HomeMy WebLinkAbout2021-01-19; City Council; ; Fiscal Year 2020-21 Amended Annual Action Plan and Inclusion of Coronavirus Aid, Relief, and Economic Security Act Supplemental Funding for the City of Carlsbad’s CommuniMeeting Date: Jan. 19, 2021
To: Mayor and City Council
From: Scott Chadwick, City Manager
Staff Contact: Nancy Melander, Program Manager, Housing Services
nancy.melander@carlsbadca.gov, 760-434-2812
Subject: Fiscal Year 2020-21 Amended Annual Action Plan and Inclusion of
Coronavirus Aid, Relief, and Economic Security Act Supplemental Funding
for the City of Carlsbad’s Community Development Block Grant Program
District: Citywide
Recommended Action
Hold a public hearing and adopt a resolution to:
1.Approve the Fiscal Year 2020-21 Amended Annual Action Plan and the Community
Development Block Grant Advisory Committee funding recommendations
2.Approve the federal Community Development Block Grant coronavirus funds in the
supplemental round of coronavirus funding allocations
3.Authorize the submittal of the Fiscal Year 2020-21 Amended Annual Action Plan to the
U.S. Department of Housing and Urban Development
Executive Summary
The primary objective of the Community Development Block Grant program is to help develop
viable urban communities by providing improved living environments, economic opportunity
and decent housing. The city receives annual Community Development Block Grant funds,
which are intended to principally serve people of low and moderate income. In addition, this
year the city received Community Development Block Grant Coronavirus federal funds
provided through the Coronavirus Aid, Relief and Economic Security Act, commonly known as
the CARES Act. These funds are intended to help met the emergency needs within the city
related to COVID-19 to prevent, prepare for and respond to the virus.
The city’s Fiscal Year 2020-21 Annual Action Plan was initially approved by the City Council on
June 16, 2020. It authorized the distribution and expenditure of the city’s annual entitlement
amount of $536,522 and the city’s first allocation of coronavirus funds of $315,666.
The city received notice in September of an additional allocation of block grant coronavirus
funds totaling $909,924. Staff has prepared the Fiscal Year 2020-21 Amended Annual Action
Plan (Exhibit 1) to authorize the use of this additional money. To assist in this effort, the
Community Development Block Grant Advisory Committee was tasked to review applications
and make funding recommendations for the additional funding.
Jan. 19, 2021 Item #4 Page 1 of 162
The City Council’s review and approval of the amended action plan is required before it can be
submitted to the Department of Housing and Urban Development for its approval.
Discussion
Background
The Fiscal Year 2020-21 Annual Action Plan was approved by the City Council June 16, 2020,
represents the first year of the city’s five-year Consolidated Plan and the first allocation of
Community Development Block Grant coronavirus funds. The Consolidated Plan is the official
application and guide for Community Development Block Grant funds for the City of Carlsbad. It
assesses community development needs, identifies six priority goals and outlines strategies to
help the city meet those goals.
The Carlsbad City Council approved these Consolidated Plan priorities Jan. 14, 2020:
Priority 1
Increase and preserve affordable housing opportunities for low- and moderate-income
households
Priority 2
Prevent and reduce homelessness
Priority 3
Strengthen support services for residents with special needs
Priority 4
Improve and provide facilities to serve lower-income persons
Priority 5
Provide fair housing services to residents
Priority 6
Plan and administer the Community Development Block Grant program
CARES Act
In response to the COVID-19 pandemic, the federal government approved the CARES Act on
March 27, 2020, to assist communities nationwide with housing, economic relief and other
basic needs during the pandemic. The first allocation of funds was awarded based on existing
grant formulas, while the allocation of the latest round of funds was targeted towards
communities facing higher risk of eviction because of sustained long-term economic disruption
and unemployment rates in industries, such as hospitality and food service. Additionally, the
additional COVID-19 funds come with new guidance intended to allow quick action to assist
low-income and vulnerable citizens. And most notably, the CARES Act waives the restrictions
normally placed on spending Community Development Block Grant funds, which allow no more
than 15% to be spent on public services. All of the CARES Act funding can be dedicated for such
services to help the community weather the ongoing pandemic.
Needs assessment
The city engaged the services of LeSar Development Consultants in April 2020 to quickly assess
the impact the pandemic was having on the City of Carlsbad and its residents to determine the
best use of the funds. LeSar gathered data on Carlsbad’s community needs and the city’s
Jan. 19, 2021 Item #4 Page 2 of 162
response from community data based on information gathered by 2-1-1 San Diego, an online
survey of the city’s past and current subrecipients on how nonprofits were addressing COVID-
19 and future funding needs, a virtual meeting with city staff on how the city has been
responding to COVID-19 and the types of community needs identified through city operations.
Based on the local data and consultations, LeSar developed potential funding recommendations
on short-term housing assistance, temporary shelter and food delivery.
Allocation and application
The city was notified of its additional allocation amount of $909,924 in September. Staff
released a notice of funding availability on Oct. 23, 2020, to initiate the application process. The
notice described the amount of funding available, the intended purposes and priorities for
funding eligible activities, information on how and when to apply for funding, and a tentative
review and award schedule. The notice also indicated a preference for making short-term
income payments. This preference is in line with the community priorities and addresses a
recurring need among residents, service providers, and local agencies. However, all applications
that met Carlsbad’s immediate community needs and one of the Department of Housing and
Urban Development national objectives, and that were intended for an eligible activity that
prevents, prepares for, or responds to COVID-19, were accepted and reviewed.
Applications that were submitted by Nov. 9, 2020, were screened by staff and forwarded to the
Community Development Block Grant Advisory Committee’s review. The committee
interviewed the applicants, asked questions of staff and conducted deliberations at its Dec. 1,
2020, meeting. The city received eight eligible applications from nonprofits for a variety of
activities (Exhibit 2). The grant applications were reviewed according to several factors,
including feasibility, budget reasonableness, administrative capacity, level of impact by COVID-
19 and alignment with local priorities. All applicants were given the opportunity to clarify
aspects of their proposals through the interview process.
The applicants who responded to the notification were:
Applicant and proposed activity Requested funding
Brother Benno (short term rental and utility assistance) $22,400
Casa de Amparo (supplies and equipment) 25,000
Catholic Charities (shelter operations and planning and administration) 93,460
Community Resource Center (short term rental and utility assistance) 448,342
Feeding the Soul (food purchases/operations) 218,610
Interfaith (short term rental/utility assistance and office expansion) 792,947
Meals on Wheels (food purchases and packaging) 10,000
Women’s Resource Center (basic needs) 25,000
Total $1,635,75
CDBG Advisory Committee
On Dec. 1, 2020, the Community Development Block Grant Advisory Committee convened to
discuss and interview organizations and develop a funding recommendation. Based on all the
information provided to the committee and resulting discussion, the committee recommends
the following organizations for funding:
Jan. 19, 2021 Item #4 Page 3 of 162
Applicant Requested Recommended
Brother Benno $22,400 $22,400
Casa de Amparo 25,000 0
Catholic Charities 93,460 93,460
Community Resource Center 448,342 329,532
Feeding the Soul 218,610 100,000
Interfaith Community Services 792,947 329,532
Meals on Wheels 10,000 10,000
Women’s Resource Center 25,000 25,000
Supplemental CDBG-CV totals $1,635,759 $909,924
Casa de Amparo was not recommended for funding by the committee because the committee
felt that there were other funding sources for supplies and school equipment to which the
organization could apply.
Brother Benno, Meals on Wheels, the Women’s Resource Center and Catholic Charities have
been recommended for their full request because the committee agreed that, in their
applications, these organizations provided a greater portion of their budgets to direct program
expenses, and that they provide an urgent and important need in the community.
Feeding the Soul, also known as the Oceanside Kitchen Collaborative, is a new applicant to the
program and is being recommended for partial funding in the amount of $100,000 to buy
surplus foods from local restaurants to serve food insecure residents through their network of
distributors. Funding would also cover the cost of the team that prepares the food and staff to
package and distribute the meals. The committee supported increasing food security in the
community, as well as supporting local restaurants with additional income.
The remaining funds were evenly split and allocated to the Community Resource Center and
Interfaith Community Services. The committee is recommending an additional $329,532 be
allocated to these organizations to supplement the current emergency rental-assistance
program. The committee did not support funding Interfaith Community Services’ office
expansion and instead recommended all funding go towards rental assistance payments and
other direct program activity costs associated with program delivery.
All the designated recipients listed above are serving the populations that the Centers for
Disease Control and Prevention have indicated are at a higher risk of contracting COVID-19.
Those populations include persons experiencing homelessness, seniors over the age of 60 and
persons with disabilities.
Fiscal Analysis
The Community Development Block Grant program is a fully funded federal program and there
is no fiscal impact on the General Fund.
Jan. 19, 2021 Item #4 Page 4 of 162
Next Steps
With the council’s approval, staff will submit the final FY 2020-21 Amended Annual Action Plan
with the supplemental block grant coronavirus funding to the Department of Housing and
Urban Development for its review and approval.
Environmental Evaluation (CEQA)
This action does not constitute a “project” within the meaning of the California Environmental
Quality Act under Public Resources Code section 21065 in that it has no potential to cause
either a direct physical change in the environment or a reasonably foreseeable indirect physical
change in the environment and therefore does not require environmental review.
Public Notification and Outreach
The draft amended plan was posted on the city’s website for public review beginning on Jan. 5,
2021. The city published a public notice in The San Diego Union-Tribune the same day informing
the public that the draft Fiscal Year 2020-21 Amended Annual Action Plan including the
additional allocation of block grant coronavirus funds would be available for public review and
comment for a period of 15 days from Jan. 5 - Jan. 19, 2021.
The Department of Housing and Urban Development has granted agencies waivers from certain
requirements of the program to expedite the delivery of assistance. The city reserves the right
to use this waiver to modify its normal public notification efforts so that it can provide swift
assistance to eligible beneficiaries to prevent the spread of COVID-19 and to mitigate the
economic impact caused by the pandemic.
Exhibits
1. City Council Resolution
2. Fiscal Year 2020-21 subrecipient funding applications
3. Community Development Block Grant coronavirus federal funds needs assessment
4. Community Development Block Grant Advisory Committee meeting minutes
Jan. 19, 2021 Item #4 Page 5 of 162
RESOLUTION NO. 2021-020
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA APPROVING THE FISCAL YEAR 2020-21 AMENDED ANNUAL
ACTION PLAN AND INCLUSION OF THE CARES ACT SUPPLEMENTAL
FUNDING, APPROVING THE CDBG ADVISORY COMMITTEE FUNDING
RECOMMENDATIONS, AND AUTHORIZING THE SUBMITTAL OF THE
CONSOLIDATED PLAN TO THE U.S. DEPARTMENT OF HOUSING AND URBAN
DEVELOPMENT
WHEREAS, the primary objective of the federal Community Development Block Grant (CDBG)
Program is to develop viable urban communities through the provision of improved living
environments, expansion of economic opportunity and decent housing. Grant funds received through
the program are intended to serve principally persons of low and moderate income; and
WHEREAS, federal CDBG Coronavirus funds (CDBG-CV) are provided to the city through the
Coronavirus Aid, Relief and Economic Security Act (CARES Act) administered by the U.S. Department of
Housing and Urban Development (HUD). The primary objective of these funds is to assist in meeting
the emergency needs within the city related to COVID-19 in order to prevent, prepare for, and respond
to the virus; and
WHEREAS, HUD notified the city on Sept. 11, 2020 that Carlsbad is eligible to receive $909,924
in supplemental CDBG-CV funds; and
WHEREAS, to receive these funds, the City Council must adopt an amended annual action plan
and submit it to HUD for review and approval; and
WHEREAS, on Dec. 1, 2020 the CDBG Citizen Advisory Committee reviewed funding applications
from various organizations and developed recommendations for the supplemental CDBG-CV funds for
the FY 2020-21 Amended Annual Action Plan; and
WHEREAS, to assist in developing the CDBG-CV funding allocations, the CDBG Advisory
Committee considered the priorities identified in the need's assessment and the preference for short
term income payments to determine the best use of CDBG-CV funds; and
WHEREAS, the draft plan was released for a 15-day public review period which began on Jan. 5,
2021, and concluded with a City Council public hearing on Jan. 19, 2021; and
Jan. 19, 2021 Item #4 Page 6 of 162
WHEREAS, public comments from the public review period and the public hearing, if any, have
been addressed through written response and included in the FY 2020-21 Amended Annual Action
Plan; and
WHEREAS, the City Council of the City of Carlsbad, California has taken all testimony into
account in considering the FY 2020-21 Amended Annual Action Plan and inclusion of the CDBG-CV
supplemental funding allocations for the period beginning July 1, 2020 and ending on June 30, 2021,
as required for the city's CDBG program; and
WHEREAS, the City of Carlsbad is committed to continuing to provide a suitable living
environment and to expand economic opportunities for the city's low-income residents as is outlined
in the plan.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1.That the above recitations are true and correct.
2.That the FY 2020-21 Amended Annual Action Plan is hereby approved by the City
Council.
3.That, on the city's behalf, the City Manager, or designee, is authorized to prepare and
execute all documents required to submit the city's FY 2020-2021 Amended Annual
Action Plan as set forth in Attachment A to HUD for approval.
4.That, on the city's behalf, the Deputy City Manager, Administrative Services, is
authorized to appropriate $909,924 CDBG-CV funds as approved by HUD and included
in the FY 2020-21 Amended Annual Action Plan as set forth in Attachment A.
Jan. 19, 2021 Item #4 Page 7 of 162
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of
Carlsbad on the 19th day of January, 2021, by the following vote, to wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
IWAW/111,010
BARBARA ENGLESON, City Clerk
(SEAL)
Jan. 19, 2021 Item #4 Page 8 of 162
Attachment A
(City of
Carlsbad
Fiscal Year 2020-2021
Amended Annual Action Plan
Carlsbad, CA
Prepared By:
Housing Services Division
City of Carlsbad
1200 Carlsbad Village Drive
Carlsbad, CA 92008
Annual Action Plan 1
2020
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Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(0(1,2)
Introduction
A number of housing and community development resources are currently available in the city. They include:
•Community Development Block Grant (CDBG) funds
•Community Development Block Grant Coronavirus federal funds
•General funds
•HUD Section 108
•HUD Housing Choice Voucher Program (through the Carlsbad Housing Authority)
•State Housing and Community Development (HCD) housing funds
•State transportation funds
•Carlsbad Affordable housing Trust Fund
•Anticipated Resources
Annual Action Plan 2
2020
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Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
536,604
0 0
536,601
536,522 2,143,478
The estimated CDBG funds amount of
available for the five the yews covering
Consolidated Plan is $2,843,030.
If the city continues to receive
approximately $536,000 annual in CDBG
funds it estimated that the city will have
approximately $2,680,000 available for
the five years covering the Consolidated
•Plan not including program income.
On Oct. 22, 2020 the city received notice
of a corrected fiscal year 2020 allocation
due to HUD error in the formula
calculation for the CDBG program. 536,522
Other public -
federal
Public Services
315,666
0 0
315,666
0
The city is receiving CDBG-CV from HUD
through the CARES Act to prevent,
prepare for, and respond to COV1D-19.
Funds will be used for public services.
The first allocation of CDBG-CV funds
$315,666 plus the addition of the third
round of allocation $909,924 is a total of
$1,225,590 to be used for COVID relief. 1,225,590 1,225,590
Table 1 - Expected Resources — Priority Table
Annual Action Plan 3
2020
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
While CDBG program does not require matching funds, CDBG funds offer excellent opportunities to leverage private, local, state, and other
federal funds to allow for the provision of public service activities. For example, many state housing programs have scoring criteria that reward
applicants who have matching funds. In the past, Carlsbad has been extremely successful in garnering matching infrastructure and
transportation funds and it will continue to seek such opportunities in the future, especially through SANDAG's Transnet fund.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs
identified in the plan
As the housing crisis has worsened in California, utilizing publicly owned land for affordable housing development has become an increasingly
popular policy solution. In January 2019, Governor Gavin Newsom issued an Executive Order directing State agencies to inventory and assess
surplus State properties for their development potential. Unfortunately, the State owns just seven surplus properties, resulting in 25 total acres,
in San Diego County (none are in Carlsbad). For its part, the city regularly reviews its real estate portfolio and assesses if properties are being put
to best use. However, no city-owned land is expected to be used.
Discussion
Annual Action Plan 4
2020
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geograph
ic Area
Needs Addressed Funding Goal Outcome Indicator
1 Increase and
preserve affordable
housing
2020 2025 Affordable
Housing
citywide
benefit
Affordable
Housing
CDBG: $269,794 Other: 1 Other
2 Prevent and reduce
homelessness.
2020 2025 Homeless citywide
benefit
Prevent and
Reduce
Homelessness
CDBG: $42,245
CDBG-CV: 1,042,344
Allocation1: $267,420
Allocation 2: $774,924
Homelessness Prevention: 720
891 Persons Assisted
3 Supportive Services
for LMI and Special
Needs
2020 2025 Non-Homeless
Special Needs
citywide
benefit
Supportive
Services for LMI
and Special
Needs
CDBG: $42,245
CDBG-CV: $160,000
Allocation i: $25,000
Allocation 3: $135,000
Public service activities other
than Low/Moderate Income
Housing Benefit: 720 1,048
Persons Assisted
4 Improve Facilities 2020 2025 Non-Housing
Community
Development
citywide
benefit
Public
Improvements
CDBG: $75,000 Public Facility or Infrastructure
Activities other than
Low/Moderate Income
Housing Benefit: 100 Persons
Assisted
Annual Action Plan 5
2020
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Sort
Order
Goal Name Start
Year
End
Year
Category Geograph
ic Area
Needs Addressed Funding Goal Outcome Indicator
5 Provide Fair Housing 2020 2025 Non-Housing
Community
Development
citywide
benefit
Fair Housing CDBG: $23,244
CDBG-CV: $23,244
Public service activities other
than Low/Moderate Income
Housing Benefit: 600 Persons
Assisted
Table 2 — Goals Summary
Goal Descriptions
1 Goal Name Increase and preserve affordable housing
Goal Description Increase and preserve affordable housing opportunities for low-and-moderate income households
2 Goal Name Prevent and reduce homelessness
Goal Description Prevent and reduce homelessness
3 Goal Name Supportive Services for LMI and Special Needs
Goal Description Strengthen support services for the residents with special needs
4 Goal Name Improve Facilities
Goal Description Improve and provide facilities to serve lower income persons
5 Goal Name Provide Fair Housing
Goal Description Provide fair housing services to residents
Annual Action Plan 6
2020
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Annual Action Plan 7
2020
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AP-35 Projects - 91.420, 91.220(d)
Introduction
For FY 2020-21, the City of Carlsbad is anticipated to received $536,604 in CDBG funding. The total
projects listed in the table equal $536,604.
To assist in the current emergency related to COVID-19, the city is anticipated to receive an additional
$315,666 in Community Development Block Grant Coronavirus federal funds (CDBG-CV).
The final allocation amount for the City of Carlsbad FY 2020-21 Annual Action Plan is $536,522 this is a
$82 dollar decrease from the anticipated amount of $536,604 due to HUD's error in the formula
calculation. The FY 2020-21 Amended Action Plan includes the city's new entitlement amount for fiscal
year 2020-21 ($536,522) and the CDBG-CV funding from the first ($315,666) and third ($909,924)
allocations.
# Project Name
1 Catholic Charities
2 Interfaith Community Services
3 Women's Resource Center
4 Brother Benno
5 Casa de Amparo
6 City of Carlsbad, Carlsbad Housing Fund
7 Program Administration
8 Legal Aid Society of San Diego
9 Community Resource Center
10 CV- Catholic Charities
11 CV-Interfaith
12 CV-Women's Resource Center
13 CV-Bother Benno
14 CV-Legal Aid Society of San Diego
15 CV-Community Resource Center
16 CV-Feeding the Soul
17 CV-Meals on Wheels
Table 3 — Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The City of Carlsbad is limited in its ability to meet all of the housing needs of lower income households.
However, a sincere effort will be made to combine various city resources to meet as much of the top
needs as financially feasible within the Action Plan time period, as well as the overall needs identified in
Annual Action Plan 8
2020
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the FY 2015-19 Consolidated Plan.
During this time while the COVID-19 pandemic is still ongoing, the FY 2020 subrecipients listed above
have indicated that they are serving the populations the Centers for Disease Control and Prevention
have indicated are at a higher risk of contracting COVID-19. Those populations include persons
experiencing homelessness, seniors over the age of 60, and persons with disabilities. The city's CDBG
subrecipients are experiencing increased needs related to food insecurity, emergency financial
assistance for housing, and short-term shelter. Within these needs, there has been an increase in case
management required, crisis intervention, and helping clients navigate various systems to connect to
benefits. Additionally, the city's fair housing services provider has seen an increase in requests for fair
housing assistance due to confusion regarding the rights of tenants and homeowners with mortgages in
relationship to the new eviction moratoriums.
In Sept. 2020, the city was notified of its additional allocation amount of $909,924. The total amount
available applicants could apply for was $909,924, the entire amount of CDBG-CV funds awarded to the
city. These additional funds have been allocated to some of the city's current subrecipients to
supplement the current CDBG-CV programs those recipients are: Brother Benno, Catholic Charities,
Community Resource Center, Interfaith Community Services, and Meals on Wheels. Two new recipients
have been included in the city's third round of allocations: Meals on Wheels and the Feeding the Soul
Foundation also known as the Oceanside Kitchen Collaborative.
