLY - FOR HOMELESSNESS PREVENTION ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. Write N/A for all categories not covered in the project. 26. ESG ONLY - FOR HMIS ONLY: Please identify the portion of funding requested to go towards each service type for the 12-month contract period. Write N/A for all categories not covered in the project. n/a Portion of funding to go towards emergency health services n/a Portion of funding to go towards transportation n/a Portion of funding to go towards services for special populations n/a TOTAL funding request for Street Outreach 0.000.00 TOTAL n/a Projected persons to be served n/a Projected households to be served n/a Projected % of participants exiting the program that will remain in permanent housing n/a Projected % of adult participants exiting the program that have more income at exit n/a Projected % of adult participants exiting the program that have employment income at exit n/a Portion of funding to go towards application fees, deposits, utility payments, last month’s rent n/a Portion of funding to go towards housing search and placement n/a Portion of funding to go towards housing stability case management n/a Portion of funding to go towards mediation n/a Portion of funding to go towards legal services n/a Portion of funding to go towards credit repair n/a Portion of funding to go towards short- and long-term rental assistance n/a TOTAL funding requested for Rapid Re-housing 0.000.00 TOTAL n/a Projected persons to be served n/a Projected households to be served n/a Projected % of participants exiting the program that will remain in permanent housing n/a Projected % of adult participants exiting the program that have more income at exit n/a Projected % of adult participants exiting the program that have employment income at exit n/a Portion of funding to go towards application fees, deposits, utility payments, last month’s rent n/a Portion of funding to go towards moving costs n/a Portion of funding to go towards housing search and placement n/a Portion of funding to go towards housing stability case management n/a Portion of funding to go towards mediation n/a Portion of funding to go towards legal services n/a Portion of funding to go towards credit repair n/a Portion of funding to go towards short- and long-term rental assistance n/a TOTAL funding request for Homelessness Prevention 0.000.00 TOTAL n/a Portion of funding to go towards purchasing software/licenses Item 2 - Attachment B, Page 38 Item 2 Packet Page 47 27. GENERAL FUND ONLY - OVERNIGHT SHELTERS ONLY - Please answer the following: If the proposed project does not include overnight shelter, write N/A in the boxes below. 28. GENERAL FUND ONLY - Please identify the following projected accomplishments: Please indicate either "p" for persons or "hh" for households. 29. Identify the projected target population(s) your proposed project and activities will serve (including age, race, residency, handicap status, income level or other unit characteristics or subgroup information) and how those populations will benefit This project targets youth at high risk for homelessness due to abuse by their parents, resulting in their living in foster care in SLO county. This population ranges in age from birth to age 18, plus Non Minor Dependents (youth aged 18-21 who legally continue receiving foster care benefits by maintaining eligibility). CASA serves children regardless of race, ethnicity, or sexual orientation. We serve children the court assigns to us, who qualify for CDBG support as abused children. In October of 2020, this population is 7% Black, 30% Hispanic/Latino, 2% Multi-Race, 57% White/Non Latino, and 5% Unknown and 62% female, 38% male. 90% of these children come from families of low to very low income, as determined by the Superior Court of SLO County. Regardless of family of origin, “foster children are considered, along with abused children in general, as a category of persons that may be presumed to be low and moderate income.”(HUD) As is common among the homeless, this population exhibits health conditions at a higher rate than the general population. Specifically, 89% have one or more physical or mental health conditions requiring treatment (SLO DSS). CASA benefits this population by securing early intervention that can alleviate these health problems, paid for by the $70,000 VOCA benefit. Establishing this population’s residency is hard because of the extremely unstable home lives. They are often moved from their community of origin when entering care, and then moved multiple times while in care. Typically, a child removed from the family for their safety is placed into “shelter.”This lasts 3 to 30 days. Then, a child receives a foster home “placement.”Every hope is that this lasts until the child secures a permanent home, but 55% will experience 3 or more placements. 27% experience 6 or more placements (SLO DSS). Given this tumultuous life, it is no wonder that only 50% of foster youth graduate high school, 40% experience homelessness within 18 months of leaving the system, 28% receive public assistance by age 21, and 40% are unemployed by age 24 (Cal CASA). Regardless of current residence, all children this project serves entered care in the County of SLO and are therefore considered the responsibility of the Superior Court of California in SLO County. Our project benefits this population because, through longevity and consistency, the CASA volunteer becomes a reliable adult whom the child trusts. The volunteer teaches the child valuable life skills and appropriate social interactions. The volunteer n/a Portion of funding to go towards purchasing/leasing hardware or equipment n/a Portion of funding to go towards technical support n/a Portion of funding to go towards leasing office space n/a Portion of funding to go towards utility services necessary to operate HMIS n/a Portion of funding to go towards salaries for operating HMIS n/a Portion of funding to go towards travel to attend approved HMIS training n/a Portion of funding to go towards travel costs to conduct HMIS intake n/a TOTAL funding request for HMIS 0.000.00 TOTAL n/a Number of shelter nights provided between July 1, 2019 to June 30, 2020 n/a Number of beds available between July 1, 2019 to June 30, 2020 n/a Number of shelter nights PROPOSED to be provided between July 1, 2021 to June 30, 2022 n/a Number of beds PROPOSED to be provided between July 1, 2021 to June 30, 2022 n/a How many homeless persons can your organization’s shelter currently serve each day during the daytime hours? n/a On average, how many homeless persons did your organization’s shelter serve each day during the daytime hours during the program year of July 1, 2019 to June 30, 2020? n/a How many total persons did your organization serve during the program year of July 1, 2019 to June 30, 2020? 0.000.00 TOTAL 347 Projected persons (p)/households (hh) to receive case management Projected persons (p)/households (hh) to receive a referal to services/housing Projected persons (p)/households (hh) to be connected to an income source 347.00347.00 TOTAL Item 2 - Attachment B, Page 39 Item 2 Packet Page 48 also connects the child with community resources and helps the child plan for the future. The volunteer helps the system help the child by providing valuable recommendations and information to the court, schools, and the child’s stakeholders. The CASA volunteer is a positive intervention that interrupts the legacy of abuse by connecting the child to the community and supportive services which can help prevent homelessness. 30. Has environmental review been completed (CEQA and/or NEPA)? 31. Please answer yes or no to the following: If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab. 32. Identify all permits necessary for the project (local, state or federal). By contract, Court Appointed Special Advocates of San Luis Obispo County, Inc. is the sole provider of volunteer advocate services to children under the care of the Superior Court of California in San Luis Obispo County. The state authorizes CASA to serve children under the court’s care, and there may be only one CASA organization per county. We are not government funded, but we are government ordered and authorized. CASA has established best practices for executing the program, working with the court and in compliance with California Rule of Court, rule 5.655. Further, we hold an Operational Agreement with Child Welfare Services, of the Department of Social Services for San Luis Obispo County, to provide for children in care. 33. State whether or not the necessary permits have been issued. If a permit has not yet been issued, indicate when the permit(s) will be applied for or issued. Please provide proof of permit issuance under the Documents tab. Orders from the Superior Court of California in San Luis Obispo County and the Operational Agreement with Child Welfare Services are issued and current. 34. Briefly describe your agency’s auditing requirements, including those for the proposed project. Please upload a copy of your most recent audit under the Documents tab. We undergo an independent financial statement audit on an annual basis. As part of this audit process, the auditors make inquiries of grant compliance procedures and any potential compliance issues, if applicable, for the audit period. The auditor also reviews selected grant agreements, and performs a search for disallowed costs for selected grants based on allowable cost parameters. We also have a written Grant Audit Process with which the Executive Director, Grants Manager, and other affected staff comply. CASA of San Luis Obispo County, Inc. is subject to California Rule of Court 5.655 which provides that our fiscal plan "must include an annual audit, conducted by a qualified professional, that is consistent with generally accepted accounting principles and the audit protocols in the program's Judicial Council contract.”We have conducted audits for all years required and have been found in compliance with all requirements. It is out intention, and within our capacity, to meet the audit requirements of the grants for this proposed project. Financial 35. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? CASA seeks a loving, permanent home for every child under the court’s jurisdiction, and prudent budgeting has allowed us to serve an increasing percentage of children under the court’s care every year since our inception in 1993. Over the past five years, our county court has averaged 500 children a year under its care. Through hard work and careful management of funds Yes - CEQA review completed No - CEQA review not completed ݲݲݲݲ N/A -CEQA not required Yes - NEPA review completed No - NEPA review not completed ݲݲݲݲ N/A -NEPA not required no Has a Phase I or Phase II environmental assessment been conducted for the property? List and describe any known hazards (e.g. asbestos, storage tanks –underground, aboveground) no Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site? Are the building(s)/structure(s) located on a Historic Site or within a Historic District? no Is the project located within a 100-year flood plain? IF YES TO ABOVE, does your agency have flood insurance? no Will there be demolition required? 0.000.00 TOTAL Item 2 - Attachment B, Page 40 Item 2 Packet Page 49 donated, raised, and sourced through grants, we have grown our program in the past 5 years to serve 20% more of these children. We maintain an operating reserve of 6 month’s expenses. Through a combination of long-range grants (OES), annual fundraisers, and support from the community and local jurisdictions, we secure funds to provide for operation and maintenance costs. We are overseen by a Board of Director who assist the Executive Director with long-range planning to assure the organization raises funds consistently and spends wisely. 36. Do you have any grant funds remaining from prior Fiscal Year allocations? 37. IF YES TO ABOVE, please answer the following: If this question is not applicable, write N/A in the boxes below. 38. CDBG ONLY - Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction. Write N/A for jurisdictions not being applied to for CDBG funds. Note: Any project/program being recommended less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County. 39. GENERAL FUND ONLY - Please indicate the estimated portion of funding to go towards the following activities: 40. HOME Only - TBRA Only - Please indicate the amounts to be spent for rental assistance, deposit assistance, and project administration? -answer not presented because of the answer to #1- Yes ݲݲݲݲ No n/a What fiscal year(s) did you receive the funding? n/a What project did you receive the funding for? n/a How much is remaining? 0.000.00 TOTAL 2500 City of Arroyo Grande 2500 City of Atascadero City of Morro Bay 2500 City of Paso Robles City of Pismo Beach 2500 City of San Luis Obispo 5,000 County of San Luis Obispo 15,000.0015,000.00 TOTAL 0 Operations (e.g. maintenance, repair, utilities) 100%Services (e.g. case management, food, health care, child care, life skills training) 0 Administration 0 HMIS 100%TOTAL funding requested 0.000.00 TOTAL Budget top Funding Sources/Revenues Committed Conditional Proposed CDBG Funding (this request) $ 15,000.00 ESG Funding (this request) $ 0.00 General Funds (this request) $ 5,000.00 ESG-CV Funding (this request) $ 0.00 HOME Funds (this request): $ 0.00 PLHA Funds (this request): $ 35,000.00 Item 2 - Attachment B, Page 41 Item 2 Packet Page 50 Local/County (non-federal)(please specify): Probation, $25000, Mentor with County of SLO, $30000 $ 55,000.00 Local/City (non-federal)(please specify): In-kind Other (please specify): OES grants, committed, 68370: donations & fundraising, conditional, 359275 $ 68,370.00 $ 359,275.00 Total $ 123,370.00 $ 359,275.00 $ 55,000.00 Funding Uses/Expenses CDBG ESG & ESG-CV General Fund HOME PLHA Personnel Costs $ 10,350.00 $ 3,450.00 $ 20,700.00 Operating Costs $ 4,050.00 $ 1,350.00 $ 8,100.00 Professional Services $ 600.00 $ 200.00 $ 1,200.00 Capital Outlay Permits, Development Fees Legal and Public Notices Other (please specify): Total $ 15,000.00 $ 0.00 $ 5,000.00 $ 0.00 $ 30,000.00 Budget Narrative On a budget of $1.1 and with a staff of just 14 (35% are part time), CASA gave 322 children in foster care in this county in 2019 a single, consistent adult dedicated to their care who interacted with them weekly and orchestrated the activities of county, city, regional, educational, and private providers to better serve the child. This level of care, attention to detail, and follow through keeps children in foster care from “falling through the cracks”of the child welfare system. A child with a CASA spends less time in foster care and is more likely to graduate high school and have stronger long-term connections to siblings, relatives, and support people. These efforts help a child not become a homeless adult. A child with a CASA also is more likely to be enrolled in an appropriate educational setting, receive needed services in a timely manner, and enroll in post-secondary education—all factors which can reduce a person’s likelihood of becoming homeless. It takes a lot of work to get results like this. Our volunteers devoted over 32,000 hours last year to kids in this county. We achieve this by recruiting, screening, training and supervising lay people from the community who serve as a child’s volunteer advocate—and friend. This process begins with recruiting new volunteers, who must then be screened for safety and appropriate interpersonal skills. The screened volunteer then receives 36 hours of National CASA approved training, presented by our staff. The judge then orders the newly trained CASA volunteer to represent one child (or sibling group) and begin advocating for the child—a technical and legal feat made possible by the professional CASA Advocate Supervisor. By statute, CASA volunteers must be supervised and trained by CASA. The Advocate Supervisor oversees up to 30 CASA volunteers, who assist up to 45 individually children. Our Advocate Supervisors are supported by a small administrative staff which recruit the new volunteers and raise funds. It’s a tight budget circle—fundraise so we have monies to recruit, train, and supervise volunteers until we have a volunteer for every child in the county under the court’s care. CASA’s benefit to the child is priceless, but the value to the county can be measured. Every month a child doesn’t spend in foster care reduces county costs between $1000-$15,000 a month. Our analysis for FY2018/19 shows CASA reduced stays in foster care for children in this county by 118.8 months: a savings of $1,497,749. In addition, CASA submits an application for every abused child under the court’s care for Victim of Crime benefits--$70,000 in federal health funds to address the physical, mental, and emotional trauma of abuse. To date we have submitted 491 children’s applications, bringing federal health care dollars to this county valued at $34 million which can be used to pay for immediate private care to address the impacts of abuse. This benefit stays with the child into adulthood. Tables top ESG Matching Funds Sources Amount $ $ $ Item 2 - Attachment B, Page 42 Item 2 Packet Page 51 Application ID: 278852 Become a fan of ZoomGrants™ on Facebook Problems? 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Logout | Browser * ZoomGrants™ is not responsible for the content of uploaded documents. $ $ $ $ Total $ 0 Documents top Documents Requested *Required?Attached Documents * Incorporation Documents (if applicable) Articles of Incorporation Timeline of Project Milestones ݲݲݲݲ Project Milestones from CASA SLO Proof of Permit Issuance (if applicable) CASA OA with CWS Contract with Superior Court CASA Permit Map of Multiple Project Locations (if applicable) Most Recent Audit ݲݲݲݲ Audit CASA SLO Commitment Letters for funds (if available) Timeline of Expenditures ݲݲݲݲ Timeline for Expenditure CASA SLO Item 2 - Attachment B, Page 43 Item 2 Packet Page 52 Powered by ZoomGrants™ Email This Preview Save as PDF Print Close Window A▲▼ County of San Luis Obispo 2021 Public Services and Economic Development (CDBG, ESG, HOME, General Fund, ESG-CV, and PLHA) Deadline: 10/29/2020 5CITIES HOMELESS COALITION Subsistence Payments, Homeless Assistance, & Security Deposits Jump to: Eligibility Application Questions Budget Tables Documents $ 89,000.00 Requested Submitted: 10/28/2020 11:44:46 AM (Pacific) Project Contact Janna Nichols janna.nichols@5chc.org Tel: 805-574-1638 Additional Contacts devon.mcquade@5chc.org 5CITIES HOMELESS COALITION P.O. Box 558 GROVER BEACH, CA 93483 United States Executive Director Janna Nichols janna.nichols@5chc.org Telephone 805-574-1638 Fax 805-668-2380 Web 5chc.org DUNS 060524497 SAM Expires2/6/2021 Eligibility top 1. Please identify all funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers. National Objectives 2. CDBG ONLY - Please select the national objective that best applies to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. ݲݲݲݲ CDBG only ESG only ESG-CV only HOME only General Funds only PLHA only Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, PLHA, and General Funds) Item 2 - Attachment B, Page 44 Item 2 Packet Page 53 information regarding CDBG national objectives. 3. CDBG ONLY - IF LOW/MODERATE INCOME WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding the Low/Moderate Income national objective. 4. CDBG ONLY - IF SLUM OR BLIGHT WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Slums or Blight objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective. 5. CDBG ONLY - Please explain how the proposed project meets the selected National Objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab. Assistance will be provided to benefit a clientele who are generally presumed by HUD to be principally L/M income persons - those who are homeless. This population is among those who are currently presumed by HUD to be made up principally of L/M income persons: Reference: §570.208(a)(2)(i)(A) Additionally, as some assistance will be provided to those of imminent threat of homelessness, 5CHC's program additionally requires information on family size and income so that it is evident that at least 51% of the clientele are persons whose family income does not exceed the L/M income limit. Reference: §570.208(a)(2)(i)(B) and (C) 6. ESG/ESG-CV ONLY - Please select all objectives applicable to the proposed project, as established in “Opening Doors: Federal Strategic Plan to Prevent and End Homelessness”or the CARE Act. -answer not presented because of the answer to #1- 7. ESG/ESG-CV ONLY - Please explain how the proposed project supports the selected objective(s). -answer not presented because of the answer to #1- Beneficiary Documentation 8. How will you document and maintain income status or presumed benefit status for CDBG? Please provide a sample of your Client Intake Form under the Documents Requested section below. Income verification for CDBG beneficiaries must be provided in accordance with 24 CFR Part 5; a link is provided in the Library. Attached are our current policies regarding income verification for our current programs. A household’s income is any money that goes to, or on behalf of, the head of household or spouse (even if temporarily absent) or to any other household member. When calculating income for eligibility, annual income includes the current gross income of all adult household members and unearned income attributable toa minor (e.g., child support, TANF payments, SSI payment, and other benefits paid on behalf of a minor). Gross income is the amount of income earned before any deductions (such as taxes and health premiums) are made. Current Gross Income is the income that the household is currently receiving at the time of application for assistance. Income recently terminated should not be included. The attached calculation form is used to determine the applicant's income eligibility. 9. How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? (General Fund requests are exempt from this requirement) Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of Fenderal and State funds, the agency must collect race and ethnicity information from all clients. ݲݲݲݲ Low/Moderate Income Slums or Blight Urgent Need Area Benefit ݲݲݲݲ Clientele Housing Jobs N/A - Low/Moderate Income NOT selected Area Basis Spot Basis N/A - Slums or Blight NOT selected Item 2 - Attachment B, Page 45 Item 2 Packet Page 54 Utilizing the attached Enrollment Packet, including Coordinated Intake assessment, applicants are asked to self-disclose their demographic data, including race and ethnicity, age range and disability. Eligible Activities 10. CDBG ONLY - Identify all eligible activities that apply to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities. 11. ESG ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- 12. GENERAL FUND ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- 13. ESG-CV ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- 14. HOME ONLY - The only activity under the public service application for HOME is Tenant Based Rental Assistance (TBRA) -answer not presented because of the answer to #1- 15. PLHA ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- Public Services (General) Operating Costs of Homeless/AIDS patients programs Senior Services Handicapped Services Legal Services Youth Services Transportation Services Substance Abuse Services Services for Battered and Abused Spouses Crime Awareness or Neighborhood Cleanups Fair Housing Activities Tenant/Landlord/Housing Counseling Child Care Services Health Services Services for Abused and Neglected Children Mental Health Services ݲݲݲݲ Subsistence Payments, Homeless Assistance, Rental Housing Subsidies or Security Deposits Job training and job placement services Assistance to microenterprises (technical assistance, business support services, and other similar services to owners of microenterprises or persons developing microenterprises) Documents Requested *Required?Attached Documents * Client Intake Form(s) for Limited Clientele (if applicable) 5CHC Intake and Income Verification Forms HOMELESS CERTIFICATION Map for Area Benefit (if applicable) CDBG Requirements and Acknowledgements (Please download the template below and upload an initialed document here) download template CDBG Requirements Acknowledgement - 5CHC General Liability Insurance 5CHC Liability Insurance Item 2 - Attachment B, Page 46 Item 2 Packet Page 55 Application Questions top 1. Please identify the funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application - so don't worry if your application has skipped question numbers. Project Summary 2. Project Address(es): If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab Services are coordinated out of 5Cities Homeless Coalition's headquarters - currently 1566 W. Grand Ave., Grover Beach. 5CHC's headquarters are soon to be relocated to 100 S. 4th Street, Grover Beach, CA 93433. Mailing address is P.O. Box 558, Grover Beach, CA 93483. Services are provided county-wide (with the exception of Grover Beach for purposes of this CDBG application), As the City of Grover Beach is not a participating jurisdiction of the Urban County of San Luis Obispo, CDBG regulations do not allow the expenditure of CDBG funds to benefit residents of, nor expend these funds within, the City of Grover Beach. Therefore, 5CHC shall not use CDBG funds to benefit clients from the City of Grover Beach or for subsistence payments within the City of Grover Beach. 5CHC receives referrals county-wide from area partners including 40 Prado, ECHO, family resource centers (LINK & CAPSLO); and members of Supportive Housing Consortium. 3. Jurisdiction(s)/Area(s) Served: Select all that apply 4. Brief Project Description: You will have the chance to expand on your project description further in the application. Please upload any maps, photos, drawings or plans under the Documents tab This program will provide emergency subsistence and deposit payments, with case management services. These emergency subsistence payments (rental assistance) and deposits will be provided on behalf of people who are homeless or at risk of becoming homeless as allowed per 24 CFR 570.207(4) of the CDBG regulation. Services will assist those who are homeless and those at risk of homelessness to develop a housing stability plan, and provide short-term emergency homeless prevention rental assistance or move-in deposits. This program will be augmented by other services also provided by 5CHC, including benefits determination and streamlining access, client resource center (mailing address, computer access, printer, phone, internet), transportation and utilities assistance, family reunification opportunities, and documentation assistance. 5. Please answer the following: Please write N/A for any questions that are not applicable. Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. ݲݲݲݲ CDBG only ESG only ESG-CV only HOME only General Funds only PLHA only Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, General Funds, and PLHA) ݲݲݲݲ Arroyo Grande ݲݲݲݲ Atascadero ݲݲݲݲ Morro Bay ݲݲݲݲ Paso Robles ݲݲݲݲ Pismo Beach ݲݲݲݲ City of San Luis Obispo ݲݲݲݲ County of San Luis Obispo 89000 CDBG funding requested ESG funding requested ESG-CV funding requested Item 2 - Attachment B, Page 47 Item 2 Packet Page 56 6. Type of agency: Agency Details, Capacity, and Experience 7. Is the organization faith-based? 8. Please answer the following: If this is your first time applying to the County for funds, please upload your organizations’incorporation documents in the Documents tab. 9. Agency Mission Statement: Organization’s Mission: 5Cities Homeless Coalition strengthens the southern San Luis Obispo County, California, community by mobilizing resources, fostering hope, and advocating for the homeless and those facing homelessness. Who We Serve: 5Cities Homeless Coalition is transforming the lives of those who are homeless or facing homelessness. While predominantly focused on assisting those in Southern San Luis Obispo County, our rapid re-housing and homeless prevention services are offered county-wide. Our efforts focus on helping the most vulnerable in our community maintain dignity while working toward a new home (or retaining their home). Through a standardized Coordinated Entry assessment we work to help people identify and resolve their housing challenges, including helping to prevent homelessness. We work to prioritize services; prevent duplication of repetitive client assessments and services; identify immediate needs (particularly focused on resolving the crisis that caused them to seek services); and develop a “progressive engagement”plan with short-and long-term goals ultimately leading to stable housing and increased economic stability. In this process, services may take the form of limited direct financial assistance that will resolve and prevent further deterioration of their circumstance. Depending on need, additional services for benefit advocacy, counseling and acquisition for public assistance programs (SSI, SSDI, CalFresh, General Assistance) are provided –especially for those who are disabled (mentally or physically). Additionally we provide financial literacy counseling, and linkages to other community support services such drug and alcohol treatment and mental health services to ensure that clients plan for stability and have the resources and support to succeed and maintain their success. The Coalition provides services in both English and Spanish, with community support to translate to Mixteco and Zapoteco as needed. Core Values: 1. We act with transparency, integrity, and honesty; 2. We see the whole person, not just the barrier or issue they face; 3. We offer hope, support and resources; 4. We are inclusive; HOME funding requested General Funds requested PLHA funding requested '' 89,000.0089,000.00 SUBTOTAL 7/1/2021 Anticipated start date 6/30/2022 Anticipated end date 89,000.0089,000.00 TOTAL ݲݲݲݲ 501(c)(3) For Profit Gov't/Public Other: Yes ݲݲݲݲ No 3/3/2009 Date of incorporation $1,400,000 Annual operating budget 10 FT 10 S Number of paid staff 500 Number of volunteers 1,400,500.001,400,500.00 TOTAL Item 2 - Attachment B, Page 48 Item 2 Packet Page 57 5. We act professionally and ethically, and are culturally responsive. The Coalition is now considered a "go-to" agency for housing and supportive services for those who are homeless or facing homelessness in San Luis Obispo County. Under the guidance of a volunteer board of directors representative of our service area, the agency has a dedicated staff working to address the challenges of homelessness on an individual basis, meeting each client “where they’re at.”Collectively the staff of 5CHC shares more than 30 years of experience in serving those who are homeless or facing homelessness. 