Annual Action Plan 9
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AP-38 Project Summary
Project Summary Information
Annual Action Plan 10
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1 Project Name Catholic Charities
Target Area citywide benefit
Goals Supported Prevent and reduce homelessness.
Needs Addressed Prevent and Reduce Homelessness
Funding CDBG: $19,490
Description La Posada De Guadalupe is a 7-day, 24-hour alcohol- and drug-free
facility in Carlsbad. The program is designed to provide services for
homeless men in San Diego County. La Posada provides 50 emergency
shelter beds for men and 50 farmworker beds. In the winter months
La Posada increases its emergency shelter beds from 50 to 60 beds.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
68 individuals
Location Description 2476 Impala Drive Carlsbad, CA 92010
Planned Activities CDBG Funds will be used to provide increased a safety, sanitary, drug
and alcohol-free housing environment for homeless men and locally
employed farm workers. Through case management and support
services, residents will be assisted with obtaining employment and
locate permanent housing. FY 2020 CDBG funds will be spent on
salaries/wages (supervision of clients at the shelter) and client food.
2 Project Name Interfaith Community Services
Target Area citywide benefit
Goals Supported Prevent and reduce homelessness.
Needs Addressed Prevent and Reduce Homelessness
Funding CDBG: $20,000
Description Low-income Carlsbad residents will benefit from the range of
supportive programs at the Carlsbad Service Center including homeless
prevention, housing stabilization, basic needs and employment
assistance services.
Target Date 6/30/2021
Annual Action Plan 11
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Estimate the number
and type of families
that will benefit from
the proposed activities
200 persons
Location Description Carlsbad Service Center, 5731Palmer Way Suite A, Carlsbad, CA 92010
Planned Activities Rental assistance and emergency housing case management to
prevent or immediately reverse homelessness, basic needs such as
emergency food and hygiene kits to Carlsbad residents and their
families, and employment assistance.
3 Project Name Women's Resource Center
Target Area citywide benefit
Goals Supported Supportive Services for !MI and Special Needs
Needs Addressed Supportive Services for LMI and Special Needs
Funding CDBG: $10,000
Description WRC shelter offers a safe, non-isolating environment for survivors and
their children to rest, recuperate, and plan next steps with the support
of WRC case management program. Case managers work individually
with clients, to assess their needs and guide them in receiving the
resources and support necessary to rebuild and find accessible and
affordable transitional or permanent housing
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
53 persons
Location Description 1963 Apple Street, Oceanside, CA 92054
Planned Activities Funds will be used to provide direct program materials to clients such
as food, hygiene products, linens, diapers, transportation.
4 Project Name Brother Benno
Target Area citywide benefit
Goals Supported Supportive Services for LMI and Special Needs
Needs Addressed Supportive Services for LMI and Special Needs
Funding CDBG: $15,000
Annual Action Plan 12
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Description Brother Ben no's serves the poor and neediest in North County San
Diego, including Carlsbad residents.The agency operates two shelters
for women, a twelve-step residential recovery program-for men, a hot
meal and emergency food distribution program for the working poor.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
144,000 persons
Location Description 3260 Production Avenue Oceanside, CA 92058
Planned Activities The proposed program will provide a number of services including
emergency food boxes, hot meals, food packs, rental assistance, funds
for prescription medications, internet access, mail and telephone
services, hot showers, clothing for the family, and haircuts.
5 Project Name Casa de Amparo
Target Area citywide benefit
Goals Supported Improve Facilities
Needs Addressed Public Improvements
Funding CDBG: $75,000
Description The Wellness Center will be a community treatment facility to provide
a safe and nurturing home-like environment to undeserved youth who
have experienced significant trauma and struggle with severe
symptoms of complex trauma, PTSD, and behavioral challenges.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
13 households
Location Description 325 Buena Creek Road, San Marcos, CA 92069
Planned Activities The funding will assist in the architectural and planning costs related
to the expansion Teen Wellness Center. Funding will also provide a
storage and maintenance facility for use agency-wide.
6 Project Name City of Carlsbad, Carlsbad Housing Fund
Target Area citywide benefit
Annual Action Plan 13
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Goals Supported Increase and preserve affordable housing
Needs Addressed Affordable Housing
Funding CDBG: $269,794
Description The City of Carlsbad has established a Housing Fund for the purpose of
developing affordable housing for lower -income households and/or
purchasing affordable housing units for lower income families. The
activities will include the purchase of existing affordable units as they
become available in existing developments and other property
acquisition for low income affordable housing purposes, including
housing for the homeless (such as acquisition of vacant land or
underutilized land for new development, existing rental units with
rehabilitation efforts, market rate condominiums to be resold to low
income households, and/or partnerships with an affordable housing
developer for property acquisition for low income affordable housing
development).
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
To be determined. The city anticipates the purchase of two affordable
units and potentially assisting additional.
Location Description Carlsbad, citywide
Planned Activities Utilize funds to acquire existing affordable units such as vacant land or
underutilized land for new development, existing rental units with
rehabilitation efforts, market rate condominiums to be resold to low
income households, and/or partnerships with an affordable housing
developer for property acquisition for low income affordable housing
development).
7 Project Name Program Administration
Target Area citywide benefit
Goals Supported Increase and preserve affordable housing
Prevent and reduce homelessness.
Supportive Services for LMI and Special Needs
Improve Facilities
Provide Fair Housing
Needs Addressed Planning and Administration
Funding CDBG: $84,076
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Description The Housing Services Division is responsible for administering the city's
CDBG funded programs.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
citywide
Location Description citywide
Planned Activities admin, planning, record keeping, monitoring, financial tracking
8 Project Name Legal Aid Society of San Diego
Target Area citywide benefit
Goals Supported Provide Fair Housing
Needs Addressed Fair Housing
Funding CDBG: $23,244
Description Legal Aid Society of San Diego will provide fair housing services to all
Carlsbad residents. LASSD promotes housing opportunities for all
persons regardless of race, religion, sex, family size, familial status,
ancestry, national origin, color, or disability. Via the telephone or in
person assistance, LASSD staff will provide direct assistance to those in
need.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
145 persons
Location Description 216 S. Tremont Street, Oceanside, CA 92054
Planned Activities Funds will be used to provide fair housing services for residents
including advocacy, education, and
mediation
9 Project Name Community Resource Center
Target Area citywide benefit
Goals Supported Prevent and reduce homelessness.
Needs Addressed Prevent and Reduce Homelessness
Funding CDBG: $20,000
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Description Community Resource Center will promote and provide affordable
housing and supportive services for homeless domestic violence
survivors and their children through local emergency shelter,
transitional housing, and rental assistance partnerships. CRC will
provide ongoing support services such as case management, food,
clothing, transportation, legal services, crisis intervention, and other
services.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
178 persons
Location Description 650 Second Street, Encinitas
Planned Activities CDBG funds will be used to provide assistance including assessment to
determine utility of
diversion as an initial strategy, rental arrears, late fees, rental
assistance, security deposits, as well as
homeless intervention support services including case management,
support groups, food, and clothing.
10 Project Name CV- Catholic Charities
Target Area citywide benefit
Goals Supported Prevent and reduce homelessness.
Needs Addressed Prevent and Reduce Homelessness
Funding CDBG-CV: 112,950 $19,490
Description La Posada De Guadalupe is a 7-day, 24-hour alcohol- and drug-free
facility in Carlsbad. The program is designed to provide services for
homeless men in San Diego County. La Posada provides 50 emergency
shelter beds for men and 50 farmworker beds. In the winter months
La Posada increases its emergency shelter beds from 50 to 60 beds.
Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed activities
136 68
Location Description 2476 Impala Drive Carlsbad, CA 92010
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Planned Activities CDBG-CV funds will be utilized to respond to the increased expenses
due to COVID-19. The homeless men at La Posada are sheltering in
place and are at the facility all day every day. This has caused La
Posada to add extra shifts of staff to cover 7M-5PM when the men are
usually out working or looking for work. The utilities have also
increased with the men staying there all day as well as the food costs.
A portion of CDBG-CV funds will also be used to cover planning and
administrative expenses to pay for a parking survey to expand the
shelter. La Posada is currently doing some advanced planning to
expand their shelter to accommodate more men including those
impacted by COVID. La Posada anticipates that the effects of COVID
will be affect the homeless population in the longer term and are
preparing for shelter needs.
11 Project Name CV-Interfaith
Target Area citywide benefit
Goals Supported Prevent and reduce homelessness.
Needs Addressed Prevent and Reduce Homelessness
Funding CDBG-CV: $453,497 $123,965
Description Low-income Carlsbad residents will benefit from the range of
supportive programs at the Carlsbad Service Center including homeless
prevention, housing stabilization, basic needs and employment
assistance services.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
20-44
Location Description Carlsbad Service Center, 5731Palmer Way Suite A, Carlsbad, CA 92010
Planned Activities CDBG-CV will be utilized to respond to the increase requests for rental
assistance and emergency housing case management to individuals
and families affected by COVID-19. Those experiencing job loss or
reduction of income due to the closure of businesses, will have the
chance to receive assistance to reduce the chance of homelessness
and keep families housed during this pandemic.
12 Project Name CV-Women's Resource Center
Target Area citywide benefit
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Goals Supported Supportive Services for LMI and Special Needs
Needs Addressed Supportive Services for LMI and Special Needs
Funding CDBG-CV: $35,000 $10,000
Description WRC shelter offers a safe, non-isolating environment for survivors and
their children to rest, recuperate, and plan next steps with the support
of WRCs case management program. Case managers work individually
with clients, to assess their needs and guide them in receiving the
resources and support necessary to rebuild and find accessible and
affordable transitional or permanent housing.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
206 5-3
Location Description 1963 Apple Street, Oceanside, CA 92054
Planned Activities Funds will be used to provide direct program materials to victims of
domestic violence during this time when domestic violence is being
reported at an all-time high due to the shelter in place order. Program
expenses include items such as food, hygiene products, linens, diapers,
and transportation in response to the increased need due COVID-19.
13 Project Name CV-Bother Benno
Target Area citywide benefit
Goals Supported Supportive Services for LMI and Special Needs
Needs Addressed - Supportive Services for LMI and Special Needs
Funding CDBG-CV: $37,000 $15,000
Description Brother Ben no's serves the poor and neediest in North County San
Diego, including Carlsbad residents.The agency operates two shelters
for women, a twelve-step residential recovery program-for men, a hot
meal and emergency food distribution program for the working poor.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
144,000 food
22 rental and utility payments
Location Description 3260 Production Avenue Oceanside, CA 92058
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Planned Activities In response to the increase need for food due to COVID-19, Brother
Benno will utilize CDBG-CV funds for the purchase of food.
In response to the increased need for rental and utility assistance due
to COVID-19, Brother Benno will utilize the additional allocation of
funds from the third round of CDBG-CV funds for rental and utility
payments.
14 Project Name CV-Legal Aid Society of San diego
Target Area citywide benefit
Goals Supported Provide Fair Housing
Needs Addressed Fair Housing
Funding CDBG-CV: $23,244
Description Legal Aid Society of San Diego will provide fair housing services to all
Carlsbad residents. LASSD promotes housing opportunities for all
persons regardless of race, religion, sex, family size, familial status,
ancestry, national origin, color, or disability. Via the telephone or in
person assistance, LASSD staff will provide direct assistance to those in
need.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
146
Location Description 216 S. Tremont Street, Oceanside, CA 92054
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Planned Activities Due to confusion about tenant rights and responsibilities, Legal Aid has
seen an increase in both illegal actions
by landlords and an increase in harassment due to the COVID-19 crisis.
There has also been an increase in
requests for reasonable accommodation because persons with
disabilities have been uniquely affected by
COVID-19. Legal aid anticipates that there will be more reasonable
accommodation requests having to do with
the moratorium requirements of tenants to provide notice to
landlords if their income is reduced due to COVID.
CDBG-CV funding allows Legal Aid to quickly build capacity to deal with
the increase in request for services as well as to adapt quickly to
remote/virtual ways to get important information out to housing
providers, community partners, and housing consumers, including
homeowners who may have questions and legitimate fears about
facing foreclosure.
15 Project Name CV-Community Resource Center
Target Area citywide benefit
Goals Supported Prevent and reduce homelessness
Needs Addressed Prevent and reduce homelessness
Funding CDBG-CV: $453,497 $123,965
Description Community Resource Center will promote and provide affordable
housing and supportive services for homeless domestic violence
survivors and their children through local emergency shelter,
transitional housing, and rental assistance partnerships. CRC also
provides ongoing support services such as case management, food,
clothing, transportation, legal services, crisis intervention, and other
services.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
82 -20
Location Description 650 Second Street, Encinitas
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Planned Activities CDBG-CV will be utilized to respond to the increase requests for rental
assistance and emergency housing case management to individuals
and families affected by COVID-19. Those experiencing job loss or
reduction of income due to the closure of businesses, will have the
chance to receive assistance to reduce the chance of homelessness
and keep families housed during this pandemic.
16 Project Name CV- Feeding the Soul / Oceanside Kitchen Collaborative
Target Area Citywide benefit
Goals Supported Supportive Services for LMI and Special Needs
Needs Addressed Supportive Services for LMI and Special Needs
Funding CDBG-CV: $100,000
Description O'side Kitchen Collaborative is a network of pre-existing non-profit
organizations who are working directly with local feeding organizations
versus individuals. Organizations with unmet needs coordinate pick-up
of multiple melas from their facility on a daily basis and coordinate
distribution amongst their own recipients.
Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed activities
232
Location Description 3302 Senior Center Drive, Oceanside
Planned Activities Purchase of surplus foods from local restaurants and distributing that
food within their network of organizations/food distributors
17 Project Name Meals on Wheels of Greater San Diego
Target Area Citywide benefit
Goals Supported Supportive Services for LMI and Special Needs
Needs Addressed Supportive Services for LMI and Special Needs
Funding $10,000
Description Meals on Wheels is a meal delivery service for low income and
homebound seniors. Meals on Wheels also provides wellness checks
and referrals for other social services. Meals are provided on a sliding
scale based on need and at discounted price
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Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed activities
75 clients
Location Description 930 Boardwalk # C, San Marcos, CA 92078
Planned Activities Food purchases and packaging expenses
While the city has identified a number of priority strategies and implementing programs in the FY
2020-25 Consolidated Plan, given limited resources, the city may not pursue each program every fiscal
year. Priorities for allocation are a result of various community outreach efforts and consultation
meetings and recommendations by city staff and the Carlsbad City Council.
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AP-50 Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
Through the city's Inclusionary Housing program, the city intends to develop lower-income affordable
housing units throughout Carlsbad, thereby reducing the impact of housing on any one area. City staff
will be responsible for initiating or facilitating the development this housing through agreements with
local for-profit and non-profit housing developers (including agreements to provide city assistance) and
through managing/monitoring the affordability of these housing units in future years. City resources for
the provision, construction, or improvements to public services or facilities to meet the community
development needs will also be distributed throughout the city. Carlsbad will consider the allocation of
resources to public service organizations located outside of the city limits in those instances where such
public services provide adequate access to Carlsbad residents.
Geographic Distribution
Target Area Percentage of Funds
N/A
Table 4 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
There are currently no targeted areas within the city where CDBG funds are focused towards.
CDBG funds are targeted towards Carlsbad residents who are low income meeting eligibility
requirements of the program. While CDBG-CV funds are specifically targeted towards Carlsbad
residents who are not only low income but who have also been impacted by COVID-19 and
have experienced loss of income. Recipients of these federal funds reside throughout the city.
Discussion
see above
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AP-85 Other Actions - 91.420, 91.220(k)
Introduction
Priority Needs established in the FY 2020-2025 Five-Year Consolidated Plan, which form the basis for
establishing objectives and outcomes in the FY 2020-2021 One-Year Action Plan, are as follows:
High Priority
•Increase and Preserve Affordable Housing
•Prevent and Reduce Homelessness
Medium Priority
•Provide Supportive Services to Low Income and Special Needs Groups
•Facility Improvements
Low Priority
•Provide Fair Housing Services to Residents
•Planning and Administration
Actions planned to address obstacles to meeting underserved needs
Limited financial resources are the biggest obstacle to meeting underserved needs in Carlsbad. The city's
policy is to leverage, to the maximum extent feasible, the use of funds available in providing public
services and affordable housing. The city supports the use of CDBG and Housing Trust funds for
development activities and "gap financing" by private and non -pro fit entities in their efforts to develop
affordable housing.
Actions planned to foster and maintain affordable housing
In order to foster and maintain affordable housing for lower income households, the city will use CDBG
funds to assist with the development of affordable multi-family housing. The city also fosters
development of affordable housing through implementation of its Inclusionary Housing Ordinance,
which requires that 15 percent of all housing units constructed in city be affordable to lower and
moderate-income households. For projects proposing seven units or less, a fee is collected and
deposited into the city' s Housing Trust Fund to be used to foster and maintain affordable housing.
Actions planned to reduce lead-based paint hazards
The Residential Lead Based Paint Hazard Reduction Act of 1992 (Title X) emphasizes prevention of
childhood lead poisoning through housing-based approaches. This strategy requires jurisdictions to
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focus on implementing practical changes in older housing to protect children from lead hazards. The city
has identified two primary strategies to reduce lead-based paint hazards in Carlsbad to be carried out
during the FY 2020-2025 Consolidated Plan period.
Strategy 1: Integrate lead hazard evaluation and reduction activities into all housing programs.
Currently, many federal programs have requirements for evaluating and reducing lead hazards. For
those State and local housing and community development programs, the city will pursue the following
activities to evaluate and reduce lead hazards:
•Require inspection for and abatement of lead-based paint hazards as a requirement of all residential
rehabilitation programs when children under the age of seven reside in the dwelling unit and have been
identified with elevated blood levels;
•Include lead-based paint hazard abatement as an eligible activity for funding under the city's CDBG
program and include minimum lead-based paint abatement requirements to housing quality standards
which must be met; and
•Provide all eligible applicants of housing programs, with information regarding lead-based paint.
Strategy 2: Support the development of comprehensive health programs for the screening of children
for lead Poisoning and a follow-up on those identified as lead poisoned. In accordance with Center for
Disease Control (CDC} guidelines, all children found to have elevated blood levels (above 20 micrograms
per deciliter) should both be provided with public health management services and be tested every
three months. The County of San Diego's Department of Health Services currently provides this service.
The city encourages the abatement of lead-based paint hazards once a child under the age of seven is
identified as having elevated blood levels. CDBG funds may be used to help the city or other
organizations in developing a comprehensive approach to lead-poisoning prevention.
Actions planned to reduce the number of poverty-level families
The city currently has various programs and policies in place to help reduce the number of households
with incomes below the poverty line. These policies and programs aim to improve coordination and
collaboration among city departments; and nonprofit agencies which provide health and social services,
employment training, legal assistance, and other support services for low income persons. The city will
pursue the following programs during FY 2020-21 to reduce poverty in Carlsbad:
1.Inclusionary Housing Ordinance
2.Housing Reserve Fund
3.Affordable Housing Trust Fund
4.Section 8 Vouchers
5.Village Revitalization Partnership Program
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6. Economic Development Strategic Plan
Actions planned to develop institutional structure
There are many organizations within the County of San Diego that provide housing or supportive
services to Carlsbad residents. These agencies tend to be smaller organizations with many using
volunteers. The city will continue to encourage greater efforts to make use of available housing, social
service and mental and other health care resources. The city can also help strengthen the housing and
service delivery system by helping to educate such organizations and agencies regarding the resources
that are available.
Actions planned to enhance coordination between public and private housing and social
service agencies
The city proposes to strengthen, coordinate and integrate the governmental institution, non-profit and
private delivery systems discussed in the FY 2020-25 Consolidated Plan and FY 2020-21 Action Plan
through on-going "strategy and development" meetings between city staff, private developers, non-
profit organizations and various financial institutions. Through these meetings, the city will continue to
identify the constraints to affordable housing and develop/implement programs to mitigate them. The
key to successful development of affordable housing for lower-income households in Carlsbad is
communication, flexibility, and adequate funding. The city will communicate openly with private
developers and service providers as well as make every effort to maintain the flexibility in policies
and/or ordinances necessary to create public/private housing development partnerships.
Discussion
see above
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Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(1)(1,2,4)
Introduction
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(1)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1.The total amount of program income that will have been received before
the start of the next program year and that has not yet been reprogrammed N/A
2.The amount of proceeds from section 108 loan guarantees that will be
used during the year to address the priority needs and specific objectives
identified in the grantee's strategic plan N/A
3.The amount of surplus funds from urban renewal settlements N/A
4.The amount of any grant funds returned to the line of credit for which the
planned use has not been included in a prior statement or plan. N/A
5.The amount of income from float-funded activities
Total Program Income N/A
Other CDBG Requirements
1. The amount of urgent need activities N/A
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Exhibit 2
Jan. 19, 2021 Item #4 Page 37 of 162
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
CDBG-CV FUNDING PROPOSAL APPLICATION
{'city of
Carlsbad
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG-CV funding. Please type or print clearly. Attach additional sheets or
information as necessary. All information requested must be provided or the application will be
considered incomplete and will not be further evaluated for funding consideration. The application
must not exceed a total of twenty (20) pages, please reference the Checklist of Required Documents.
(Attachments D and E may also be required depending on the proposed project, but will not count
towards the 20 page limit.) The completed application package, including appropriate attachments,
must be submitted prior to 5 P.M . on Monday, November 9, 2020. Applications may be submitted
electronically to Nancy.Melander@calsbadca.gov. Paper copies may be mailed or delivered to the City
of Carlsbad, Housing Services, Attn: Nancy Melander, at 1200 Carlsbad Village Drive, Carlsbad 92008.
Please note that due to the current COVID-19 emergency, the Housing Services building is closed to the
public and paper copies must be delivered by appointment.
Potential applicants who have questions about the CDBG-CV funding should contact Nancy Melander by
email at nancy.melander@carlsbadca.gov before 5 p.m., Monday, November 2, 2020. Responses to
questions will be posted on the city's CDBG webpage by Wednesday, November 4, 2020 at
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp.
In May 2020, the city conducted a Needs Assessment of the community's highest priorities for
addressing the impacts of the COVID-19 crisis. The priorities identified include: 1) making short-term
income payments, 2) increasing food security (meal delivering services and food pantries) and 3)
providing basic needs. The city encourages applications that address a Needs Assessment priority, but
will give preference to applicants that provide short term income payments, in alignment with HUD's
stated objective.
If you'd like to view the needs assessment please visit the city's website at
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp.
➔THEME: Short term income payments
FUNDING APPLICANT
Name of Agency:
Address:
The Brother Benno Foundation
3260 Production Avenue, Oceanside CA 92057
Federal DUNS Number: -=-6=2--=1=2=8=55=..;6=-=8'-------------------------
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Carlsbad Emergency Rental and Utility Assistance to Counter COVID-19
Pandemic Impact
Location of Program/Project: Rental and utility assistance to be provided to Carlsbad residents to be
managed from Brother Benno's Emergency Services team in Oceanside, CA
Person completing application:_Joe McDevitt
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Jan. 19, 2021 Item #4 Page 38 of 162
Telephone No.: (858) 583-9560 email: joe.mcdevitt.carlsbad@gmail.com
Financial Contact: James Napier
Telephone No.: (760) 439-1244 Ext.102_email: jim.napier@cox.net
Program Manager Contact: Mary Holguin
Telephone No.: (760) 419-3731 email: mholguin2@yahoo.com
Executive Director Contact: Kathleen Diehlmann
Telephone No.: {760) 888-7986 email: kathleen.diehlmann@gmail.com
Requested Funding Amount: $ 22,400
Brief Description of Program/Project {Describe the work to be performed, including the activities to be
undertaken or the services to be provided, the goals and objectives of the program/project, AND how
the program/project will prevent, prepare for, or respond to the Coronavirus):
With the substantial growth of unemployment directly related to the COVID-19 pandemic, we are
witnessing a continued increased rate of families with children and individuals who are homeless or at
risk of becoming homeless. In parallel with the COVID-19 pandemic, we are also witnessing a substantial
increase in the number of persons suffering from alcohol and substance abuse who are entering into a
recovery program that requires sober living help with housing assistance. This request is for a financial
contribution to support the expansion of our social services to meet the urgent needs of those families
who are homeless or at risk of becoming homeless and those individuals in our recovery program that
need rental and utility assistance. Our current budget has funding allocated to support emergency
rental assistance for six families weekly in the amount of $500 and approximately $1000 per month is
budgeted for utility assistance. Since the demand for rental and utility assistance continues to increase
with the COVID-19 crisis, our budget is insufficient to meet this expanding demand. The funding request
in our application supports additional emergency rental assistance at a cost of $1,000 each for an
additional ten cases (families or individuals), $10,000 for sober living rent under a recovery program to
prevent homelessness and a 20% increase to the $1,000 per month budgeted for utility assistance. This
budget increase will be separately accounted for and used to support emergency rental and utility
assistance for Carlsbad residents.
What Needs Assessment priority does your proposal or activity address? If 'none' please indicate so
and why?
This application supports the Needs Assessment priorities for short-term income payments consisting of
emergency rental and utility assistance for families with children and individuals who are homeless or at
risk of becoming homeless.
Need for the Program and CDBG-CV Funds as it relates to the Coronavirus. Describe the need in our
community, how this need is related to the Coronavirus, and why CDBG-CV funds are essential to
address this need:
Brother Benno is witnessing a substantial increased need for rental and utility assistance across the
north San Diego county during this COVID-19 crisis. Carlsbad families with children are experiencing this
same increase in the need for emergency rental and utility assistance due to the COVID-19 crisis.
Brother Benno's 2021 budget for rental and utility assistance has not kept up with this growth and
additional Program and CDBG-CV funds are needed to meet this increased demand caused by the
COVID-19 crisis. This additional assistance will take advantage of the Brother Benno volunteer team that
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Jan. 19, 2021 Item #4 Page 39 of 162
1s rn place with experience in working with residents in providing emergency rental and utility
assistance. This team already provides rental and utility assistance to Carlsbad residents and additional
CDBG-CV funds granted under this application will be used solely to meet the increased demand of
Carlsbad residents.
I. ORGANIZATIONAL ABILITY /CAPACITY
A. This agency is:
DX Nonprofit
□ Local public agency
□
□
For-profit
State public agency
□ Other (Please specify.) ______________ _
B. What is the purpose/mission of the agency?
Within the limits of our resources, no one in our area goes hungry, no one goes without
shelter or clothing, and most importantly, no one goes without someone to care for him
or her. Brother Benno's commitment is to help vulnerable families and individuals who
are in need of emergency assistance and to provide long-term support to end the cycle
of poverty.
C. How long has this agency been in operation? Please include the date of incorporation?
The Brother Benno Foundation has been in operation for 36 years. It was incorporated
in October 1983.
D. How long has this agency been providing the proposed program/project?
Brother Benno has provided emergency rental and utility assistance for at least ten
years. We have an established team that will manage this project.
E. Please submit an organizational chart for the agency as Attachment B.
Brother Benno's organization chart is attached as Attachment B.
F. Please describe the agency's existing staff positions directly responsible for the
proposed program/project and their qualifications and experience in implementing such
a program/project. (Resumes may also be submitted as an optional Attachment C but
not in lieu of a complete response.)
For the past ten years Brother Benno's rental and utility assistance project has been
managed by Ms. Mary Holguin. Mary Holguin leads our Casework team and manages
our Emergency Services. She works closely with needy families and individuals
requesting rental and/or utility assistance. Brother Benno's accounting office keeps
track of expenditures.
G. Please indicate your agency's level of experience with the CDBG program.
CDBG program:
□ No or little experience (up to 1 year of using CDBG funds)
□ Some experience (2 to 3 years of using CDBG funds)
D Moderate experience (4 to 5 years of using CDBG funds)
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DX Considerable experience (more than S years of using CDBG funds)
H. If you have received federal funds, including CDBG funds, in previous years, have
program violation findings ever been made against your agency/organization?
□ X No D Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization.
I. Describe the steps that have been completed or must be completed to initiate the
project. These may include community support, staffing, securing an appropriate
location, marketing, and networking. Describe the program's timeline with dates and
times, including the earliest possible start dates, end dates, and milestones as
applicable.
With the issuance of a grant, Brother Benno can immediately commence providing
additional rental and utility assistance to Carlsbad residents with use of its existing
volunteer team. This team has considerable experience in working with residents to
meet their emergency needs. This team already provides rental and utility assistance to
Carlsbad residents.
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG-CV funds would be used. Indicate how the
requested CD BG-CV funds would relate to the overall proposed budget.
B. Did you receive any of the following sources of funding from the City of Carlsbad within
the last two fiscal years (2019-2020 and 2020-2021) for the proposed program/project?
Sources of Funding
CDBG
Community Activities (or other General Fund monies)
D
DX
DX
□
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
CDBG funds
Community Activities/Other
Amount Received
$15,000
$15,000
$7,500
Status
2020-2021 funding pending -food purchase
2020-Program Services
2019 Program Services
Not applicable
C. Did you receive any federal funds, including CD BG-CV funding from other cities?
DX No D Yes (Please list funds below)
Program Source Amount Received
$
4
Jan. 19, 2021 Item #4 Page 41 of 162
Ill. BENEFITS & BENEFICIARIES
A. How accessible or convenient is the proposed program/project to Carlsbad residents?
(Please be specific such as direct services to client's home, transportation provided to and
from facility, or relation to public transportation.)
Brother Benno's facilities are centrally located in the coastal region, located only 3.5 miles
from the north Carlsbad border and easily accessible through major routes (bus and car) that
include El Camino Real and Mission avenues. Brother Benno offers bus passes for those in
need of transportation support.
B. What is the approximate percentage of your clients that have annual family incomes in each
of the following ranges: (Percentages should add to 100%)
---"S'-""O'--_ % of clients are at 30 percent or below of the area median income
--=3=0 __ % of clients are between 31 and 50 percent ofthe area median income
--=1=0 __ % of clients are between 51 and 80 percent of the area median income
_1_0 __ % of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated
Plan housing and community development priorities, as well as the population to be served
or the area to be benefited. (Reference Consolidated Plan Priorities)
Brother Benno's proposed project will help meet the needs of low and moderate income
Carlsbad residents by providing a multitude of rental and utility services, particularly
assistance for single-parent households with children, senior citizens, the handicapped and
those in alcohol and substance abuse recovery programs. Brother Benno's project supports
"Priority 2: Prevent and reduce homelessness" that is specified in the Carlsbad Consolidated
Plan.
Brother Benno provides rental assistance that helps low and moderate families and
individuals retain their current housing and prevents the onset of homelessness for those at
risk in the community. This assistance can also be used to prevent eviction for a back
payment. We also provide critical funding for utility assistance on a case-by-case basis to
prevent families and individuals from having their power, gas or water shut off. Brother
Benno's operates two transitional shelters for women in transition (which can mean those
leaving domestic violence situations). We offer a twelve-step residential recovery program
open to Carlsbad men and women that requires housing assistance. We offer emergency
lodging for those in immediate need of housing. Funding for this project will increase our
capacity of serving those affected with a job loss due to the COVID-19 pandemic by helping
families to remain in their homes, or, to live in their homes without the loss of power, water
and gas utilities.
The provision of rental and utility assistance to Carlsbad residents is offered in parallel with
other services that are separately funded at Brother Benno to aid families and individuals at
financial risk. These other services include the supply of bus passes, internet access,
telephone services, and clothing for those who need these services to gain re-entry into the
job market. For those at financial risk, we distribute food boxes six times per week to
5
Jan. 19, 2021 Item #4 Page 42 of 162
families and individuals, especially to support those impacted by worsening financial
conditions caused by the COVID-19 pandemic. These services further support families and
individuals by lessening financial impacts and assist them in retaining their homes and
continue with much needed home utilities. We ensure that at-risk families (particularly
those with children) do not become homeless due to changing financial circumstances.
D. Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
20 Persons (families and individuals) of which 100% are Carlsbad residents.
E. Does your agency focus its activities on populations with special needs?
D No DX Yes (Please specify)
Please specify which special needs populations. (homeless individuals/families, persons with
disabilities, persons with substance abuse problems, veterans, farmworkers and day
laborers, seniors, children, etc.)
Brother Benno provides services to special needs persons. We are focused on providing
social services to homeless individuals/families, persons with disabilities, persons with
substance abuse, veterans and their families, farmworkers in north San Diego county, day
laborers, children etc. Our services include:
1) Emergency Food programs
2) Rental and utility assistance
3) Alcohol and substance abuse recovery programs
4) Support services that include emergency lodging, caseworkers for Guest needs,
laundry facilities, hot showers, weather appropriate clothing, prescription assistance,
free haircuts and bus passes.
S) Financial support for continuing college level education
F. Does your organization charge recipients for the provided services?
DX No D Yes (Please specify)_$~---
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for
construction, rehabilitation, property acquisition, and construction related activities, or a new
public/community service program/project. Acquisition of property or construction related
projects must also include an Attachment D for plans, scope of work, cost estimates, property
listing, or other appropriate documents. THE AGENCY MUST ENSURE THAT THE ACTIVITY IS
TO PREVENT, PREPARE FOR, OR RESPOND TO THE CORONAVIRUS.
V. DOCUMENTATION
A. How will the beneficiaries' information be collected and documented?
Brother Benno's uses the PeopleTrak system to keep a current database of every client. This
6
Jan. 19, 2021 Item #4 Page 43 of 162
includes household members, address and telephone (if available), birthdate, race,
ethnicity, income level, dates of service, and type of services rendered. These records
allow us to access reports that address questions as to unduplicated numbers served, single-
parent households and ethnicity compositions.
There is a separate tracking of rental and utility assistance provided to residents through our
accounting process.
V. PROGRAM NARRATIVE SECTIONS
San Diego County EFSP
B. What documentation will be used to prove the funds are going to the prevention,
preparation or response to the Coronavirus?
This will be proof based. Actual proof of payment will be submitted.
C. How will the outcomes be measured, collected, and documented?
Utility assistance is measured in the number of shut off cases that were prevented or
eliminated and rental assistance is measured in the number of evictions that were
prevented. For individuals in recovery programs, once the client has entered a sober living
program, especially if they have been deemed homeless under the federal definition, it will
be considered a success. Enumeration of placements will be submitted with each program
report.
VI. PARTNERSHIPS, COLLABORATION, AND OUTREACH
A. Describe how you are collaborating with other agencies such as the County Continuum of
Care and other non-profit organizations and/or agencies to form a cohesive approach to the
coronavirus. What steps will you take to make sure there is not a duplication of services?
How will you reach out to families and businesses in need?
Brother Benno is actively working with other foundations in San Diego county for the issuance of
grants to fund rental and utility assistance across north San Diego county. Our objective is to
maximize our mutual efforts with other foundations to rapidly intervene to assist families and
individuals at risk of homelessness and to assist those who are homeless to quickly exit homelessness
and return to permanent housing. Brother Benno's other social services consisting of emergency food
programs, support services to assist families and individuals to regain employment, alcohol and drug
recovery programs, emergency lodging and transitional shelters for women in transition (leaving
domestic violence situations) further aids those families and individuals at financial risk from
becoming homeless.
The services provided by Brother Benno are well known throughout the north San Diego County
region and especially in Carlsbad. Brother Benno publishes a monthly newsletter with wide
distribution that describes the many services that are offered. Brother Benno's 200 volunteers with
are active in various congregations and non-profit charity groups in Carlsbad. To support the
increased need for these services during the COVID-19 pandemic, we have ensured personnel are
available to answer questions from residents and to take appropriate action to provide support.
7
Jan. 19, 2021 Item #4 Page 44 of 162
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
President November 6 2020
Title Date
NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
Information below to be completed by Housing Services Department staff
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
Local Objective:
Eligibility Determination:
8
Jan. 19, 2021 Item #4 Page 45 of 162
CDBG-CV PROJECT BUDGET
Organization: Brother Benno Foundation Total organization budget$ 1,700,000
Program/Project name requesting funds: Carlsbad Emergency Rental and Utility Assistance to Counter COVID-19
Pandemic Impact
CDBG funds requested: _$_22_,~4_0_0 _________ Total program/project budget: ~$=19~0~,---c.4.c...00-'-------
Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for programLproject: ($)Secured or (A)Anticipated
a. Funding requested from the City
b. Other federal funds (if any)
C. State or local government funds
d. Donations and contributions (pending grant requests)
e. Fees or memberships
f. In-kind contributions/ Volunteer time
g. Other funding (currently funded by Genetech and ESFP Grants
h. TOTAL PROJECT FUNDING (project budget)
2. Uses of CDBG-CV funds requested for the program/project: (1.a.)
a. Wages and salaries
b. Personnel benefits
C. Materials and supplies
d. Program expenses and evaluation
e. Rent and utilities
f. Insurance
g. Mileage ( __ @58¢/mile)
h. Incentives and Special Events
i. Indirect costs
$22,400 {Al
0
0
$52,000 {Al
$116,000 (Sl
$190,400
$0
$0
$0
$0
$0
$0
$0
$0
$0
j. Rental Assistance -$1,000 x ten cases (families or individuals) $10,000
k. Rental Assist. -Rent under recovery program to avoid homelessness $10,000
I. Utility Assistance -20% increase to the $1,000 per month budget _$_2,~4_0_0 __ _
m. TOTAL REQUESTED FUNDING (same as 1.a.) $22,400
3. Percentage of project budget represented by CDBG-CV request 8.5%
(5) or (A)
(5) or (A)
(S) or (A)
(5) or (A)
(S) or (A)
(5) or (A)
(S) or (A)
(5) or (A)
4. If your project will require future funding, please provide information about how the program will be funded.
There is a continuing need to provide rental and utility assistance during this ongoing COVID-19 pandemic and
Brother Benno will pursue grants in 2021/2022 from multiple sources to obtain future funding.
9
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
CDBG-CV FUNDING PROPOSAL APPLICATION
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG-CV funding. Please type or print clearly. Attach additional sheets or
information as necessary. All information requested must be provided or the application will be
considered incomplete and will not be further evaluated for funding consideration. The application
must not exceed a total of twenty (20) pages, please reference the Checklist of Required Documents.
(Attachments D and E may also be required depending on the proposed project, but will not count
towards the 20 page limit.) The completed application package, including appropriate attachments,
must be submitted prior to 5 P.M. on Monday, November 9, 2020. Applications may be submitted
electronically to Nancy.Melander@calsbadca.gov. Paper copies may be mailed or delivered to the City
of Carlsbad, Housing Services, Attn: Nancy Melander, at 1200 Carlsbad Village Drive, Carlsbad 92008.
Please note that due to the current COVID-19 emergency, the Housing Services building is closed to the
public and paper copies must be delivered by appointment.
Potential applicants who have questions about the CDBG-CV funding should contact Nancy Melander by
email at nancy.melander@carlsbadca.gov before 5 p.m., Monday, November 2, 2020. Responses to
questions will be posted on the city’s CDBG webpage by Wednesday, November 4, 2020 at
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp.
In May 2020, the city conducted a Needs Assessment of the community’s highest priorities for
addressing the impacts of the COVID-19 crisis. The priorities identified include: 1) making short-term
income payments, 2) increasing food security (meal delivering services and food pantries) and 3)
providing basic needs. The city encourages applications that address a Needs Assessment priority, but
will give preference to applicants that provide short term income payments, in alignment with HUD’s
stated objective.
If you’d like to view the needs assessment please visit the city’s website at
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp.
THEME: Short term income payments
FUNDING APPLICANT
Name of Agency: Casa de Amparo
Address: 325 Buena Creek Road, San Marcos, CA 92069
Federal DUNS Number: 113412001
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Casa de Amparo’s COVID Relief
Location of Program/Project: Casa Kids Campus – 325 Buena Creek Road, San Marcos CA 92069
Person completing application:
Heather Jenkins Telephone No.: 760-566-3582 email:_hjenkins@casadeamparo.org
Jan. 19, 2021 Item #4 Page 46 of 162
{'cicyof
Carlsbad
Financial Contact:
Scott Ryder Telephone No.: 760-566-3583 email:_sryder@casadeampo.org
Program Manager Contact:
Tamara Fleck-Myers, LMFT Telephone No.: 760-754-550 email: tfleck-myers@casadeamparo.org
Executive Director Contact:
Tamara Fleck-Myers, LMFT: Telephone No.: 760-754-5500 email: tfleck-myers@casadeamparo.org
Requested Funding Amount: $ 25,000
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided, the goals and objectives of the program/project, AND how
the program/project will prevent, prepare for, or respond to the Coronavirus):
During this COVID-19 crisis, Casa de Amparo continues to meet the basic needs of youth in our
residential care by providing shelter, food, clothing, access to health care, mental health services, case
management, educational assistance and transportation. The agency has incurred, and continues to
incur, unexpected costs to purchase disinfectant and cleaning supplies, gloves, hand sanitizer and
thermometers at a higher volume that ever before in an effort to prevent the spread of COVID-19. The
program nurse and management continues to spend additional time educating youth and staff on
appropriate precautions to maintain their health and safety.
Youth have experienced a disruption in their education with school closures and moving to home-based
online learning. Casa de Amparo is working with the local school district to ensure youth are able to
continue their education in the fall. Staff provides oversight of distance learning for the entire 24-hour
day, often having to increase staffing during school hours due to all youth being on site. The agency
continues to experience increased costs for activities and recreational equipment for youth and staff. In
an effort to maintain important connections while minimizing the spread of the virus, staff are ensuring
youth participate in telephone or video communication with family members and social workers and are
creating separate spaces to ensure the privacy of youth as they communicate with their support system.
Goals and Objectives:
1. Youth will receive services in a clean environment with appropriate medical supplies and isolation
equipment, as needed. Casa de Amparo will continue to incur unexpected costs to purchase disinfectant
and cleaning supplies, household supplies, medical supplies and isolation equipment, as appropriate, to
prevent the spread of COVID-19 and respond should one of our youth become ill.
2. Youth in Residential Services will maintain safe housing, receive three meals per day and snacks and
receive access to healthcare service through the on-site nurse. Casa de Amparo will ensure adequate
staffing 24/7 despite staffing shortages due to COVID-19 related absences and/or personal child care
needs. Casa de Amparo will incur the cost of staff working overtime, double time and/or hiring
additional staff, as needed.
3. Youth in New Directions will maintain safe housing despite many experiencing a loss in income or
employment. Casa de Amparo will supplement rental expenses during this COVID-19 crisis.
4. Youth will experience minimal disruption in their educational attainment. Casa de Amparo will provide
necessary electronic equipment and resources to ensure youth continue their school work despite
school closures.
5. Youth will not be abandoned during this unknown health crisis. Casa de Amparo will ensure youth
receive the resources and physical, mental and emotional support they need during this difficult time.