10. Please describe the services your organization is CURRENTLY providing (regardless of funding source). 5Cities Homeless Coalition’s housing navigation services assist with identifying immediate and long-term housing solutions, providing crisis management, coordinated entry, accessing benefits that are important to housing stability, case management and housing navigation, and providing on-site access and referrals to medical, mental health and substance use disorder services. Through its Rapid Re-Housing and Homeless Prevention program, 5CHC receives referrals for housing support from ECHO, CAPSLO and Family Resource Centers located throughout the county, and other community-based organizations, to provide housing case management for those facing homelessness and homeless residents. Other services provided by 5CHC that are targeted to South County residents include with winter warming center seasonal shelter, benefits determination and streamlining access, street outreach and engagement, client resource center (mailing address, computer access, printer, phone, internet), transportation and utilities assistance, family reunification opportunities, and documentation assistance. 5CHC also offers a countywide Homeless Youth Program which targets homeless youth age 16-24, providing support for immediate needs, education and job development, and housing assistance. Partners in this program include Lucia Mar School District, Cuesta College, County Office of Education, and local law enforcement. In the last 12 months 5CHC has moved families (Households = HH) into housing, or prevented them from eviction in all areas of the County, providing both case management and financial assistance through subsistence payments and deposits. For this reason are requesting assistance from a broad spectrum of the Cities as well as the County: Arroyo Grande: 19 HH Housed, 12 HH Eviction Prevention Atascadero: 2 HH Housed, 2 HH Eviction Prevention Morro Bay: 1 HH Housed, 1 HH Eviction Prevention Pismo Beach: 2 HH Housed, 1 HH Eviction Prevention Paso Robles: 6 HH Housed, 3 HH Eviction Prevention San Luis Obispo: 7 HH Housed, 3 HH Eviction Prevention County Unincorporated: 7 HH Housed, 5 HH Eviction Prevention These services have been provided apart from services to Grover Beach, for which other funds are utilized. 11. Please describe the services your organization PROPOSES to provide (regardless of funding source). The Rapid Re-Housing and Homelessness Prevention activities proposed in this application (coupling financial assistance for rent with housing stabilization services of case management, benefits advocacy, financial literacy, and housing search and deposit expenses) have been documented to be cost-effective in both preventing the occurrence of homelessness, and ensuring that homelessness is brief and a one-time occurrence. For those who are homeless, this program assists families and individuals who do not need the added support of permanent housing, to obtain housing in the shortest time possible or avoid homelessness due to short-term . 5CHC’s housing program has a demonstrated 90% housing retention rate for clients who remain housed one-year after program exit. It should be noted that this program will also assist those who are veterans. While we have a robust SSVF program in our County, 5CHC has been able to assist homeless veterans who may not qualify for the SSVF program or who are between funding cycles when the SSVF program experience limited funds. With the two SSVF programs offered through CAPSLO and with 5CHC (in partnership with Good Sam), we are able to assist a broader spectrum of clients coming through our doors, and maximize all available resources through various funding streams. Specific Programs Include Coordinated Entry & Referral: Assistance begins with general information and referral to community services coupled with a comprehensive assessment of Item 2 - Attachment B, Page 49 Item 2 Packet Page 58 needs, identification of barriers and development of an immediate action plan. Access to computer, internet, phone, mailing address, food, clothing and hygiene supplies. Housing Support Program Case management and financial assistance for deposit, rent and immediate needs for those who are homeless or facing homelessness. Services provided Countywide. Partnership with Good Samaritan includes Veteran Services. Immediate Needs: 5CHC assists homeless and low-income families and individuals in South County with limited funds to address their immediate needs, and move them to self–sufficiency. Examples of assistance are utilities, gasoline, bus voucher, auto repairs, clothing, employment readiness, detox/sober living, basic needs, emergency food etc. Benefits Determination & Streamlining Access: 5CHC clients are offered additional support for client to obtain and retain public benefits to which they are entitled, including SSI, SSDI, Medicare, along with financial literacy and budgeting training. Outreach Inreach into area encampments, and working to improve discharge planning with Arroyo Grande Community Hospital, and County Jail, The program serves those who are camping out of doors, in safe parking zones. Also for those leaving the hospital or jail 5CHC offers support to develop a post-release discharge plan. Homeless Youth: Outreach and case management targeting homeless youth age 16-24, providing support for immediate needs, education and job developme 12. How does the project complement and collaborate with existing efforts? Does your organization partner with other organizations? 5CHC is a member of the Coordinated Entry collaborative, actively participates with the Homeless Services Oversight Council, is a member of the Supportive Housing Consortium, and regularly meets with local government, South County Chamber of Commerce and with South County service providers (including churches, schools, and other community-based organizations). Efforts of 5CHC staff include outreach with Arroyo Grande Community Hospital, Community Health Centers of the Central Coast, Lucia Mar Unified School District Families In Transition Program; SAFE System of Care, County Drug and Alcohol, County Jail, Dept. of Social Services, State Rangers, Law Enforcement, City Government, business and other community stakeholders. Services provided through this grant add to the existing collaboration of Coordinated Entry and Rapid Re-Housing providers countywide to provide housing resources coupled with appropriate case management services for those who are homeless or facing homelessness. 13. If the proposed project will serve homeless households, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources. If this question is not applicable, write N/A in the box below. As stated in the previous section, 5CHC works closely with its partners, ECHO in North SLO County, and CAPSLO 40 Prado in SLO and Coastal areas. Through their shared case management data system, the three agencies are able to share basic information on all clients coming through their doors, preventing unnecessary duplication. The three agencies routinely refer appropriate clients to one another and other organizations, including TMHA, HASLO, HomeShare SLO, Transitional Food & Shelter, Los Osos Cares, Paso Cares and the Family Resource Centers throughout the county. CAPSLO, 5CHC and ECHO all work closely with the countywide Community Action Teams (CAT). This street outreach collaboration has provided tremendous assistance in helping individuals move out of the area and back to their family when appropriate. Adult Protective Services has also played a vital role in personally accompanying frail individuals back to their homes if needed, in order to ensure a safe and smooth transition. 5CHC's case managers regularly participate in county-wide case management meetings to assess client needs, review the County's service priority list. 5CHC participates in the SAFE system of care targeting children and youth and their families. As mentioned previously we are meeting with clients in the Jail, and participate in the Jail to Community case plan meetings (as COVID allows). 14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed. 5CHC, now in its 11th year, has more than seven years experience managing homeless prevention and rapid re-housing efforts in the County. In 2019 5CHC housed 90 households and prevented homelessness for an additional 75 households. 5CHC is now seen as the lead organization in the region for addressing the breadth of challenges facing homeless families. Item 2 - Attachment B, Page 50 Item 2 Packet Page 59 The efforts of the 5Cities Homeless Coalition are focused on transforming lives, enhancing community awareness through volunteers, faith communities and media communications; expanding client services; and improving the homeless services delivery system in South County. Our strength is in mobilizing community resources, especially utilizing volunteers and in- kind services, and strengthening the network of services. 5Cities Homeless Coalition has a strong history of providing assistance for immediate needs, rapid re-housing and eviction prevention services, with a high success rate of clients remaining housed. The Coalition, by virtue of name and philosophy, is a community-building and convening organization –whereby we seek to strengthen the service continuum and leverage funding for our community. As an example in 2018 the Coalition assisted Shower The People to launch is program, collaborating on grants, and providing community connections and non-profit governance expertise. 5CHC has or is currently administering a number of similar grants. A sample include: City of Grover Beach CDBG (current): $465,000 Community Foundation Klaproad Housing: $800,000 County CDBG: $69,999 County ESG: $63,000 County - ESG Pass Through: $102,000 Personnel Involved Include: Janna Nichols, Executive Director Janna Nichols has more than 25 years of nonprofit experience, and has been recognized as a Woman of Distinction in 2017 by Cuesta College and the Women’s Legacy Fund. She currently serves on the Homeless Services Oversight Council; Secretary to the Supportive Housing Consortium; was a founding board member of the San Luis Obispo County Housing Trust Fund; and served 8 years as chair of the City of San Luis Obispo’s Human Relations Commission. Veronica Cablayan, Director of Programs Veronica has spent more than 10 years providing housing assistance. She is in charge of ensuring coordination of 5CHC client activities. She also serves as lead case manager for permanent housing placement through ESG and CDBG programs. She is supported in this housing program by the following program staff: Michael Azevedo, Case Manager –Unaccompanied Youth Program Isela Pena Pena - Coordinated Entry Intake Specialist Paul Frankel, Benefits Specialist Jorge Gonzales - Housing Case Manager Andrea Montes Alvarado - HMIS Specialist Devon McQuade - Associate Director, Grants Management 15. Briefly describe your agency’s record keeping system with relevance to the proposed project. Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG. Programmatically: Clients initially are asked to complete a coordinated intake that is documented through ClientTrack. Referrals and client files are formatted in specific order to ensure all forms are completed and accounted for, detailing client housing stability plan, income verification, etc. Lastly all enrolled clients are tracked through the County's Homeless Management Information System (HMIS), both at intake and program exit. Administratively: All funding requests are dual tracked through the agency's financial accounting process by class and grant and a program- based master assistance file. All expenditures for the program are verified for eligibility against program budget and HUD requirements and CDBG regulations with appropriate back-up documentation, copies of which are maintained separately for review and monitoring. Matching responsibilities are tracked concurrently against grant expenditures. 5CHC staff have received training in the requirements of Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (2 CFR Part 200) and Community Development Block Grants (24 CFR Part 570). 16. CDBG/ESG ONLY - Will the services offered by your organization increase or expand as a result of CDBG/ESG assistance? Yes ݲݲݲݲ No Item 2 - Attachment B, Page 51 Item 2 Packet Page 60 17. CDBG/ESG ONLY - IF YES TO ABOVE - What new programs or services will be provided? If this question is not applicable, write N/A in the box below. N/A 18. CDBG/ESG ONLY - IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected. If this question is not applicable, write N/A in the box below. If funded as requested, a greater number of households will receive assistance with eviction prevention and deposit assistance for move-in. Expansion of the program is directly dependent on final award. Based on our request of $89,000 compared to a current grant of $69,000; we anticipate serving not less than 6 additional households. Our current contract calls for serving 16 households (32 people) with $56,431. With the $33,000 increase requested, we seek to provide assistance to not less than 24 households. That said, our track record to maximize use of these funds has traditionally resulted in actual outcomes more than 30% above goal. With these funds, we would seek to do the same, while ensuring that families housing is stabilized and they have the resources to maintain their housing. We are anticipating that the CV funds being distributed in early 2021 will be insufficient heading into 2022; and a number of clients will not meet some of the grant restrictions. 19. Please describe the proposed project in detail (i.e. What activities are to be undertaken? What are the projects' goals?). Please attach a timeline of the project milestones under the Documents tab. Addressing homelessness has been identified as one of the County's important goals. San Luis Obispo County is consistently one of the least affordable housing markets in California and the nation. The National Association of Home Builders found that this county was the 10th least affordable out of 229 metropolitan housing markets in the nation for the fourth quarter of 2016. The 2010 Census found that 35.8% of the renters in San Luis Obispo County had a severe housing cost burden. This was a higher percentage than in either San Francisco and Los Angeles County. Based on HUD data, our county also had a higher incidence of homelessness than both. As noted, with rental rates increasing at double-digit rates annually to more than a 50% increase in the last five years, and limited new housing units expected on the market, those who's income qualifies them for this program (very-low and low) are especially challenged, and oftentimes lack the awareness of community resources, budgeting expertise, and financial ability to pay deposit and move-in expenses. Living homeless is financially expensive, with much of one's income spent on motel, prepared food, etc. which makes saving for deposit and move-in virtually impossible. Following the Housing First model, and recently adopted goals of the Consolidated Plan, an investment in housing subsidies for deposit, and rent for eviction prevention is the most effective method of addressing the challenges of homelessness, and preventing homelessness. 5CHC has a demonstrated 93% success rate for housing retention over the past five years. Activities include: Community Outreach Coordinated Entry assessment Diversion - Rapid Resolution Discussion Short-Term Immediate Needs Assistance Short and Long-Term Case Planning Housing Search/Landlord Mitigation Benefits Advocacy and/or Work Development Resources/Guidance Budgeting Financial Literacy Training Connection to other Community Resources (food pantries, agencies, health care, education). Direct financial assistance Regular and Often case management meetings lasting no less than 3 months. Exit Interview HMIS and Client Track Data Tracking Activities related to grant accounting and admin Project Details 20. Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households. Please refer to the Library for HUD Income Limits and information on CDBG Presumed Low/Mod Income populations. Please enter any presumed benefit persons as low-income. 24HH TOTAL number of persons (p) or households (hh) regardless of income 0 Of the total number of persons (p) or households (hh) entered above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(HUD funding only) 24HH Of the total number of persons (p) or households (hh) entered above, how many will be VERY LOW- INCOME (earning 50% or less of the County median-income)(HUD funding only) Item 2 - Attachment B, Page 52 Item 2 Packet Page 61 21. CDBG ONLY - If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified. If this question is not applicable, write N/A in the box below. Through the Coordinated Entry assessment, clients are asked whether they are homeless, length of time homeless, etc. In addition 5CHC will expand outreach efforts to specifically target the most vulnerable populations including disabled, elderly, single-parent, and youth. 22. ESG ONLY - FOR EMERGENCY SHELTER ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 23. ESG ONLY - FOR STREET OUTREACH ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 24. ESG ONLY - RAPID RE-HOUSING ONLY - Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 25. ESG ONLY - FOR HOMELESSNESS PREVENTION ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 26. ESG ONLY - FOR HMIS ONLY: Please identify the portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 27. GENERAL FUND ONLY - OVERNIGHT SHELTERS ONLY - Please answer the following: -answer not presented because of the answer to #1- 28. GENERAL FUND ONLY - Please identify the following projected accomplishments: -answer not presented because of the answer to #1- 29. Identify the projected target population(s) your proposed project and activities will serve (including age, race, residency, handicap status, income level or other unit characteristics or subgroup information) and how those populations will benefit Current housing programs provided by 5CHC meet the demographic breakdown of the County (including age, race, residency, handicap status, income level). All services provided through this grant will be provided based on income. Additionally 5CHC's website, facebook page, and outreach materials all provide logos for Fair Housing and Accessibility. As noted above, 5CHC is expanding its outreach and public information efforts particularly with landlords, property management companies, and housing developers to ensure that those eligible are made aware of the program. 30. Has environmental review been completed (CEQA and/or NEPA)? 31. Please answer yes or no to the following: If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab. Of the total number of persons (p) or households (hh) entered above, how many will be earning 60% or less of County median-income(PLHA only) 0.000.00 TOTAL Yes - CEQA review completed No - CEQA review not completed ݲݲݲݲ N/A -CEQA not required Yes - NEPA review completed No - NEPA review not completed ݲݲݲݲ N/A -NEPA not required n/a Has a Phase I or Phase II environmental assessment been conducted for the property? n/a List and describe any known hazards (e.g. asbestos, storage tanks –underground, aboveground) Item 2 - Attachment B, Page 53 Item 2 Packet Page 62 32. Identify all permits necessary for the project (local, state or federal). None needed 33. State whether or not the necessary permits have been issued. If a permit has not yet been issued, indicate when the permit(s) will be applied for or issued. Please provide proof of permit issuance under the Documents tab. N/A 34. Briefly describe your agency’s auditing requirements, including those for the proposed project. Please upload a copy of your most recent audit under the Documents tab. 5CHC engages an independent auditor annually to review the financial records of the organization. The last one completed, attached, represents calendar year ending Dec. 31, 2019. The level of federal grants administered by 5CHC to-date has not required a secondary federal audit. However, we anticipate augmenting our audit for 2020 to include a federal single audit. Financial 35. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? General maintenance and occupancy expenses are funded through other grants and direct donations. No extraordinary costs are anticipated as a result of this program. 36. Do you have any grant funds remaining from prior Fiscal Year allocations? 37. IF YES TO ABOVE, please answer the following: If this question is not applicable, write N/A in the boxes below. 38. CDBG ONLY - Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction. Write N/A for jurisdictions not being applied to for CDBG funds. Note: Any project/program being recommended less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County. n/a Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site? n/a Are the building(s)/structure(s) located on a Historic Site or within a Historic District? na Is the project located within a 100-year flood plain? n/a IF YES TO ABOVE, does your agency have flood insurance? n/a Will there be demolition required? 0.000.00 TOTAL ݲݲݲݲ Yes No 2020-2021 What fiscal year(s) did you receive the funding? Same What project did you receive the funding for? $35,000 How much is remaining? 35,000.0035,000.00 TOTAL 13455 City of Arroyo Grande 2200 City of Atascadero 900 City of Morro Bay 3500 City of Paso Robles 5445 City of Pismo Beach 3500 City of San Luis Obispo 60000 County of San Luis Obispo 89,000.0089,000.00 TOTAL Item 2 - Attachment B, Page 54 Item 2 Packet Page 63 39. GENERAL FUND ONLY - Please indicate the estimated portion of funding to go towards the following activities: -answer not presented because of the answer to #1- 40. HOME Only - TBRA Only - Please indicate the amounts to be spent for rental assistance, deposit assistance, and project administration? -answer not presented because of the answer to #1- Budget top Funding Sources/Revenues Committed Conditional Proposed CDBG Funding (this request) $ 89,000.00 ESG Funding (this request) General Funds (this request) CDBG Funding (previous years) Other Federal Funds (please specify which source): State (please specify which source): Local/County (non-federal)(please specify): Local/City (non-federal)(please specify): In-kind Other (please specify): Total $ 0.00 $ 0.00 $ 89,000.00 Funding Uses/Expenses CDBG ESG & ESG-CV General Fund HOME PLHA Personnel Costs $ 26,000.00 Operating Costs Professional Services Capital Outlay Permits, Development Fees Legal and Public Notices Other (please specify): 05Q Rental Assistance $ 36,000.00 05T Deposits $ 27,000.00 Total $ 89,000.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 Budget Narrative Rental Assistance at $3,000 Avg/Household = $36,000 Deposits Assistance at $2,250 Avg/Household =$27,000 Case Manager @$27/hr x 35 hours/Household = $19,000 Primary Activity Delivery Cost (Grant Management Specialists) $23.50/hr X 298 Hours = $7,000 Tables top ESG Matching Funds Sources Amount $ $ $ $ $ $ $ Total $ 0 Item 2 - Attachment B, Page 55 Item 2 Packet Page 64 Application ID: 246911 Become a fan of ZoomGrants™ on Facebook Problems? Contact us at Questions@ZoomGrants.com ©2002-2020 GrantAnalyst.com. All rights reserved. "ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC. Logout | Browser * ZoomGrants™ is not responsible for the content of uploaded documents. Documents top Documents Requested *Required?Attached Documents * Incorporation Documents (if applicable) Timeline of Project Milestones ݲݲݲݲ Timeline and Milestones Proof of Permit Issuance (if applicable) Map of Multiple Project Locations (if applicable) Most Recent Audit ݲݲݲݲ 5CHC Audit 2019 Commitment Letters for funds (if available) Timeline of Expenditures ݲݲݲݲ TIMELINE OF EXPENDITURES Item 2 - Attachment B, Page 56 Item 2 Packet Page 65 Powered by ZoomGrants™ Email This Preview Save as PDF Print Close Window A▲▼ County of San Luis Obispo 2021 Housing (CDBG, HOME,Title 29, and PLHA) Deadline: 10/28/2020 Housing Authority San Luis Obispo Toscano Family Apartments Jump to: Eligibility Application Questions Budget Tables Documents $ 1,389,443.00 Requested Submitted: 10/28/2020 8:53:43 AM (Pacific) Project Contact Ken Litzinger klitzinger@haslo.org Tel: 805-594-5304 Additional Contacts mpedigo@haslo.org,mburke@haslo.org,ssmith@haslo.org Housing Authority San Luis Obispo 487 Leff Street San Luis Obispo, CA 93401 CEO Scott Smith ssmith@haslo.org Telephone 805-594-5304 Fax Web www.haslo.org DUNS 120975529 SAM Expires9/22/2021 Eligibility top 1. Please identify the funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers. CDBG National Objectives Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. CDBG only HOME only Title 29 only PLHA only CDBG and HOME CDBG and Title 29 HOME and Title 29 ݲݲݲݲ CDBG, HOME and Title 29 Item 2 - Attachment B, Page 57 Item 2 Packet Page 66 2. CDBG ONLY - Please select the CDBG national objective that best applies to the proposed project. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding CDBG national objectives. 3. CDBG ONLY - IF LOW/MODERATE INCOME WAS SELECTED - Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding the Low/Moderate Income national objective. 4. CDBG ONLY - IF SLUMS OR BLIGHT WAS SELECTED - Select which criteria the proposed project intends to qualify under to meet the Slums or Blight national objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective. Beneficiary Documentation 5. CDBG ONLY - Please explain how the proposed project meets the selected CDBG National Objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab. Toscano will meet the housing national objective by creating 38 housing units for low income persons, including 1 exempt managers unit. 6. CDBG/HOME/PLHA ONLY - How will you document and maintain income status or presumed benefit status of each beneficiary in compliance with regulations? Please provide a sample of your Client Intake Form under the Documents Requested section below. Income verification for beneficiaries must be provided in accordance with the respective funding requested (links are provided in the Library). We will contract with HASLO, which employees staff specially certified in Home, CDBG and TCAC beneficiary compliance. HUD income guidelines adjusted by household size will be utilized to determine maximum allowable incomes. Third party documentation of actual income will be gathered and maintained in the client file, along the eligibility calculation sheet, intake questionnaire and application, and signed by client certifying accuracy. Finally, prior to move-in/lease signing, each client file is sent to a third-party quality control firm to confirm calculations and eligibility. Eligible Activities 7. CDBG/HOME/PLHA ONLY - How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of CDBG/HOME/PLHA funds, the agency must collect race and ethnicity information from all clients. All information is collected as part of the client intake process, including race and ethnic information. A sample Intake Form is provided. 8. CDBG ONLY - Identify all eligible activities that apply to the proposed project. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities. ݲݲݲݲ Low/Moderate Income Slums or Blight Urgent Need Area Benefit Limited Clientele ݲݲݲݲ Housing N/A - Low/Moderate Income NOT selected Area Basis Spot Basis ݲݲݲݲ N/A -Slums or Blight NOT selected ݲݲݲݲ Acquisition of real property Disposition of real property Relocation of individuals, families, businesses, non-profit organizations, and/or farms Removal of architectural barriers Housing rehabilitation Administrative technical assistance and planning studies (specified) Item 2 - Attachment B, Page 58 Item 2 Packet Page 67 9. HOME ONLY - Indicate either "own" if the units will be owned or "rent" if the units will be rentals next to all activities included in the proposed project. Write "N/A" for those activities that are not applicable. 10. TITLE 29 ONLY - Indicate either "own" if the units will be owned or "rent" if the units will be rentals next to all activities included in the proposed project. Write "N/A" for those activities that are not applicable. Refer to the Title 29 Ordinance in the Library for more information. Additional Requirements 11. CDBG/HOME ONLY - If the project includes temporary or permanent relocation of occupants, it is subject to the Uniform Relocation Act (URA). Initial in the box below to signify that you have read and understand this requirement. If this question if not applicable, write N/A in the box below. If applicable, upload a completed Relocation Plan under the Documents Requested section below. N/A 12. HOME ONLY - CONSTRUCTION/REHABILITATION ONLY - Describe how the project will meet ADA and Section 504 standards for accessibility by the disabled. Describe the methods, funding and timetable to be utilized to address the problems. Section 504 (24 CFR Part 8) applies to new construction of multifamily housing with five or more units, or substantial rehabilitation of multifamily housing projects that have 15 or more units. Please refer to the Library for more information. This new construction project will be designed and constructed to adhere to all Section 504 and ADA requirements. In addition, we will adhere to the provisions of California Building CodeChapter 11(B) regarding accessibility to privately owned housing made available for public use by providing a minimum of 10% of the units with mobility features, and a minimum of 4% ofthe units with communications features. 