Jan. 19, 2021 Item #4 Page 47 of 162
What Needs Assessment priority does your proposal or activity address? If ‘none’ please indicate so
and why?
This proposal addresses the priority of providing basic needs by helping Casa de Amparo offset the
$133,000 of unexpected expenses already occurred since March 2020 due to COVID-`19.
Need for the Program and CDBG-CV Funds as it relates to the Coronavirus. Describe the need in our
community, how this need is related to the Coronavirus, and why CDBG-CV funds are essential to
address this need:
Casa de Amparo serves youth and families involved in the foster care system who rely on social service
supports to maintain housing, food, healthcare and therapeutic services. Youth in Residential Services
rely on Casa de Amparo to meet their basic needs such as shelter, food and clothing and to provide
access to health care, mental health services, case management, educational assistance and
transportation. Youth have experienced a disruption in their education with school closures and moving
to home-based or online learning. Casa de Amparo is working with the local school district and iFoster to
ensure youth are able to continue their education during these uncertain times. The needs of this
population do not change during a pandemic, rather their needs increase due to the instability they are
seeing and hearing in the world around them. During a crisis like COVID-19, Casa de Amparo must
provide stability to the youth and families in our care and our staff must be present to meet youth’s
needs and help them know they will not be abandoned.
I. ORGANIZATIONAL ABILITY/CAPACITY
A. This agency is:
Nonprofit For-profit
Local public agency State public agency
Other (Please specify.)
B. What is the purpose/mission of the agency?
Casa de Amparo’s mission is to support those affected by and at risk of child abuse and neglect,
through a range of programs and services that promote healing, growth and healthy
relationships. By working together with local partners, Casa de Amparo is creating a community
where children are safe and provided with the opportunity to thrive, without fear of abuse or
neglect.
C. How long has this agency been in operation? Please include the date of incorporation?
Casa de Amparo was established in 1978 and was incorporated on August 10, 1979. The
organization has been serving the San Diego community for over 42 years.
D. How long has this agency been providing the proposed program/project?
Casa de Amparo has been providing child abuse prevention and treatment programs for
children, teens, young adults and families affected by child abuse and neglect in San Diego
County since 1978 with the establishment of our Residential Services program. We have since
expanded our continuum of services to address emerging needs in the community, including
care for pregnant and/or parenting foster youth, foster youth with specialized healthcare needs,
foster youth with severe emotional and behavioral challenges and transitional housing and
support for foster and former foster youth.
Jan. 19, 2021 Item #4 Page 48 of 162
E. Please submit an organizational chart for the agency as Attachment B.
Please see Attachment B.
F. Please describe the agency's existing staff positions directly responsible for the
proposed program/project and their qualifications and experience in implementing such
a program/project. (Resumes may also be submitted as an optional Attachment C but
not in lieu of a complete response.)
Casa de Amparo has approximately 110 staff members and each year approximately 350
volunteers give over 5,000 hours of their time and talents to further the mission of the
organization. The organization’s 15 member Board of Directors is responsible for the overall
vision and direction of the organization and the Executive Director, Tamara Fleck-Myers, is
responsible for day-to-day management. The Facilities Committee of the Board of Directors is
charged with assisting Casa de Amparo throughout the Campaign for Casa Kids on building and
facilities related items. The following members of Casa de Amparo’s executive leadership team
are responsible for ensuring the successful completion of the proposed capital project.
Tamara Fleck-Myers, M.Ed., LMFT Executive Director
Ms. Fleck-Myers has a Master’s Degree in Counseling and is a Licensed Marriage and Family
Therapist. She has managed group home and foster family agency services since 1993 and has
been with Casa de Amparo for over 10 years. Prior to her appointment as Executive Director,
she served as the agency’s Director of Programs.
Chelle Sutyak, M.A. Associate Executive Director
Ms. Sutyak has a Master’s Degree in Counseling and over 20 years of experience managing
child and family services. She has been with Casa de Amparo since 2003 and is responsible for
the agency’s fiscal sustainability, personnel operations, facilities and community partnerships.
Katherine M. Karpé, CFRE Director of Development
Ms. Karpé is a Certified Fundraising Executive with over 20 years of fundraising experience, 16 of
which have been at Casa de Amparo. She has solicited gifts of up to $1,000,000 for Casa de
Amparo and currently leads a department responsible for capital, annual, in-kind, special event
and major gifts fundraising, as well as overseeing the marketing and volunteer efforts for the
organization.
G. Please indicate your agency's level of experience with the CDBG program.
CDBG program:
No or little experience (up to 1 year of using CDBG funds)
Some experience (2 to 3 years of using CDBG funds)
Moderate experience (4 to 5 years of using CDBG funds)
Considerable experience (more than 5 years of using CDBG funds)
H. If you have received federal funds, including CDBG funds, in previous years, have
program violation findings ever been made against your agency/organization?
No Yes
Jan. 19, 2021 Item #4 Page 49 of 162
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization.
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG-CV funds would be used. Indicate how the
requested CDBG-CV funds would relate to the overall proposed budget.
Please see Project Budget at end of application.
B. Did you receive any of the following sources of funding from the City of Carlsbad within
the last two fiscal years (2019-2020 and 2020-2021) for the proposed program/project?
Sources of Funding No Yes
CDBG
Community Activities (or other General Fund monies)
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
Amount Received Status
CDBG funds (2018-2019) $166,968 Fully expended
CDBG funds (2019-2020) $95,000 Fully expended
CDBG funds (2020-2021) $75,000 Funds remaining
Community Activities/Other N/A N/A
C. Did you receive any federal funds, including CDBG-CV funding from other cities?
No Yes (Please list funds below)
Program Source Amount Received
$N/A
III. BENEFITS & BENEFICIARIES
A. How accessible or convenient is the proposed program/project to Carlsbad residents?
(Please be specific such as direct services to client’s home, transportation provided to and
from facility, or relation to public transportation.)
Casa de Amparo provides assistance to children, teens and families, affected by abuse and neglect,
who reside throughout San Diego County so youth who are Carlsbad residents and are in need of the
type of trauma-informed services provided benefit from its accessibility and convenience.
B. What is the approximate percentage of your clients that have annual family incomes in each
of the following ranges: (Percentages should add to 100%)
100 % of clients are at 30 percent or below of the area median income
_ % of clients are between 31 and 50 percent of the area median income
Jan. 19, 2021 Item #4 Page 50 of 162
% of clients are between 51 and 80 percent of the area median income
% of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated
Plan housing and community development priorities, as well as the population to be served
or the area to be benefited. (Reference Consolidated Plan Priorities)
The target population that Casa de Amparo serves are involved in Child Welfare Services (CWS) or are
at-risk of involvement in CWS, and are low income, at-risk children, teens, young adults and families.
Each of these youth were affected by the trauma of abuse and neglect resulting in their removal from
their home and their placement in the foster care system. Research shows that over 40% of youth in
the foster care system will experience homelessness and that youth in the foster care system have a
disproportionately higher rate of mental and behavioral health challenges compared to youth not
involved in the system. Through providing programs and services to this target population, Casa de
Amparo directly meets the City of Carlsbad’s community development objectives:
• to provide shelter or services to homeless or near homeless persons/families and
• to strengthen support services for lower income residents and residents with special needs a
• to meet the basic needs of low income Carlsbad residents by providing food, shelter, clothing
and physical and mental health care and support to children and teens.
During fiscal year 2018-2019, there were 3,086 foster youth residing in San Diego County, including young
adults in extended foster care. Each of these youth has endured traumatic experiences such as physical,
emotional and sexual abuse, severe neglect, domestic violence, witnessing violence in the community and
being exposed to substance abuse. Because of the traumatic events experienced by youth in foster care, and
the negative effect it has on their overall physical, behavioral and social development and well-being, many
youth require intensive residential treatment to stabilize their behaviors and assist them in managing
symptoms of trauma.
We are so appreciative of the past funding from the City of Carlsbad. One of the first gifts was for The
Casa Kids Campus. During that phase we received a major use permit to build on the 11 acres of land
that makes up the Casa Kids Campus. During fiscal year 2015-2016 we received CDBG funds from the
City of Carlsbad to grow the campus by building a Counseling Wing, expanding an existing cottage for
pregnant and/or parenting foster youth and beginning architectural plans for the Teen Wellness
Center and Support Services Center. In fiscal year 2017-2018, 2018-2019, 2019-2020, and 2020-2021
we received CDBG funds from the City of Carlsbad to further support construction of the Teen
Wellness Center and Support Services Center.
D. Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
664 Persons of which 2% are Carlsbad residents
E. Does your agency focus its activities on populations with special needs?
No Yes (Please specify)
Please specify which special needs populations. (homeless individuals/families, persons with
disabilities, persons with substance abuse problems, veterans, farmworkers and day laborers,
Jan. 19, 2021 Item #4 Page 51 of 162
seniors, children, etc.)
Casa de Amparo’s services focus on providing support for abused, neglected and abandoned children
and families who have been identified as being affected by, or at-risk of, abuse or neglect. Within this
population, Casa de Amparo serves individuals who are homeless and those who have special medical
needs that require life sustaining medication or who are non-ambulatory. Casa de Amparo also
serves teens and young adults who are foster or former foster youth who are pregnant and/or parenting,
as well as those with severe emotional or behavioral challenges.
F. Does your organization charge recipients for the provided services?
No Yes (Please specify) $
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for
construction, rehabilitation, property acquisition, and construction related activities, or a new
public/community service program/project. Acquisition of property or construction related
projects must also include an Attachment D for plans, scope of work, cost estimates, property
listing, or other appropriate documents. THE AGENCY MUST ENSURE THAT THE ACTIVITY IS
TO PREVENT, PREPARE FOR, OR RESPOND TO THE CORONAVIRUS.
N/A
V. DOCUMENTATION
A. How will the beneficiaries’ information be collected and documented?
To evaluate the effectiveness of services provided and the impact on program participants, Casa de
Amparo utilizes Social Solutions Efforts to Outcomes software to record client and program outcome
indicators in a secure, password protected database. This system has been customized to meet the
individualized tracking and reporting needs of each program. Casa de Amparo’s overall program
evaluation is led by the Director of Quality Assurance who provides management and review of all data
gathering, entry, reports and evaluation. Analysis of data reports is performed by the Quality Assurance
Committee of Casa de Amparo’s Board of Directors.
B. What documentation will be used to prove the funds are going to the prevention,
preparation or response to the Coronavirus?
Along with the program statistics, Casa de Amparo will submit a six month and 12 month
report with impact stories, budget updates, and photos.
C. How will the outcomes be measured, collected, and documented?
Casa de Amparo monitors the progress of each youth in Residential Services using the California Child
and Adolescent Needs and Strengths (CANS) assessment and multi-disciplinary tool. The CANS monitors
outcomes of services and measures a child’s needs, strengths and development in the following areas:
behavioral/emotional, decision making, life functioning, risk behaviors and support system resources.
Jan. 19, 2021 Item #4 Page 52 of 162
The CANS is completed by children and clinicians within 30 days of entering the program and at routine
intervals thereafter. The CANS is a new assessment utilized in Residential Services as directed by the
State of California. Casa de Amparo anticipate the following outcomes for residents utilizing the CANS.
-Decrease in the number of actionable needs requiring treatment
-Increase in the number of identifiable strengths
VI. PARTNERSHIPS, COLLABORATION, AND OUTREACH
A. Describe how you are collaborating with other agencies such as the County Continuum of
Care and other non-profit organizations and/or agencies to form a cohesive approach to the
coronavirus. What steps will you take to make sure there is not a duplication of services?
How will you reach out to families and businesses in need?
Casa de Amparo has partnered with the following organizations or government agencies to meet the
needs of our youth and responds to the COVID-19 crisis.
-iFoster: providing Chromebook computers to youth in New Directions and Residential Services to
ensure they have access to educational materials during school closures
-Vista Food Bank: providing access to food items as they are available
-San Marcos Unified School District: providing breakfast/lunch combination meals Monday-Friday for
youth in Residential Services
-Community Care Licensing Division: Personal Protective Equipment (PPE) including gloves, masks,
hand sanitizer and gowns (have not yet received confirmation if these supplies are available or
received any of the above)
-County of San Diego Behavioral Health Services: Personal Protective Equipment (PPE) including
gloves, masks, hand sanitizer and gowns (have not yet received confirmation if these supplies are
available or received any of the above)
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
Executive Director 11/09/2020
Signature Title Date
NOTE: Applications must include a resolution from your organization’s Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
Information below to be completed by Housing Services Department staff.
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
Jan. 19, 2021 Item #4 Page 53 of 162
Local Objective:
Eligibility Determination:
Jan. 19, 2021 Item #4 Page 54 of 162
CDBG-CV PROJECT BUDGET
Organization: __Casa de Amparo______________________Total organization budget $____10,797,191_________
Program/Project name requesting funds: Residential Services
CDBG funds requested: $25,000 Total program/project budget: $5,951,135
Note: Indicate with an asterisk (*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for program/project: (S)Secured or (A)Anticipated
a. Funding requested from the City $25,000 (S) or (A)
b. Other federal funds (if any) (S) or (A)
c. State or local government funds (S) or (A)
d. Donations and contributions $120,000 (S) or (A)
e. Fees or memberships (S) or (A)
f. In-kind contributions / Volunteer time (S) or (A)
g. Other funding Government Contracts $5,116,644 (S) or (A)
h. TOTAL PROJECT FUNDING (project budget) $5,951,135 (S) or (A)
2. Uses of CDBG-CV funds requested for the program/project: (1.a.)
a. Wages and salaries $
b. Personnel benefits
c. Materials and supplies $25,000
d. Program expenses and evaluation
e. Rent and utilities
f. Insurance
g. Mileage (___ @ 58¢/mile)
h. Incentives and Special Events
i. Indirect costs
j.
k.
l. TOTAL REQUESTED FUNDING (same as 1.a.) $25,000
3. Percentage of project budget represented by CDBG-CV request <1 %
4. If your project will require future funding, please provide information about how the program will be funded.
Jan. 19, 2021 Item #4 Page 55 of 162
Board Resolution
Authorizing CDBG-CV Carlsbad Grant Application
The Board of Directors of Casa de Amparo authorizes the presentation of a grant application to the City of Carlsbad CDBG-CV as a prime need within the scope and limitations of the Foundation’s policies.
11/1/2020
Richard Berwick Date
Chairperson Casa de Amparo Board of Directors
Jan. 19, 2021 Item #4 Page 56 of 162
Jan. 19, 2021Item #4 Page 57 of 162Casa de Amparo Treating and Preventing Child Abuse and Neglect Board Resolution Authorization for Executive Director to Sign Contracts The Board of Directors authorizes the Executive Director, Tamara Fleck-Myers, to sign contracts on behalf of Casa de Amparo. The Board of Directors further authorizes the Executive Director, Tamara Fleck-Myers, to delegate this authority to Associate Executive Director, Chelle Sutyak, as appropriate. Deb Date Secre mparo Board of Directors Kayleen Huffman Date Chairperson, Casa de Amparo Board of Directors 325 Buena Creek Road • San Marcos • CA 92069 Pl1one: 760-754-5500 • Fax: 760-566-3569 • Website: www.casadeamparo.org New Directions • Hayward Child Development Center• Family Visitation Center Counseling Services • Residential Services • Young Parent Network
Chair of the Board
Richard Berwick (10/13-12/22) President, Cross Armory
Vice-Chair Jerry Stein (12/03-12/21) Member of the Board of Directors, Stein Family Foundation
Immediate Past Chair Kayleen Huffman (10/13-12/22) CFO, Bassett Home Furnishings
Treasurer Debbie Slattery (3/06-12/21)
Branch Manager & Vice President, California Bank & Trust
Secretary Vanessa Negrete (8/18-12/21) Attorney, Negrete Law Group, P.C.
Executive Director Tamara Fleck-Myers, LMFT
Members of the Board John Ayala (3/11-12/22) President & LPL Financial Advisor, Ayala Wealth Management
Mike Barnett (7/20-12/23) Undersheriff, San Diego County Sheriff’s Department
Mary Ann Bosanac (11/13-12/22) Realtor
Liese Cornwell (5/17-12/22) CFO, Bryan C. Doonan MD, Inc. Marilou Dela Rosa (10/09-12/21) Owner, Access Care Culture of Caring Jim Grant (8/12-12/21) President, J.E. Grant General Contractors
Tim Lesmeister (12/15-12/21) V.P. Marketing, WD-40 Company
Dustin Plantholt (9/19-12/22) Chief Ambassador, Life’s Tough Media
Michael Platis (3/07-12/21) Senior Project Manager, Cumming Construction Management
Sharon Stein (6/93-12/20) Member of the Board of Directors, Stein Family Foundation
Jan. 19, 2021 Item #4 Page 58 of 162
Jan. 19, 2021 Item #4 Page 59 of 162
EXECUTIVE SUMMARY
Casa de Amparo is responsible for ensuring the health and safety of 80 foster and former foster youth,
and their children, during the ongoing COVID-19 pandemic.
-35 of these youth reside in our Residential Services residential treatment program that provides 24/7
care, basic needs, healthy meals and therapeutic services to teenage foster youth ages 12-18 years who
have been removed from their homes due to abuse and neglect. The program includes services to
pregnant and parenting foster youth and is the only provider of this service in San Diego County.
-45 of these youth reside in our New Directions transitional housing program, which provides a safe
apartment, access to health care and community resources and case management to foster and former
foster youth ages 18-25 years, and their children.
In order to keep the youth in our care safe and to take appropriate precautions during this time, Casa de
Amparo has purchased approximately $133,000 worth of personal protective equipment (PPE), hand
sanitizer, household cleaning supplies, equipment to outfit isolation spaces, personnel, contract cleaning
services, food for youth and staff on shift, rent for New Directions apartments, educational and
recreation equipment for youth, shipping items to campus due to inability to purchase items in stores.
Casa de Amparo anticipates continuing to incur these costs as we remain responsive to the needs of the
youth and families that we serve during this health crisis.
A grant from the City of Carlsbad would ensure that foster youth are provided safe housing, access to
health care, safety precautions and caring staff during this unknown health crisis. Thank you for your
consideration.
Jan. 19, 2021 Item #4 Page 60 of 162
Tamara Fleck-Myers, LMFT Executive Director
Chelle Sutyak, MA Associate Executive Director
Denice Lucero Director of Residential Services
Celeste Leichliter Director of HR
Luana Karr HR Assistant
Jennifer Dong, BS Quality Assurance Specialist
Stephanie Donnellan, BA RS Program Coordinator
Amy Oden, BA Director of Program Development
Eric Bartlett, BA IT Manager
Erin Gospodarec, BA Director of Quality Assurance
Tabetha Constancio Development Associate
Kate Dusenbury Special Events and Donor Relations Coordinator
Heather Jenkins, MA, CFRE Director of Donor Relations
Nicole Chandler
PR and Marketing Coordinator
Kathy Karpé, CFRE Director of Development
Alyssa Sandoval Administrative Assistant
Director of Facilities Trent Myers
Robin Brown Staff Accountant
Veronica Bueno Accounting Assistant
Heather Jenkins, MA, CFRE Director of Donor Relations
FAMILY SERVICES
Visitation Aides (FT, not on-call) Eleidy Bailon Natalie Parsons
NORTH INLAND (CKC)
Liliana Rivera, BA Family Services Manager
Visitation Aides (FT, not on-call) Sandra Feria Alexis Perez
NORTH COASTAL (FSC)
Ashley Gutierrez Administrative Housing Specialist
Advocates/Educators Katie Barfoot, BA Sandy Flores, BA Diana Garcia, BA Liz Hughes, MA (on leave)
Elyse James (Miles), MSW Program Manager
Jaga Nath Glassman, MD Psychiatrist (Consultant)
RESIDENTIAL SUPPORT STAFF
Michael Whitelow, BA Care Coordinator
Kimberly Germain, LVN Nurse
RESIDENTIAL SERVICES
Dushawn Powell, MA Program Manager
Amanda Sanchez, BA Program Manager
Priscilla Mendez Nutritional Residential Counselor
Denisse Lucero, BA Program Manager
Shift Supervisors Dorothy Arteaga Denise Bolden Tony Duong Rafael Ibarra Omar Emilio Medina Tessa Price Elsa Rodriguez Vicky Vargas
Residential Counselors
RESIDENTIAL COUNSELING
Sheena Bergeron, AMFT Program Therapist Intern
Kelly Sisler, AMFT Program Therapist Intern
Vacant Clinical Program Manager
Shift Leads
Nathen Brown, BA Case Manager
Omar Sarwan Case Manager
Simone Allen, BA Case Manager
Kimberly Germain, LVN Nurse
Therapist Trainees
Stephanie Donnellan, BA RS Program Coordinator
New Directions THP+FC/THP+/TYH
Tayra Contreras Program Specialist
Jennifer Linehan, LMFT Program Therapist
Autumn Bailey Intake Coordinator
Janel Borgagine HR Coordinator
Scott Ryder Director of Finance
Jan. 19, 2021 Item #4 Page 61 of 162
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Jan. 19, 2021Item #4 Page 62 of 162COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM CDBG-CV FUNDING PROPOSAL APPLICATION {'Cityof Carlsbad The following information must be completed by each qualified nonprofit organization interested in being considered for CDBG-CV funding. Please type or print clearly. Attach additional sheets or information as necessary. All information requested must be provided or the application will be considered incomplete and will not be further evaluated for funding consideration. The application must not exceed a total of twenty (20) pages, please reference the Checklist of Required Documents. (Attachments D and E may also be required depending on the proposed project, but will not count towards the 20 page limit.) The completed application package, including appropriate attachments, must be submitted prior to 5 P.M. on Monday, November 9, 2020. Applications may be submitted electronically to Nancy.Melander@calsbadca.gov. Paper copies may be mailed or delivered to the City of Carlsbad, Housing Services, Attn: Nancy Melander, at 1200 Carlsbad Village Drive, Carlsbad 92008. Please note that due to the current COVID-19 emergency, the Housing Services building is closed to the public and paper copies must be delivered by appointment. Potential applicants who have questions about the CDBG-CV funding should contact Nancy Melander by email at nancy.melander@carlsbadca.gov before 5 p.m., Monday, November 2, 2020. Responses to questions will be posted on the city's CDBG webpage by Wednesday, November 4, 2020 at https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp. In May 2020, the city conducted a Needs Assessment of the community's highest priorities for addressing the impacts of the COVID-19 crisis. The priorities identified include: 1) making short-term income payments, 2) increasing food security (meal delivering services and food pantries) and 3) providing basic needs. The city encourages applications that address a Needs Assessment priority, but will give preference to applicants that provide short term income payments, in alignment with HU D's stated objective. If you'd like to view the needs assessment please visit the city's website at https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp. ➔THEME: Short term income payments FUNDING APPLICANT Name of Agency: Address: Catholic Charities, Diocese of San Diego 3888 Paducah Dr, San Diego, CA 92117 Federal DUNS Number: --'0=5-=-6-'-74-'-7c-=Sc-=6=1'-------------------------PROPOSED PROGRAM/PROJECT Title of Program/Project: --'L=a--'-P-=o=s=ad=a~d=e~G""'u"'"ad=a=l=u~pe"------------------Location of Program/Project: 2478 Impala Dr, Carlsbad, CA 92010 Person completing application: Dani Willenberg Telephone No.: (619) 323-2858 email: dwillenberg@ccdsd.org Financial Contact: John Pfeiffer Telephone No.:_,_(=6=19~)--'3~2=3-'-2=8c..c6~1'--______ email: jpfeiffer@ccdsd.org 1
Jan. 19, 2021Item #4 Page 63 of 162Program Manager Contact: Antoinette Fallon Telephone No.:(619) 381-0910email: afallon@ccdsd.org Executive Director Contact: Appaswamy "Vino" Pajanor Telephone No.: (619) 323-2842 email: vpajanor@ccdsd.org Requested Funding Amount: $~9~3~4~6~0'-----Brief Description of Program/Project (Describe the work to be performed, including the activities to be undertaken or the services to be provided, the goals and objectives of the program/project, AND how the program/project will prevent, prepare for, or respond to the Coronavirus): The goal of La Posada de Guadalupe (La Posada) is to provide a safe, supportive, and clean environment and opportunities to empower men with few or no resources to begin or continue working toward housing stability and self-sufficiency. La Posada is an emergency housing program for homeless men offering year-round shelter and comprehensive wrap-around support. Opening its doors in 1992 to homeless men and farmworkers, the program remains the only short-term housing program for single men not only in the City of Carlsbad, but the entire North Costa! Region. Through La Posada, single men experiencing homelessness in the regions can access and benefit from shelter, daily meals, hygiene facilities, and onsite supportive services, including case management, health and nutrition education, translation and interpretation, and recreation. Onsite services are delivered in English and Spanish, and referrals are provided to off-site employment, job training, and medical services from trusted partner service providers. In response to the COVID-19 pandemic, La Posada has extended the length of time clients can remain housed in the shelter and has expanded program operations to allow for 24/7 support. Many of clients have no place to go and choose to remain at La Posada. This has resulted in less open beds and has significantly the number of men seeking to get off the streets and into our emergency housing program. During these challenging times, where resources and employment have become even more scare for vulnerable populations like the homeless, La Posada has committed to assist clients for longer periods of time. What Needs Assessment priority does your proposal or activity address? If 'none' please indicate so and why? The La Posada Emergency Shelter program meets the Needs Assessment priorities of providing short-term shelter, case management services, and access to food for vulnerable populations, particularly homeless single men with little to no income. Need for the Program and CDBG-CV Funds as it relates to the Coronavirus. Describe the need in our community, how this need is related to the Coronavirus, and why CDBG-CV funds are essential to address this need: San Diego County has one of the highest rates of homelessness in the nation. In January 2020, the U.S. Department of Housing and Urban Development released the 2019 Annual Homeless Assessment Report to Congress (AHAR), a study that estimates homelessness in the United States. The 2019 AHAR finds that San Diego County has the fifth largest homeless population in the nation, and the third largest homeless population in California. Meanwhile, the City of Carlsbad is home to the second largest homeless population in the North Coastal Region, with 147 individuals living in shelters or the streets, canyons, and other places not suitable for human habitation, according to the 2020 Point-in-Time Count. As the only program of its kind in Carlsbad and the North Coastal Region, La Posada is an integral part of the region's coordinated efforts to end homelessness and is a vital community resource for our homeless neighbors. The COVID-19 pandemic has had a devastating impact on jobs and the local economy, making finding 2
Jan. 19, 2021Item #4 Page 64 of 162employment, and housing stability, seemingly impossible for the single men La Posada shelters. The most recent numbers from the CA Employment Development Department show that the unemployment rate in the San Diego-Carlsbad MSA is three times higher than last year. Exacerbating joblessness, and homelessness, as of the date of this application, November 9, 2020, the County of San Diego is at-risk of climbing to the purple tier, the highest and most restrictive tier in the COVID-19 ranking system. A purple tier would require businesses to scale back operations and could lead to more layoffs and less jobs. Due to the pandemic, the La Posada Emergency Shelter has committed to keep everyone living for extended time in the program and has made changes to allow clients to stay 24/7, which has placed a financial strain on the agency's operating budget. A CDBG-CV grant from the City of Carlsbad will enable CCDSD to continue the La Posada expanded operations, and most importantly, will provide homeless men who have nowhere to go with a clean, sanitized environment to endure the challenges that the pandemic has placed on our community members. I. ORGANIZATIONAL ABILITY/CAPACITY A. This agency is: I&] Nonprofit □ Local public agency □ □ For-profit State public agency □ Other {Please specify.) _____________ _ B. What is the purpose/mission of the agency? Catholic Charities Diocese of San Diego exists to exemplify the scriptural values of mercy and hospitality by Witnessing the gospel message contained in "Matthew 25:"; to advocate for a just society by Calling individuals and institutions to action on behalf of the poor, the vulnerable and the marginalized; and to acknowledge the sacredness of the human person by Accompanying those we serve on their journey toward achieving their full potential as persons created in the image and likeness of God. C. How long has this agency been in operation? Please include the date of incorporation? Established in 1919, Catholic Charities Diocese of San Diego {CCDSD) started with just a small office in Downtown San Diego and has since grown to become one of the most impactful agencies in the San Diego and Imperial regions. CCDSD first began administering services for children, families, inmates, and immigrants out of this small office on the corner of Fifth Avenue and F Street, beginning the agency's longstanding tradition of helping the poor, the vulnerable, and the marginalized improve their overall quality of life. CCDSD filled for incorporation on February 13, 1974, launching itself as an independent nonprofit organization. CCDSD services and outreach to homeless clients have been especially vigorous the last 36 years. We have developed unique shelter programs for single women and for single men and staff working La Posada are well connected with local shelters, outreach teams. CCDSD has been part ofthe Interfaith Shelter Network since its inception; CCDSD designed the EFSP Hotel Voucher Program (which is in its 35th year), and served as the original model for the County's Hotel Voucher Program in the late '90's. For more than a century, CCDSD has continuously provided responsive human charitable welfare programs that meet the varying and unique needs of the community. D. How long has this agency been providing the proposed program/project? La Posada de Guadalupe opened in Carlsbad in 1992 and has operated continuously for 28 years. 3
Jan. 19, 2021Item #4 Page 65 of 162E. Please submit an organizational chart for the agency as Attachment B. F. Please describe the agency's existing staff positions directly responsible for the proposed program/project and their qualifications and experience in implementing such a program/project. (Resumes may also be submitted as an optional Attachment C but not in lieu of a complete response.) La Posada de Guadalupe is staffed by a director, supervisor, case managers, residential technicians, and a kitchen cook. The Director has an extensive background in counseling services, homeless services, and has been a program director for the agency for twelve years. She is a graduate of the State University of New York, College at Oswego with a Bachelor of Arts in Psychology. She currently oversees the organization's homeless services in the County of San Diego. The current Operations Supervisor is bi-lingual/bi-cultural and has received trauma informed, case management, and health food training and has served in this role since 1998. Collectively, they bring over three decades of experience in working with homeless populations, managing shelter operations, and administering government grants, including CDBG funding. G. Please indicate your agency's level of experience with the CDBG program. CDBG program: □ No or little experience (up to 1 year of using CDBG funds) □ Some experience (2 to 3 years of using CDBG funds) □ Moderate experience (4 to 5 years of using CDBG funds) IBl Considerable experience (more than 5 years of using CDBG funds) H. If you have received federal funds, including CDBG funds, in previous years, have program violation findings ever been made against your agency/organization? rn No □ Yes If yes, please explain nature of finding(s) and how finding(s) has been addressed by your organization. I. Describe the steps that have been completed or must be completed to initiate the project. These may include community support, staffing, securing an appropriate location, marketing, and networking. Describe the program's timeline with dates and times, including the earliest possible start dates, end dates, and milestones as applicable. La Posada has operated without interruption since 1992 and continues to provide ongoing shelter and supportive services 7 day per week, 365 days per year. CDGB-CV funding will be put to immediate use. II. FINANCIAL CAPACITY /ST ABILITY A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the proposed program or project in which CDBG-CV funds would be used. Indicate how the requested CD BG-CV funds would relate to the overall proposed budget. 4
Jan. 19, 2021Item #4 Page 66 of 162B. Did you receive any of the following sources of funding from the City of Carlsbad within the last two fiscal years (2019-2020 and 2020-2021) for the proposed program/project? Sources of Funding CDBG Community Activities (or other General Fund monies) □ [ii] I:&] □ If yes, please indicate amount and status of previously awarded funds (fully expended, funds remaining, program/project discontinued, etc.). CDBG funds Community Activities/Other Amount Received $77,490 Status Fully Expended C. Did you receive any federal funds, including CDBG-CV funding from other cities? !Kl No □ Yes (Please list funds below) Program Source Amount Received $ $ $ Ill. BENEFITS & BENEFICIARIES A. How accessible or convenient is the proposed program/project to Carlsbad residents? (Please be specific such as direct services to client's home, transportation provided to and from facility, or relation to public transportation.) La Posada is located just two miles north of Palomar Airport Road, one-quarter mile east of El Camino Real. Major bus routes connecting participants to the entire region run within a five-minute walk of the facility. B. What is the approximate percentage of your clients that have annual family incomes in each of the following ranges: (Percentages should add to 100%) ---"'-9..;..6 __ % of clients are at 30 percent or below of the area median income -----'4 __ % of clients are between 31 and 50 percent of the area median income ___ %of clients are between 51 and 80 percent of the area median income ___ %of clients are above 80 percent of the area median income C. Please describe how low-and-moderate income persons will benefit from the proposed program/project. Include the need or problem to be addressed in relation to Consolidated Plan housing and community development priorities, as well as the population to be served or the area to be benefited. (Reference Consolidated Plan Priorities) 5
Jan. 19, 2021Item #4 Page 67 of 162The La Posada Emergency Shelter program addresses Priority 2: Prevent and reduce homelessness of the Fiscal Year 2020-2025, Consolidated Five Year Plan. In Fiscal Year 2019-2020, La Posada provided 23,003 shelter nights and served 69,144 meals. A total of 377 unduplicated individuals were housed, of whom 67 came from the City of Carlsbad. Of the clients served, 55% were White, 22% were Hispanic, and 20% were Black or African American. In Fiscal Year 2019-20, La Posada house 67 Carlsbad resident or almost half of all the 147 homeless persons enumerated in the 2020 Point-in-Time Count. As these outputs show, La Posada's positive impact in addressing homelessness is critical for the City of Carlsbad's priority to prevent or reduce homelessness. D. Please indicate the number of clients benefiting from the proposed activity and the percentage that are Carlsbad residents. La Posada serves 377 persons, of whom 67 (18 %) are Carlsbad residents. E. Does your agency focus its activities on populations with special needs? D No Yes (Please specify) Please specify which special needs populations. (homeless individuals/families, persons with disabilities, persons with substance abuse problems, veterans, farmworkers and day laborers, seniors, children, etc.) La Posada serves homeless single men and farmworkers who face one or more disabling conditions, including but not limited to substance use disorders, mental health problems, chronic diseases, and physical disabilities, that make living independently challenging. F. Does your organization charge recipients for the provided services? D No IBl Yes (Please specify) $ SO/week or $200/month La Posada has a total of 100 beds, of which 50 beds are set aside for homeless men. The 50 beds for farmworkers do pay a nominal fee of $SO/week or $200/month. La Posada has extended this option for homeless men so that they are working and saving to transfer to permanent housing IV. IMPLEMENTATION OF ACTIVITY A. Please submit a schedule for implementation as Attachment E if this proposal is for construction, rehabilitation, pr_operty acquisition, and construction related activities, or a new public/community service program/project. Acquisition of property or construction related projects must also include an Attachment D for plans, scope of work, cost estimates, property listing, or other appropriate documents. THE AGENCY MUST ENSURE THAT THE ACTIVITY IS TO PREVENT, PREPARE FOR, OR RESPOND TO THE CORONAVIRUS. Not applicable, the proposed project is not requesting funding for construction, rehabilitation, property acquisition, or construction related activities. La Posada is not a new program and has operated continuously for 28 years. V. DOCUMENTATION A. How will the beneficiaries' information be collected and documented? 6
Jan. 19, 2021Item #4 Page 68 of 162CCDSD is an active participant in Alliance for Regional Solutions -North County, the HMIS and CES for the San Diego County Continuum of Care, adhering to all record collection, tracking, and reporting guidelines for the region. Through Clarity, the local HMIS, La Posada staff enter all HUD-and Coe-mandated client information to support the local CoC reporting requirements, which are key for future federal allocations to support the provision of homeless services in the region. Furthermore, data collection, documentation, and evaluation are critical components of client and program success. The documentation assists staff in the case management process, helping them to track client progress towards goals and make adjustments as necessary. Staff are required to enter demographic information and case management notes promptly into the HMIS no later than one business day from time of collection. B. What documentation will be used to prove the funds are going to the prevention, preparation or response to the Coronavirus? The agency has many contracts with public and private agencies and will ensure CDBG-CV funding is separated from other sources of revenue. The CDBG-CV contract will be assigned a grant number and a contract folder will be set up. The contract will be assigned to a Grants Accountant that is responsible for maintaining the file, monitoring the expenditures of the funds, tracking outstanding balances due, preparing the invoices, reporting to the Directors on the expenditures, and contact the funder regarding payment. All public contracts are managed in accordance with federal single audit standards, the terms and conditions of 0MB Uniform Guidance (2.CFR.200), and all other relevant guidelines for the administration of public funds. Each contract file is reviewed and updated monthly by the Controller, Grants Accountant, Program Manager or Program Director. The controller reviews all billing and expense records to ensure they are being spent with fidelity to the terms of each grant contract. After the month is reconciled, the Controller prepares a monthly Grants Receivable aging report for the Director of Finance for inclusion in the monthly reports to the Finance Committee. C. How will the outcomes be measured, collected, and documented? Quality assurance is achieved through monthly reviews. The Operations Supervisor, in collaboration with the Program Director, review data quality and case file documentation by conducting a random review of 25% of active files. Files are monitored with feedback provided from case management. Findings shape training and mentoring needed by case managers. Administration conducts random case file audits (minimally twice a year). All Data Quality Reviews send by Administration are to be addressed within 5 business days. Administration conducts random audits to ensure program is compliant with grant requirements and obligations. Files are maintained for a total of 7 years. VI. PARTNERSHIPS, COLLABORATION, AND OUTREACH A. Describe how you are collaborating with other agencies such as the County Continuum of Care and other non-profit organizations and/or agencies to form a cohesive approach to the coronavirus. What steps will you take to make sure there is not a duplication of services? How will you reach out to families and businesses in need? Engaging in partnerships is critical to program and client success. Partnerships allow the agency to leverage resources and fill service gaps to ensure the homeless men served can make meaningful progress towards their housing and self-sufficiency goals and achieve transformative change. Key partnerships include: 1. Interfaith Community Services: provides residents with employment services and support, including resumes development assistance, employment opportunities, and financial literacy classes. 2. Veteran Community Services: assists veteran residents with deposits and rental assistance creating access to permanent housing, also assists with securing public entitlements. 7
Jan. 19, 2021Item #4 Page 69 of 1623. Lions Club: provides residents with vouchers for free eye exams and glasses through an agreement with Lenscrafters, Inc. 4. Alcoholics Anonymous: offers meetings held on-site weekly in both English and Spanish. 5. Vista Community Clinic: signs up and transports residents for next day medical appointments from the shelter to the clinic giving them access to doctor visits, medicine, check-ups, blood work and many other services. 6. Mental Health Systems: sends a coordinator weekly to meet with residents, conduct assessments, and referrals them to mental health resources. 7. Carlsbad Library hosts monthly classes on a variety of subjects, provides on-site library book drop-offs and one-one-one appointments for resume assistance. 8. Pacific Ridge Middle School: 8th and 12th grade students visit La Posada monthly to host activities and organize donation drives. 9. North County Health Systems: Have HIV and Hepatitis C testing available for residents every other month. 10. Employment Development Department: provides on-site presentations to assist residents with securing employment and employment opportunity. I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge. Chief Executive Officer Title November 9, 2020 Date NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person signing above to submit funding applications and to enter into funding agreements if selected 8
Jan. 19, 2021Item #4 Page 70 of 162Information below to be completed by Housing Services Department staff Date Received: Date Reviewed: Staff Person Completing Review: National Objective: Local Objective: Eligibility Determination: 9
Jan. 19, 2021Item #4 Page 71 of 162CDBG-CV PROJECT BUDGET Organization: Catholic Charities, Diocese of San Diego Total organization budget $--=1=5.,_4""'3""9""'5'""'9""9 _____ _ Program/Project name requesting funds: La Posada de Guadalupe CDBG funds requested: ~$~9~3_.4~6~0 _____ Total program/project budget:~$_78-9~,7~2=8 ____ _ Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution. 1. Sources of funding for programLproject: (S)Secured or (A)Anticipated a. Funding requested from the City $ 93.460 (A) (S) or (A) b. Other federal funds (if any) $ 179,127 (S) (S) or (A) C. State or local government funds $41,254 (A) (S) or (A) d. Donations and contributions $98,464 (A) (S) or (A) e. Fees or memberships $96,845 (A) (S) or (A) f. In-kind contributions/ Volunteer time (S) or (A) g. Other fundin (S) or (A) h. TOTAL PROJECT FUNDING (project budget) $509,150 (S) or (A) 2. Uses of CDBG-CV funds requested for the programforoject: (l.a.) a. Wages and salaries $46.414 b. Personnel benefits $12,996 c. Materials and supplies d. Program expenses and evaluation e. Rent and utilities $7.420 f. Insurance g. Mileage( __ @ 58C/mile) h. Incentives and Special Events i. Indirect costs $12,851 j. Client Assistance $3,779 k. Parking survey for La Posada expansion $10,000 I. TOTAL REQUESTED FUNDING (same as l.a.) $93.460 3. Percentage of project budget represented by CD BG-CV request 12% 4. If your project will require future funding, please provide information about how the program will be funded. CCDSD receives annual CDBG funding to support shelter operations and supportive services for La Posada. In 2019, CCDSD hired its first ever Director of Philanthropy to develop, implement, and evaluate all philanthropy activities and strategies utilizing a donor-centered philosophy to ensure diverse revenues support CCDSD's mission. In concert with 1(