13. HOME ONLY - Please see "Notice to Affordable Housing Projects Receiving HOME Funding" in the Library and initial in the box below that you have read and understand this notice. KDL 14. PLHA ONLY - Identify what type of homeowership activities in which you are applying for. -answer not presented because of the answer to #1- Rent Development of new housing units N/A Rehabilitation of existing housing units Rent Property acquisition N/A Acquisition of existing housing units 5 How many units are planned for HOME assistance 5.005.00 TOTAL Rent Development of new housing units N/A Rehabilitation of existing housing units 0.000.00 TOTAL Documents Requested *Required?Attached Documents * Client Intake Form(s) for Limited Clientele (if applicable) Client Intake Form Map for Area Benefit (if applicable) CDBG Requirements and Acknowledgements (Please download the template below and upload an initialed document here) download template CDBG Requirements & Acknowledgements General Liability Insurance General Liability Insurance Relocation Plan - Residential Relocation Plan - Business Other miscellaneous docs SAMS Act Confirmation Item 2 - Attachment B, Page 59 Item 2 Packet Page 68 Application Questions top 1. Please identify the funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers. Project Summary 2. Project Address(es): If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab 3065 Lucca Lane, San Luis Obispo, CA 3. Jurisdiction(s)/Area(s) Served: Select all that apply. For Title 29 requests, please refer to the Title 29 Market Areas map in the Library. 4. Brief Project Description: You will have the chance to expand on your project description further in the application (question 19). Please upload any maps, photos, drawings or plans under the Documents tab The project is a 100% affordable housing project. The project consists of five new two-story structures, which will contain 38 low income affordable units, including an exempt manager's unit, a community room, and a leasing office. The residential units provided will be mix of sizes including ten three-bedroom, ten two-bedroom, and 18 one-bedroom units. 5. Please answer the following: Please mark N/A for all questions not applicable. Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. CDBG only HOME only Title 29 only PLHA only CDBG and HOME CDBG and Title 29 HOME and Title 29 ݲݲݲݲ CDBG, HOME and Title 29 Arroyo Grande Atascadero Morro Bay Paso Robles Pismo Beach ݲݲݲݲ City of San Luis Obispo ݲݲݲݲ County of San Luis Obispo TITLE 29 ONLY - North Coast TITLE 29 ONLY - North County TITLE 29 ONLY - South County ݲݲݲݲ TITLE 29 ONLY -Central County 333506 CDBG funding amount requested 950000 HOME funding amount requested 105937 Title 29 funding amount requested 0 PLHA funding amount requested '' 1,389,443.001,389,443.00 SUBTOTAL 12/4/2021 Anticipated start date Item 2 - Attachment B, Page 60 Item 2 Packet Page 69 6. Type of agency: Agency Details, Capacity, and Experience 7. Is the organization faith-based? 8. Please answer the following: If this is your first time applying to the County for funds, please upload your organizations’incorporation documents (including certification for nonprofit organizations) in the Documents tab. 9. Agency Mission Statement: San Luis Obispo Nonprofit Housing Corporation was formed in 1990 primarily to engage in acquiring, developing, rehabilitating, owning and managing affordable housing for low- and moderate-income persons in the cities and unincorporated areas of San Luis Obispo County. 10. Briefly describe the services provided and development projects your organization is CURRENTLY working on (regardless of funding source). We have completed and operate dozens of projects throughout San Luis Obispo County. Other projects we are CURRENTLY working on include: 1) Morro Bay affordable housing - 35 apartments. Approval anticipated March 2020. 2) Arroyo Grande affordable housing - 20 apartments - just completed. 3) Pismo Beach Affordable housing - 20 apartments - 4) Courtyard at the Meadows - 36 apartments, SLO. - Finishing construction. 5) Bishop Street Studios - 34 apartments, SLO. - Placed in service 6) Broad Street Mixed Use - 10 mod apartments + commercial. - Starting construction. 7) Re-development Maxine Lewis Shelter Site - 35 units affordable. Design. 8) Scattered site rehab/preservation - $25 mil rehab, 14 sites. Converting 168 units to 175. In construction. 9) Other - Many other sites also in progress. 11. Briefly describe the services and development projects your organization is PROPOSING (regardless of funding source). This project will result in 38 newly constructed units for low and very low incomes. A services coordinator will be assigned to the site to coordinate activities and services for residents. 12. How does the proposed project complement and collaborate with existing efforts? Does your organization partner with other organizations? We regularly partner with other organizations. We have Memorandums of Understanding around housing and services with RISE, Stand Strong, CAPSLO, 5-Cities Homeless Coalition, ECHO, Restorative Partners, Transitions Mental Health, and Peoples Self-Help Housing Corporation 13. If the proposed project will serve homeless households, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources. If this question is not applicable, write N/A in the box below. This project provides permanent housing units which may benefit those experiencing homelessness. 8/4/2022 Anticipated end date 1,389,443.001,389,443.00 TOTAL ݲݲݲݲ 501(c)(3) For Profit Gov't/Public Other: Yes ݲݲݲݲ No 4/30/1990 Date of incorporation 1111690 Annual operating budget 1 Number of paid staff Number of volunteers 1,111,691.001,111,691.00 TOTAL Item 2 - Attachment B, Page 61 Item 2 Packet Page 70 14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed. We have completed and operate nearly 1,000 units, and have a large pipeline in the works (see above). Scott Smith CEO, Ken Litzinger CFO and Michael Burke Director of Construction and Development will be centrally involved. Together they have over 50 years experience in affordable housing development and management. 15. Briefly describe your agency’s record keeping system with relevance to the proposed project. Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG. We keep detailed financial as well as client records. Our CFO and Accounting Manager are both CPAs (Certified Public Accountants). We undergo an annual third party audit. Additionally each project undergoes its own third party financial and client compliance audit. Our property operations staff are all trained and third party certified in beneficiary eligibility compliance for all federal housing programs. All client eligibility documentation is maintained locally and available for inspection at any time. Client eligibility is validated using third party documentation of income and assets. 16. CDBG ONLY - Will the services offered by your organization increase or expand as a result of CDBG assistance? 17. CDBG ONLY - IF YES TO ABOVE - What new programs or services will be provided? If this question is not applicable, write N/A in the box below. 38 additional housing units will be created 18. CDBG ONLY - IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected. If this question is not applicable, write N/A in the box below. 38 additional housing units will be created 19. Please describe the proposed project in detail. What activities are to be undertaken? Please attach a timeline of the project milestones under the Documents tab. THIS IS A FULLY ENTITLED PROJECT. The project consists of land acquisition and new construction of 38 new affordable apartments. HASLO (Housing Authority of San Luis Obispo) is the current owner of the property. HASLO has agreed to sell it or long-term lease it (75 years) to San Luis Obispo Non-Profit Housing Corporation as the Managing General Partner in a to-be formed Limited Partnership. The Limited Partnership structure is necessary in order to utilize Low-Income Housing Tax Credits. CDBG and Home or Title 29 funds will be used to purchase the site from HASLO. The purchase would either be a "fee simple" transfer of interest or sale of a 75 year leasehold interest. Recently HASLO has preferred to maintain some control through a land lease as an extra layer of guaranteed permanent affordability. Once County funds are committed to the project, SLONP will apply for Low-Income Housing Tax Credits. The first opportunity to apply would be in March 2021, with an award in June 2021. The project is an entitled project, and construction drawings are underway. Once a tax credit is awarded, construction could start in December 2021 and be completed in 12-18 months. Project Details 20. CDBG/HOME ONLY - FOR AQUISTIONS ONLY - Identify the following: If this question is not applicable, write N/A in the boxes below. 21. CDBG/HOME/PLHA ONLY - Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households. For the HUD grants, please refer to the HUD Income Limits and CDBG guidebooks for information on Presumed Benefit populations. Please enter any presumed benefit households as low-income. ݲݲݲݲ Yes No 053025038 Assessor's parcel number 1.21 Parcel size (sq. ft. or acres) N/A Cumulative square footage of buildings on-site (if applicable) 53,025,039.2153,025,039.21 TOTAL 38hh TOTAL number of persons (p) or households (hh) regardless of income 37 Of the total number of persons (p) or households (hh) entered above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(CDBG&HOME Only) Item 2 - Attachment B, Page 62 Item 2 Packet Page 71 22. CDBG ONLY - If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified. If this question is not applicable, write N/A in the box below. This will provide 37 households with affordable housing, plus a dedicated managers unit. 23. TITLE 29 ONLY - Please estimate the number of households within each eligible income level to benefit from the proposed project. Please refer to the "Affordable Housing Standards for Title 29" in the Library for eligible income limits. 24. Identify the projected target population your proposed project will serve (including age, race, residency, disability status, income level or other unit characteristics or subgroup information) and how that population will benefit from the project. This project is considered a Large Family project in that at least 25% of the units are 3 bedroom units. The project has reserved 30 of the units for very-low income households, with the remaining 7 units serving low income households, with 1 exempt manager's unit. 25. Identify whether or not the site is owned or leased by the applicant. If optioned or owned by another entity, provide their name and contact information. The site is owned by the Housing Authority of San Luis Obispo 26. CDBG/HOME ONLY - AQUISITIONS ONLY - Please answer the following: If applicable, submit a current appraisal report (not more than 6 month old). If occupants will be displaced, please upload a preliminary relocation plan. 27. What is the current zoning of the project site? Is the project site zoned correctly for the proposed activity? If zoning information is not known, contact the local municipality to request assistance. R-2-SP-SD Medium Density Residential with Specific and Planned Development Overlays. Yes, site is zoned for the proposed development 28. If the project is NOT zoned correctly for the proposed activity, provide an explanation of efforts and a timetable to change the zoning or obtain a variance. If this question is not applicable, write N/A in the box below. N/A 29. Has environmental review been completed (CEQA and/or NEPA)? 30 Of the total number of persons (p) or households (hh) entered above, how many will be VERY LOW- INCOME (earning 50% or less of the County median-income)(CDBG&HOME Only) 37 Of the total number of persons (p) or households (hh) entered above, how many will be earning 60% or less of County median-income(PLHA Only) 104.00104.00 TOTAL 30 Number of very-low income households 7 Number of low income households 0 Number of moderate income households 0 Number of workforce income households 37.0037.00 TOTAL 1900000 What is the proposed purchase amount? 12/4/2021 What is the anticipated escrow closing date? no Will residential or commercial occupants be displaced by the HUD funded project? no If yes, will the displacement be temporary or permanent. If temporary, then for how long? 1,900,000.001,900,000.00 TOTAL ݲݲݲݲ Yes -CEQA review completed No - CEQA review not completed N/A - CEQA not required Yes - NEPA review completed ݲݲݲݲ No -NEPA review not completed N/A - NEPA not required Item 2 - Attachment B, Page 63 Item 2 Packet Page 72 30. Please answer yes or no to the following: If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab. 31. Are there any existing buildings on the project property that were constructed prior to 1978? 32. IF YES TO ABOVE, please answer the following questions: If this question is not applicable, write N/A in the boxes below. Please upload a copy of the asbestos risk assessment report (s) and/or lead hazard risk assessment report(s) under the Documents tab, if applicable. 33. Identify all permits necessary for the project (local, state or federal). Building Permit through the City of San Luis Obispo. 34. State whether or not the necessary permits have been issued. If a permit has not yet been issued, indicate when the permit(s) will be applied for or issued. Please provide proof of permit issuance under the Documents tab. Development is fully entitled, anticipate building permit submittal in February of 2021. 35. Briefly describe your agency’s auditing requirements, including those for the proposed project. Please upload a copy of your most recent audit (prepared by an independent CPA or accounting firm) under the Documents tab. San Luis Obispo Nonprofit Housing Corp undertakes an annual corporate audit conducted by a third party firm. Additionally, each development project we undertake undergoes a "Cost Certification Audit" at completion by a third party auditor, and then the project operations is audited annually. Financial 36. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? Project operations and maintenance costs will be funded by the projects rental revenue. 37. Identify whether or not the project is required to pay a prevailing wage. If not, briefly explain. The project will not have enough federal or state funds to trigger prevailing wages 38. CONSTRUCTION/REHABILITATION ONLY - The following asks about tax credits. If this question is not applicable, write N/A in the boxes below. no Has a Phase I or Phase II environmental assessment been conducted for the property? no Are there any known hazards on or around the site (e.g. asbestos, storage tanks –underground, aboveground)? no Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site? no Are there any building(s)/structure(s) located on a Historic Site or within a Historic District? no Is the project site located within a 100-year flood plain? IF YES TO ABOVE, does your agency have flood insurance? no Will there be demolition required? 0.000.00 TOTAL Yes ݲݲݲݲ No N/A Has an asbestos risk assessment report(s) been prepared for the building(s)? n/a Has the building(s) been abated for asbestos? n/a Has a lead hazard risk assessment report(s) been prepared for the building(s)? n/a Has the building(s) been abated for lead paint? n/a Will children occupy the building(s)? n/a IF CHILDREN WILL OCCUPY THE BUILDING, indicate the age range of the children. If no children will occupy the building, write N/A. 0.000.00 TOTAL 1st Round If the proposed project will be applying for tax credits, to which round will it be applying for? (1st round/2nd round) Item 2 - Attachment B, Page 64 Item 2 Packet Page 73 39. Do you have any CDBG/HOME/T-29 funds remaining from prior Fiscal Year allocations? 40. IF YES TO ABOVE, please answer the following: If this question is not applicable, write N/A in the boxes below. 41. CDBG ONLY - Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction. Write N/A for any jurisdictions not being applied to for CDBG funding. Any project being recommended for less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County. 42. CONSTRUCTION/REHABILITATION ONLY - Please upload a pro forma (20 year pro forma for rental housing projects) under the Documents tab. If this question is not applicable, write N/A in the box below. If applicable, write "uploaded" below once the pro forma has been uploaded under the Documents tab. uploaded Yes If applying for 1st round, if your project is identified to receive funds, will your project require a Reservation Letter for the state tax creditors? (YES/NO) 0.000.00 TOTAL Yes ݲݲݲݲ No n/a What fiscal year(s) did you receive the funding? n/a What project did you receive the funding for? n/a How much is remaining? 0.000.00 TOTAL City of Arroyo Grande City of Atascadero City of Morro Bay City of Paso Robles City of Pismo Beach 333506 City of San Luis Obispo County of San Luis Obispo 333,506.00333,506.00 TOTAL Budget top Funding Sources/Revenues Committed Conditional Proposed CDBG (this years' request and previous awards) $ 333,506.00 HOME funding (this years' request and previous awards)$ 950,000.00 Title 29 funding (this years' request and previous awards)$ 105,937.00 PLHA funding (this years' request and previous awards) Other Federal Funds (please specify which source): State (please specify which source): In-kind Local/County (non-federal)(please specify which jurisdiction): Local/City $ 0.00 Total $ 0.00 $ 0.00 $ 1,389,443.00 Funding Uses/Expenses CDBG HOME Title 29 PLHA Personnel Costs Operating Costs Item 2 - Attachment B, Page 65 Item 2 Packet Page 74 Application ID: 290633 Become a fan of ZoomGrants™ on Facebook Problems? Contact us at Questions@ZoomGrants.com * ZoomGrants™ is not responsible for the content of uploaded documents. Professional Services Construction Costs $ 0.00 $ 950,000.00 $ 105,937.00 Capital Outlay Relocation Expenses Permits, Development Fees Appraisal Fees Property Aquisition $ 333,506.00 Legal and Public Notices Other: Total $ 333,506.00 $ 950,000.00 $ 105,937.00 $ 0.00 Budget Narrative In addition to the above commitments, HASLO will make a Public Funds loan of approximately $1,850,000, and we expect the City of San Luis Obispo to provide a Fee Deferral Loan of approximately $398,863. Tables top HOME Matching Funds Sources Amount Low Income Housing Tax Credits $ 9,349,398 $ $ $ $ $ Total $ 9,349,398 Documents top Documents Requested *Required?Attached Documents * Incorporation Documents (if applicable) Timeline of Project Milestones ݲݲݲݲ Project Milestones Proof of Permit Issuance (if applicable) Asbestos Risk Assessment (if applicable) Lead Hazard Risk Assessment (if applicable) Phase I or II Environmental Assessment (if applicable) Map of Multiple Project Locations (if applicable) Map of Location Project Photos/Plans/Drawings (if applicable) site plans Most Recent Audit ݲݲݲݲ SLONP Audited Financial Statements Commitment Letters for funds (if available) Timeline of Expenditures ݲݲݲݲ Timeline of Expenditures 20 year pro forma for rental housing projects 20 Year Proforma Item 2 - Attachment B, Page 66 Item 2 Packet Page 75 ©2002-2020 GrantAnalyst.com. All rights reserved. "ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC. Logout | Browser Item 2 - Attachment B, Page 67 Item 2 Packet Page 76 Powered by ZoomGrants™ Email This Preview Save as PDF Print Close Window A▲▼ County of San Luis Obispo 2021 Housing (CDBG, HOME,Title 29, and PLHA) Deadline: 10/28/2020 Stand Strong, formerly the Women's Shelter Program of San Luis Obispo County Emergency Safe House Roof Project Jump to: Eligibility Application Questions Budget Tables Documents $ 16,000.00 Requested Submitted: 10/28/2020 11:20:58 AM (Pacific) Project Contact Sandra Gresham sgresham@standstrongnow.org Tel: 805-781-6401 Additional Contacts none entered Stand Strong, formerly the Women's Shelter Program of San Luis Obispo County 51 Zaca Ln Ste 150 San Luis Obispo, CA 93401 United States Interim Executive Director Jennifer Adams jadams@StandStrongNow.org Telephone 805-781-6401 Fax Web StandStrongNow.org DUNS 795761365 SAM Expires Eligibility top 1. Please identify the funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers. CDBG National Objectives Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. ݲݲݲݲ CDBG only HOME only Title 29 only PLHA only CDBG and HOME CDBG and Title 29 HOME and Title 29 CDBG, HOME and Title 29 Item 2 - Attachment B, Page 68 Item 2 Packet Page 77 2. CDBG ONLY - Please select the CDBG national objective that best applies to the proposed project. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding CDBG national objectives. 3. CDBG ONLY - IF LOW/MODERATE INCOME WAS SELECTED - Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding the Low/Moderate Income national objective. 4. CDBG ONLY - IF SLUMS OR BLIGHT WAS SELECTED - Select which criteria the proposed project intends to qualify under to meet the Slums or Blight national objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective. Beneficiary Documentation 5. CDBG ONLY - Please explain how the proposed project meets the selected CDBG National Objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab. Stand Strong's emergency shelter facility provides housing to survivors of domestic violence (DV) who are most often considered low / moderate income (LMI) individuals. Rehabilitation of the shelter roof will benefit the 90 DV LMI survivors who live there annually. 6. CDBG/HOME/PLHA ONLY - How will you document and maintain income status or presumed benefit status of each beneficiary in compliance with regulations? Please provide a sample of your Client Intake Form under the Documents Requested section below. Income verification for beneficiaries must be provided in accordance with the respective funding requested (links are provided in the Library). Stand Strong documents this information for each safe house client. Please see our attached intake form for a full view of our data collected. Eligible Activities 7. CDBG/HOME/PLHA ONLY - How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of CDBG/HOME/PLHA funds, the agency must collect race and ethnicity information from all clients. Stand Strong documents this information for each safe house client. Please see our attached intake form for a full view of our data collected. 8. CDBG ONLY - Identify all eligible activities that apply to the proposed project. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities. 9. HOME ONLY - Indicate either "own" if the units will be owned or "rent" if the units will be rentals next to all ݲݲݲݲ Low/Moderate Income Slums or Blight Urgent Need Area Benefit Limited Clientele ݲݲݲݲ Housing N/A - Low/Moderate Income NOT selected Area Basis Spot Basis ݲݲݲݲ N/A -Slums or Blight NOT selected Acquisition of real property Disposition of real property Relocation of individuals, families, businesses, non-profit organizations, and/or farms Removal of architectural barriers ݲݲݲݲ Housing rehabilitation Administrative technical assistance and planning studies (specified) Item 2 - Attachment B, Page 69 Item 2 Packet Page 78 activities included in the proposed project. -answer not presented because of the answer to #1- 10. TITLE 29 ONLY - Indicate either "own" if the units will be owned or "rent" if the units will be rentals next to all activities included in the proposed project. -answer not presented because of the answer to #1- Additional Requirements 11. CDBG/HOME ONLY - If the project includes temporary or permanent relocation of occupants, it is subject to the Uniform Relocation Act (URA). Initial in the box below to signify that you have read and understand this requirement. If this question if not applicable, write N/A in the box below. If applicable, upload a completed Relocation Plan under the Documents Requested section below. N/A 12. HOME ONLY - CONSTRUCTION/REHABILITATION ONLY - Describe how the project will meet ADA and Section 504 standards for accessibility by the disabled. Describe the methods, funding and timetable to be utilized to address the problems. -answer not presented because of the answer to #1- 13. HOME ONLY - Please see "Notice to Affordable Housing Projects Receiving HOME Funding" in the Library and initial in the box below that you have read and understand this notice. -answer not presented because of the answer to #1- 14. PLHA ONLY - Identify what type of homeowership activities in which you are applying for. -answer not presented because of the answer to #1- Documents Requested *Required?Attached Documents * Client Intake Form(s) for Limited Clientele (if applicable) Shelter Intake Form Map for Area Benefit (if applicable) CDBG Requirements and Acknowledgements (Please download the template below and upload an initialed document here) download template CDBG Requirements and Acknowledgements General Liability Insurance Relocation Plan - Residential Relocation Plan - Business Other miscellaneous docs Application Questions top 1. Please identify the funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers. Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. ݲݲݲݲ CDBG only HOME only Title 29 only PLHA only CDBG and HOME CDBG and Title 29 HOME and Title 29 CDBG, HOME and Title 29 Item 2 - Attachment B, Page 70 Item 2 Packet Page 79 Project Summary 2. Project Address(es): If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab 51 Zaca Lane, Suite 150 San Luis Obispo, CA 93401 3. Jurisdiction(s)/Area(s) Served: Select all that apply. For Title 29 requests, please refer to the Title 29 Market Areas map in the Library. 4. Brief Project Description: You will have the chance to expand on your project description further in the application (question 19). Please upload any maps, photos, drawings or plans under the Documents tab Stand Strong will re-roof the emergency safe house which provides survivors of domestic violence, abused children, and homeless / at-risk of homelessness persons with housing and supportive services. Replacing the roof will improve the quality of care provided at the safe house and increase safety, security, and dignity for these clients by providing a much-needed, enduring update to the property. 5. Please answer the following: Please mark N/A for all questions not applicable. 6. Type of agency: Agency Details, Capacity, and Experience 7. Is the organization faith-based? 8. Please answer the following: Arroyo Grande Atascadero Morro Bay Paso Robles Pismo Beach ݲݲݲݲ City of San Luis Obispo ݲݲݲݲ County of San Luis Obispo TITLE 29 ONLY - North Coast TITLE 29 ONLY - North County TITLE 29 ONLY - South County TITLE 29 ONLY - Central County $16,000 CDBG funding amount requested N/A HOME funding amount requested N/A Title 29 funding amount requested N/A PLHA funding amount requested N/A '' 16,000.0016,000.00 SUBTOTAL 07/01/2021 Anticipated start date 09/30/2021 Anticipated end date 16,000.0016,000.00 TOTAL ݲݲݲݲ 501(c)(3) For Profit Gov't/Public Other: Yes ݲݲݲݲ No Item 2 - Attachment B, Page 71 Item 2 Packet Page 80 If this is your first time applying to the County for funds, please upload your organizations’incorporation documents (including certification for nonprofit organizations) in the Documents tab. 9. Agency Mission Statement: The mission of Stand Strong is to support survivors and end domestic violence in San Luis Obispo County. 10. Briefly describe the services provided and development projects your organization is CURRENTLY working on (regardless of funding source). We currently provide the following services to survivors of domestic violence, including those who are homeless and at risk of homelessness: •food; • shelter; • advocacy/case management; • individual and group counseling for children, teens, and adults; • civil legal assistance; • translation; • transportation; • assistance in establishing permanent housing; • childcare; • life skills training; and • emergency financial assistance. These services are provided with an emphasis on outcomes of safety and economic self-sufficiency. 11. Briefly describe the services and development projects your organization is PROPOSING (regardless of funding source). Stand Strong intends to continue to provide services for survivors of domestic violence, including adults and children, for approximately 900 persons annually. In addition to continuing the services stated, Stand Strong proposes to replace the roof of the safe house to ensure continued structural integrity of the property and prevent further issues at patched leak sites around vents and skylights. The proposed re-roofing is a one-time investment that will have an enduring impact. Replacing the roof will increase the safety, security, and usability of Stand Strong's safe house as well as safeguard the continued operation of our Crisis Services at this site for years to come. Installing a new roof will protect the health of residents to live free from mold and other forms of decay caused by moisture. This repair is self-sustaining in that it addresses and eliminates recurring maintenance issues and expenses such as patching leaks. 