Jan. 19, 2021Item #4 Page 72 of 162the CEO and board, the Director of Philanthropy has created a comprehensive philanthropy strategy and annual operating plan to promote mission achievement and financial sustainability. The Philanthropy Department will continue to seek individual contributions and grant funding to ensure the sustainability of La Posada. 11
Jan. 19, 2021Item #4 Page 73 of 162Catholic Charities DIOCESE OF SAN DIEGO Attachment -Board Resolution 12
Jan. 19, 2021Item #4 Page 74 of 162CATHOLIC CHARITIES Administration RESOLUTION: 20-01 WHEREAS: A. Catholic Charities, Diocese of San Diego is a nonprofit corporation; and B. Catholic Charities is eligible to apply for and receive, during calendar year 2020, public and private funds: NOW THEREFORE LET IT BE RESOLVED THAT: 1. The Board of Directors of Catholic Charities and the Chair, hereby authorize Appaswamy "Vino" Pajanor, the Biteettti ,e Diteeto'f,i'fo apply for, negotiate, and administer the final terms of funding agreements/contracts, revisions, amendments, extensions and renewals with public and private entities, and to sign them on behalf of Catholic Charities. AYES: ABSTENTIONS: NOES: ABSENT: PASSED AND ADOPTED at a regular meeting by the Catholic Charities Board of Directors this 12th day of March, 2020. P.O. Box 121831, San Diego, California 92112-1831 * Tel. (6 l 9) 231-2828 • Fa, (619) 234-2272 Member Agency of United Way • Member Agency ofCatl10lic Charities USA 13
Jan. 19, 2021Item #4 Page 75 of 162CATHOLIC CHARITIES Administration RESOLUTION: 20-03 WHEREAS: A. Catholic Charities, Diocese of San Diego is a nonprofit corporation; B. Catholic Charities in order to increase efficiency and reduce expenses, traded its two old vehicles and purchased a fleet of four new Honda HR Vs on February I 9, 2020 based on the analysis and recommendation from the CEO (attached Memorandum); and C. Catholic Charities needed financing to purchase the four vehicles, but due to the lack of credit history for Catholic Charities, the CEO gave a personal guarantor for financing the vehicles. NOW THEREFORE LET IT BE RESOLVED THAT: I. The Board of Directors of Catholic Charities and the Chair, hereby retroactively authorizes and approves the purchase and financing of the four new Honda I-IRVs. AYES: ABSTENTIONS: NOES: ABSENT: PASSED AND ADOPTED at a regular meeting by the Catholic Charities Board of Directors this 12th day of March, 2020. P.O. Box !21831,SanDicgo,Califomia92112-l83l • Tel.(619)231-2828 • Fax(619)234-2272 Member Agency of United Way • Member Agency of Catholic Charities USA 14
Jan. 19, 2021Item #4 Page 76 of 162Catholic Charities DIOCESE OF SAN DIEGO Attachment B -Organizational Chart 15
Jan. 19, 2021Item #4 Page 77 of 162/1\catholic LlJ Charities Catholic Charities Orginizational Chart : Current 2020 DIOCESE OF SAN DIEGO ~ CORPORATE BOARD DIRECTOR OF PHILANTHROPY II .. . ,. (Dani Willenberg) . I CHIEF FINANCE OFFICER ADMINISTRATION: IT (John Pfeiffer) CHIEF EXECUTIVE OFFICER -(JV Villarama) (Appaswamy "Vino" Pajanor) I FACILITIES CHIEF PROGRAM OFFICER DIRECTOR OF HUMAN (Frank Yetman) (Faith 0. Espejo) RESOURCES (Cynthia Haines) I I I OTHER FAMILY. YOUTH, REFUGEE 6: CHIILDREN 6 IMMIGRANT HOMELESS HOMELESS SENIOR SERVICES: COMMUNITY WOMEN'S MEN'S SERVICES: SERVICES: SERVICES: (Nadine SERVICES: SERVICES: Toppozada) I / I / '\._ / " / '\. EFSP: Post Reception 6 Adoption Placement (RGP) SAN DIEGO IMPERIAL IMPERIAL SAN DIEGO Services SAN DIEGO IMPERIAL Hotel/Motel (Barbara Menard) Son Diego COUNTY: COUNTY: COUNTY: COUNTY: COUNTY: COUNTY: Vouchers Newcomers Project (Seasonal) -Formerly Wilson (Antoinette Fallon) (Guadalupe (Antoinette Fallon) (Eddie Preciado) Rodriguez) Senior Senior Fish (SDNP) Rental Foster Rachel's La Posada de Our Lady of Residential Nutrition Assistsance Grandparents House of Match Grant Women's Guadalupe Guadalupe (Mike Jones (Laurie (Seasonal) (Sharin Yetman) Program Center Hope Homeless 6 Sharon Edwards) Emergency I Refugee Health (Susan Thorpe) Men's and Taylor) Shelter Assessment/Refu-Farm Worker Senior SAN DIEGO& gee Health IMEPRIAL Prevention Housing Companion COUNTY: Program Rachel's Night (Joaquin Blas) (Sharin Community (RHAP 6 RHPP) Shelter Yetman) Service, Removal Defense (Brenda (Lisa DuMalt) Immigration Hernandez) Program (Detained, Food Distrubu-Non-Detained, tion 6 Resource Bond and Center Unaccompanied Shopportunity Minor Representa-Rapid Emergency tion) Rehousing (Yolanda Preparedness Unga) Affirmative CalFresh Immigration Healthy Living Program (Naturalization. Covered DACA. Consular California Processing, ect) I HOMELESS RESIDENTIAL: (Antoinette Fallon) I The Leah Residence Rachel's Independent Living Apartments Casa Maria House of Rachel 16
Jan. 19, 2021Item #4 Page 78 of 162Catholic Charities DIOCESE OF SAN DIEGO Attachment C -Staff Resumes 17
Jan. 19, 2021Item #4 Page 79 of 162Merged Resumes ANTOINETTE FALLON EMPLOYMENT HISTORY/RELEVANT EXPERIENCE Catholic Charities, Diocese of San Diego, San Diego, CA Director of Homeless Services -San Diego April 2019 to present Catholic Charities, Diocese of San Diego, San Diego, CA July 2018-April 2019 Director of Rachel's Programs: overseeing Rachel's Women's Center, Night Shelter and Casa Maria and House of Rachel, Independent Living Programs Catholic Charities, Diocese of San Diego, San Diego, CA November 2008-June 2018 Program Director, Rachel's Women's Center • Manage day-to-day operations of day center for homeless women with special emphasis on Behavioral Health Services • Hire and train staff; supervise staff • Establish program goals and objectives and track outcomes; develop and oversee the implementation of program policies and procedures • Insure that client services are delivered in a manner consistent with the program mission • Report program accomplishments to achieve stated program outcomes and maintain compliance with funding and agency requirements • Collaborate with community partners to maximize services and resources for participants YWCA of San Diego County, San Diego, CA Chief Program Officer Episcopal Community Services, San Diego, CA Director of Homeless Housing and Supportive Services Center for Community Solutions, Escondido, CA Director of North County Services EYE Counseling and Crisis Service, Escondido, CA Director of Counseling, Advocacy, Response and Education Prior experience as victim services coordinator, counselor and health educator EDUCATION State University of New York, College at Oswego, NY BA, Psychology 2006 to August 2008 2003 to 2006 2002 to 2003 1995 to 2002 COMMUNITY ACTIVITIES Regional Continuum of Care Council and Rating & Ranking Committee member • • Southern Region Representative to the California Coalition Against Sexual Assault (CALCASA) Advisory Council (1999 to 2003) • • Member of San Diego Regional Hate Crimes Coalition ( 1998 to 2003 and 2006) Sexual Assault Response Team (SART) liaison to the San Diego Domestic Violence Council (1999-2000) Chairperson, San Diego County SART Systems Review Committee Advocacy Subcommittee (1999-2000) 18 54
Jan. 19, 2021Item #4 Page 80 of 162JOAQUIN BLAS 1319 VINCA WAY, SAN DIEGO CA, 92114, (619) 507-6009, Lbjb143@aol.com Skills & Abilities Excellent communicator, bi-cultural, detail oriented, organized, professional, Knowledgeable in Microsoft Office, Excel, Power Point, Service Point Bilingual (Spanish & English), ability to multi-task, self-starter, quick learner, independent worker, excellent problem solving and conflict resolution skills, team player, strong interpersonal skills, analytical, intellectual, flexible, and dependable. Experience PROGRAM SUPERVISOR/MANAGER 2000-Present 19 years of supervisor expe1·ience with homeless populations. Responsible for managing staff comprised of six to nine employees_ Responsible to process and conduct annual employment performance appraisal reports Oversee facility to ensure equipment meets safety and suitable use Work closely with organizations, individuals and volunteers to coordinate program services and implement fundraisings events Responsible to prepare weekly, monthly and annual reports to comply with local, state and federal entities Assist in completing applications grants for city and government agencies Oversee compliance with food inventory to ensure daily meals are prepared and served Responsible to schedule and pick up food donations in local food banks Represent department at community and professional organizational meetings Liable to accept donations, process donation receipts and assist with process deposit Maintain and update program operations manual Conducts staff meetings and trainings Train all new personnel Ensures rules and regulations are follow to maintain a sober and clean environment Case Manager 1998-2000 Intervievv and screen prospective clients and explain program rules and regulations Responsible for data and entry collection of homeless shelter Assist program residents with SMART goals and one to five year plans Identify resident needs and refer to proper employment and local clinic agencies Supervise resident activities and facility chores Ensure safety and sober environment 19
Jan. 19, 2021Item #4 Page 81 of 162Prepare and serve daily meals for program residents Responsible to maintain an accurate daily resident head count. EDUCATION Food Management Certificate First aid and CPR Trained Real Estate CA License (Clare Institute) Two year college (MIRACOSTA COLLEGE) High School Diploma References available upon request 20
1
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM CDBG-CV FUNDING PROPOSAL APPLICATION The following information must be completed by each qualified nonprofit organization interested in being
considered for CDBG-CV funding. Please type or print clearly. Attach additional sheets or information as necessary.
All information requested must be provided or the application will be considered incomplete and will not be
further evaluated for funding consideration. The application must not exceed a total of twenty (20) pages, please
reference the Checklist of Required Documents. (Attachments D and E may also be required depending on the
proposed project, but will not count towards the 20 page limit.) The completed application package, including
appropriate attachments, must be submitted prior to 5 P.M. on Monday, November 9, 2020. Applications may
be submitted electronically to Nancy.Melander@calsbadca.gov. Paper copies may be mailed or delivered to the
City of Carlsbad, Housing Services, Attn: Nancy Melander, at 1200 Carlsbad Village Drive, Carlsbad 92008. Please
note that due to the current COVID-19 emergency, the Housing Services building is closed to the public and paper
copies must be delivered by appointment.
Potential applicants who have questions about the CDBG-CV funding should contact Nancy Melander by email at
nancy.melander@carlsbadca.gov before 5 p.m., Monday, November 2, 2020. Responses to questions will be posted on
the city’s CDBG webpage by Wednesday, November 4, 2020 at
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp.
In May 2020, the city conducted a Needs Assessment of the community’s highest priorities for addressing the
impacts of the COVID-19 crisis. The priorities identified include: 1) making short-term income payments, 2)
increasing food security (meal delivering services and food pantries) and 3) providing basic needs. The city encourages
applications that address a Needs Assessment priority, but will give preference to applicants that provide short term
income payments, in alignment with HUD’s stated objective.
If you’d like to view the needs assessment please visit the city’s website at
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp.
THEME: Short term income payments FUNDING APPLICANT
Name of Agency: Community Resource Center
Address: 650 Second Street, Encinitas, CA 92024
Federal DUNS Number: 193789690
PROPOSED PROGRAM/PROJECT
Title of Program/Project: CRC CARES – Rental and Utility Assistance
Location of Program/Project: 650 Second St., Encinitas, CA 92024 and 1207 Carlsbad Village Drive,
Suite E, Carlsbad, CA 92008
Person completing application: John Van Cleef Telephone: 760-230-6309 email: johnvancleef@crcncc.org
Financial Contact: Inna Gekht Telephone No.: 760-230-6326 email: igekht@crcncc.org
Program Manager Contact: Rebecca Palmer Telephone No.: 760-230-6310 email: rpalmer@crcncc.org
Executive Director Contact: John Van Cleef Telephone No.: 760-230-6309 email: johnvancleef@crcncc.org
Requested Funding Amount: $ 448,342
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Brief Description of Program/Project (Describe the work to be performed, including the activities to be undertaken or
the services to be provided, the goals and objectives of the program/project, AND how the program/project will
prevent, prepare for, or respond to the Coronavirus):
CRC will provide rental and utility assistance to approximately 82 Carlsbad households who have been impacted by
COVID-19 and are at risk of losing their housing and are facing an emergency housing crisis. CDBG-CV funds will also be
used to fund CRC direct program activity costs associated with the CDBG-CV rental assistance program to include one
full time eligibility specialist, a portion of pro-rated rent and utilities for CRC’s Carlsbad office, and any associated supplies
needed for implementation of activities, i.e., and technology costs of on-line rental application secure portal.
What Needs Assessment priority does your proposal or activity address? If ‘none’ please indicate so and why?
For the purposes of this CDBG-CV proposal, CRC aligns with the City of Carlsbad’s first priority, rental and utility
assistance for the households that are eligible for this support, based upon the established eligibility as defined. CRC’s
rental and utility assistance program, however, addresses each of City’s identified priorities: 1) short-term income
payments – rental assistance, utilities, 2) increasing food security (access to CRC’s Food & Nutrition Center for healthy
food and hygiene items including diapers), and 3) providing basic needs.
Need for the Program and CDBG-CV Funds as it relates to the Coronavirus. Describe the need in our community,
how this need is related to the Coronavirus, and why CDBG-CV funds are essential to address this need:
According to the needs assessment prepared by the City, the pandemic has disrupted every household. The COVID-19
stay-at-home order increased average unemployment rate county-wide by more than 20% with 20 to 22 percent
unemployment in Carlsbad. 211 San Diego summarized the caller trends for COVID-19 resources with food and housing
assistance, particularly rental assistance, and utility assistance as the top needs.
City of Carlsbad staff identified community needs that closely track similar assessment by outside sources:
• An increase in food scarcity and households experiencing food insecurity.
• Increases in rental assistance needs, including arrears to prevent future evictions.
• Potentially purchasing of hotels/motels to provide housing to people experiencing homelessness and isolation,
as needed.
• Limited staff capacity at local nonprofits, specifically those serving the homeless.
• Economic development concerns related to small businesses, including commercial evictions assistance.
• Unforeseen need across all socioeconomic statuses, the community is experiencing needs for assistance from a
larger population than previously experienced.
• Concerns related to providing domestic violence services amidst a stay-at-home order.
• CRC’s Homeless Prevention services including rental assistance are essential to the Carlsbad community to
address persistent unmet needs -- lack of housing for those who are homeless, and lack of stabilizing support
services, including healthy food, for low income, at risk households. The San Diego housing crisis - affordability
and attainability - continues because median family income and the median price to own or rent a home are
significantly disproportionate. The barrier is greater for those who are homeless trying to find affordable rent.
• The global pandemic did not require CRC to start new, local programs. Instead, our 41 year history of locating
housing for the homeless, helping families stay in their homes, distributing food to the hungry, and providing
safe shelter to domestic violence survivors served to face community need. The Corona virus has increased the
need for assistance. CRC provides equitable access to stable housing, healthy food, and safe homes.
• CRC’s overarching goal is to improve community health and wellness by addressing social determinants of health
- economic instability, unemployment, food insecurity, housing instability, poverty, poor access to mental health
counseling – and work with community partners to provide complementary services such as workforce training,
education, and healthcare which, together, lead to improved health and wellness. CRC tackles the root problems
that contribute to food insecurity, housing instability, unhealthy and unsafe relationships, inadequate
healthcare, and job skills by addressing the primary domains of the social determinates of health (SDOH) in the
design and implementation of its core program services.
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I. ORGANIZATIONAL ABILITY/CAPACITY
A. This agency is:
܈܈Nonprofit ܆For-profit
Local public agency ܆State public agency
Other (Please specify.)
B. What is the purpose/mission of the agency?
CRC’s mission is to create paths to safety, stability, and self-sufficiency. Since 1979, CRC has provided
emergency assistance, case management, counseling, shelter, and food assistance to low-income individuals
and families who are homeless or at imminent risk of homelessness, including domestic violence (DV)
survivors. CRC is the primary provider of social services and domestic violence programs in coastal North
County San Diego, serving more than 2,300 households (6,000 individuals) annually without regard to race,
religion, gender identify, sexual orientation, ethnicity, age, or immigration status.
C. How long has this agency been in operation? Please include the date of incorporation?
CRC, which incorporated 11/26/79, has been in operation for 41 years.
D. How long has this agency been providing the proposed program/project?
CRC has been providing homeless prevention services, including rental and utility assistance, for 41 years.
E. Please submit an organizational chart for the agency as Attachment B.
Please see attached.
F. Please describe the agency's existing staff positions directly responsible for the proposed
program/project and their qualifications and experience in implementing such a program/project.
(Resumes may also be submitted as an optional Attachment C but not in lieu of a complete response.)
Rebecca Palmer, Chief Program Officer (rpalmer@crcncc.org), will have program oversight
responsibility. She joined CRC in 2014 after extensive work as a management consultant to both for-
profit and non-profit organizations with an emphasis on the development and strengthening of
organizational systems resulting in increased program innovation, growth and diversity. Previously, she
served as the Executive Director of a private nonprofit organization in her native Maine, before
relocating to San Diego where she served as the Executive Director of an international children's charity
providing volunteer medical surgical missions to infants and children in developing nations. Rebecca
holds a Master's degree in Management of Behavioral Services and a Bachelor's of Science.
Sarah Ferry, CRC’s Chief Operating Officer has more than 15 years of project management and
executive management experience, including 10 years managing multiple federally funded multi-
national food security projects across the globe. Sarah has served as the Director of the affordable
housing programs serving seniors in San Diego County. Sarah also brings a deep background in federal
grant compliance, reporting and budget management.
Rebecca Nussbaum, Compliance & Quality Control Officer will monitor compliance, consult on program
operations, and participate in program evaluation. She joined Community Resource Center in 2006 as
an undergraduate intern in the Therapeutic Children's Center. As former Associate Director of
Programs, Rebecca has more than 13 years' experience in CRC's programs and in the Domestic Violence
field. In 2014, she incorporated a trauma-informed approach to service provision within the program to
better serve domestic violence survivors. Rebecca holds a regional leadership position with the San
Diego Domestic Violence Council, and serves on the state level Board of Directors for the California
Partnership to End Domestic Violence. She holds a Bachelors of Arts degree in Psychology from the
University of California, San Diego and a Masters of Arts in degree Nonprofit Leadership and
Management from the University of San Diego.
Inna Gekht, Controller, has been with CRC for nearly two years. She has18 years' experience in
accounting for a non-profit organization matching organ donors and transplant recipients. She
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administered a federal grant for human organ preservation research which successfully cleared all
audits.
Miranda Chavez joined CRC in 2013 as a Bilingual Case Manager, and in 2014 became the Integrative
Services Program Manager. In this role, she oversees all of CRC's case management efforts, managing
the daily operations and ensuring compliance with funding requirements and adherence to policies and
procedures. She provides direct supervision and support to Case Managers, undergraduate interns and
community volunteers and coordinates the North Coastal branch of the Interfaith Shelter Network, and
is an active member of the Alliance for Regional Solutions' Shelter Committee. Miranda has earned a
Certificate in NonProfit Management from Brandman University and holds a BA in both Women's
Studies and Criminology and Justice Studies, as well as a Master's degree in Sociological Practice, from
California State University, San Marcos (CSUSM).
G. Please indicate your agency's level of experience with the CDBG program. CDBG program:
No or little experience (up to 1 year of using CDBG funds)
Some experience (2 to 3 years of using CDBG funds)
Moderate experience (4 to 5 years of using CDBG funds)
܈܈ Considerable experience (more than 5 years of using CDBG funds)
H. If you have received federal funds, including CDBG funds, in previous years, have program
violation findings ever been made against your agency/organization?
☒No Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your organization.
N/A
I. Describe the steps that have been completed or must be completed to initiate the project.
These may include community support, staffing, securing an appropriate location, marketing,
and networking. Describe the program’s timeline with dates and times, including the earliest
possible start dates, end dates, and milestones as applicable.
a. CRC will collaborate with the City of Carlsbad in assisting approximately 82 eligible Carlsbad households in
receiving rental and/or utility assistance. This will be implemented by providing the standard rental assistance
application through an on-line application portal on a first come- first serve basis and determine the applicant’s
eligibility per established Carlsbad CDBG-CV rental and utility assistance procedures
b. CRC will collaborate with the City of Carlsbad to update the master list of applicants to ensure an applicant
has not already received rental assistance through other service provider to avoid ineligible duplication of
rental funding
c. CRC will announce and advertise on its agency web-site and social media the Carlsbad rental assistance
program and provide a cross link to the City of Carlsbad
d. CRC will provide flyers, contact information and links to the Carlsbad rental assistance program
e. Within 30 days of award, CRC will expand its on-line portal to receive the standardized rental and/or utility
assistance application as well as provide printed applications and provide assistance, as needed to complete
applications for households who do not have internet access or need accommodations due to a disability.
Application assistance will occur via phone or by appointment at CRC’s Carlsbad office.
f. By March 15th, 2021, CRC will implement the program, issue a public announcement of the initial 2-week
period of applications in consultation with the City of Carlsbad, process applications, determine eligibility, and
pay rental or utility assistance for eligible Carlsbad residents. For the remainder of the grant term, and as long
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as CDBG-CV funds are available, CRC will reopen and process applications at 2 weeks intervals. This application
and its budget is based upon a period of March 15, 2021 to June 30, 2022. (5 quarters)
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG-CV funds would be used. Indicate how the
requested CDBG-CV funds would relate to the overall proposed budget.
B. Did you receive any of the following sources of funding from the City of Carlsbad within the last
two fiscal years (2019-2020 and 2020-2021) for the proposed program/project?
Sources of Funding No Yes
CDBG
Community Activities (or other General Fund monies)
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
Amount Received Status
Carlsbad CDBG Public Service $20,000 In progress
Carlsbad CDBG COVID $123,966 In progress
Community Activities/Other N/A
C. Did you receive any federal funds, including CDBG-CV funding from other cities?
• No • ☒☒Yes (Please list funds below)
Program Source Amount Received
City of Encinitas CDBG Public Service $14,500
City of Encinitas CDBG-Covid $25,000
City of Encinitas CDBG Facilities Improvement $55,300
City of Solana Beach CARES Act 12/31/2020 $61,976
City of Solana Beach CARES Act 4/30/2021 $60,475
III. BENEFITS & BENEFICIARIES
A. How accessible or convenient is the proposed program/project to Carlsbad residents? (Please be
specific such as direct services to client’s home, transportation provided to and from facility, or
relation to public transportation.)