12. How does the proposed project complement and collaborate with existing efforts? Does your organization partner with other organizations? Stand Strong has current Operational Agreements with an extensive network of approximately twenty partner entities in San Luis Obispo County, including schools, law enforcement, hospitals, and other medical providers, the San Luis Obispo County District Attorney's office, Victim Witness, RISE, and additional social service agencies. We collaborate with these partners to provide emergency shelter and services to homeless victims of domestic violence. In addition to the Operational Agreements and the day-to-day collaboration with these and other organizations, we participate regularly in numerous collaborative groups, such as the San Luis Obispo Supportive Housing Consortium and Intimate Partner Violence Coalition. These collaborations serve to amplify and strengthen, rather than duplicate, efforts to serve this vulnerable population. Stand Strong is the only organization providing emergency shelter for domestic violence survivors in the City of San Luis Obispo and the South County area. 13. If the proposed project will serve homeless households, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources. If this question is not applicable, write N/A in the box below. In addition to the mentioned collaborative efforts, Stand Strong has standing operational agreements with homeless services providers including Community Action Partnership of San Luis Obispo, Five Cities Homeless Coalition, and El Camino Homeless Organization. These coordinated relationships allow for appropriate referrals and resources to and for homeless persons and/or survivors of domestic violence. 1979 Date of incorporation 3,038,304 Annual operating budget 39 Number of paid staff 13 Number of volunteers 3,040,335.003,040,335.00 TOTAL Item 2 - Attachment B, Page 72 Item 2 Packet Page 81 14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed. Stand Strong is in its 41st year of providing services to victims of domestic violence. Our services have grown from a single safe house providing emergency shelter to a comprehensive set of sustainable, outcome-driven programs that address the underlying cause of clients’ homelessness. These programs support survivors' needs for group and individual counseling, legal assistance, advocacy/case management, housing support, childcare, transportation, life skills development, and economic self-sufficiency. Our organization also provides two prevention programs aimed at addressing the root causes of violence. With a dedicated and experienced staff of 39, overseen by a robust and engaged Board of Directors, we operate our main administrative office in San Luis Obispo, a South County office in Grover Beach, an emergency safe house, and ten transitional housing units. Stand Strong has maintained the safe house property since the organization's inception and successfully completed routine repairs and major rehabilitations to the facilities there. The Director of Housing will manage the proposed re-roofing project, including hiring and coordinating with the roofing contractor, with oversight and support from the Associate Director and Interim Executive Director. 15. Briefly describe your agency’s record keeping system with relevance to the proposed project. Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG. The Director of Housing will maintain records related to the re-roofing project including bids received, roofing contractor licensing and compliance information, details of all work completed, and expense records. The Finance department retains records for no less than seven years. Current and prior year's documents are stored in locking file cabinets in the Finance office, which is locked at night and when Finance staff are away from their desks. Older documents are boxed and stored in an offsite storage unit and are marked with a description, the dates covered, and a destruction date. Long-term documents have no destruction date and are retained in perpetuity. These include, but are not limited to articles of incorporation, corporate licenses, bylaws, tax ID information, real estate deeds, etc., and are stored in the safe deposit box, office safe, or in a locked file cabinet in the Interim Executive Director's or Director of Finance’s office. Stand Strong always protects the confidentiality of all clients while maintaining records of the client’s participation in program services. Recognizing the absolute confidentiality of communications between therapist and client, Stand Strong is in compliance with and maintains its records pursuant to current standards of law. Current client files are locked in file cabinets and kept behind two locked doors in accordance with Board of Behavioral Sciences guidelines. In statistical calculation, each client is reported and tracked in a password-protected database with no access to the Internet, and access to the database is strictly limited. All information about current and former clients is strictly protected and never released, except by written permission of the client or by order of the court. 16. CDBG ONLY - Will the services offered by your organization increase or expand as a result of CDBG assistance? 17. CDBG ONLY - IF YES TO ABOVE - What new programs or services will be provided? If this question is not applicable, write N/A in the box below. N/A 18. CDBG ONLY - IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected. If this question is not applicable, write N/A in the box below. N/A 19. Please describe the proposed project in detail. What activities are to be undertaken? Please attach a timeline of the project milestones under the Documents tab. Stand Strong's safe house is an emergency shelter consisting of six units and fourteen beds for adults and children who are either homeless or at-risk of homelessness due to domestic violence. Re-roofing the main residence of the safe house will allow Stand Strong to enhance assistance to clients by making a much-needed improvement to the property. This project will protect the safe house’s structural integrity and ensure its continued use, while ensuring the health of residents to live free from mold and other forms of decay caused by moisture. The agency has experienced recurring repair costs for leaks in the roof, which is at the end of its useful life. Roof contractor bids have already been received and are awaiting selection and work scheduling. The Director of Housing will schedule the selected vendor and prepare clients and staff at the safe house. The re-roofing work itself is expected to take three days to complete and will include the following steps: tear off and disposal of existing shingles and nails; replacement and painting of roof vent flashings; installation and painting of drip edge metal; and the installation of the roof including deck paper, laminated composition shingles, and trim on hip and ridge points. Clean up and inspection to follow. Yes ݲݲݲݲ No Item 2 - Attachment B, Page 73 Item 2 Packet Page 82 Project Details 20. CDBG/HOME ONLY - FOR AQUISTIONS ONLY - Identify the following: If this question is not applicable, write N/A in the boxes below. 21. CDBG/HOME/PLHA ONLY - Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households. For the HUD grants, please refer to the HUD Income Limits and CDBG guidebooks for information on Presumed Benefit populations. Please enter any presumed benefit households as low-income. 22. CDBG ONLY - If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified. If this question is not applicable, write N/A in the box below. Stand Strong's clientele exclusively fall under the umbrella of presumed benefit populations as described by the national objectives. Our safe house operates and serves battered spouses, abused children, and homeless persons as the objective is to provide immediate safety and security to survivors of domestic violence. As described throughout this application, re-roofing the safe house provides an increased level of care to our clients and will directly effect their outcomes in a meaningful way. 23. TITLE 29 ONLY - Please estimate the number of households within each eligible income level to benefit from the proposed project. -answer not presented because of the answer to #1- 24. Identify the projected target population your proposed project will serve (including age, race, residency, disability status, income level or other unit characteristics or subgroup information) and how that population will benefit from the project. In fiscal year 2019-20, Stand Strong provided support for 939 survivors of domestic violence and child abuse. Of these clients, 75% were female-identified, 23% male-identified, and <2% Trans or Nonbinary. Last year, 56% of clients were Latinx, 38% white, 2% Asian, 2% Native American, 1% Black, and 1% Pacific Islander. Approximately 1 in 4 clients were served in a non- English language. In fiscal year 2019-20, 100 survivors (51 adults and 49 children), who may have otherwise been homeless, were provided housing at the safe house for 3,175 bed nights. 25. Identify whether or not the site is owned or leased by the applicant. If optioned or owned by another entity, provide their name and contact information. Owned property 26. CDBG/HOME ONLY - AQUISITIONS ONLY - Please answer the following: If applicable, submit a current appraisal report (not more than 6 month old). If occupants will be displaced, please upload a preliminary relocation plan. N/A Assessor's parcel number N/A Parcel size (sq. ft. or acres) N/A Cumulative square footage of buildings on-site (if applicable) 0.000.00 TOTAL 90 p TOTAL number of persons (p) or households (hh) regardless of income 40 p Of the total number of persons (p) or households (hh) entered above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(CDBG&HOME Only) 40 p Of the total number of persons (p) or households (hh) entered above, how many will be VERY LOW- INCOME (earning 50% or less of the County median-income)(CDBG&HOME Only) N/A Of the total number of persons (p) or households (hh) entered above, how many will be earning 60% or less of County median-income(PLHA Only) 0.000.00 TOTAL N/A What is the proposed purchase amount? N/A What is the anticipated escrow closing date? N/A Will residential or commercial occupants be displaced by the HUD funded project? N/A If yes, will the displacement be temporary or permanent. If temporary, then for how long? 0.000.00 TOTAL Item 2 - Attachment B, Page 74 Item 2 Packet Page 83 27. What is the current zoning of the project site? Is the project site zoned correctly for the proposed activity? If zoning information is not known, contact the local municipality to request assistance. Yes, project location is zoned residential. 28. If the project is NOT zoned correctly for the proposed activity, provide an explanation of efforts and a timetable to change the zoning or obtain a variance. If this question is not applicable, write N/A in the box below. N/A 29. Has environmental review been completed (CEQA and/or NEPA)? 30. Please answer yes or no to the following: If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab. 31. Are there any existing buildings on the project property that were constructed prior to 1978? 32. IF YES TO ABOVE, please answer the following questions: If this question is not applicable, write N/A in the boxes below. Please upload a copy of the asbestos risk assessment report (s) and/or lead hazard risk assessment report(s) under the Documents tab, if applicable. 33. Identify all permits necessary for the project (local, state or federal). Local permits required. 34. State whether or not the necessary permits have been issued. If a permit has not yet been issued, indicate when the permit(s) will be applied for or issued. Please provide proof of permit issuance under the Documents tab. Stand Strong will obtain permits upon notice of award in July 2021 in preparation for the project period. 35. Briefly describe your agency’s auditing requirements, including those for the proposed project. Please upload a copy of your most recent audit (prepared by an independent CPA or accounting firm) under the Documents tab. Yes - CEQA review completed No - CEQA review not completed ݲݲݲݲ N/A -CEQA not required Yes - NEPA review completed No - NEPA review not completed ݲݲݲݲ N/A -NEPA not required No Has a Phase I or Phase II environmental assessment been conducted for the property? No Are there any known hazards on or around the site (e.g. asbestos, storage tanks –underground, aboveground)? No Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site? No Are there any building(s)/structure(s) located on a Historic Site or within a Historic District? No Is the project site located within a 100-year flood plain? N/A IF YES TO ABOVE, does your agency have flood insurance? No Will there be demolition required? 0.000.00 TOTAL ݲݲݲݲ Yes No No Has an asbestos risk assessment report(s) been prepared for the building(s)? No Has the building(s) been abated for asbestos? No Has a lead hazard risk assessment report(s) been prepared for the building(s)? No Has the building(s) been abated for lead paint? Yes Will children occupy the building(s)? 0-17 IF CHILDREN WILL OCCUPY THE BUILDING, indicate the age range of the children. If no children will occupy the building, write N/A. 0.000.00 TOTAL Item 2 - Attachment B, Page 75 Item 2 Packet Page 84 Stand Strong is subject to a Single Audit of Federal Funds, as well as an overall annual audit by an independent Certified Public Accountant. The Single Audit is required under Subpart F of the OMB Uniform Guidance. It is a rigorous, organization- wise examination covering both financial and compliance requirements, including financial records, financial statements, federal award transactions and expenditures, compliance with grant restrictions, and the general management of our operations and internal control systems. The audit also covers non-Federal funds compliance and reporting. Financial 36. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? Stand Strong is funded by a combination of state, federal, and private sources that will support the ongoing operation and maintenance of the safe house prior to and upon completion of the proposed project. 37. Identify whether or not the project is required to pay a prevailing wage. If not, briefly explain. Yes 38. CONSTRUCTION/REHABILITATION ONLY - The following asks about tax credits. If this question is not applicable, write N/A in the boxes below. 39. Do you have any CDBG/HOME/T-29 funds remaining from prior Fiscal Year allocations? 40. IF YES TO ABOVE, please answer the following: If this question is not applicable, write N/A in the boxes below. 41. CDBG ONLY - Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction. Write N/A for any jurisdictions not being applied to for CDBG funding. Any project being recommended for less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County. 42. CONSTRUCTION/REHABILITATION ONLY - Please upload a pro forma (20 year pro forma for rental housing projects) under the Documents tab. If this question is not applicable, write N/A in the box below. If applicable, write "uploaded" below once the pro forma has been uploaded under the Documents tab. N/A N/A If the proposed project will be applying for tax credits, to which round will it be applying for? (1st round/2nd round) N/A If applying for 1st round, if your project is identified to receive funds, will your project require a Reservation Letter for the state tax creditors? (YES/NO) 0.000.00 TOTAL Yes ݲݲݲݲ No N/A What fiscal year(s) did you receive the funding? N/A What project did you receive the funding for? N/A How much is remaining? 0.000.00 TOTAL N/A City of Arroyo Grande N/A City of Atascadero N/A City of Morro Bay N/A City of Paso Robles N/A City of Pismo Beach $8,000 City of San Luis Obispo $8,000 County of San Luis Obispo 16,000.0016,000.00 TOTAL Budget top Item 2 - Attachment B, Page 76 Item 2 Packet Page 85 Funding Sources/Revenues Committed Conditional Proposed CDBG (this years' request and previous awards) $ 16,000.00 HOME funding (this years' request and previous awards) Title 29 funding (this years' request and previous awards) PLHA funding (this years' request and previous awards) Other Federal Funds (please specify which source): State (please specify which source): In-kind Local/County (non-federal)(please specify which jurisdiction): Local/City (non-federal)(please specify which jurisdiction): Total $ 0.00 $ 0.00 $ 16,000.00 Funding Uses/Expenses CDBG HOME Title 29 PLHA Personnel Costs Operating Costs Professional Services Construction Costs $ 16,000.00 Capital Outlay Relocation Expenses Permits, Development Fees Appraisal Fees Property Aquisition Legal and Public Notices Other: Total $ 16,000.00 $ 0.00 $ 0.00 $ 0.00 Budget Narrative The proposed budget supports the objectives of the CDBG grant. This grant is of critical importance to Stand Strong as none of our current government grants support upgrades to the safe house, and we don’t have sufficient funding from donors to fund the safe house needed re-roofing. Contractors and construction will be governed by the agency’s competitive bid policies and procedures. Stand Strong will hire a roofing contractor to remove and dispose of existing roof material, and replace the roof and associated components. Labor and supplies will cost $16,000. Using QuickBooks accounting software, Stand Strong identifies and isolates the separate income and expense accounts according to funding sources and departments to ensure that only allowable expenses are charged to each grant. Income/expense statements and other reports are produced for each funding source. The agency follows Generally Accepted Accounting Principles and is subject to an annual audit. Stand Strong has built a robust framework of financial policies and procedures to effectively manage grant and agency funds. Tables top HOME Matching Funds Sources Amount $ $ $ $ $ $ Total $ 0 Item 2 - Attachment B, Page 77 Item 2 Packet Page 86 Application ID: 288797 Become a fan of ZoomGrants™ on Facebook Problems? Contact us at Questions@ZoomGrants.com ©2002-2020 GrantAnalyst.com. All rights reserved. "ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC. Logout | Browser * ZoomGrants™ is not responsible for the content of uploaded documents. Documents top Documents Requested *Required?Attached Documents * Incorporation Documents (if applicable) Timeline of Project Milestones ݲݲݲݲ Project Milestones Proof of Permit Issuance (if applicable) Asbestos Risk Assessment (if applicable) Lead Hazard Risk Assessment (if applicable) Phase I or II Environmental Assessment (if applicable) Map of Multiple Project Locations (if applicable) Project Photos/Plans/Drawings (if applicable) Most Recent Audit ݲݲݲݲ Audit Commitment Letters for funds (if available) Timeline of Expenditures ݲݲݲݲ Expenditures 20 year pro forma for rental housing projects Item 2 - Attachment B, Page 78 Item 2 Packet Page 87 Powered by ZoomGrants™ Email This Preview Save as PDF Print Close Window A▲▼ County of San Luis Obispo 2021 Housing (CDBG, HOME,Title 29, and PLHA) Deadline: 10/28/2020 The Salvation Army, a California corporation The Salvation Army SLO County PSH II Jump to: Eligibility Application Questions Budget Tables Documents $ 300,000.00 Requested Submitted: 10/23/2020 12:51:12 PM (Pacific) Project Contact Stacey Estes stassilc@aol.com Tel: 213-369-1998 Additional Contacts elaine.mansoor@usw.salvationarmy.org, jerryahill@aol.com, mike@sythink.com, staceylestes@aol.com The Salvation Army, a California corporation 16941 Keegan Avenue Carson, CA 90746 United States Divisional Commander John Chamness cas.divisional.commander@usw.salvationarmy.org Telephone562-264-3625 Fax Web https://www.salvationarmy.org DUNS 074629460 SAM Expires 2/9/2021 Eligibility top 1. Please identify the funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers. CDBG National Objectives 2. CDBG ONLY - Please select the CDBG national objective that best applies to the proposed project. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding CDBG national objectives. Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. ݲݲݲݲ CDBG only HOME only Title 29 only PLHA only CDBG and HOME CDBG and Title 29 HOME and Title 29 CDBG, HOME and Title 29 Item 2 - Attachment B, Page 79 Item 2 Packet Page 88 3. CDBG ONLY - IF LOW/MODERATE INCOME WAS SELECTED - Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding the Low/Moderate Income national objective. 4. CDBG ONLY - IF SLUMS OR BLIGHT WAS SELECTED - Select which criteria the proposed project intends to qualify under to meet the Slums or Blight national objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective. Beneficiary Documentation 5. CDBG ONLY - Please explain how the proposed project meets the selected CDBG National Objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab. The proposed project meets the CDBG national objective of “benefiting low-and moderate-income persons”by helping a population consisting exclusively of homeless persons. Chapter 3 of HUD’s “Guide to National Objectives and Eligible Activities for CDBG Entitlement Communities”indicates that homeless persons are “presumed by HUD to be made up principally of L/M income persons.” 6. CDBG/HOME/PLHA ONLY - How will you document and maintain income status or presumed benefit status of each beneficiary in compliance with regulations? Please provide a sample of your Client Intake Form under the Documents Requested section below. Income verification for beneficiaries must be provided in accordance with the respective funding requested (links are provided in the Library). The proposed project will provide permanent supportive housing to persons who will be referred into the program through San Luis Obispo County’s Coordinated Entry System (CES). Multiple agencies around the County, including The Salvation Army, may enter clients into the CES. In order to qualify for referral into the permanent supportive housing program that is the subject of the present proposal, the client must (a) have been assessed through the County’s combined Form 815 with Vulnerability Index -Service Prioritization Decision Assistance Tool (VI-SPDAT) with HMIS questionnaire; and (b) receive a sufficiently high vulnerability score on the VI-SPDAT. (Less vulnerable persons might be referred to assistance with rapid placement into standard housing, or lower-level problem solving.) Income and benefits status are addressed to some extent in the HMIS questionnaire, however, The Salvation Army will also ask for details on dollar amounts for income from employment and benefits, as part of a Salvation Army Family Services Intake form. (Both the County’s combined Form 815/VI-SPDAT/HMIS questionnaire and The Salvation Army Family Services Intake form have been uploaded as part of the present submission.) Both forms will serve as screening to assure that each prospective resident is CDBG-eligible. All of this information will be accessible through The Salvation Army’s internal WellSky client database system, which will in part “sync”with San Luis Obispo County HMIS. Any changes to a resident’s income or benefits status over time will subsequently be entered into WellSky, while clients who are on the verge of being CDBG-ineligible will be advised on and aided in exit from the program. Eligible Activities 7. CDBG/HOME/PLHA ONLY - How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of CDBG/HOME/PLHA funds, the agency must collect race and ethnicity information from all clients. Information on racial/ethnic characteristics, as well as other demographic data, will be collected through the HMIS questionnaire (part of the combined Form 815/VI-SPDAT/HMIS questionnaire that has become standard within San Luis Obispo County), and consequently entered into HMIS. The Salvation Army will be able to access and produce reports on these data whenever desired through its own WellSky database system, which will be bridged to HMIS. 8. CDBG ONLY - Identify all eligible activities that apply to the proposed project. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities. ݲݲݲݲ Low/Moderate Income Slums or Blight Urgent Need Area Benefit ݲݲݲݲ Limited Clientele Housing N/A - Low/Moderate Income NOT selected Area Basis Spot Basis ݲݲݲݲ N/A -Slums or Blight NOT selected ݲݲݲݲ Acquisition of real property Disposition of real property Relocation of individuals, families, businesses, non-profit organizations, and/or farms Item 2 - Attachment B, Page 80 Item 2 Packet Page 89 9. HOME ONLY - Indicate either "own" if the units will be owned or "rent" if the units will be rentals next to all activities included in the proposed project. -answer not presented because of the answer to #1- 10. TITLE 29 ONLY - Indicate either "own" if the units will be owned or "rent" if the units will be rentals next to all activities included in the proposed project. -answer not presented because of the answer to #1- Additional Requirements 11. CDBG/HOME ONLY - If the project includes temporary or permanent relocation of occupants, it is subject to the Uniform Relocation Act (URA). Initial in the box below to signify that you have read and understand this requirement. If this question if not applicable, write N/A in the box below. If applicable, upload a completed Relocation Plan under the Documents Requested section below. N/A: The house to be purchased will be owner-occupied or vacant. There will be no tenants to be relocated. 12. HOME ONLY - CONSTRUCTION/REHABILITATION ONLY - Describe how the project will meet ADA and Section 504 standards for accessibility by the disabled. Describe the methods, funding and timetable to be utilized to address the problems. -answer not presented because of the answer to #1- 13. HOME ONLY - Please see "Notice to Affordable Housing Projects Receiving HOME Funding" in the Library and initial in the box below that you have read and understand this notice. -answer not presented because of the answer to #1- 14. PLHA ONLY - Identify what type of homeowership activities in which you are applying for. -answer not presented because of the answer to #1- Removal of architectural barriers Housing rehabilitation Administrative technical assistance and planning studies (specified) Documents Requested *Required?Attached Documents * Client Intake Form(s) for Limited Clientele (if applicable) Client Intake Form (1 of 2) Client Intake Form (2 of 2) Map for Area Benefit (if applicable) CDBG Requirements and Acknowledgements (Please download the template below and upload an initialed document here) download template CDBG Requirements and Acknowledgements General Liability Insurance General Liability Insurance Relocation Plan - Residential Relocation Plan - Business Other miscellaneous docs Application Questions top 1. Please identify the funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers. Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. ݲݲݲݲ CDBG only HOME only Title 29 only PLHA only CDBG and HOME CDBG and Title 29 HOME and Title 29 CDBG, HOME and Title 29 Item 2 - Attachment B, Page 81 Item 2 Packet Page 90 Project Summary 2. Project Address(es): If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab An address is not available as the subject property for the project has not been identified at this time. Concerning the next item, on jurisdictions/areas served, all CDBG jurisdictions are checked because clients may potentially be referred into the program from anywhere in San Luis Obispo County, while The Salvation Army seeks further discussion with County and jurisdictional officials on what jurisdiction(s) would work best as a site, and perhaps a catchment area, for the proposed program. 3. Jurisdiction(s)/Area(s) Served: Select all that apply. For Title 29 requests, please refer to the Title 29 Market Areas map in the Library. 4. Brief Project Description: You will have the chance to expand on your project description further in the application (question 19). Please upload any maps, photos, drawings or plans under the Documents tab The proposed project will consist of purchase of a house by The Salvation Army (TSA), at a cost of approximately $600,000, to provide four units of permanent supportive housing (PSH) for homeless persons who need long-term support to prevent a return to homelessness. Unless the County requests service to a more narrow subpopulation, clients’ challenges may variously consist of one or more of long-term addiction, mental illness, one or more disabling medical conditions, and/or insufficient life skills. Each client will have his or her own bedroom. Bathrooms, the kitchen, and other parts of the house will be shared. The house may be restricted to a single sex for safety. A Project Coordinator from TSA (funded separately) will provide case management. The house involved in the present proposal will complement a house to be acquired yet by virtue of partial funding provided by the County of SLO in the previous Community Development Grants round, and that will also provide PSH. 5. Please answer the following: Please mark N/A for all questions not applicable. 6. Type of agency: Agency Details, Capacity, and Experience ݲݲݲݲ Arroyo Grande ݲݲݲݲ Atascadero ݲݲݲݲ Morro Bay ݲݲݲݲ Paso Robles ݲݲݲݲ Pismo Beach ݲݲݲݲ City of San Luis Obispo ݲݲݲݲ County of San Luis Obispo TITLE 29 ONLY - North Coast TITLE 29 ONLY - North County TITLE 29 ONLY - South County TITLE 29 ONLY - Central County 300,000 CDBG funding amount requested N/A HOME funding amount requested N/A Title 29 funding amount requested N/A PLHA funding amount requested N/A '' 300,000.00300,000.00 SUBTOTAL 3/1/2022 Anticipated start date N/A Anticipated end date 300,000.00300,000.00 TOTAL ݲݲݲݲ 501(c)(3) For Profit Gov't/Public Other: Item 2 - Attachment B, Page 82 Item 2 Packet Page 91 7. Is the organization faith-based? 