Carlsbad residents will access the proposed program via on-line portal to receive program information and the
standardized rental assistance application. Printed applications and assistance to complete applications will be
made available for households that do not have internet access or need accommodations due to a disability.
Applications and assistance may obtained by phone or by appointment in CRC’s Carlsbad office site. They and
all others are welcome at CRC's Encinitas headquarters. Both locations are accessible by public transportation
or private vehicles.
• CRC opened its Carlsbad office in February of 2019, through (3) contracts and services delivered in
Carlsbad, which included Carlsbad -CRC CDBG program, a Domestic Violence Prevention program that
employs 2 professional educators, serving Carlsbad schools and organizations; and a Domestic Violence
Housing First contract that employs a Counseling therapist and a case manager who provides housing
assistance.
• At its home office in Encinitas, 14% of households served are from Carlsbad.
• CRC provides USDA Food Commodities to all eligible households once each month at its 650 Second
Street, Encinitas location, including Carlsbad residents. CRC handles the pick-up and distribution of food
items, and administers and manages the applications and forms required for client participation
• CRC works closely with Carlsbad's faith-based community through the Interfaith Shelter Network for
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which Pilgrim Church and Christ Presbyterian in La Costa serve as winter shelters
• CRC established and continues its MOU with Community Housing Works providing transitional housing
in Carlsbad to survivors of domestic violence
• CRC partners with affordable housing complexes in Carlsbad including La Costa Paloma, Cassia Heights,
Hunger's Point, Glen Ridge, Laurel Tree, and Mariposa Apartments, providing outreach to low-income
households and receiving referrals from apartment managers for households that are struggling to pay
rent
• CRC provides referred at-risk households with food programs, financial literacy and employment
assistance, intensive case management, and other social services that help families remain stably
housed
• CRC has a resale store in Carlsbad available to Carlsbad residents. Participants receive household
essentials and quality clothing. The community at large contributes to the efforts to support Carlsbad
residents
• CRC's Holiday Baskets program partnered with 5 Carlsbad based agencies serving low income
communities to register and enroll families to participate in this annual CRC event
B. What is the approximate percentage of your clients that have annual family incomes in each of the
following ranges: (Percentages should add to 100%)
30 % of clients are at 30 percent or below of the area median income
30 % of clients are between 31 and 50 percent of the area median income
40 % of clients are between 51 and 80 percent of the area median income
% of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or the area
to be benefited.
The proposed project will enhance CRC's capacity to serve Carlsbad residents who are at risk of homelessness,
including survivors of domestic violence (DV). CRC's services fully align with the City's Consolidated Plan priority
to prevent and reduce homelessness.
There is an ongoing, well-documented shortage of affordable housing in San Diego County. When combined
with the urgent need and limited financial resources of low-income residents, many of whom are survivors of
domestic violence, rental assistance can mean the difference between stable housing and homelessness. The
impact of COVID-19 has affected Carlsbad households who previously have not been at risk of losing their
housing. Now, however, due to loss of income, stable employment and compromised health, Carlsbad
community members have been impacted adversely and are experiencing housing instability and food
insecurity. CRC, through provision of rental and utility assistance, will benefit low and moderate income
Carlsbad residents impacted by COVID-19 by mitigating or avoiding loss of their housing.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage
that are Carlsbad residents.
82 Persons/Households of which 100 % are Carlsbad residents will benefit from rental and
utility assistance.
E. Does your agency focus its activities on populations with special needs?
No Yes (Please specify)
Please specify which special needs populations. (homeless individuals/families, persons with disabilities,
persons with substance abuse problems, veterans, farmworkers and day laborers, seniors, children, etc.)
CRC serves homeless households and those at risk of imminent homelessness, including those escaping
domestic violence. CRC provides ongoing food distribution and optional case management to seniors in the
community. The majority of participants have at least one trauma induced barrier to self-sufficiency and
wellness such as substance abuse or mental health issues. Case Managers work with them to address those
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Jan. 19, 2021 Item #4 Page 87 of 162
I
7
barriers. Staff regularly receive training on how to provide culturally competent services for underserved
populations. Services are available in Spanish to better serve the Hispanic/Latino population, which comprises
approximately a third of CRC's clients.
F. Does your organization charge recipients for the provided services?
܈܈No Yes (Please specify) $
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for
construction, rehabilitation, property acquisition, and construction related activities, or a new
public/community service program/project. Acquisition of property or construction related
projects must also include an Attachment D for plans, scope of work, cost estimates, property
listing, or other appropriate documents. THE AGENCY MUST ENSURE THAT THE ACTIVITY IS TO
PREVENT, PREPARE FOR, OR RESPOND TO THE CORONAVIRUS.
Please see Attachment E – Implementation Plan
V. DOCUMENTATION
A. How will the beneficiaries’ information be collected and documented?
a. CRC will collaborate with the City of Carlsbad in assisting 82 eligible Carlsbad households in
receiving rental assistance. CRC will gather beneficiary information using the standard rental
assistance on-line application which will include client name, address, ethnicity, income level
or other basis for determining eligibility, and a description of the service provided.
b. CRC will collaborate with the City of Carlsbad to update the master list of applicants to ensure
the applicant has not already received rental assistance through other service provider rental
assistance to avoid ineligible duplication of rental funding;
c. CRC will process the applications, determine eligibility and the balance of funds and
applications documenting the results of application processing and fund usage.
B. What documentation will be used to prove the funds are going to the prevention, preparation or
response to the Coronavirus?
CRC will use the documentation and financial records described in its response to section A,
immediately above, to prepare quarterly performance reports that include the following information:
a. The funds are to be used as homeless prevention for eligible Carlsbad individuals and/or families
who are at risk of losing their housing or individuals facing an emergency housing crisis.
Individuals/families must have proof of some emergency which caused them to fall behind in rent.
Assistance provided for future months, if any, would need to be further assessed and applicant’s
income re-certified for each future month that assistance is provided. Amount of rental assistance
will vary on a case by case basis; however, on average assistance should be a one-time payment of
around $2,000- $4,500, this application budget is estimated at $3,636 per qualified household/
applicant.
b. Total number of persons/households participating in the program during reported period;
c. Total number of participants from Carlsbad;
d. Number of low/moderate income Carlsbad persons/households participating in the program
during the reporting period;
e. Age and ethnic background of Carlsbad participants; and,
f. Summary of program(s) provided to Carlsbad participants.
C. How will the outcomes be measured, collected, and documented?
CRC uses the data software platform Efforts to Outcomes (ETO) to track individual and programmatic
progress. CRC's Data Analyst collaborates with program staff to develop program performance metrics,
trains staff how to collect data, and provides analysis for reporting and evaluation. In addition to
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Jan. 19, 2021 Item #4 Page 88 of 162
8
measurements related to housing, case managers track usage of CRC’s Food and Nutrition and Self-
Sufficiency services. Measurable outcomes may include transition to housing stabilization, improved
financial fitness, employment readiness and participation in integrated case management program,.
Case managers will collect data at regular intervals during service delivery and provide post program
participation follow up and provide additional services where necessary. Executive and program staff
review the collected data which they use to evaluate program success and identify areas for
improvement.
VI. PARTNERSHIPS, COLLABORATION, AND OUTREACH
A. Describe how you are collaborating with other agencies such as the County Continuum of
Care and other non-profit organizations and/or agencies to form a cohesive approach to the
coronavirus. What steps will you take to make sure there is not a duplication of services?
How will you reach out to families and businesses in need?
CRC is a general member of the Regional Task Force for the Homeless, a member of the
Alliance for Regional Solutions, collaborates with the County of San Diego for a temporary
motel program whole participants are at risk of COVID due to underlying medical conditions
and by contract with HHSA, has emergency and transitional housing that is congregate
housing and for which CRC adheres to the COVID guidelines. There is a county wide data base
that identifies where clients are served, by which agency, and what services are provided. CRC
has case conferencing with other agencies to identify any clients that may be being served by
more than one agency to avoid duplication for support for the same expressed need. CRC
reaches out through its website, through social media, through agency coalitions and
collaborations, through referrals and virtual and printed materials.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
Chief Executive Officer 11/9/2020 Signature Title Date
NOTE: Applications must include a resolution from your organization’s Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
V:\Grants\Funders\C - D Funders\Carlsbad, City of\2020-21 Carlsbad CDBG\2020 Carlsbad CDBG CARES Act\2020
Carlsbad CDBG CARES attachments \2020.01.21 - BOD Resolution - Contract Signers
Information below to be completed by Housing Services Department staff.
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
Local Objective: Eligibility Determination:
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Jan. 19, 2021 Item #4 Page 89 of 162
c; DocuSigned by:
~0D4A3 ..
9
CDBG-CV PROJECT BUDGET
Organization: Community Resource Center Total organization budget $ 5,260,000.
Program/Project name requesting funds: CRC Carlsbad-CV CARES – Rental and Utility Assistance Program
CDBG funds requested: $448,342 Total program/project budget: $ 448,342
Note: Indicate with an asterisk (*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for program/project: (S)Secured or (A)Anticipated
a. Funding requested from the City $ 448,342 (A) (S) or (A)
b. Other federal funds (if any) (S) or (A)
c. State or local government funds (S) or (A)
d. Donations and contributions (S) or (A)
e. Fees or memberships (S) or (A)
f. In-kind contributions / Volunteer time (S) or (A)
g. Other funding (S) or (A)
h. TOTAL PROJECT FUNDING (project budget) $ 448,342 (A) (S) or (A)
2. Uses of CDBG-CV funds requested for the program/project: (1.a.)
a. Wages and salaries $64,950
b. Personnel benefits $21,434
c. Materials and supplies $450
d. Program expenses and evaluation $311,600
e. Rent and utilities Carlsbad office pro-rated cost @3.48 Sq.ft $9,150
f. insurance $0
g. mileage $0
h. Incentives & Special Events $0
i. Indirect @10% 40,758
TOTAL REQUESTED FUNDING $448,342
3. Percentage of project budget represented by CDBG-CV request 100% %
4. If your project will require future funding, please provide information about how the program will be funded.
N/A
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Jan. 19, 2021 Item #4 Page 90 of 162
rev. 2020.04.30
Office Manager
Board of Directors
Chief Executive Officer
Chief Operating Officer
Compliance & Quality Assurance Officer
Chief Program Officer Controller Chief Development Officer
Data Analyst
Accountants (2)
Development & Marketing Manager Grants & Contracts Manager Volunteer Manager Development Associate
Facilities Technician
Driver Program Manager - IS
Program Manager - F&N
Clinical Supervisor
Bi-Lingual Program Manager and Legal advocate
Sr. Resale Store Manager
Case Manager (5) Bi-lingual Intake Coordinator
Dietitian
Counselor/Therapist (3)
Volunteer Leads
Case Manager (3)
Resale Store Manager (3)
Prevention Manager
Shelter Program Coordinator Bi-Lingual Therapeutic Children’s Center Program Coordinator- Residential Advocates (4)
Resale Associates (8) DV Education Specialist
Jan. 19, 2021 Item #4 Page 91 of 162
~~CRC
' COMMUNITY RESOURCE CENTER
CRC – 2020 Carlsbad CDBG-CV
Attachment E
Implementation Plan
1. CRC will collaborate with the City of Carlsbad in assisting approximately 82 eligible Carlsbad
households in receiving rental and/or utility assistance. This will be implemented by providing
the standard rental assistance application through an on-line application portal on a first
come-first serve basis and determining the applicant’s eligibility per established Carlsbad
CDBG-CV rental and utility assistance procedures
2. CRC will collaborate with the City of Carlsbad to update the master list of applicants to
ensure an applicant has not already received rental assistance through other service
provider to avoid ineligible duplication of rental assistance
3. CRC will announce and advertise on its agency web-site and social media the Carlsbad
rental assistance program and provide a cross link to the City of Carlsbad
4. CRC will provide flyers, contact information and links to the Carlsbad rental assistance
program
5. Within 30 days of award, CRC will expand its on-line portal to receive the standardized
rental and/or utility assistance application as well as provide printed applications and provide
assistance, as needed to complete applications for households who do not have internet
access or need accommodations due to a disability. Application assistance will occur via
phone or by appointment at CRC’s Carlsbad office.
6. By March 15th, 2021, CRC will implement the program, issue a public announcement of the
initial 2-week period of applications in consultation with the City of Carlsbad, process
applications, determine eligibility, and pay rental or utility assistance for eligible Carlsbad
residents. For the remainder of the grant term, and as long as CDBG-CV funds are available,
CRC will reopen and process applications at 2 weeks intervals. This application and its
budget is based upon a period of March 15, 2021 to June 30, 2022. (5 quarters)
Jan. 19, 2021 Item #4 Page 92 of 162
Jan. 19, 2021 Item #4 Page 93 of 162
Community Resource Center
BOARD RESOLUTION
The Community Resource Center Board of Directors authorizes the following individuals to apply
for, execute and enter into any contract sponsored by Federal, State, County or local city agency or
private Foundation, to include amendments, modifications and extensions:
John Van Cleef, Chief Executive Officer
Sarah Ferry, Chief Operating Officer
Consent previously authorized for any other individuals is hereby revoked by this action.
PASSED AND ADOPTED this 21st day of January, 2020
SIGNED:
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
CDBG-CV FUNDING PROPOSAL APPLICATION
FUNDING APPLICANT
Name of Agency: Feeding the Soul Foundation Inc; DBA The O’side Kitchen Collaborative
Address: 3302 Senior Center Way, Oceanside, CA 92056
Federal DUNS Number: 065673994
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Community Food “Re-Leaf” Effort
Location of Program/Project:
Green Oceanside Kitchen, 3302 Senior Center Dr. Oceanside, CA 92056
Person completing application: Alexandra Rodriguez Telephone No.: 845-750-3809
Email: apaige.rodriguez@gmail.com
Financial Contact: Dwayne Yasukochi Telephone No.: 760-415-7412
Email: yasukochi14@gmail.com
Executive Director Contact: Vallie Gilley Telephone No.: 760-908-4473
Email: vallie@theokc.org
Program Manager Contact: Kathy Manuel-Shippen
Telephone No.: 760-908-4473
Email: kathy@theokc.org
Requested Funding Amount: $218,610.00
Jan. 19, 2021 Item #4 Page 94 of 162
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided, the goals and objectives of the program/project, AND how
the program/project will prevent, prepare for, or respond to the Coronavirus):
O’side Kitchen Collaborative is feeding our at-risk community members by preparing packaged
ready-to-eat and frozen meals to support local seniors, immunocompromised, and otherwise food
insecure individuals including children currently enrolled in free lunch programs with K-12 schools.
Meals are provided free of charge to individuals in need.
OKC is mobilizing a network of pre-existing non-profit organizations who are working directly with
feeding organizations versus individuals. Organizations with unmet needs coordinate pick up of multiple
meals from our facility on a daily basis and coordinate distribution amongst their own recipients. All
receiving organizations are encouraged to provide funding or in kind donations.
O’side Kitchen Collaborative is able to prepare these meals with a 1,700 sq. ft. state-of-the-art food
preservation kitchen. In light of the onset of COVID-19, the City of Oceanside has granted OKC the sole
use of the building our kitchen resides in as well. This includes an additional 2,300 sq. ft. of meal
packaging space. OKC is able to prepare and package 10,000 meals per day with proper funding. We
continue to collect donated equipment from area casinos, resorts, and businesses with large catering
operations that are currently experiencing closures as well as accepting donations of ingredients and
supplies from large businesses. Our list of partners for this community response effort includes over 50
local businesses.
OKC is injecting cash into the local restaurant industry by purchasing local restaurants’ at-risk food
inventory as funding is available. OKC is implementing creative partnerships with the local restaurant
industry to include local restaurants in our meal output, thereby increasing our per day capacity above
10,000 meals
OKC has risen to the challenge of providing our food-insecure community with over 280,000 meals and
35,000 supplemental food boxes since March. The OKC believes that food relief is one of the first lines of
defense in sustaining a healthy community. Our goal with this funding, is to continue and expand our
partnerships to bolster our Community Food “Re-Leaf” Effort.
Jan. 19, 2021 Item #4 Page 95 of 162
What Needs Assessment priority does your proposal or activity address? If ‘none’ please indicate so
and why?
The O’Side Kitchen Collaborative efforts address Food Assistance Needs, including Ongoing Emergency,
Delivered Meal, and Occasional Emergency Food Assistance. OKC also works to align with the
Consolidated Plan Priority 3: Strengthen[ing] support services for residents with special needs
Need for the Program and CDBG-CV Funds as it relates to the Coronavirus. Describe the need in our
community, how this need is related to the Coronavirus, and why CDBG-CV funds are essential to
address this need:
Before COVID-19, OKC had not historically been acting as a public feeding organization in this capacity,
but had been supporting feeding organizations with excess prepared food from our catering operations.
The onset of the global pandemic and the impending devastating economic crisis left our community
trying to figure out how we could capture the food at-risk of loss due to restaurant closures and how we
could get that food to our most vulnerable populations. In mid-March, O’side Kitchen Collaborative
began rolling out our COVID-19 Community Food “Re-Leaf ” Efforts. This pivot allowed OKC’s team to
expand our focus and scope to feeding those experiencing the greatest weight of social and health
inequalities during this time -- our community’s seniors, those experiencing homelessness, those earning
low-wages, families, youth, undocumented indivuals, and those with compromised immune systems.
Since March of 2020, OKC has diverted 250,000 pounds of donated and rescued edible food, creating
280,000 meals for our community partners and additionally distributed 35,000 supplemental food boxes
to those in need. OKC has partnered with many special needs groups in the Tri-City area including many
in Carlsbad such as Caring Hearts, All Gods’ Children, and Tyler Court to distribute these meals.
There has been a significant outpouring of generosity from the community, but many of the individuals
and businesses who have donated are also being impacted by COVID-19. We were initially being funded
for 500 meals per day by the City of Oceanside. This is a fraction of our 10,000 meal per day capacity,
given proper funding. CDBG-CV funding is essential in bringing the OKC to our highest capacity to feed
and meet the critical needs of our most at-risk citizens.
Jan. 19, 2021 Item #4 Page 96 of 162
I. ORGANIZATIONAL ABILITY/CAPACITY
A.This agency is: Nonprofit
O’side Kitchen Collaborative is an initiative of Feeding the Soul Foundation, a 501(c)3.
B. What is the purpose/mission of the agency?
O’side Kitchen Collaborative is culinary philanthropy in action. Our grassroots non-profit is working to
cultivate a sustainable and nourished community by engaging local farms, schools, businesses,
government agencies, and other community organizations while providing meals for our cities’
food-insecure residents. OKC supports zero waste efforts by diverting and rescuing edible food, then
feeding and educating the local community. Through our Conscious Catering programs, public cooking
workshops, and crisis response, we are demonstrating how we can transform diverted edible food and
agricultural surplus into delicious dishes for our community, working to support our most vulnerable
populations. Our goal is to foster a healthy relationship between the local farming community,
restaurateurs, and the general public to create a more sustainable food system in Oceanside. O’side
Kitchen Collaborative aims to keep healthy food on people’s plates and out of the landfill.
C. How long has this agency been in operation? Please include the date of
incorporation?
Feeding the Soul Foundation has been operating since 2010.
D. How long has this agency been providing the proposed program/project?
O’side Kitchen Collaborative began rolling out our COVID-19 Community Food “Re-Leaf” Efforts in
March 2020.
E. Please submit an organizational chart for the agency as Attachment B.
See Attachment B.
F. Please describe the agency's existing staff positions directly responsible for the
proposed program/project and their qualifications and experience in implementing
such a program/project. (Resumes may also be submitted as an optional Attachment C
but not in lieu of a complete response).
The following staff members are primarily responsible for the proposed program:
Jan. 19, 2021 Item #4 Page 97 of 162
President & Executive Director - Vallie Gilley
Vallie works closely with the Board of Directors, government officials, farmers, chefs, restaurant owners,
grocers and the public. Oversees all aspects of the organization, ensuring efficient, effective operation to
meet business goals. Ensures that staff members are aligned with the company’s mission and vision and working together to successfully achieve strategic objectives.
Vallie Gilley was born and raised in Oceanside and has been the proud owner and operator of Jitters
Coffee pub for 18+ years. She is also President and CEO of Feeding the Soul Foundation which is a local
nonprofit that raises funding and creates awareness for other local nonprofit causes by putting on concerts/events. Vallie is Chef and produces fresh baked goods and innovative, organic daily menu
items daily for Jitters Coffee Pub while keeping to seasonal and local produce, when possible. She also
has a successful catering business and frequently hosts cooking classes and workshops. With a
background and training in vegetarian food, Vallie has a wide range of talents in the kitchen and in her
community. From being a private chef to doing large farm to table events and concerts, Vallie works side
by side with some of the best local farmers and many restaurants in the Oceanside and San Diego area.
Her commitment to her community is relentless and her drive to serve is immeasurable. Her knowledge
and understanding of the needs of the Oceanside were further enhanced by her nine years of service
with the City of Oceanside’s Parks and Recreation Department.
Director of Administration - Cat Bromhall
Cat specializes in administration of small to midsize businesses — managing the internal operations of a
business so the operations team can focus on providing outstanding service to customers and the
community. Before her retirement, Cat worked extensively on identification and communication of Best
Practices at Russell Reynolds Associates, a global professional services firm. Her experience includes
budgeting, financial planning and analysis, systems and procedures training, internal communications,
client feedback procedures, help desks / customer support, management reporting, vendor contract
negotiation, and more. Currently, she serves on the board of Feeding the Soul Foundation, as the
Director of Administration. A resident of Oceanside since 2010 and graduate of Princeton University,
she will support the O’side Kitchen Collaborative project as an ad hoc consultant.