8. Please answer the following: If this is your first time applying to the County for funds, please upload your organizations’incorporation documents (including certification for nonprofit organizations) in the Documents tab. 9. Agency Mission Statement: AGENCY MISSION STATEMENT: The formal mission statement of The Salvation Army is as follows: “The Salvation Army, an international movement, is an evangelical part of the universal Christian Church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination.” Although it is a religious organization, The Salvation Army does not require religious participation as a condition for receiving services, and operates all programs funded by government in an entirely secular manner. The Salvation Army also is known and abides by the phrase “Doing the Most Good.” IMPORTANT, RELATED INFORMATION: In 2019, The Salvation Army Western Territory (covers 13 western states) established an initiative, called The Way Out, to double The Salvation Army’s services to fight homelessness over a five-year period. The Way Out was established before the COVID-19 pandemic was even imaginable; and now the importance and significance of the initiative is greater than ever. The Salvation Army (TSA) has not in recent years operated large programs in San Luis Obispo County to address homelessness, in contrast to extensive operations in other southern California counties. However, TSA has now commenced a major stepping-up in the organization’s activities to address, and have an impact on, homelessness in San Luis Obispo County. This is being backed up by the full support and robust infrastructure of The Salvation Army California South Division (headquartered in Carson and overseeing operations in nine counties) as well as the broader Western Territory. During the fall of 2020, TSA is submitting four different proposals in response to the current San Luis Obispo County Community Development Grants NOFA, variously addressing homelessness through encampment and street outreach; establishment, and then operation, of permanent supportive housing; and homelessness prevention and rapid re-housing. All of these endeavors, if funded, will fall within The Way Out initiative. The following additional endeavors will complement the proposals being submitted this fall: •TSA is currently introducing its national Pathway to Hope Program for families at risk of homelessness in San Luis Obispo County. This program seeks to fight inter- generational poverty. •TSA has greatly stepped-up emergency food distribution in San Luis Obispo County: In September 2020 –amid the pandemic crisis –4.25 times as many emergency food boxes were distributed compared to a year before. •TSA will be starting new street outreach services in San Luis Obispo, Santa Barbara, Ventura, and other certain counties in California in December 2020, through a program called “Street Level”(based on a highly successful program of the same name in Seattle), which is receiving about $1 million in funding from Dignity Health. 10. Briefly describe the services provided and development projects your organization is CURRENTLY working on (regardless of funding source). The Salvation Army (TSA) California South Division, of which Salvation Army programming in SLO County is a part, operates extensive service programs for vulnerable populations, with a particular focus on persons who are homeless or at significant risk of homelessness. Services include hundreds of beds of short-term and permanent supportive housing, comprehensive case management, licensed residential substance abuse treatment, recuperative care, employment services, targeted rental assistance, emergency basic needs assistance, and disaster response services. Funding sources include federal agencies such as HUD and VA, the California Department of Housing and Community Development, various county and municipal agencies, foundation grants, and individual donations from community members. Development projects that are particularly relevant to the current proposal include the following: :: TSA Donald and Priscilla Hunt Apartments: 64 units of newly-constructed permanent supportive housing for formerly homeless single adults in Bell, Calif., opened in 2018. :: Alegria: Apartments providing permanent supportive and transitional housing for families affected by HIV/AIDS in Los Angeles, newly- constructed and opened in 2001. :: Chester Village: A permanent supportive housing (PSH) program for homeless families in Glendale, using four purpose-built townhomes. :: Nancy Painter Home: A small transitional housing program for homeless families in Glendale, who live together in a large house. :: Scattered-site PSH: TSA is currently managing two scattered-site PSH programs, one for former chronically homeless individuals and families, and the other for former chronically homeless transition-age youth, in Los Angeles County. These programs make use of ݲݲݲݲ Yes No 10/19/1914 Date of incorporation $172M Annual operating budget 1,462 Number of paid staff 13,000 Number of volunteers 14,462.0014,462.00 TOTAL Item 2 - Attachment B, Page 83 Item 2 Packet Page 92 rented housing, and feature intensive case management. They serve about 120 residents overall. :: Anaheim Center of Hope: TSA is currently in pre-development for a proposed multi-feature campus to include 70 newly-constructed PSH units for formerly homeless single adults, plus two additional units for staff. Construction is anticipated to begin in the late summer of 2021. :: Pasadena Hope Center: Also in pre-development, this project is slated to include 65 newly-constructed units of PSH for formerly homeless single adults, plus one additional unit for staff. Construction is anticipated to begin, also, in the late summer of 2021. In addition, TSA in SLO County currently fights homelessness through an eviction prevention program offering rental assistance and utility assistance, as well as food assistance for food-insecure persons, who are often also at risk for homelessness. These programs are funded in part by FEMA, and earlier CARES Act funding. TSA provides these services at five locations in SLO County, i.e., at TSA SLO Corps Community Center in the city of SLO, and at Salvation Army Service Extension offices in Paso Robles, Atascadero, Morro Bay, and Arroyo Grande. 11. Briefly describe the services and development projects your organization is PROPOSING (regardless of funding source). As previously noted, The Salvation Army is initiating a major stepping-up in the organization’s activities addressing, and having an impact on, homelessness in San Luis Obispo County. This is being backed up by the full support and robust infrastructure of The Salvation Army California South Division –including its Social Services Department –as well as the broader Western Territory, and informed by the organization’s extensive experience in effectively assisting homeless persons in other communities. The Salvation Army is submitting four different proposals in response to the current SLO County Community Development Grants NOFA. (The latter three proposals will be submitted at a later date in 2020, owing to a deadline extension for proposals seeking ESG- CV funding.): 1. A proposal for funding to support acquisition of a house in which The Salvation Army will operate four units of permanent supportive housing for high-need formerly homeless persons. This will be the second house with this function, adding to a house that was approved for funding support in association with the previous Community Development Grants NOFA. This proposal is the subject of the present submission. 2. A proposal for a new, COVID-19-responsive SLO County Encampment and Street Outreach program. 3. A proposal to operate a new, substantial homelessness prevention and rapid rehousing program throughout San Luis Obispo County, to serve hundreds of households with sharpened needs and vulnerabilities associated with the current COVID-19 pandemic. 4. A proposal for funding for operations of both a house approved for funding support in association with the previous Community Development Grants NOFA, and a second house, per proposal #1 (i.e., the present proposal) above. The houses together will provide eight units of permanent supportive housing; and funding is needed for a Project Coordinator, as well as utilities and maintenance costs. Residents of the houses will also have sharpened needs and vulnerabilities associated with the current COVID-19 pandemic. The Salvation Army in San Luis Obispo County will also continue, contingent upon funding, its current eviction prevention and food assistance services as described in the preceding item, operating through an infrastructure involving five office sites within the county. 12. How does the proposed project complement and collaborate with existing efforts? Does your organization partner with other organizations? HOW PROJECT COMPLEMENTS AND COLLABORATES WITH EXISTING EFFORTS: The proposed new Salvation Army SLO County Permanent Supportive Housing II project, which centrally consists of acquisition of a house, will complement an earlier, essentially identical project, for which The Salvation Army was previously awarded funding. The “first house”and the proposed “second house”will be operated together and served by a single Project Coordinator, and will in all provide eight living units for formerly homeless persons. The houses will introduce an extremely valuable placement for some of the most difficult-to-serve homeless persons in the county, i.e., persons who cannot successfully live in standard housing, and typically have multiple challenges, with a history of chronic homelessness. Collaboration will occur through The Salvation Army’s continued participation in the San Luis Obispo County Homeless Services Oversight Council and its Housing Committee, staff training on and use of HMIS and the Coordinated Entry System Master List, and expected case conferencing. PARTNERING WITH OTHER ORGANIZATIONS: In addition to partnering with other organizations through the Coordinated Entry System and HMIS, The Salvation Army enjoys a strong and wide-ranging mutual referral network for services to clients. Categories of services and associated providers include the following: •PHYSICAL HEALTH: County of SLO Public Health, Noor Clinic, County Social Services MediCal/Healthy Families, Clinica de Tolosa (dental), CAPSLO Mobile Clinic, Community Health Centers. •MENTAL HEALTH: SLO County Mental Health Services, Transitions Mental Health Association. •SUBSTANCE ABUSE RECOVERY: SLO County Drug and Alcohol Services, AA/Al-Anon, North County Connection, Central Coast Rescue Mission, The Salvation Army Adult Rehabilitation Center. Item 2 - Attachment B, Page 84 Item 2 Packet Page 93 •LEGAL: California Rural Legal Assistance, Catholic Charities of Monterey, County of SLO Victim and Witness Assistance, Superior Court of SLO Family Mediation Services, SLO Legal Assistance Foundation, American Consumer Credit Counseling, and all law enforcement agencies. •EMPLOYMENT: United Staffing Associates, SLO County Unemployment Career Center, Eckerd Connects Workforce Development. The Salvation Army will hire a Project Coordinator for the permanent supportive housing program (the combination of the “first house” and the “second house”)who will work closely with these providers, and others, to ensure that residents of the proposed program have access to the services they need to achieve continual stability. 13. If the proposed project will serve homeless households, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources. If this question is not applicable, write N/A in the box below. The proposed project will provide permanent supportive housing to persons who will be referred into the program through San Luis Obispo County’s Coordinated Entry System (CES). Multiple agencies around the County, including The Salvation Army, may serve as a client’s access point into the CES. Captain Elaine Mansoor, San Luis Obispo County Coordinator for The Salvation Army, has held conversations with representatives of the major agencies related to integration of The Salvation Army into CES, and use of the CES Master List, while Salvation Army staff have been receiving, and will continue to receive, training in HMIS. The Salvation Army anticipates that all clients entering the new permanent supportive housing program proposed in the present submission will be referred through the CES subsequent to a VI-SPDAT screening (see the earlier item 6 under Beneficiary Documentation), which may be conducted by a number of possible agencies, including The Salvation Army itself. Clients may come from emergency shelters, warming centers, or transitional housing; or else unsheltered conditions such as living in cars or in encampments. When a client has been served by another agency, Salvation Army staff will coordinate with staff of the other agency to assure a “warm handoff”when a client moves into the permanent housing program. Coordination to help clients access the supportive service resources listed in the previous item will occur through phone calls, emails, expected case conferencing, and messages posted within HMIS. 14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed. The Salvation Army in San Luis Obispo County is backed up by all of the resources of The Salvation Army California South Division, which is headquartered in Carson and oversees operations in nine southern California counties, as well as The Salvation Army Western Territory (legally known as “The Salvation Army, a California corporation”), which is headquartered in Rancho Palos Verdes and oversees operations in 13 western states. The Salvation Army has extensive holdings of residential facilities for homeless persons, variously providing short-term housing and permanent supportive housing, as well as apartment buildings providing affordable housing to seniors. Projects completed and continually operated by The Salvation Army that are most similar to the project proposed in the current submission would probably be two programs in Glendale, which are located within a block of each other: (1) Chester Village, which consists of a set of four purpose-built townhomes that provide permanent supportive housing to formerly homeless families; and (2) the Nancy Painter Home, which provides transitional housing to multiple homeless families within a single large house. Other completed projects involving permanent supportive housing in the California South Division include the following. (Additional permanent supportive housing projects in Anaheim and Pasadena currently in development were described in item 10, above.) :: The Salvation Army Donald and Priscilla Hunt Apartments: 64 units of newly-constructed permanent supportive housing for formerly homeless single adults in Bell, California, opened in 2018. :: Alegria: Apartments providing permanent supportive and transitional housing for families affected by HIV/AIDS in Los Angeles, newly- constructed and opened in 2001. The Salvation Army has additionally developed residential facilities with hundreds of beds that provide short-term (rather than permanent) housing for homeless persons in southern California. This includes Bell Shelter in Bell, Zahn Emergency Shelter in downtown Los Angeles, Hope Harbor in central Los Angeles, Westwood Transitional Village in West Los Angeles, and Hospitality House in Santa Barbara, plus programs in Ventura, San Diego, and elsewhere. Key persons involved in implementation of the proposed project will be: :: Captain Elaine Mansoor, San Luis Obispo County Coordinator for The Salvation Army. :: Anabel Sanchez, JD, Social Services Director for The Salvation Army California South Division. :: Pilar Buelna, MSW/LCSW, Development Director for The Salvation Army California South Division. :: Anagelly Badillo, Contracts Manager for The Salvation Army California South Division. These staff will also receive support from the Finance and Property departments within The Salvation Army California South Division. 15. Briefly describe your agency’s record keeping system with relevance to the proposed project. Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG. FINANCIAL RECORDS: Expenditures associated with the proposed project, as they are requested –including of course the main, Item 2 - Attachment B, Page 85 Item 2 Packet Page 94 approximately $600,000 expenditure to buy a house –will be reviewed and documented through a layered approval system within the Finance Department of The Salvation Army California South Division, which is headed by Richard Chalk, MBA, CPA. The Salvation Army's expenditure authorization and accounting policies and procedures are consistent with generally accepted accounting principles and in accordance with the Audit and Accounting Guide - Not-for-Profit Organizations issued by the American Institute of Certified Public Accountants. The Divisional Finance Department uses a robust, tiered, and efficient expenditure approval process that builds in safeguards to protect against fund misuse, fraud, and inaccuracy, with oversight from a Command Finance Council, which meets weekly and includes the Divisional Finance Director and other department heads. CLIENT RECORDS: The Salvation Army will use an electronic records system for certain information about clients in the permanent supportive housing program. The electronic records will use an internal database system within WellSky software, which will mutually “sync”with San Luis Obispo County HMIS. A limited number of staff will have access to the internal database, and each staff person must use individualized credentials to enter it. Electronic records will otherwise be secured and backed up based on best practices as administered by the Information Technology Department of The Salvation Army California South Division. The Salvation Army will also use certain paper forms or records (e.g., internal intake form) that will be fitting for the small size of the program and the longer-term nature of permanent supportive housing. Paper records will be maintained and saved in accordance with the requirements of funders, and will be secured within a locked filing cabinet inside a locked office. 16. CDBG ONLY - Will the services offered by your organization increase or expand as a result of CDBG assistance? 17. CDBG ONLY - IF YES TO ABOVE - What new programs or services will be provided? If this question is not applicable, write N/A in the box below. If the current proposal is approved, CDBG assistance would allow The Salvation Army to establish a new four-unit permanent supportive housing program for homeless single adults who require long-term support to avoid returning to homelessness. This will complement four units of permanent supportive housing within another house for which acquisition was approved for CDBG funding by the County for the 2020-21 program year. Between the two houses there will be eight units of permanent supportive housing. 18. CDBG ONLY - IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected. If this question is not applicable, write N/A in the box below. The permanent supportive housing program proposed in the present submission (occurring in October 2020) will complement an essentially identical proposal that The Salvation Army submitted to the County of San Luis Obispo in October 2019, and that the County later approved for $247,380 in CDBG funding. The Salvation Army will immediately begin the process of seeking and acquiring the house approved for funding in connection to the earlier proposal upon execution of all award documents. Once that house is found, purchased, and opened for resident occupancy, there will be four active units of permanent supportive housing. If the present proposal (being submitted in October 2020) is approved for funding, this will allow for a 100% increase in permanent housing supportive units in operation –that is, an increase from four to eight units. The two houses will otherwise add to The Salvation Army’s existing programs that aid persons in San Luis Obispo County who are homeless or threatened with homelessness, which involve eviction prevention assistance and food assistance. 19. Please describe the proposed project in detail. What activities are to be undertaken? Please attach a timeline of the project milestones under the Documents tab. The proposed project will consist of purchase of a house by The Salvation Army (TSA), at a cost of approximately $600,000, to provide four units of permanent supportive housing (PSH) for homeless persons who need long-term support to prevent a return to homelessness. Unless the County requests service to a more narrow subpopulation, clients’ challenges may variously consist of one or more of long-term addiction, mental illness, one or more disabling medical conditions, and/or insufficient life skills. Each client will have his or her own bedroom. Bathrooms, the kitchen, and other parts of the house will be shared. The house may be restricted to a single sex for safety. The house involved in the present proposal will complement a house to be acquired yet by virtue of partial funding provided by the County of SLO in the previous Community Development Grants round. This house will also provide four units of PSH for homeless persons. If the second house is approved through funding, the two houses together will provide eight units of PSH for homeless persons. A Project Coordinator from TSA –covering both houses, and proposed to be funded through a separate, later 2020 submission to the County –will manage intake, record-keeping, and financial matters. This person will additionally provide individualized case management to each resident, which will include assistance, as needed, with access to supportive services to address health, mental illness, addiction recovery, life skills, etc., as well as public benefits. The key activities associated with the currently proposed, new CDBG grant, in combination with funding from other sources, will consist of (1) searching for and identifying an available and appropriate (second) house priced at approximately $600,000 through the use of a real estate agent; and then (2) purchasing the house. Other activities, for both of the two houses, will consist of (3) hiring a Project Coordinator, (4) publicizing the availability of the houses (each in turn) as part of the CES, (5) accepting residents (into each house in turn), and then (6) continually operating each house as supportive housing for residents. A timeline of project milestones has been uploaded as part of the present submission. ݲݲݲݲ Yes No Item 2 - Attachment B, Page 86 Item 2 Packet Page 95 (Please note that TSA is amenable to operation of a different program model at the house for service to homeless or formerly homeless clients, such as transitional housing or sober living, if that would best meet needs in the county, and if viable longer-term funding is available.) TSA presently requests consideration of a $300,000 grant from the County of SLO for a portion of acquisition costs. TSA is able to match this $300,000 for property acquisition, if granted from the County, through a donation from a private individual. The Salvation Army additionally has $50,000 in funding available to cover various costs to bring the house “on-line”(e.g., closing costs, minor rehabilitation if needed, furniture, etc.) Project Details 20. CDBG/HOME ONLY - FOR AQUISTIONS ONLY - Identify the following: If this question is not applicable, write N/A in the boxes below. 21. CDBG/HOME/PLHA ONLY - Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households. For the HUD grants, please refer to the HUD Income Limits and CDBG guidebooks for information on Presumed Benefit populations. Please enter any presumed benefit households as low-income. 22. CDBG ONLY - If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified. If this question is not applicable, write N/A in the box below. The project will exclusively serve homeless persons (which per Chapter 3 of HUD’s “Guide to National Objectives and Eligible Activities for CDBG Entitlement Communities”are “presumed by HUD to be made up principally of L/M income persons”).The project will benefit homeless persons, in particular those who need long-term support to prevent a return to homelessness, by providing such persons with placement in appealing, well-managed permanent supportive housing. 23. TITLE 29 ONLY - Please estimate the number of households within each eligible income level to benefit from the proposed project. -answer not presented because of the answer to #1- 24. Identify the projected target population your proposed project will serve (including age, race, residency, disability status, income level or other unit characteristics or subgroup information) and how that population will benefit from the project. The target population for the proposed project will be single homeless adults who need long-term support to prevent a return to homelessness. All clients will be low income, and will come from San Luis Obispo County. The house will be limited to persons age 18 and older, and may be restricted to a single sex for safety. Race will not be relevant. The target population will benefit from the project by ending their homelessness in the face of their having substantial, abiding risk factors for homelessness. 25. Identify whether or not the site is owned or leased by the applicant. If optioned or owned by another entity, provide their name and contact information. The future site, which will yet be identified, will be purchased by The Salvation Army from its current owner. 26. CDBG/HOME ONLY - AQUISITIONS ONLY - Please answer the following: If applicable, submit a current appraisal report (not more than 6 month old). If occupants will be displaced, please upload a preliminary relocation plan. Pending Assessor's parcel number Pending Parcel size (sq. ft. or acres) Pending Cumulative square footage of buildings on-site (if applicable) 0.000.00 TOTAL 4+turnover TOTAL number of persons (p) or households (hh) regardless of income 4+turnover Of the total number of persons (p) or households (hh) entered above, how many will be LOW-INCOME (earning 51%- 80% or less of the County median-income)(CDBG&HOME Only) 4+turnover Of the total number of persons (p) or households (hh) entered above, how many will be VERY LOW-INCOME (earning 50% or less of the County median-income)(CDBG&HOME Only) 4+turnover Of the total number of persons (p) or households (hh) entered above, how many will be earning 60% or less of County median-income(PLHA Only) 0.000.00 TOTAL $600,000 What is the proposed purchase amount? Unknown What is the anticipated escrow closing date? No Will residential or commercial occupants be displaced by the HUD funded project? N/A If yes, will the displacement be temporary or permanent. If temporary, then for how long? Item 2 - Attachment B, Page 87 Item 2 Packet Page 96 27. What is the current zoning of the project site? Is the project site zoned correctly for the proposed activity? If zoning information is not known, contact the local municipality to request assistance. The project site has not yet been identified. The site will consist of an existing single-family home in a location with proper zoning already in place. 28. If the project is NOT zoned correctly for the proposed activity, provide an explanation of efforts and a timetable to change the zoning or obtain a variance. If this question is not applicable, write N/A in the box below. N/A 29. Has environmental review been completed (CEQA and/or NEPA)? 30. Please answer yes or no to the following: If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab. 31. Are there any existing buildings on the project property that were constructed prior to 1978? 32. IF YES TO ABOVE, please answer the following questions: If this question is not applicable, write N/A in the boxes below. Please upload a copy of the asbestos risk assessment report(s) and/or lead hazard risk assessment report(s) under the Documents tab, if applicable. 33. Identify all permits necessary for the project (local, state or federal). *A comment concerning item 30 above: A house/property to be purchased for establishment of four units of permanent supportive housing has not yet been identified. However, The Salvation Army will avoid properties that have environmental hazards, are potentially eligible for an historic site designation, are within an Historic District, and/or are within a 500-year flood plain. **A comment concerning items 31 and 32 above: Item 31 forced a “Yes”or “No”choice, when the true answer is “This is not yet known, as the building/property has not yet been identified.”While there would be advantages to purchasing a house constructed in 1978 or later, purchase of a house constructed prior to 1978 is a possibility. In the latter case, The Salvation Army will assure accomplishment of all appropriate hazard assessments, but then would refrain from actually purchasing any property for which there is a need for abatement of asbestos or lead hazards. Concerning permits, The Salvation Army intends to purchase an existing house that is in good to excellent condition, and will not need 600,000.00600,000.00 TOTAL Yes - CEQA review completed No - CEQA review not completed ݲݲݲݲ N/A -CEQA not required Yes - NEPA review completed No - NEPA review not completed ݲݲݲݲ N/A -NEPA not required No*Has a Phase I or Phase II environmental assessment been conducted for the property? No*Are there any known hazards on or around the site (e.g. asbestos, storage tanks –underground, aboveground)? No*Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site? No*Are there any building(s)/structure(s) located on a Historic Site or within a Historic District? No*Is the project site located within a 100-year flood plain? N/A IF YES TO ABOVE, does your agency have flood insurance? No*Will there be demolition required? 0.000.00 TOTAL Yes ݲݲݲݲ No **Has an asbestos risk assessment report(s) been prepared for the building(s)? **Has the building(s) been abated for asbestos? **Has a lead hazard risk assessment report(s) been prepared for the building(s)? **Has the building(s) been abated for lead paint? No Will children occupy the building(s)? N/A IF CHILDREN WILL OCCUPY THE BUILDING, indicate the age range of the children. If no children will occupy the building, write N/A. 0.000.00 TOTAL Item 2 - Attachment B, Page 88 Item 2 Packet Page 97 changes of a sort that would require any permit. Also, no permits for use of the house as permanent supportive housing for four adults are known to be required. 34. State whether or not the necessary permits have been issued. If a permit has not yet been issued, indicate when the permit(s) will be applied for or issued. Please provide proof of permit issuance under the Documents tab. Not applicable: As stated in the response to the preceding item, The Salvation Army intends to purchase an existing house that is in good to excellent condition, and will not need rehabilitation of a sort that would require any permit. Also, no permits for use of the house as permanent supportive housing for four adults are known to be required. 35. Briefly describe your agency’s auditing requirements, including those for the proposed project. Please upload a copy of your most recent audit (prepared by an independent CPA or accounting firm) under the Documents tab. The Salvation Army California South Division, of which operations in San Luis Obispo County are a part, is audited annually by the independent auditing firm of Freeman & Freeman, CPAs. A copy of their most recent audit is included as a supplemental document with this submission. Otherwise, expenditures associated with the proposed project, as they are requested, will be reviewed and documented through a layered approval system within the Finance Department of The Salvation Army California South Division, which is headed by Richard Chalk, MBA, CPA. The Salvation Army's expenditure authorization and accounting policies and procedures are consistent with generally accepted accounting principles and in accordance with the Audit and Accounting Guide - Not-for-Profit Organizations issued by the American Institute of Certified Public Accountants. The Divisional Finance Department uses a robust, tiered, and efficient expenditure approval process that builds in safeguards to protect against fund misuse, fraud, and inaccuracy, with oversight from a Command Finance Council, which meets weekly and includes the Divisional Finance Director and other department heads. Financial 36. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? The Salvation Army will submit a proposal later in 2020 to fund operation and maintenance costs associated with a combination of the house to be acquired through funding requested through the present submission, and another house to be acquired through funding granted in a previous award from the County. The two houses will each have four units of permanent supportive housing, with eight units in all, and are proposed to be managed as a single program, under a single Project Coordinator, and with maintenance and utilities managed in a united manner. These funds are not available now, but, if the operations proposal is awarded funding, The Salvation Army understands that the funds will be available by the start of the County’s fiscal year on July 1, 2021. The first house is expected to be acquired and ready for occupancy prior to July 1, 2021. The Salvation Army will fund operations of the first house up until July 1, 2021 through private donations and/or use of reserves. Funding for operations from July 1, 2021 on will stem from, it is hoped, a County grant using ESG-CV and/or other sources. Private donations, use of reserves, and/or other government funding possibilities will be explored otherwise to fund operations from July 1, 2021 on if necessary. 37. Identify whether or not the project is required to pay a prevailing wage. If not, briefly explain. The project is not required to pay a prevailing wage because it does not involve “construction, alteration, demolition, installation, or repair work done under contract and paid in whole or in part out of public funds”(Cal Dept of Industrial Relations). 38. CONSTRUCTION/REHABILITATION ONLY - The following asks about tax credits. If this question is not applicable, write N/A in the boxes below. 39. Do you have any CDBG/HOME/T-29 funds remaining from prior Fiscal Year allocations? 40. IF YES TO ABOVE, please answer the following: If this question is not applicable, write N/A in the boxes below. N/A If the proposed project will be applying for tax credits, to which round will it be applying for? (1st round/2nd round) N/A If applying for 1st round, if your project is identified to receive funds, will your project require a Reservation Letter for the state tax creditors? (YES/NO) 0.000.00 TOTAL Yes ݲݲݲݲ No N/A What fiscal year(s) did you receive the funding? N/A What project did you receive the funding for? N/A How much is remaining? 0.000.00 TOTAL Item 2 - Attachment B, Page 89 Item 2 Packet Page 98 41. CDBG ONLY - Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction. Write N/A for any jurisdictions not being applied to for CDBG funding. Any project being recommended for less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County. 42. CONSTRUCTION/REHABILITATION ONLY - Please upload a pro forma (20 year pro forma for rental housing projects) under the Documents tab. If this question is not applicable, write N/A in the box below. If applicable, write "uploaded" below once the pro forma has been uploaded under the Documents tab. N/A seebudgnar City of Arroyo Grande seebudgnar City of Atascadero seebudgnar City of Morro Bay seebudgnar City of Paso Robles seebudgnar City of Pismo Beach seebudgnar City of San Luis Obispo seebudgnar County of San Luis Obispo 0.000.00 TOTAL Budget top Funding Sources/Revenues Committed Conditional Proposed CDBG (this years' request and previous awards) $ 300,000.00 HOME funding (this years' request and previous awards) Title 29 funding (this years' request and previous awards) PLHA funding (this years' request and previous awards) $ 0.00 Other Federal Funds (please specify which source): State (please specify which source): In-kind Local/County (non-federal)(please specify which jurisdiction): Local/City (non-federal)(please specify which jurisdiction): Salvation Army Private Donor Funds $ 350,000.00 Total $ 350,000.00 $ 0.00 $ 300,000.00 Funding Uses/Expenses CDBG HOME Title 29 PLHA Personnel Costs Operating Costs Professional Services Construction Costs Capital Outlay Relocation Expenses Permits, Development Fees Appraisal Fees Property Aquisition $ 300,000.00 Legal and Public Notices Other: **Property Acquisition: Additional $300K from $ 300,000.00 private donation already in hand. Total acquisition will be $600K. **Minor Rehab/FFE: $50K from private donation $ 50,000.00 already in hand. Total $ 650,000.00 $ 0.00 $ 0.00 $ 0.00 Budget Narrative The Salvation Army is requesting a total of $300,000 in CDBG funds to purchase a house (i.e. property acquisition) priced at approximately $600,000. The Salvation Army is able to leverage requested CDBG funds through a donation from a private local party, with funding already in hand, up to a maximum of $300,000, in order to meet the anticipated purchase price. Additionally, Item 2 - Attachment B, Page 90 Item 2 Packet Page 99 Application ID: 276810 Become a fan of ZoomGrants™ on Facebook Problems? Contact us at Questions@ZoomGrants.com ©2002-2020 GrantAnalyst.com. All rights reserved. "ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC. Logout | Browser * ZoomGrants™ is not responsible for the content of uploaded documents. The Salvation Army will utilize donor funds for any additional expenditures needed to bring the house “on-line”, including acquisition closing costs; minor rehabilitation which may be needed post-acquisition, such as new paint, new flooring, etc; and purchase of furniture, fixtures, and equipment needed to provide furnished living accommodations for single adult residents. The Salvation Army seeks consideration of an award of $300,000 in CDBG funds through the County of San Luis Obispo. The Salvation Army is open to identifying and purchasing a house in any of the jurisdictions identified under Question #42, based on the availability and cost of housing available at the time of contract award. The proposed permanent supportive housing will be available to formerly homeless single adults from throughout the County. The Salvation Army has the financial, staffing, and programmatic resources to implement the proposed permanent supportive housing within any jurisdiction within San Luis Obispo County, and is more than willing to discuss various options with County and jurisdictional parties. Tables top HOME Matching Funds Sources Amount N/A $ $ $ $ $ $ Total $ 0 Documents top Documents Requested *Required?Attached Documents * Incorporation Documents (if applicable) The Salvation Army Incorporation Documents Timeline of Project Milestones ݲݲݲݲ Timeline of Project Milestones Proof of Permit Issuance (if applicable) Asbestos Risk Assessment (if applicable) Lead Hazard Risk Assessment (if applicable) Phase I or II Environmental Assessment (if applicable) Map of Multiple Project Locations (if applicable) Project Photos/Plans/Drawings (if applicable) Most Recent Audit ݲݲݲݲ The Salvation Army Audit FYs 2019 & 2018 Commitment Letters for funds (if available) The Salvation Army Commitment Letter Timeline of Expenditures ݲݲݲݲ Timeline of Expenditures 20 year pro forma for rental housing projects Item 2 - Attachment B, Page 91 Item 2 Packet Page 100 This application is designed to provide the participating jurisdictions of the Urban County of San Luis Obispo to apply for 2020 Community Development Block Grant (CDBG) program Administrative and Planning and Capacity Building funds as allowed in 24 CFR 570.206 and 24 CFR 570.205. Completed applications should provide the necessary budget and itemize expenditures as allowed uses in §570.205 and §570.206. Email your grant applications to Matt Leal at mleal@co.slo.ca.us, (805) 781-5113, by the application deadline of 5:00 P.M., Friday, October 23, 2020. Please label your email subject with the grant program name and the agency name (Example: 2020 CDBG – City Name). Consult with applicable federal regulations and County staff if you intend to apply for Planning and Capacity Building funds. Separate applications must be provided by the applicant for Administrative and Planning and Capacity Building activities. APPLICANT INFORMATION (1-1) City Name City of San Luis Obispo DUNS Number 098992407 Contact Person/Title Cara Vereschagin, Housing Coordinator Phone/Fax Numbers Phone: (805) 781-7010 Fax: (805) 781-7173 Email cvereschagin@slocity.org Address 919 Palm Street City, State, Zip San Luis Obispo, CA 93401 PROJECT SUMMARY (2-1) Project/Program Title City of San Luis Obispo Program Administration Project/Program Address 919 Palm Street, San Luis Obispo, CA, 93401 Jurisdiction/Area Served City of San Luis Obispo Targeted clientele N/A Project type (select one): Administration (24 CFR 570.206) Planning and Capacity Building (24 CFR 570.205) https://www.govinfo.gov/content/pkg/CFR-2012-title24-vol3/xml/CFR-2012-title24-vol3-sec570-206.xml https://www.govinfo.gov/content/pkg/CFR-2011-title24-vol3/xml/CFR-2011-title24-vol3-sec570-205.xml (2-2) Brief Project Description: This application is made consistent with HUD regulations that allow up to 20% of a jurisdiction's CDBG funding to be used for program administration and policy-planning-management capacity building activities. Per the City/County Cooperation Agreement, the City will use 35% of the administrative allowance for this activity. Of this 35% allocation, the City intends to use $17,958 for administration of the CDBG program, and the remaining $17,958 for capacity building for affordable housing development (please reference the City’s Capacity Building Application) (Please specify between §570.205 and §570.206 uses) (2-3) Total CDBG Funding Requested $17,958 Item 2 - Attachment B, Page 92 Item 2 Packet Page 101 Total Cost to Complete Project $17,958 Anticipated Start Date: July 1, 2021 Anticipated End Date: June 30, 2022 AGENCY DETAILS, CAPACITY, AND EXPERIENCE (3-1) Type of Agency 501 (c)(3) For Profit Gov’t/Public Faith-based Other: Date of Incorporation 1/1/1856 Annual Operating Budget $151 million Number of Paid Staff 393 Number of Volunteers many (3-2) Agency Mission Statement: The City of San Luis Obispo is a team that puts high value on each citizen it serves. Providers of programs that meet the basic service needs of each citizen. Enhancers of the quality of life for the community as a whole. Service to the community – the best – at all times. Respect – for each other and for those we serve. Value – ensuring delivery of service with value for cost. Community involvement – the opportunity to participate in attaining the goals of the City. (3-3) Please describe your organization’s capacity to implement the proposed project/program. Who will be involved in the project/program? (In-house employees, contractors, other agency partners, etc.) CDBG program administration is accomplished by the City’s Housing Coordinator, which is a permanent, full-time position in the Community Development Department. In addition, support will be provided by the Finance Department for financial record keeping. (3-4) Briefly describe your agency’s record keeping system with relevance to the proposed project/program (For invoice payment and monitoring purposes please create a charge code specifically for the CDBG program, if one is not already in use): The City’s Community Development and Finance Department staff work to oversee administration of CDBG programs. The City just recently implemented a new financial tracking system, which will allow for CDBG monies to be tracked and managed by all staff members, not just the City’s accounting team. The City also maintains all necessary documents required by the County and HUD. (3-5) Briefly describe your agency’s auditing requirements, including those for the proposed project/program, and attach a copy of your most recent audit: The City is audited annually for all budget aspects including use of CDBG funds. (3-6) Will the services offered by your organization increase or expand as a result of CDBG assistance? If YES, please answer the following two questions. Yes No What new programs or services will be provided? The request for administrative funding is to continue the City's CDBG program to ultimately implement plans, policies, programs, and projects to promote affordable housing development. Meeting HUD requirements requires the City to assign sufficient staff resources to administration and to affordable housing-related work efforts. Describe how existing programs or services will be expanded and what percentage of an increase is expected? Administration funding for CDBG programs allows growth for new CDBG funded projects, including those related to affordable housing, throughout the City. This funding will assist the City to increase and manage new Item 2 - Attachment B, Page 93 Item 2 Packet Page 102 affordable housing development, to ultimately ensure that local community members have a safe and affordable place to call home. (3-7) If your program serves homeless households, please describe how your program coordinates with other homeless service providers to connect homeless individuals and families to resources. N/A PROJECT DETAILS/DESCRIPTION (4-1) Targeted Clientele: Individuals or households? Identify the projected target population your proposed activity will serve. (Include age, race, residency, handicap status, income level or other unit characteristics or subgroup information) Administrative funds will allow the City to properly review, approve, and fund/support new projects within the City, ultimately assisting a diverse population of individuals and households. (4-2) Please describe the proposed project or program in detail. Make a case for why your project should be funded. Describe the need and the degree of urgency for the proposed project or program. What would the consequences be if the proposed project or program is not funded in the next year? Please attach a timeline of the project/program milestones. Program administration is vital to an effective CDBG Program. HUD requires extensive record keeping, monitoring and community outreach. Meeting these requirements requires the City to assign sufficient staff resources to program administration. Item 2 - Attachment B, Page 94 Item 2 Packet Page 103 FINANCIAL INFORMATION (5-1) Itemize all sources by name of funding and amount expected to be available for each category, if applicable (please include commitment letters if available): CDBG Funds Requested* $35,916 Other Federal Fund(s) $ State Source(s) $ Local Source(s) $ Applicants Matching Funds $ Other: $ (5-2) Identify all jurisdictions you are applying to for CDBG funds. Indicate the amount applied for at each jurisdiction, and the total amount requested. City of Arroyo Grande $ City of Atascadero $ City of Morro Bay $ City of Paso Robles $ City of Pismo Beach $ City of San Luis Obispo $35,916 County of San Luis Obispo $ TOTAL $35,916 (5-3) Please list expenditures under CDBG by item or cost category and attach a timeline of the expenditures. City CDBG Administration $17,958 Planning and Capacity Building for Affordable Housing Development $17,958 $ $ $ $ $ TOTAL $35,916 *20% cap: Costs that are charged to administrative costs and to Planning and Capacity Building per §570.205 and §570.206 are subject to the statutory limitation that not more than 20% of grant funds plus program income may be used for planning and administration and consistent with the Cooperative Agreement with the County of San Luis Obispo. Item 2 - Attachment B, Page 95 Item 2 Packet Page 104 FEDERAL REQUIREMENTS ACKNOWLEDGEMENTS Every person or Agency awarded a 2020 CDBG Contract or grant by San Luis Obispo County for the provision of services shall be required to certify to the County that they will comply with federal and local requirements including, but not limited to, those listed below. Please initial each certification listed to indicate you or your agency can and will comply with these requirements if funded. Federal Requirements Initials Americans with Disabilities Act Certify that this agency has reviewed its projects, programs and services for compliance with all applicable regulations contained in Title II, Americans with Disabilities Act of 1990. CV Audits Agrees to have an annual audit conducted in accordance with current San Luis Obispo County policy regarding audits and 2 CFR 200.501 audit requirements. Shall comply with current San Luis Obispo County policy concerning the purchase of equipment and shall maintain inventory records of all non-expendable personal property as defined by such policy as may be procured with funds provided through the grant. CV Conflict of Interest (2 CFR 200.112, 200.318, and 570.611) Certify and agree that no covered persons who exercise or have exercised any functions or responsibilities with respect to CDBG-assisted activity, or who are in a position to participate in a decision-making process or gain inside information with regard to such activities, may obtain a financial interest in any contract, or have a financial interest in any contract, subcontract, or agreement with respect to the CDBG-assisted activity, either for themselves or those with whom they have business or immediate family ties, during their tenure or for a period of one (1) year thereafter. A “covered person” includes any person who is an employee, agent, consultant, officer, or elected or appointed official of the agency CV Civil Rights Act Certify that it complies with and prohibits discrimination in accordance with Title VI of the Civil Rights Act of 1964. CV Debarment Status of Contractors Certify that, to the best of its knowledge and belief, that it and its principals will not knowingly enter into any subcontract with a person who is, or organization that is, debarred, suspended, proposed for debarment, or declared ineligible from award of contracts by any Federal agency (https://www.sam.gov/portal/public/SAM/) CV Drug-Free Workplace Certify that it will provide a drug-free workplace. CV Financial Management Accounting Standards: Agrees to comply with 2 CFR 200(E)(F) and agrees to adhere to the accounting principles and procedures required therein, utilize adequate internal controls, and maintain necessary source documentation for all costs incurred. CV Cost Principles: Shall administer its program in conformance with 2 CFR 200(E), “Cost Principles for Non-Profit Organizations,” or 2 CFR 225, “Cost Principles for State and Local Governments,” as applicable. These CV Item 2 - Attachment B, Page 96 Item 2 Packet Page 105 principles shall be applied for all costs incurred whether charged on a direct or indirect basis. Procurement Policies: Certify and agree to procure all materials, property, or services in accordance with the requirements of 2 CFR 200.320-326. CV Lobbying Activities Certify that no Federal appropriated funds have been paid or will be paid, by or on behalf of the agency, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan or cooperative agreement. CV Minority Business Enterprise (MBE), Women’s Business Enterprise (WBE), Small Business Contracting Certify that it will comply with 2 CFR 200.321 to take all necessary affirmative steps to assure that minority firms, women business enterprises, and labor surplus area firms are used when possible. Further certify that it will submit to San Luis Obispo County at the time of project completion a report of the MBE and WBE status of all subcontractors to be paid with CDBG funds with contracts of $10,000 or greater, in a format that will be provided by the County. CV Real Property Certify that it will comply with real property standards (24 CFR Part 570.505) applicable to any property within the owner’s control that is acquired or improved in whole or in part using CDBG funds in excess of $25,000. CV Religious Activities Certify and agree that funds provided to the agency will not be utilized for inherently religious activities prohibited by 24 CFR 570.200(j), such as worship, religious instruction, or proselytization. CV Section 3 Certify and agree to ensure that opportunities for training and employment arising in connection with contracts or subcontracts for a housing rehabilitation (including reduction and abatement of lead-based paint hazards), housing construction, or other public construction project are given to low- and very low-income persons residing within the metropolitan area in which the CDBG-funded project is located; where feasible, priority should be given to low- and very low-income persons within the service area of the project or the neighborhood in which the project is located, and to low- and very low-income participants in other HUD programs; and award contracts for work undertaken in connection with a housing rehabilitation (including reduction and abatement of lead-based paint hazards), housing construction, or other public construction project to business concerns that provide economic opportunities for low- and very low-income persons residing within the metropolitan area in which the CDBG-funded project is located; where feasible, priority should be given to business concerns that provide economic opportunities to low- and very low-income residents within CV Item 2 - Attachment B, Page 97 Item 2 Packet Page 106 the service area or the neighborhood in which the project is located, and to low- and very low-income participants in other HUD programs. Section 504 Section 504 of the Rehabilitation Act of 1973: Certify that it has read and understands all its obligations under Section 504 to prohibit discrimination against persons with disabilities in the operation of programs receiving federal financial assistance. CV Liability The County and cities require all grant recipients to maintain general liability, automobile and workman’s compensation insurance with limits of not less than $1 million (may vary by jurisdiction). If you are successful in obtaining a reward, you will be asked to provide documentation regarding your ability to provide the required coverage. CV Environmental Review Prior to HUD’s release of grant conditions and/or funds for the CDBG- funded project, a review of the project’s potential impact on the environment must be conducted and approved by the County of San Luis Obispo prior to obligating or incurring project costs. The County must certify to HUD that it has complied with all applicable environmental procedures and requirements. Should project costs be obligated or incurred prior to the completion of the necessary environmental review, the project shall not benefit from the federal funds. The level of environmental review required depends on the nature of the project. 24 CFR Part 58 is available at http://www.hud.gov/offices/pih/ih/codetalk/onap/docs/24cfr58.pdf. CV Relocation Any project that involves the acquisition of property, construction, and/or rehabilitation and that is funded in whole or in part with federal CDBG funds is subject to federal relocation requirements. In general, any property owner, commercial business, or residential occupant who is displaced by a HUD-funded project may be eligible for relocation benefits. A project cannot be broken into separate “projects” in order to avoid the federal requirements connected with property acquisition and relocation. Any questions concerning the relocation regulations for a specific property acquisition project should be directed to the County Housing and Economic Development staff before any action is taken on the project. CV HMIS Reporting All homeless service providers applying for CDBG funds to assist, house, or shelter the homeless must identify and demonstrate the capacity to participate in the County of San Luis Obispo Homeless Management Information System (HMIS) to provide: personnel for data entry, user licensing, and hardware and software necessary for compatibility with HMIS. HMIS is an electronic data collection system that stores client level information about persons who access the homeless services system in a Continuum of Care, and reports aggregate data for the County as per HUD’s Data Standards. HUD updated its data standards in 2014, and the new standards are in effect as of October 1, 2014. More information can be found at https://www.hudexchange.info/resources/documents/HMIS- Data-Standards-Manual.pdf and CV Item 2 - Attachment B, Page 98 Item 2 Packet Page 107 https://www.hudexchange.info/resources/documents/HMIS-Data- Dictionary.pdf. Affirmative Marketing Quarterly and annual reports shall be submitted by the project/program manager to the County for CDBG-funded public services and housing projects. Each report shall include the total number of project/program applicants and clients served with respect to race, ethnicity, gender, and disability status. Affirmative marketing efforts shall be taken to increase the participation of any underserved groups. CV I certify that the information in this application is true and accurate to the best of my knowledge and ability. __________________________________________________________________ ___________________ Signature DATE _Cara Vereschagin_______________________________________________ Housing Coordinator Printed or Typed Name Title 10/20/2020 Item 2 - Attachment B, Page 99 Item 2 Packet Page 108 This application is designed to provide the participating jurisdictions of the Urban County of San Luis Obispo to apply for 2020 Community Development Block Grant (CDBG) program Administrative and Planning and Capacity Building funds as allowed in 24 CFR 570.206 and 24 CFR 570.205. Completed applications should provide the necessary budget and itemize expenditures as allowed uses in §570.205 and §570.206. Email your grant applications to Matt Leal at mleal@co.slo.ca.us, (805) 781-5113, by the application deadline of 5:00 P.M., Friday, October 23, 2020. Please label your email subject with the grant program name and the agency name (Example: 2020 CDBG – City Name). Consult with applicable federal regulations and County staff if you intend to apply for Planning and Capacity Building funds. Separate applications must be provided by the applicant for Administrative and Planning and Capacity Building activities. APPLICANT INFORMATION (1-1) City Name City of San Luis Obispo DUNS Number 098992407 Contact Person/Title Cara Vereschagin, Housing Coordinator Phone/Fax Numbers Phone: (805) 781-7010 Fax: (805) 781-7173 Email cvereschagin@slocity.org Address 919 Palm Street City, State, Zip San Luis Obispo, CA 93401 PROJECT SUMMARY (2-1) Project/Program Title City of San Luis Obispo Program Administration Project/Program Address 919 Palm Street, San Luis Obispo, CA, 93401 Jurisdiction/Area Served City of San Luis Obispo Targeted clientele N/A Project type (select one): Administration (24 CFR 570.206) Planning and Capacity Building (24 CFR 570.205) https://www.govinfo.gov/content/pkg/CFR-2012-title24-vol3/xml/CFR-2012-title24-vol3-sec570-206.xml https://www.govinfo.gov/content/pkg/CFR-2011-title24-vol3/xml/CFR-2011-title24-vol3-sec570-205.xml (2-2) Brief Project Description: This application is made consistent with HUD regulations that allow up to 20% of a jurisdiction's CDBG funding to be used for program administration and policy-planning-management capacity building activities. Per the City/County Cooperation Agreement, the City will use 35% of the administrative allowance for this activity. Of this 35% allocation, the City intends to use $17,958 for administration of the CDBG program, and the remaining $17,958 for capacity building for affordable housing development (please reference the City’s Capacity Building Application) (Please specify between §570.205 and §570.206 uses) (2-3) Total CDBG Funding Requested $17,958 Item 2 - Attachment B, Page 100 Item 2 Packet Page 109 Total Cost to Complete Project $17,958 Anticipated Start Date: July 1, 2021 Anticipated End Date: June 30, 2022 AGENCY DETAILS, CAPACITY, AND EXPERIENCE (3-1) Type of Agency 501 (c)(3) For Profit Gov’t/Public Faith-based Other: Date of Incorporation 1/1/1856 Annual Operating Budget $151 million Number of Paid Staff 393 Number of Volunteers many (3-2) Agency Mission Statement: The City of San Luis Obispo is a team that puts high value on each citizen it serves. Providers of programs that meet the basic service needs of each citizen. Enhancers of the quality of life for the community as a whole. Service to the community – the best – at all times. Respect – for each other and for those we serve. Value – ensuring delivery of service with value for cost. Community involvement – the opportunity to participate in attaining the goals of the City. (3-3) Please describe your organization’s capacity to implement the proposed project/program. Who will be involved in the project/program? (In-house employees, contractors, other agency partners, etc.) CDBG affordable housing planning and capacity building activities will be accomplished by the City’s Housing Coordinator and the City’s lead planner on various housing-related projects, both of which are permanent, full- time positions in the Community Development Department. In addition, support will be provided by the Finance Department for financial record keeping. (3-4) Briefly describe your agency’s record keeping system with relevance to the proposed project/program (For invoice payment and monitoring purposes please create a charge code specifically for the CDBG program, if one is not already in use): The City’s Community Development and Finance Department staff work to oversee administration of CDBG programs. The City just recently implemented a new financial tracking system, which will allow for CDBG monies to be tracked and managed by all staff members, not just the City’s accounting team. The City also maintains all necessary documents required by the County and HUD. (3-5) Briefly describe your agency’s auditing requirements, including those for the proposed project/program, and attach a copy of your most recent audit: The City is audited annually for all budget aspects including use of CDBG funds. (3-6) Will the services offered by your organization increase or expand as a result of CDBG assistance? If YES, please answer the following two questions. Yes No What new programs or services will be provided? The request for planning and capacity building funding is to continue the City's goal to facilitate and produce a diverse amount of housing types affordable to all members of the community. The City anticipates using these CDBG monies to assist with the remaining efforts of the Housing Element Update, implementation of a new flexible density program, and other projects/work programs related to affordable housing in the community. Describe how existing programs or services will be expanded and what percentage of an increase is expected? Planning and capacity building funding will allow the City to support staff’s ongoing work efforts regarding the management and implementation of projects related to affordable housing. It will also assist staff with the remaining work efforts of the Housing Element Update, and with the analysis and exploration to implement a Item 2 - Attachment B, Page 101 Item 2 Packet Page 110 new flexible density program in the downtown area – both of which would hopefully allow for the facilitation of new housing development for residents. (3-7) If your program serves homeless households, please describe how your program coordinates with other homeless service providers to connect homeless individuals and families to resources. N/A PROJECT DETAILS/DESCRIPTION (4-1) Targeted Clientele: Individuals or households? Identify the projected target population your proposed activity will serve. (Include age, race, residency, handicap status, income level or other unit characteristics or subgroup information) Planning and capacity building funds will allow the City to create, analyze, and implement new and ongoing policies, programs, and projects within the City, ultimately assisting a diverse population of individuals and households. (4-2) Please describe the proposed project or program in detail. Make a case for why your project should be funded. Describe the need and the degree of urgency for the proposed project or program. What would the consequences be if the proposed project or program is not funded in the next year? Please attach a timeline of the project/program milestones. Funds allocated towards planning and capacity building will allow for the City to (1) support staff’s ongoing work efforts regarding the management and implementation of projects related to affordable housing ; (2) implementation of City housing major city goal work items; and (3) implementation of Housing Element programs, including tasks associated with the City’s update to the Inclusionary Housing Ordinance. Attached is a proposed preliminary timeline for the Inclusionary Housing Ordinance Update. Item 2 - Attachment B, Page 102 Item 2 Packet Page 111 FINANCIAL INFORMATION (5-1) Itemize all sources by name of funding and amount expected to be available for each category, if applicable (please include commitment letters if available): CDBG Funds Requested* $35,916 Other Federal Fund(s) $ State Source(s) $ Local Source(s) $ Applicants Matching Funds $ Other: $ (5-2) Identify all jurisdictions you are applying to for CDBG funds. Indicate the amount applied for at each jurisdiction, and the total amount requested. City of Arroyo Grande $ City of Atascadero $ City of Morro Bay $ City of Paso Robles $ City of Pismo Beach $ City of San Luis Obispo $35,916 County of San Luis Obispo $ TOTAL $35,916 (5-3) Please list expenditures under CDBG by item or cost category and attach a timeline of the expenditures. City CDBG Administration $17,958 Planning and Capacity Building for Affordable Housing Development $17,958 $ $ $ $ $ TOTAL $35,916 *20% cap: Costs that are charged to administrative costs and to Planning and Capacity Building per §570.205 and §570.206 are subject to the statutory limitation that not more than 20% of grant funds plus program income may be used for planning and administration and consistent with the Cooperative Agreement with the County of San Luis Obispo. Item 2 - Attachment B, Page 103 Item 2 Packet Page 112 FEDERAL REQUIREMENTS ACKNOWLEDGEMENTS Every person or Agency awarded a 2020 CDBG Contract or grant by San Luis Obispo County for the provision of services shall be required to certify to the County that they will comply with federal and local requirements including, but not limited to, those listed below. Please initial each certification listed to indicate you or your agency can and will comply with these requirements if funded. Federal Requirements Initials Americans with Disabilities Act Certify that this agency has reviewed its projects, programs and services for compliance with all applicable regulations contained in Title II, Americans with Disabilities Act of 1990. CV Audits Agrees to have an annual audit conducted in accordance with current San Luis Obispo County policy regarding audits and 2 CFR 200.501 audit requirements. Shall comply with current San Luis Obispo County policy concerning the purchase of equipment and shall maintain inventory records of all non-expendable personal property as defined by such policy as may be procured with funds provided through the grant. CV Conflict of Interest (2 CFR 200.112, 200.318, and 570.611) Certify and agree that no covered persons who exercise or have exercised any functions or responsibilities with respect to CDBG-assisted activity, or who are in a position to participate in a decision-making process or gain inside information with regard to such activities, may obtain a financial interest in any contract, or have a financial interest in any contract, subcontract, or agreement with respect to the CDBG-assisted activity, either for themselves or those with whom they have business or immediate family ties, during their tenure or for a period of one (1) year thereafter. A “covered person” includes any person who is an employee, agent, consultant, officer, or elected or appointed official of the agency CV Civil Rights Act Certify that it complies with and prohibits discrimination in accordance with Title VI of the Civil Rights Act of 1964. CV Debarment Status of Contractors Certify that, to the best of its knowledge and belief, that it and its principals will not knowingly enter into any subcontract with a person who is, or organization that is, debarred, suspended, proposed for debarment, or declared ineligible from award of contracts by any Federal agency (https://www.sam.gov/portal/public/SAM/) CV Drug-Free Workplace Certify that it will provide a drug-free workplace. CV Financial Management Accounting Standards: Agrees to comply with 2 CFR 200(E)(F) and agrees to adhere to the accounting principles and procedures required therein, utilize adequate internal controls, and maintain necessary source documentation for all costs incurred. CV Cost Principles: Shall administer its program in conformance with 2 CFR 200(E), “Cost Principles for Non-Profit Organizations,” or 2 CFR 225, “Cost Principles for State and Local Governments,” as applicable. These CV Item 2 - Attachment B, Page 104 Item 2 Packet Page 113 principles shall be applied for all costs incurred whether charged on a direct or indirect basis. Procurement Policies: Certify and agree to procure all materials, property, or services in accordance with the requirements of 2 CFR 200.320-326. CV Lobbying Activities Certify that no Federal appropriated funds have been paid or will be paid, by or on behalf of the agency, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan or cooperative agreement. CV Minority Business Enterprise (MBE), Women’s Business Enterprise (WBE), Small Business Contracting Certify that it will comply with 2 CFR 200.321 to take all necessary affirmative steps to assure that minority firms, women business enterprises, and labor surplus area firms are used when possible. Further certify that it will submit to San Luis Obispo County at the time of project completion a report of the MBE and WBE status of all subcontractors to be paid with CDBG funds with contracts of $10,000 or greater, in a format that will be provided by the County. CV Real Property Certify that it will comply with real property standards (24 CFR Part 570.505) applicable to any property within the owner’s control that is acquired or improved in whole or in part using CDBG funds in excess of $25,000. CV Religious Activities Certify and agree that funds provided to the agency will not be utilized for inherently religious activities prohibited by 24 CFR 570.200(j), such as worship, religious instruction, or proselytization. CV Section 3 Certify and agree to ensure that opportunities for training and employment arising in connection with contracts or subcontracts for a housing rehabilitation (including reduction and abatement of lead-based paint hazards), housing construction, or other public construction project are given to low- and very low-income persons residing within the metropolitan area in which the CDBG-funded project is located; where feasible, priority should be given to low- and very low-income persons within the service area of the project or the neighborhood in which the project is located, and to low- and very low-income participants in other HUD programs; and award contracts for work undertaken in connection with a housing rehabilitation (including reduction and abatement of lead-based paint hazards), housing construction, or other public construction project to business concerns that provide economic opportunities for low- and very low-income persons residing within the metropolitan area in which the CDBG-funded project is located; where feasible, priority should be given to business concerns that provide economic opportunities to low- and very low-income residents within CV Item 2 - Attachment B, Page 105 Item 2 Packet Page 114 the service area or the neighborhood in which the project is located, and to low- and very low-income participants in other HUD programs. Section 504 Section 504 of the Rehabilitation Act of 1973: Certify that it has read and understands all its obligations under Section 504 to prohibit discrimination against persons with disabilities in the operation of programs receiving federal financial assistance. CV Liability The County and cities require all grant recipients to maintain general liability, automobile and workman’s compensation insurance with limits of not less than $1 million (may vary by jurisdiction). If you are successful in obtaining a reward, you will be asked to provide documentation regarding your ability to provide the required coverage. CV Environmental Review Prior to HUD’s release of grant conditions and/or funds for the CDBG- funded project, a review of the project’s potential impact on the environment must be conducted and approved by the County of San Luis Obispo prior to obligating or incurring project costs. The County must certify to HUD that it has complied with all applicable environmental procedures and requirements. Should project costs be obligated or incurred prior to the completion of the necessary environmental review, the project shall not benefit from the federal funds. The level of environmental review required depends on the nature of the project. 24 CFR Part 58 is available at http://www.hud.gov/offices/pih/ih/codetalk/onap/docs/24cfr58.pdf. CV Relocation Any project that involves the acquisition of property, construction, and/or rehabilitation and that is funded in whole or in part with federal CDBG funds is subject to federal relocation requirements. In general, any property owner, commercial business, or residential occupant who is displaced by a HUD-funded project may be eligible for relocation benefits. A project cannot be broken into separate “projects” in order to avoid the federal requirements connected with property acquisition and relocation. Any questions concerning the relocation regulations for a specific property acquisition project should be directed to the County Housing and Economic Development staff before any action is taken on the project. CV HMIS Reporting All homeless service providers applying for CDBG funds to assist, house, or shelter the homeless must identify and demonstrate the capacity to participate in the County of San Luis Obispo Homeless Management Information System (HMIS) to provide: personnel for data entry, user licensing, and hardware and software necessary for compatibility with HMIS. HMIS is an electronic data collection system that stores client level information about persons who access the homeless services system in a Continuum of Care, and reports aggregate data for the County as per HUD’s Data Standards. HUD updated its data standards in 2014, and the new standards are in effect as of October 1, 2014. More information can be found at https://www.hudexchange.info/resources/documents/HMIS- Data-Standards-Manual.pdf and CV Item 2 - Attachment B, Page 106 Item 2 Packet Page 115 https://www.hudexchange.info/resources/documents/HMIS-Data- Dictionary.pdf. Affirmative Marketing Quarterly and annual reports shall be submitted by the project/program manager to the County for CDBG-funded public services and housing projects. Each report shall include the total number of project/program applicants and clients served with respect to race, ethnicity, gender, and disability status. Affirmative marketing efforts shall be taken to increase the participation of any underserved groups. CV I certify that the information in this application is true and accurate to the best of my knowledge and ability. __________________________________________________________________ ___________________ Signature DATE _Cara Vereschagin_______________________________________________ Housing Coordinator Printed or Typed Name Title 10/20/2020 Item 2 - Attachment B, Page 107 Item 2 Packet Page 116 WƌŽƉŽƐĞĚdŝŵĞůŝŶĞĨŽƌWůĂŶŶŝŶŐĂŶĚĂƉĂĐŝƚLJƵŝůĚŝŶŐ ϮϬϮϭŽŵŵƵŶŝƚLJĞǀĞůŽƉŵĞŶƚůŽĐŬ'ƌĂŶƚ &ƵŶĚŝŶŐzĞĂƌ͗ϮϬϮϭͲϮϮ ŶƚŝĐŝƉĂƚĞĚdĂƐŬƐĨŽƌ/ŶĐůƵƐŝŽŶĂƌLJ,ŽƵƐŝŶŐKƌĚŝŶĂŶĐĞhƉĚĂƚĞ KďũĞĐƚŝǀĞĞŐŝŶ ŶĚ ĐŽŶŽŵŝĐŽŶĚŝƚŝŽŶƐŶĂůLJƐŝƐ:ĂŶƵĂƌLJϮϬϮϭƉƌŝůϮϬϮϭ WƌĞůŝŵŝŶĂƌLJWŽůŝĐLJĞǀĞůŽƉŵĞŶƚƉƌŝůϮϬϮϭ:ƵůLJϮϬϮϭ WƌĞůŝŵŝŶĂƌLJWƵďůŝĐ,ĞĂƌŝŶŐƐ͕ ĚǀŝƐŽƌLJŽĚLJ͕ĂŶĚŝƚLJŽƵŶĐŝů ZĞǀŝĞǁ ƵŐƵƐƚϮϬϮϭ KĐƚŽďĞƌϮϬϮϭ ^ĞĐŽŶĚĂƌLJWŽůŝĐLJĞǀĞůŽƉŵĞŶƚ EŽǀĞŵďĞƌϮϬϮϭ :ĂŶƵĂƌLJϮϬϮϮ ^ĞĐŽŶĚĂƌLJWƵďůŝĐ,ĞĂƌŝŶŐƐ͕ ĚǀŝƐŽƌLJŽĚLJ͕ĂŶĚŝƚLJŽƵŶĐŝů ZĞǀŝĞǁ &ĞďƌƵĂƌLJϮϬϮϮ DĂƌĐŚϮϬϮϮ ŶǀŝƌŽŶŵĞŶƚĂůůĞĂƌĂŶĐĞ͕ dĞƌƚŝĂƌLJDŽĚŝĨŝĐĂƚŝŽŶƐĂŶĚ&ŝŶĂů ĚŽƉƚŝŽŶŽĨhƉĚĂƚĞ DĂƌĐŚϮϬϮϮ ƉƌŝůϮϬϮϮ Item 2 - Attachment B, Page 108 Item 2 Packet Page 117 BLANK PAGE This page is intended to be blank so that you can print double-sided. Meeting Date: December 2, 2020 Item Number: 3 2 HUMAN RELATIONS COMMISSION AGENDA REPORT SUBJECT: 2021-23 Human Relations Commission Goal Setting for the Financial Plan and Budget FROM: Cara Vereschagin, Housing Coordinator Phone Number: (805) 781-7596 E-mail: cvereschagin@slocity.org OVERVIEW AND RECOMMENDATION Item was continued from November 4th, 2020 HRC Meeting, of which the Human Relations Commission (HRC) identified four goals and supplemental work program items for the 2021-23 Financial Plan and Budget (Attachment A). This item will allow for the HRC to finalize those previously identified goals and supplemental work program items. The Staff Report from the November 4th meeting that includes all the background information is provided as Attachment B. Next Steps Advisory body goals are due by December 15, 2020. All advisory bodies will receive a consolidated listing of all recommended advisory body goals, thus providing the opportunity to review what other advisory bodies see as high community priorities. The Council will receive the final report with all advisory body recommendations before they begin the goal-setting process in February 2021. Attachments A – HRC Advisory Body Goals working draft from November 4, 2020 HRC Meeting B – Advisory Body Goals Staff Report from November 4, 2020 HRC Meeting Item 3 Packet Page 118 Human Relations Commission Background The Human Relations Commission (HRC) prioritized the following goals based on the evaluation of 2019- 21 Major City Goals and General Plan policies and programs; prevalent needs and urgent conditions within the community; input received over the past two years from social service providers; and the availability of City resources to accomplish the identified goals and task items within the financial plan timeframe. [Please provide background narrative for your goals] Goals 1.Housing Continue to implement the Housing Element, facilitate affordable, supportive, and transitional housing options; promote creative land use and density opportunities, and modify City fees and processes to increase housing production. Tasks and funding priorities should focus on: a.Explore ways to increase the affordable, alternative, and transitional housing inventory, through active support and involvement in the upcoming update of the City’s General Plan Housing Element for 2020-2028; b.Increase both rental and ownership opportunities of the City’s housing stock ; c.Promote smaller, efficiency units, and adjust development fees accordingly; d.Continue to prioritize Community Development Block Grant (CDBG) funding for production and rehabilitation of affordable housing; and e.Promote and ensure fair housing practices and policies within the City;. f.Explore and promote resources to assist with landlord & tenant issues; e.g. Explore and promote activities to enhance community-building within existing neighborhoods. 2.Homeless Prevention and Advocacy Continue to support and advocate for a long-term, proactive, sustainable programs that addresses homelessness and focuses on transitioning children, families, and individuals out of homelessness into permanent housing. Tasks and funding priorities should focus on: a.Increase the Grants-in-Aid Budget and General Fund support to allow greater financial assistance to non-profits in the community who serve these less fortunate; b.Continue efforts to prevent homelessness and support vulnerable, unhoused Item 3 - Attachment AItem 3 Packet Page 119 individuals primarily with the most vulnerable populations; c. Continue to work with the City’s Police and Community Together (PACT) team, the County’s Homeless Services Oversight Council (HSOC), and other local municipalities to address homelessnessin implementing the San Luis Obispo Countywide 10-year Plan to End Chronic Homelessness. 3. Diversity, Equity, and Inclusivity Identify and implement policies and procedures to encourage greater social and economic diversity in the City. Tasks and funding priorities should focus on: a. Review and make changes to the HRC’s Bylaws and other Advisory Body Bylaws as necessary, to encourage diversity and inclusivity; b. Support, protect, and ensure the implementation of the City’s “welcoming city” declarationdesignation by promoting the sanctuary city designation in multiple languages on new/existing signage; c. Explore partnerships with stakeholder groups, including but not limited to, the Five Cities Diversity Coalition of SLO County, RACE Matters, SLO PACT, and various student groups to listen and learn about opportunities to increase diversity and inclusion; d. Increase commissioner community engagement and involvement to educate and inform City residents about the role of the HRC; and e. Promote the city’s diversity and inclusion efforts thro ugh a collaboration with the City’s Promotional Coordinating Committee and internal marketing team. f. Promote language access by translating/providing informational documents in other languages to be available on City website; g. Enhance public engagement and participation by increasing promotional awareness campaigns for City volunteer opportunities. 4. Awareness and Access to Healthcare <insert descriptive blurb> Tasks and funding priorities should focus on: a. Increase support and awareness for addiction resources, in alignment with the new Detoxification Center underway at 40 Prado Homeless Services Center; b. Continue to enhance partnerships with the City’s Police and Community Together (PACT) team and evaluate the addition of another additional social worker to the City’s Police Department; c. Explore partnership with TMHA’s library program to enhance community enrollment into affordable health care, including CenCal Health and Covered California; d. Increase access/availability of (feminine) hygiene products in City-owned facilities; Item 3 - Attachment AItem 3 Packet Page 120 a.e. Encourage low-income housing providers to have on-site access to health care providers, opportunities, and resources. Please provide as many goals as seem reasonable considering that resources are limited and the City Council considered a consolidation of goals in 2020-21. Item 3 - Attachment AItem 3 Packet Page 121 Meeting Date: November 4, 2020 Item Number: 2 2 HUMAN RELATIONS COMMISSION AGENDA REPORT SUBJECT: 2021-23 Human Relations Commission Goal Setting for the Financial Plan and Budget FROM: Cara Vereschagin, Housing Coordinator Phone Number: (805) 781-7596 E-mail: cvereschagin@slocity.org SUMMARY RECOMMENDATION Review and evaluate status of 2019-21 Human Relations Commission’s goals, take public testimony, and identify Commission goals and work program items for the 2021-23 Financial Plan DISCUSSION Situation Every two years the City adopts a budget and financial plan. To prepare for the budget process, all City departments and advisory bodies are asked to identify their goals and major work programs for the next two years. The City Council then uses this information, along with public comment and other input to set community priorities and allocate resources to accomplish the most important City goals. Advisory body members are involved in the goal setting process to provide important input as representatives of the community, with special expertise and experience working locally within their specific area of representation. Below are some key points to consider as the City embarks on the goal- setting process: 1.The Council is seeking advisory body input focused on the purview of the advisory body, but is also interested in input on other issues important to the community. 2.Advisory body input is highly valued by the Council and the staff. 3.Goals can include completing projects from a previous work program. 4.Identifying priorities implies recommending fewer rather than more goals to the Council. The HRC should recommend only those activities that can reasonably be accomplished in the two years of the financial plan. Objective This is a public process and citizens are encouraged to contribute. Tonight’s meeting will result in two items: 1) a list of HRC goals and implementation programs; and 2) a letter from the HRC Chair to the City Council outlining recommended goals and programs for 2021-23, and if necessary, requesting resources for specific activities (staff will prepare the letter for the Chair’s signature). Item 3, Attachment BItem 3 Packet Page 123 Human Relations Commission: 2021-23 Financial Plan Goal Setting Page 2 GOAL SETTING Current Recommended Goals: 2019-21 During the past goal-setting session for the 2019-21 budget cycle, the Commission recommended the following projects to Council: 1.Housing Continue to implement the Housing Element, facilitate affordable, supportive and transitional housing options; promote creative land use and density opportunities, and modify Cit y fees and processes to increase housing production. Tasks and funding priorities should focus on: a.Explore ways to increase the affordable, alternative, and transitional housing inventory, through active support and involvement in the upcoming update of the City’s General Plan Housing Element for 2020-2028; b.Increase both rental and ownership opportunities of the City’s housing stock; c.Promote smaller, efficiency units, and adjust development fees accordingly; d.Continue to prioritize Community Development Block Grant (CDBG) funding for production and rehabilitation of affordable housing; and e.Promote and ensure fair housing practices and policies within the City. 2.Homeless Prevention Continue to support a long-term, proactive, sustainable program that addresses homelessness and focuses on transitioning children, families and individuals out of homelessness into permanent housing. Tasks and funding priorities should focus on: a.Increase the Grants-in-Aid Budget and General Fund support to allow greater financial assistance to non-profits in the community who serve these less fortunate; b.Continue efforts to prevent homelessness primarily with the most vulnerable populations; c.Increase support and awareness for mental and physical health and wellness, and d.Continue to work with the City’s Police and Community Together (PACT) team, the County’s Homeless Services Oversight Council (HSOC), and other local municipalities in implementing the San Luis Obispo Countywide 10-year Plan to End Chronic Homelessness. 3.Diversity, Equity, and Inclusivity Identify and implement policies and procedures to encourage greater social and economic diversity in the City. Tasks and funding priorities should focus on: a.Review and make changes to the HRC’s Bylaws and other Advisory Body Bylaws as necessary, to encourage diversity and inclusivity; b.Support, protect, and ensure the implementation of the City’s “welcoming city” designation; c.Explore partnerships with stakeholder groups, including but not limited to, the Five Cities Diversity Coalition, RACE Matters, SLO PACT, and various student groups to listen and learn about opportunities to increase diversity and inclusion; Item 3, Attachment BItem 3 Packet Page 124 Human Relations Commission: 2021-23 Financial Plan Goal Setting Page 3 d.Increase commissioner community engagement and involvement to educate and inform City residents about the role of the HRC; and e.Promote the city’s diversity and inclusion efforts through a collaboration with the City’s Promotional Coordinating Committee and internal marketing team. Goal Setting Process for 2021-23 As the City begins the 2021-23 financial planning and budget cycle, the HRC has the opportunity to review their current goals, update them as necessary, and identify any new goals, programs and/or projects. At the meeting, staff will provide a brief presentation introducing the budget process, advisory body role, and status of previous recommended goals. The City last revisited its goals and work program in November 2018, in preparation for the 2019-21 Financial Plan and Budget. Staff, advisory bodies, and Council members are now preparing for the next Financial Plan cycle: 2021-23. During the past goal-setting sessions, the HRC has generally followed the steps outlined below. 1.Review and understand the goal-setting and Financial Plan and Budget process. 2.Evaluate previous goals and work programs. Determine which goals and programs were accomplished and can be deleted or ones that no longer reflect the aims of the HRC. 3.Determine which goals or programs that have not been completed and should be carried forward. 4.Identify new goals or programs for possible inclusion in the work program. 5.Prioritize the goals and programs, based on the HRC’s goals, community needs and input, opportunities, or special or urgent conditions; and 6.Identify activities which may require additional resources to accomplish, including special funding for specific survey, tasks or consultant work (i.e. historic inventories or research), construction or other implementation costs, additional staff time, etc. This may include references to possible community partnerships or outside funding sources. The Commission will establish goals for the next two years and identify three to five key tasks or programs it intends to complete in the period. The Commission should discuss how these goals and activities relate to important Council goals and at the same time, consider the fiscal context for the goal- setting process, including resources needed to accomplish the task. Additionally, it has been asked by staff that advisory bodies consider the following when developing their goals for this financial plan: •Changes in economic conditions •Pending closure of Diablo Canyon Power Plant •Further CalPERS adjustments •Long-term environmental & fiscal sustainability •Uncertainty regarding the long-term impacts of COVID-19 •Setting goals through the lenses of Diversity, Equity, and Inclusion Next Steps Advisory body goals are due by December 15, 2020. All advisory bodies will receive a consolidated listing of all recommended advisory body goals, thus providing the opportunity to review what other Item 3, Attachment BItem 3 Packet Page 125 Human Relations Commission: 2021-23 Financial Plan Goal Setting Page 4 advisory bodies see as high community priorities. The Council will receive the final report with all advisory body recommendations before they begin the goal-setting process in February 2021. Attachments A – Goal Setting Parameters presentation B – 2019-21 Financial Plan Advisory Body Consolidated Goals C – Advisory Bodies Goal Template Item 3, Attachment BItem 3 Packet Page 126 Advisory Bodies 2021-23 Financial Plan Goal Setting Parameters Item 3, Attachment BItem 3 Packet Page 127 2019-21 Financial Plan Guided by the Fiscal Health Response Plan–the purpose of the Plan is to establish a framework to respond to the long-term fiscal impacts of the significant increases in required pension contributions to the CalPERS retirement system over three years. Year 1 2018-19 Year 2 2019-20 Year 3 2020-21 Three-Year Plan Item 3, Attachment BItem 3 Packet Page 128 San Luis Obispo is committed to… Good Fiscal Management Public Engagement Quality Services Item 3, Attachment BItem 3 Packet Page 129 Considerations when setting goals: Changes in Economic Conditions Pending Diablo Closure Further CalPERS Adjustments Long-term Environmental & Fiscal Sustainability COVID19 Diversity, Equity, Inclusion (DEI) Item 3, Attachment BItem 3 Packet Page 130 Assumptions Phased reopening Schools return in Fall 2020 Impact on most industries Recessionary trends “U” Shaped recovery “How much of a guessing game is a wild guessing game right now as there is no historical precedent for the current crisis and little good data as of yet.” –Beacon Economics General Fund Long Term Forecast *Based on unaudited actuals Based on 2020-21 Supplemental Budget forecast Item 3, Attachment BItem 3 Packet Page 131 Fiscal Health Contingency Plan Activated –Hiring, purchasing, and travel chills to mitigate revenue shortfalls. Healthy Reserve Levels –The City has multiple reserves in preparation for future unknowns and cash flow preservation. Where are we now? 2019-20 Results: Realized savings from additional employee contributions to CalPERS and hiring new staff under the PEPRA retirement plan limiting the impact of revenue shortfall. Fiscal Health Response Plan: in effect through 2020-21 Unfunded Liability Payments as part of FHRP FY 18-19 FY 19-20 FY 20-21 CalPERS Downpayments $4.2 mil -Paid $4.2 mil* -Unpaid –in Undesignated Fund Balance $3.0 mil –payment to be determined 115 Pension Trust Fund $1.4 mil –In Reserve $2.0 –allocation to be determined *From 2018-19 Fund Balance Item 3, Attachment BItem 3 Packet Page 132 City Council Adoption of ONE Unified City Goal (June 2, 2020): Economic Stability, Recovery, and Resiliency Link to 20-21 Supplemental Budget with goal details (pg. 17) July 2020 Council approved creation of a Diversity, Equity, and Inclusion Task Force to provide guidance and a foundation for creating a potential 21-23 DE&I focused Major City Goal Item 3, Attachment BItem 3 Packet Page 133 Goal Setting Parameters 1.Consider uncertainty regarding the long-term impacts from COVID19 2.Consider increased pressure to fund infrastructure maintenance 3.Advancing Fiscal Health Response Plan objectives 4.New projects and services will require trade-offs with current core services (Revenue generating new services excluded.) 5.Goal setting through the lenses of Diversity, Equity, and Inclusivity Item 3, Attachment BItem 3 Packet Page 134 Goal-Setting & the Budget Process February 2021 *November 17, 2020 “Setting the Stage” Workshop **Date TBD “Budget Foundation” Workshop 2021-23 Financial Plan April 2021 June 2021 June 2021 Community Involvement (format TBD due to COVID) The proposed Financial Plan Calendar will be presented to Council on 10/20/20 Item 3, Attachment BItem 3 Packet Page 135 QUESTIONS? We are available to talk to you and your advisory body and respond to questions. Natalie Harnett Principal Budget Analyst nharnett@slocity.org Brigitte Elke Finance Director belke@slocity.org Item 3, Attachment BItem 3 Packet Page 136 2019-21 Financial Plan Proposed Major City Goals Advisory Bodies Consolidated Goals Tourism Business Improvement District – Page 4 Goals: (All equal weighted) 1. Support Partnerships that enhance tourism 2. Safety and homelessness 3. Vitality of downtown & other business districts 4. Parking + Connectivity 5. Infrastructure + Beautification 6. Homestay Compliance Planning Commission – Page 5 Goals: (Priority Ranked) 1. Land Use: Implementation of the Downtown Concept Plan and Revisit Special Focus Areas 2. Housing: Increase Affordable and Workforce Housing Supply 3. Sustainability: Reduce GHG Emissions by Reducing VMT and Improving Residential Energy Efficiency of Pre-1990 Housing Stock 4. Multi-Modal Circulation: Improve Walkability and Transit Cultural Heritage Committee – Page 6 Goal: 1. Update the 36-year-old historic resource inventory and existing historic districts. Architectural Review Commission – Page 7 Goal: 1. Update the Community Design Guidelines (CDG) Promotional Coordinating Committee – Page 8 Goals: (All equal weighted) 1. Quality of Life + Public Art 2. Climate Action Plan: Housing+ Connectivity + Sustainability 3. Homelessness & Mental Health + Safety Item 3, Attachment BItem 3 Packet Page 137 2019-21 Financial Plan Proposed Major City Goals Advisory Bodies Consolidated Goals 4. 5. Vitality of downtown & other business districts 6. Open Space Administrative Review Board – Page 10 Goals: 1. Consistency in enforcement of existing municipal code by citing officers; consistent interpretation of existing municipal code by hearing officers when reviewing citations that are appealed; and raising fines for administrative citations. 2. Increase the cost to appeal to the Administrative Review Board and establish a fee to appeal to a Hearing Officer. 3. Enforce the requirement of individual rideshare operators (such as driver-contractors for Uber and Lyft) to have a business license issued by the City. 4. Expand education of homeowners regarding their obligation to have a business license if they are renting a room, Accessory Dwelling Unit or home, as a step towards stricter enforcement. Active Transportation Committee – Page 12 Goals: (Priority Ranked) Projects 1. Anholm Bikeway Plan: Design, Construct, and Maintain Lincoln to Ramona bikeway and lighting 2. Railroad Safety Trail: Design, Construct, and Maintain 3. Broad Street Crossing Improvement: Design, Construct, and Maintain 4. Bob Jones Trail: Design, Construct, and Maintain 5. Misc Bicycle Facility Improvements: $100k in annual funding for misc. projects. 6. Pacheco and Bishop Peak Safe Routes to School: Design, Construct, and Maintain 7. Penny Lane Bridge: Design, Construct, and Maintain 8. Prado Road Class I: Design, Construct, and Maintain 9. Sinsheimer Park Pathway: Design, Construct, and Maintain 10. Isla Bicycle Boulevard: Design, Construct, and Maintain 11. Broad Street Class I: Design, Construct, and Maintain Programs 1. Traffic Safety Education: Increase annual funding 2. Ped/Bikeway Maintenance: Maintain annual $60k for maintenance. Staffing 1. Active Transportation Manager; maintain position Item 3, Attachment BItem 3 Packet Page 138 2019-21 Financial Plan Proposed Major City Goals Advisory Bodies Consolidated Goals Human Relations Commission – Page 15 Goals: 1. Housing 2. Homeless Prevention 3. Diversity, Equity, & Inclusive Item 3, Attachment BItem 3 Packet Page 139 2019-21 Financial Plan Proposed Major City Goals Tourism Business Improvement District Background The Tourism Business Improvement District (TBID) board recommended the goals for consideration in the 2019-21 work program to improve the visitor experience in San Luis Obispo. The TBID board did not weigh its goals, keeping them all equally important. Goals 1. Goal #1: Support Partnerships that enhance tourism Fiscal sustainability in other methods aside from increase in TOT Recognize tourism as an integral aspect of the City’s economic development efforts and support the tourism promotion activities of the TBID and PCC. Increase funding for the Promotional Coordinating Committee in its efforts to promote cultural, recreational, and social events that bring and keep tourists in San Luis Obispo. Support with city-wide special events (in the ways of not hindering city required permits, applications, etc.) and providing tools necessary for events to be compliant 2. Goal #2: Safety and homelessness Continue the City’s efforts to address homeless population. Enhance safety relative to transient populations throughout the City so residents and tourists can feel safe while enjoying activities in San Luis Obispo. 3. Goal #3: Vitality of downtown & other business districts Free City wi-fi encourage and support the growth of new business courting SLO and wanting to build in SLO Creating some sort of policy or process for abandon buildings/storefronts specifically in downtown 4. Goal #4: Parking + Connectivity feasible parking around downtown Accessibility of public transportation (trolley) 5. Goal #5: Infrastructure + Beautification Cleanliness of the city in general and specifically in tourist central areas/ hotel locations Infrastructure improvements 6. Goal 6#: Homestay Compliance Continue the enforcement to gain compliance of properties with the City’s Homestay Ordinance with the goal for 100% compliance with Homestay policy within the City. Item 3, Attachment BItem 3 Packet Page 140 2019-21 Financial Plan Proposed Major City Goals Planning Commission Background The Planning Commission prioritized the following goals based on evaluation on the completion status for the 2017-19 Major City Goals and General Plan goals; community need, and input received over the past 2 years; special and urgent conditions that need to be addressed; and the availability of City resources to accomplish the identified goals and work programs within the financial plan timeframe. Goals 1. Land Use: Implementation of the Downtown Concept Plan and Revisit Special Focus Areas Implement the Mission Plaza improvements as identified in the Downtown Concept Plan. Revisit the Special Focus Area development guidelines for the Foothill Boulevard/ Santa Rosa Area and Upper Monterey to establish detailed design guidelines that enhance neighborhood integrity and the diverse community character. 2. Housing: Increase Affordable and Workforce Housing Supply Emphasize affordable housing programs, encourage flexible use and non-traditional housing product types to facilitate development of workforce housing. Review existing regulations to identify cost and time saving measures to promote the development of accessory dwelling units, while maintaining the owner occupancy requirement to protect neighborhood compatibility and wellness. 3. Sustainability: Reduce GHG Emissions by Reducing VMT and Improving Residential Energy Efficiency of Pre-1990 Housing Stock Update and implement the Climate Action Plan with emphasis on: 1) encouraging project design that promotes accessible, convenient and safe pedestrian, bicycle and transit access that reduces project generated vehicle miles traveled by 20-40% below average; 2) developing standards that support infrastructure improvements for alternative transportation and electric vehicles; and 3) identify and implement financial incentives for improving energy efficiency in pre- 1990 housing stock. 4. Multi-Modal Circulation: Improve Walkability and Transit Implement the Multi-Modal objectives identified in the LUCE and the Downtown Concept Plan by encouraging in-fill development to include non-automobile alternatives. Conduct a walkable community survey in major neighborhoods to inform the development of the Active Transportation Plan, and to identify improvements that would encourage and support pedestrian activities for people with varying degrees of mobility. Implement the Short-Range Transit Plan to improve transit ridership by exploring operational improvements that could reduce run times to less than 20 minutes along routes that serve densely populated areas. Item 3, Attachment BItem 3 Packet Page 141 2019-21 Financial Plan Proposed Major City Goals Cultural Heritage Committee Background The California Office of Historic Preservation recommends updating historic resource inventories every five years. San Luis Obispo has not done a global revision in thirty-five years, making development decisions difficult and unpredictable. The CLG grant-funded City of San Luis Obispo Citywide Historic Context Statement of 2014 logically leads to a historic resource survey. Goals 1. Update the 36 year-old historic resource inventory and existing historic districts. Item 3, Attachment BItem 3 Packet Page 142 2019-21 Financial Plan Proposed Major City Goals Architectural Review Commission (ARC) Background The Community Design Guidelines (CDG), adopted in June 2010, are the guiding principles for the ARC. The ARC’s purview, mission statement, and criteria for project approvals is all contained in the CDG. The ARC has requested an update of the CDG over several Financial Plan cycles and on October 15, 2018 decided to make it their sole recommended goal for the 2019-21 budget. Goals 1. Goal – Update the Community Design Guidelines (CDG) Due to the significant gap in the City’s projected budget, the ARC focused on one goal; updating its major policy document, the Community Design Guidelines. It is timely and important to update the CDG after the adoption of the comprehensive Zoning Regulations Update (September 2018). The Zoning Regulations Update includes a new development review process, primarily changing the focus and decision-making authority of the ARC. Under the new process, instead of final decisions, the ARC makes advisory recommendations to the Planning Commission or Community Development Director, and will conduct more focused, informal, and working session-type meetings. The ARC will be totally focused on design guidelines and will not have to weigh in on things outside their purview (State affordable housing law, environmental review, and parking reductions), which the old process required them to consider as a final decision maker for many types of projects. Updating the CDG will also be very important for consistency with the upcoming updates to the Subdivision and Sign Regulations. If approved as a component of the 2019-21 Financial Plan, the project plan, scope of work, and budget for the CDG update will be prepared with the ARC. While a comprehensive look at the CDG is warranted, the document contains many effective and relevant guidelines to maintain. The ARC discussed working sessions and a subcommittee for the CDG update to do as much of the “hands on” work as possible, with numerous opportunities for public review and input. Of course, planning staff, particularly the ARC liaison would have a key role in this effort. While staff and the ARC can carry some of the effort, it was recognized that some consultant services would be needed to carry out the project. Based on recent similar efforts, a ballpark estimate would be $50,000 in consultant services, in conjunction with staff/ARC to produce a focused update of the CDG. Item 3, Attachment BItem 3 Packet Page 143 2019-21 Financial Plan Proposed Major City Goals Promotional Coordinating Committee Background Consistent with its assigned role, the PCC’s proposed goals concentrate on improvements and enhancements that would make the City of San Luis Obispo an even better place to reside and visit. They PCC used community responses from their recent strategic planning exercise to inform and develop the outlined goals. The PCC did not weigh the goals since the members felt that they were equally important. Goals Goal #1: Quality of Life + Public Art Enhance placemaking efforts by supporting Public Art and identify increased opportunities to support additional public art throughout the city. Encourage non-traditional, eclectic, and contemporary forms of public art to enhance arts tourism and serve as point of pride for residents. Ensure that public art is included in all development / projects in the city, both residential and business. Public art should be accessible to all members of the community. Goal #2: Climate Action Plan: Housing+ Connectivity + Sustainability Support implementation of the City of SLO Climate Action Plan. Support housing density, multi- modal transit, increased connectivity, traffic mitigation efforts, and the Climate Action Plan with construction of affordable, green, and net-zero housing. Increase the efforts to make the city more pedestrian and bicycle friendly. Support enhanced bike infrastructure and the completion of the Bob Jones Trail as energy efficient examples to provide transportation for both residents and tourists in a small-scale city with excellent climate. Encourage buffered, green-striped bike lanes with new construction. Identify and research feasibility of bike share model connecting Downtown to Cal Poly, beaches, wine country, and Monterey hotels. Prioritize sustainability throughout the community for businesses, residents and events. Goal #3: Homelessness & Mental Health + Safety Support the city in the addressing of the homeless/ transient / mental health issues that we are facing with our local population and residents. Goal #4: Vitality of downtown & other business districts Support the continuing efforts of community-based organizations to keep the downtown viable. And also support other local business neighborhoods (which tend to be local business) i.e. MoJo, Laurel Lane, Crossroads, the airport district, etc. Item 3, Attachment BItem 3 Packet Page 144 2019-21 Financial Plan Proposed Major City Goals Goal #5: Open Space Enhance awareness and availability of the natural spaces in and around town to residents and visitors. Continue to look for opportunities to expand the green belt around San Luis Obispo. Item 3, Attachment BItem 3 Packet Page 145 Administrative Review Board Background The Administrative Review Board serves as the final decision maker for the City on administrative appeal hearings relating to administrative citations issued for certain contested San Luis Obispo Municipal Code enforcement matters that require a more detailed administrative record. Goals 1.Consistency in enforcement of existing municipal code by citing officers; consistent interpretation of existing municipal code by hearing officers when reviewing citations that are appealed; and raising fines for administrative citations. The goal of more consistent enforcement and adherence to the municipal code by citing officers and hearing officers would be to increase education of the public as to what the requirements of the municipal code are and to reinforce the City’s commitment to consistent enforcement and review when it comes to violations of the municipal code related to neighborhood wellness. With the ongoing, excellent efforts of Police Department, Office of Neighborhood Outreach, the suggestion is for citing officers and hearing officers to support that outreach through increased attention to consistency in enforcement and administrative appeals review. The ARB also suggests review of the level of administrative citation penalties. 2.Increase the cost to appeal to the Administrative Review Board and establish a fee to appeal to a Hearing Officer. Increasing the cost to appeal to the Administrative Review Board so the amount more closely covers the administrative cost of processing the appeal, with the goal of removing more of the financial burden on the City. In line with that increase, the ARB suggests requiring the fines for administrative citations appealed for Hearing Officer review be paid up front and held until the Hearing Officer issues a decision to prevent the filing of appeals solely for the purpose of delaying payment of penalties and resulting “no show” appellants and unnecessary burdens on volunteer Hearing Officer time. Review of an appeal by a Hearing Officer is currently free. If the appeal was granted, the fine would be returned to the appellant. Indigent appellants may submit a financial hardship waiver request through which an appellant could be heard by the Administrative Review Board or a Hearing Officer without having to pay a fee. 3.Enforce the requirement of individual rideshare operators (such as driver-contractors for Uber and Lyft) to have a business license issued by the City. It was confirmed with our Finance Department that other cities, such as San Francisco, have a process by which they receive a list of driver-contractors operating in their jurisdiction in order to enforce the cities’ requirement that each driver-contractor have a business license. The list is provided to the cities by the parent corporation and then utilized by the cities to enforce the code. The goal of this effort would be to increase safety of users by having, at minimum, a list of driver- Item 3, Attachment BItem 3 Packet Page 146 contractors operating in the City and making the driver-contractors aware that they are on such a list and subject to business license requirements. 4. Expand education of homeowners regarding their obligation to have a business license if they are renting a room, Accessory Dwelling Unit or home, as a step towards stricter enforcement. It is the belief of the Administrative Review Board that a majority of homeowners within the City are unaware that they are required to have a business license in order to rent rooms in their home, or to rent Accessory Dwelling Units (“ADUs”) or homes that they own. There have been recent educational efforts around ADUs, but the global applicability of the business license may not be well understood. Also, enhance education regarding the differences in requirements between long-term and homestay (short-term) rentals. The goal of greater education would be greater compliance, with the follow-up being increased citations for non-compliance. Item 3, Attachment BItem 3 Packet Page 147 DATE: October 2, 2018 TO: Brigitte Elke, Director of Finance FROM: Adam Fukushima, Staff Liaison to the Active Transportation Committee SUBJECT:DRAFT FY 2019-21 Active Transportation Committee Recommended Goals On September 20, 2018 the Active Transportation Committee recommended its FY 2019-21 draft goals for Council consideration which are represented in the following table. The projects are ranked in order of importance from most to least desired to fund. Recommended Goal Why Goal is Important Candidate Funding PROJECTS Anholm Bikeway Plan- 1)Design, construct, and maintain bikeway from Lincoln to Ramona 2)Install art and lighting to enhance the US 101 underpass Railroad Safety Trail- Design and construct: 1)Pepper St to the train station 2)Jennifer St. bridge to Iris (connecting to French Hospital Trail) Broad Street Crossing Improvement- Design and construct HAWK beacon at Woodbridge Street Bob Jones Trail- 1)Construct segment from Calle Joaquin to Oceanaire 2)Design and construct bike path extension from LOVR to the Octagon Barn 3)Design grade separated crossing of LOVR at Highway 101 This project will provide a primary low traffic north/south through route for bicyclists serving the downtown core and neighborhoods north of Foothill Blvd; complements projects in the Bishop Peak and Pacheco Elementary School Safe Routes to School Plan This goal provides a huge safety enhancement for a large volume of bicyclists and pedestrians to the University, schools & parks; implements General Plan goals to increase bicycling & walking and supports Grand Jury recommendations to close gaps. This goal improves pedestrian transportation and complements the South Broad Street Area Plan The City-to-Sea trail continues to be a high priority for residents. Additionally, SLO County is moving forward with its section of the trail which will increase the desire for the crossing. Project Funding Sources: State funds Federal funds General fund City debt financing Fundraising efforts Measure G Active Transportation Committee Item 3, Attachment BItem 3 Packet Page 148 Misc. Bicycle Facility Improvements- Provide $100,000 in annual funding for misc. projects such as safe routes to school, signing & striping projects ideally incorporated into other construction projects. Pacheco and Bishop Peak- Safe Routes to School Design and construct enhanced bicycle/pedestrian crossing of Foothill Blvd at Patricia and La Entrada Penny Lane Bridge- Design a bicycle/pedestrian bridge over the railroad tracks at Penny Lane Prado Road Class I- Design and construct a Class I bikeway from the current terminus of Prado Road to Broad Street. Sinsheimer Park Pathway- Construct a paved path through Sinsheimer Park from Helena Street to the Railroad Safety Trail Islay Bicycle Boulevard- Design and construct the City’s third bicycle boulevard. Broad Street Class I- Design and construct a Class I bikeway from Damon Garcia sports fields to Rockview Place Completing these projects as part of other construction projects results in substantial cost savings. This project has been requested by neighborhood families that have difficulty crossing Foothill as they walk and bicycle their kids to school. This bridge will provide a connection from downtown to the Johnson Avenue and Ella Street neighborhoods via the bicycle facilities recently constructed at French Hospital. Constructing this bikeway connection ahead of development will provide an important east/west bikeway connection and alternative to Tank Farm Road during the Chevron remediation efforts. This project has been requested by residents from throughout the community and provides connectivity from the trail to the park Bicycle boulevards are facilities that bicyclists of all abilities feel comfortable using and therefore increase ridership. In conjunction with the Prado Road Class I bikeway, this segment provides an alternative route to the busy Broad Street corridor. The intent of this goal is to improve east- west connectivity of communities west of the US 101 to the east side of the freeway. PROGRAMS Traffic Safety Education: Educating the public on cycling Program Funding Sources: State and Federal grants Transportation Development Item 3, Attachment BItem 3 Packet Page 149 Increase annual funding for bicycle, motorist, and scooter education Ped/Bikeway Maintenance: Maintain $60,000 annually for bicycle and pedestrian facilities awareness and safety reduces collisions. Goal supports Grand Jury goal of promoting safe cycling. Performing pavement maintenance and weed control on pedestrian and bicycle paths will increase the life of these facilities and reduce the risk of accidents. Act funds General fund Measure G STAFFING Active Transportation Manager: Maintain position. The Active Transportation Manager implements the Bicycle Transportation Plan policies and programs, prepares grant applications, and helps manage capital projects. Staffing Funding Sources: General fund Measure G Item 3, Attachment BItem 3 Packet Page 150 Human Relations Commission Background The Human Relations Commission (HRC) requests the City Council consider the following goals for the 2019-2021 Financial Plan: Goals 1.Housing Continue to implement the Housing Element, facilitate affordable, supportive, and transitional housing options; promote creative land use and density opportunities, and modify City fees and processes to increase housing production. Tasks and funding priorities should focus on: a.Explore ways to increase the affordable, alternative, and transitional housing inventory, through active support and involvement in the upcoming update of the City’s General Plan Housing Element for 2020-2028; b.Increase both rental and ownership opportunities within the City’s housing stock; c.Promote smaller, efficiency units and adjust development fees accordingly; d.Continue to prioritize Community Development Block Grant (CDBG0) funding for production and rehabilitation of affordable housing; and e. Promote and ensure fair housing practices and policies within the City. 2.Homeless Prevention Continue to support a long-term, proactive, sustainable program that addresses homelessness and focuses on transitioning children, families, and individuals out of homelessness into permanent housing. Tasks and funding priorities should focus on: a.Increase the HRC Grant-in-Aid Budget and General Fund support to allow greater financial assistance to non-profits in the community who serve those less fortunate; b.Continue efforts to prevent homelessness primarily with the most vulnerable populations; c.Increase support and awareness for mental and physical health and wellness; and d.Continue to work with the City’s Police and Community Together (PACT) team, the County’s Homeless Services Oversight Council (HSOC), and other local municipalities in implementing the San Luis Obispo Countywide 10-year Plan to End Chronic Homelessness. Item 3, Attachment BItem 3 Packet Page 151 3.Diversity, Equity, & Inclusivity Identify and implement policies and procedures to encourage greater social and economic diversity in the City. Tasks and funding priorities should focus on: a.Review and make changes to the HRC’s Bylaws and other Advisory Body Bylaws as necessary, to encourage diversity and inclusivity; b.Support, protect, and ensure the implementation of the City’s “welcoming city” designation; c.Explore partnerships with stakeholder groups, including but not limited to, the Five Cities Diversity Coalition, RACE Matters, SLO PACT, and various student groups to listen and learn about opportunities to increase diversity and inclusion; d.Increase commissioner community engagement and involvement to educate and inform City residents about the role of the HRC; e.Promote the city’s diversity and inclusion efforts through a collaboration with the City’s Promotional Coordinating Committee and internal marketing team. Item 3, Attachment BItem 3 Packet Page 152 [Name of Committee] Background [Please provide background narrative for your goals] Goals 1.Goal #1 [Please provide narrative detailing goal] Please provide as many goals as seem reasonable considering that resources are limited and the City Council considered a consolidation of goals in 2020-21. Item 3, Attachment BItem 3 Packet Page 153