Director of Human Resource - Kathy Manuel-Shippen Kathy Manuel-Shippen is a lifelong resident of Oceanside, California. Kathy is co-owner and operator of
Brew Squad, North County's First mobile craft brew beverage van. Additionally, she worked for Adecco
Staffing, global employment leader for over two decades. Her Human Resources and Marketing
experience ranges from recruiting and training where she began her career, to strategic compensation
planning and employee retention, boosting employer brand, culture and improving overall employee
experience. Kathy has strong community involvement, helping to grow Donate Don't Dump, a youth-run
nonprofit working to change the paradigm of commercial food ways and draw attention to the issue of
hunger and the environment. Her passion for the environment and local community includes monthly
family gleanings with local non profit ProduceGood, volunteering at Feeding the Soul Foundation and
Oceanside School District. Kathy attended San Diego State University and most recently earned her BS
degree in Holistic Health from the University of Natural Health.
Jan. 19, 2021 Item #4 Page 98 of 162
Executives Chefs and Operations Director - Felix Alicade and Mike Perez
Executive Chef Felix Alicade & Operations Director Mike Perez are no stranger to disaster relief. For the
previous 3 years they have been deployed all over the country to work with FEMA and other local
nonprofits to support those in need.Felix Alcaide and Mike Perez are key culinary contributors and
advisers—playing a major role in coordination and sourcing. Mike and Felix have over 50 years of combined experience in food service, with a wide range of techniques and expertise in diverse cuisines.
Napualani Bringas - Community Liaison and Volunteer Coordinator
Napualani works with our Tri-City community (and beyond) alongside our board of directors to develop
and implement actions with the intent to raise interest in new volunteers, acknowledge and retain our
active volunteers. She works actively to ensure we have accurate contact information, signed liability
waivers for all active volunteers. As well as keeping records of volunteer hours worked and assisting in
planning volunteer appreciation events. Napaulini’s networking and community engagement expertise
ensure meaningful involvement at every level of Feeding the Soul.
G. Please indicate your agency's level of experience with the CDBG program.
CDBG program: No or little experience (up to 1 year of using CDBG funds.
H. If you have received federal funds, including CDBG funds, in previous years, have
program violation findings ever been made against your agency/organization?
No
I. Describe the steps that have been completed or must be completed to initiate the project. These
may include community support, staffing, securing an appropriate location, marketing, and
networking. Describe the program’s timeline with dates and times, including the earliest possible start
dates, end dates, and milestones as applicable.
O’side Kitchen Collaborative, through our partnership with the Green Oceanside Kitchen, is already
equipped with our location and tools to provide these meals. All funding will go towards procuring more
food, materials, and paying our staff to create upwards of 20,000 meals.
Our goal with the requested funding is to create and provide 20820 meals for our Carlsbad community
partners over the course of 12 weeks. We are equipped to begin this process upon the release of these
funds.
Jan. 19, 2021 Item #4 Page 99 of 162
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG-CV funds would be used. Indicate how the
requested CDBG-CV funds would relate to the overall proposed budget.
See Attachment.
B.Did you receive any of the following sources of funding from the City of Carlsbad within the
last two fiscal years (2019-2020 and 2020-2021) for the proposed program/project?
Sources of Funding No Yes
CDBG No
Community Activities No
If yes, please indicate the amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
Amount Received Status
CDBG Funds NA NA
Community Activities/Other 100, 000 Fully Expended
C. Did you receive any federal funds, including CDBG-CV funding from other cities?
No
Program Source Amount Received
NA NA
Jan. 19, 2021 Item #4 Page 100 of 162
III. BENEFITS & BENEFICIARIES
A. How accessible or convenient is the proposed program/project to Carlsbad residents? (Please
be specific such as direct services to client’s home, transportation provided to and from
facility, or relation to public transportation.)
Our proposed program works with our existing partners to distribute directly to Carlsbad residents in
need. The following programs: Caring Hearts, All God’s Children, and Tyler Court, work with us to either
deliver meals directly or distribute in various locations, making our services convenient for Carlsbad
residents in need.
B.What is the approximate percentage of your clients that have annual family incomes in each
of the following ranges: (Percentages should add to 100%)
__98.9_% of clients are at 30 percent or below of the area median income
_______% of clients are between 31 and 50 percent of the area median income
_______ % of clients are between 51 and 80 percent of the area median income
_______% of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated
Plan housing and community development priorities, as well as the population to be served or
the area to be benefited. (Reference Consolidated Plan Priorities)
The O’side Kitchen Collective, Community Food “Re-Leaf” Efforts work to align with the Consolidated
Plan Priority 3: Strengthen[ing] support services for residents with special needs. The Consolidated
Plan’s Needs Assessment identifies “food insecurity as a concern.” Low and moderate-income persons
will benefit from our programming by preparing and distributing (along with our partners) to Carlsbad’s
at risk populations. Our special needs populations served include, our community’s seniors, those
experiencing homelessness, those earning low-wages, families, youth, undocumented indivuals, and
those with compromised immune systems
D.Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
Persons of which __97_% are Carlsbad residents
Jan. 19, 2021 Item #4 Page 101 of 162
E. Does your agency focus its activities on populations with special needs?
Yes (specified below)
Please specify which special needs populations. (homeless individuals/families, persons with
disabilities, persons with substance abuse problems, veterans, farmworkers and day laborers, seniors,
children, etc.)
Our served special needs populations include our community’s seniors, those experiencing
homelessness, those earning low-wages, families, youth, undocumented indivuals, and those with
compromised immune systems.
F. Does your organization charge recipients for the provided services?
No
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for construction,
rehabilitation, property acquisition, and construction related activities, or a new public/community
service program/project. Acquisition of property or construction related projects must also include an
Attachment D for plans, scope of work, cost estimates, property listing, or other appropriate documents.
Not Applicable.
V. DOCUMENTATION
A. How will the beneficiaries’ information be collected and documented?
Our data is collected with forms accompanying our meal distribution to our partners. We use these
forms to track the quantity of meals, numbers served, and key demographic information. This
information is documented for future reporting and assessing need in our community.
B. What documentation will be used to prove the funds are going to the prevention, preparation
or response to the Coronavirus?
Documentation verifying the demographic information in our served community which includes those
disproportionately affected by Coronavirus, receipts for food and ingredients purchased for our meals,
Jan. 19, 2021 Item #4 Page 102 of 162
as well as hours worked by our volunteers and staff will be collected and provided.
C.How will the outcomes be measured, collected, and documented?
Our outcomes will be measured by the data collected in these forms, this will include total meal output
and increase with the proposed funding,
VI. PARTNERSHIPS, COLLABORATION, AND OUTREACH
A. Describe how you are collaborating with other agencies such as the County Continuum of
Care and other non-profit organizations and/or agencies to form a cohesive approach to the
coronavirus. What steps will you take to make sure there is not a duplication of services? How
will you reach out to families and businesses in need?
O’side Kitchen Collaborative has a number of key partnerships at every level of food procurement,
preparation facilities, and distribution. Support by way of either one-time or repeat viable food excess
donation has come from a variety of local restaurants including, but not limited to Anita's, Bagby, Barrel
Republic, Beach Break Cafe, Breakwater, Burlap & Barrel, Dr. Bronners, Flying Pig, Jitters Coffee, Living
Tea, Millers Table, Mraz Family Farms, Panca Peruvian, Petite Madeline, Prager Brothers, Privateer,
Senor Grubby's, The Goods Donuts, URBN Water, The Whet Noodle, Wrench & Rodent. Other food
procurement partnerships include a local gleaning program through ProduceGood and the San Diego
Food Bank. Our partnership with Oceanside Green Kitchen allows us to use their facility to transform this
diverted and rescued food into the meals we provide for our community partners. Our food distribution
partners include local non-profits and special interest organizations like Oceana South, Oceanside
Homeless Outreach, Oceanside Parks and Rec, Operation Hope North County, Resilience760, The Red
Cross, Caring Hearts, All God’s Children, Tyler Court, and others. Each distribution partnership works to
advance our mission of supporting Tri-Cities vulnerable communities, including individuals earning
low-wages, seniors, veterans, individuals facing homelessness, families, and youth. We ensure that our
meals are going to where they are needed most by partnering with these special interest groups.
Jan. 19, 2021 Item #4 Page 103 of 162
I, the undersigned, do hereby attest that the above information is true and correct to the best of my
knowledge.
Grant Writer 11/09/20
_______________________________________________________________________________
Signature Title Date
Jan. 19, 2021 Item #4 Page 104 of 162
Information below to be completed by Housing Services Department staff.
Date Received:_________________________________________________________________________
Date Reviewed:________________________________________________________________________
Staff Person Completing
Review:___________________________________________________________
National Objective:_____________________________________________________________________
Local Objective:________________________________________________________________________
Eligibility Determination:_________________________________________________________________
Jan. 19, 2021 Item #4 Page 105 of 162
CDBG-CV PROJECT BUDGET
Organization: _Feeding the Soul Foundation____Total organization budget $_1.2 Million__
Program/Project Name Requesting Funds: _________Community Food “Re-Leaf”
Effort_____________
CDBG Funds Requested: $___218,610__ Total program/project budget
$_________233,110__________
Note: Indicate with an asterisk (*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for program/project:
Secured or Anticipated
2. A. Funding requested from the City
B. Other federal funds (if any)
C. State or local government funds
D. Donations and contributions
E. Fees or memberships
F. In-kind contributions/Volunteer time
G. Other funding
H. TOTAL PROJECT FUNDING (project
budget)
218,610 Anticipated
______________NA__________S or A
______________NA__________S or A
____________10,000_____Anticipated
_____________NA____________S or A
_____________4,500________Secured
______________NA__________S or A
___________233,110____ Anticipated
2. Uses of CDBG-CV funds requested for the program/project: (1.a.)
A. Wages and salaries
B. Personnel benefits
C. Materials and Supplies
D. Food and Ingredients
E.TOTAL REQUESTED FUNDING
(same as 1.a.)
___________136,371_______________
_____________NA_________________
___________14,574________________
___________67,665________________
___________218,610_______________
Jan. 19, 2021 Item #4 Page 106 of 162
3. Percentage of project budget represented by CDBG-CV request _________93.8%_____________.
4. If your project will require future funding, please provide information about how the program will
be funded.
Our program will be funded through a combination of profits from our catering and food services,
charitable donations, in-kind contributions, and future grant opportunities.
Jan. 19, 2021 Item #4 Page 107 of 162
----
ATTACHMENT B - ORGANIZATION CHART
Jan. 19, 2021 Item #4 Page 108 of 162
Feed ing the Soul
Foundation
I
O'side Kitchen
Collaborative
I
Perfect Bite Second Bite B.I.T.E. Community Food
(Event Catering) -(Food Rescue) >-(Training Program) >-Re-Leaf Effort
I I I
Catering for a Cause Community Wor1<shops Community Partner
Distribution
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
CDBG-CV FUNDING PROPOSAL APPLICATION
The following information must be completed by each qualified nonprofit organization interested in being
considered for CDBG-CV funding. Please type or print clearly. Attach additional sheets or information as necessary.
All information requested must be provided or the application will be considered incomplete and will not
be further evaluated for funding consideration. The application must not exceed a total of twenty (20) pages,
please reference the Checklist of Required Documents. (Attachments D and E may also be required depending
on the proposed project, but will not count towards the 20 page limit.) The completed application package,
including appropriate attachments, must be submitted prior to 5 P.M. on Monday, November 9, 2020.
Applications may be submitted electronically to Nancy.Melander@calsbadca.gov. Paper copies may be mailed or
delivered to the City of Carlsbad, Housing Services, Attn: Nancy Melander, at 1200 Carlsbad Village Drive,
Carlsbad 92008. Please note that due to the current COVID-19 emergency, the Housing Services building is closed
to the public and paper copies must be delivered by appointment.
Potential applicants who have questions about the CDBG-CV funding should contact Nancy Melander by email at
nancy.melander@carlsbadca.gov before 5 p.m., Monday, November 2, 2020. Responses to questions will be posted
on the city’s CDBG webpage by Wednesday, November 4, 2020 at
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp.
In May 2020, the city conducted a Needs Assessment of the community’s highest priorities for addressing the
impacts of the COVID-19 crisis. The priorities identified include: 1) making short-term income payments, 2)
increasing food security (meal delivering services and food pantries) and 3) providing basic needs. The city
encourages applications that address a Needs Assessment priority, but will give preference to applicants that
provide short term income payments, in alignment with HUD’s stated objective.
If you’d like to view the needs assessment please visit the city’s website at
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp.
→THEME: Short term income payments
FUNDING APPLICANT
Name of Agency: Interfaith Community Services
Address: 550 West Washington Avenue, Escondido CA 92025
Federal DUNS Number: 625463468
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Carlsbad Service Center Coronavirus Response Project
Location of Program/Project: 5731 Palmer Way, Suite A, Carlsbad CA 92010-7247
Person completing application: Jennifer Handy Telephone No.: (760) 546-8948 email: jhandy@interfaithservices.org
Jan. 19, 2021 Item #4 Page 109 of 162
{'cicyof
Carlsbad
Financial Contact: Joe Stemmler Telephone No.: (760) 294-6356 ext. 114 email: jstemmler@interfaithservice.org
Program Manager Contact: Amber Rizkalla Telephone No.: (760) 708-6830 email: arizkalla@interfaithservices.org
Executive Director Contact: Greg Anglea Telephone No.: (760) 489-6380 ext. 230 email: ganglea@interfaithservices.org
Requested Funding Amount: $ 792,947
Brief Description of Program/Project (Describe the work to be performed, including the activities to be undertaken
or the services to be provided, the goals and objectives of the program/project, AND how the program/project will
prevent, prepare for, or respond to the Coronavirus):
What Needs Assessment priority does your proposal or activity address? If ‘none’ please indicate so and why?
Through the proposed Carlsbad Service Center Coronavirus Response Project, Interfaith Community Services
(Interfaith) will address all three of the priorities identified by the City of Carlsbad’s Needs Assessment, addressing
the impacts of the COVID-19 pandemic including: 1) Making short-term income payments (rental and utility
assistance, COVID job-loss related employment assistance), 2) Increasing food security, and 3) Providing basic needs.
Activities and services to be provided to the community will include:
Short-term Income Payments: Interfaith will provide homelessness prevention and diversion services to Carlsbad
households that have been impacted by the Coronavirus pandemic. This will include emergency rental, utility, and
security deposit payments to enable Carlsbad residents to avoid and prevent imminent homelessness. Case
managers will screen residents for eligibility for rental assistance and other support services, and engage clients in
comprehensive case management to identify and track progress toward lasting solutions. Through the intake
process, evaluation, and case management, Interfaith determines if the client will have the income in the future to
meet their financial obligations and remain stably housed. If it is determined that they meet this criteria, case
managers assist clients in accessing the rental and utility funds needed to cover their overdue rent and utility bills.
Short-term income payments will also include COVID-19 related employment expenses connected to job loss,
including transportation, workforce re-training in a different career sector, tools, uniforms, and other expenses
related to obtaining and maintaining employment. Case managers will provide warm referrals to internal and
external support services, housing stabilization and support, financial education and budgeting, and clinical and
behavioral health referrals.
Emergency Food Assistance: Interfaith will distribute emergency food assistance to Carlsbad residents through its on-
site food pantry at the Carlsbad Service Center, as well as home delivery for those who are elderly or have a medical
condition. Interfaith will also increase its pantry stock through donations and additionally purchased food as needed.
Basic Needs Support: Through case management, Interfaith will strengthen the support services for lower income
Carlsbad residents as well as residents with special needs by providing social services to Carlsbad community
members. Supportive services include emergency food and hygiene supplies, eyewear and prescription assistance,
affordable physical and behavioral health care referrals, childcare and clothing assistance, career development and
employment supports, financial assistance to receive California ID cards and birth certificates, tax preparation,
transportation assistance, food stamp and Medi-Cal application assistance, as well as referrals to Homeless Court and
legal services. In addition, Interfaith will provide services that are crucial to household economic success. Carlsbad
community members will have access to employment assistance to help them gain and retain employment and/or
required employment requisites such as a diploma, GED, certificate or licensure. Financial supports may include
transportation related expenses, the purchase of work-related equipment and dress, and assistance with expenses
that would otherwise serve as a barrier to the client returning to employment.
Jan. 19, 2021 Item #4 Page 110 of 162
Through this request, Interfaith will also increase its staffing and infrastructure to be able to support the surge in
clients we will be serving as a result of COVID-19.
Goals and Objectives:
Interfaith’s Carlsbad Service Center Coronavirus Response Project will support at least 300 unduplicated Carlsbad
homeless and low-income individuals who have been affected by the Coronavirus. Over a 24-month grant period,
funding from the Carlsbad CDBG-CV Round 3 Grant will provide:
• Rental and utility assistance (not to exceed $4,500 per household from the CDBG-CV funds) as well as
emergency housing case management to prevent or immediately reverse homelessness to a minimum of
44 Carlsbad households;
• Emergency food and hygiene support to at least 300 Carlsbad individuals; and
• Case management and connections to basic needs resources for at least 300 Carlsbad individuals.
Need for the Program and CDBG-CV Funds as it relates to the Coronavirus. Describe the need in our community,
how this need is related to the Coronavirus, and why CDBG-CV funds are essential to address this need:
This program will directly respond to the devastating socioeconomic impacts of the Coronavirus pandemic by
providing short-term financial assistance, emergency food assistance, and wraparound support services to low-
income and homeless residents hardest hit by the crisis. Services will be anchored at Interfaith’s Carlsbad Services
Center, conveniently located at 5731 Palmer Way, open Monday through Friday 7:00am to 3:30pm and Saturdays
7:00am to 12:00pm by appointment to community members. The Center will serve as an access point to the more
than 50 programs provided through Interfaith, as well as connections to many community partner agencies in order
to provide holistic support to households impacted by the Coronavirus. All services will be trauma-informed and
follow Housing First principles, while maintaining all Coronavirus safety practices and protocols as recommended by
local health authorities and the CDC.
The Coronavirus pandemic presents a variety of challenges to Carlsbad residents, disproportionately impacting the
most vulnerable community members, including homeless individuals and families, low-income individuals, elderly,
and individuals with chronic health conditions. Interfaith has remained open throughout the stay-at-home orders and
remains on the frontlines, assisting individuals and families in their time of crisis. While ensuring the health and
wellness of all constituents, Interfaith has modified its programs so that we may provide the services critically needed
in our communities while keeping our clients, volunteers, and staff safe and healthy. This includes pre-screening and
temperature checks for all individuals entering Interfaith facilities, requiring face-coverings and other PPE, providing
hand-sanitizer, increasing daily janitorial services and disinfecting surfaces at least once each hour, social distancing
inside and outside of the building, as well as implementing policies for providing remote services by phone or virtual
meetings when appropriate.
Since March 2020, the Carlsbad Service Center has received requests from 89 households for rental assistance from
residents within the City of Carlsbad. Not only are we receiving an increased number of requests, but the amount of
funding needed to cover past due rental payments and utility bills is exponentially higher than what we normally
experience. Prior to the Coronavirus, the majority of households were requesting emergency rental and/or utility
assistance ranging from $500 to $1,500, which would allow these individuals and families to catch up on their bills
and get back on their feet. Now, eight months into the World Health Organization declaring the Coronavirus Disease
2019 a global pandemic, Carlsbad residents are coming to Interfaith in need of upwards of $10,000 or more in
financial support to stay in their homes. Interfaith is working with these families to identify resources, provide them
with CDBG-CV funds, and utilize other rental and utility assistance funding that Interfaith manages or has access to,
to ensure these community members are able to remain in their homes.
Jan. 19, 2021 Item #4 Page 111 of 162
In addition, since the start of the COVID-19 pandemic, the Carlsbad Service Center has provided emergency food
assistance to 248% more households than the number of households served last year during the same months. The
need for increasing food security remains prevalent among the community members visiting our center. Feeding San
Diego has provided food and free deliveries to the CSC in order to help meet this need. However, when this support
ends, Interfaith will continue to meet the food needs of our community, despite the increase in cost to our budget.
A recent report by the San Diego North EDC estimates that 36,000 jobs have been lost across the five cities on the SR
78 Corridor including Oceanside, Carlsbad, Vista, Escondido, and San Marcos between August 2019 and August 2020.
Transient Occupancy Tax collections for June, July, and August were off 66% in Carlsbad. Unemployment on the
Corridor spiked to 15.4% in April, and is currently at approximately 9%. Many Carlsbad Service Center clients have
lost their jobs, specifically those in the retail and hospitality sector, which has seen many businesses forced to close
their doors, resulting in both temporary and permanent layoffs. Interfaith Case Managers have been identifying
barriers that clients will face related to returning to work when businesses resume operations. Since families have
not had stable income during their unemployment, many do not have the additional funds required to cover
employment expenses. For example, families no longer have additional savings to cover childcare expenses. Some
families have had to postpone auto payments, registration payments for their vehicles, and may not have enough
money to pay for other transportation expenses (gas or monthly bus pass) making it challenging to return to work.
Other barriers include lapses in certifications or licensures, such as real estate or cosmetology, that impair their
ability to return to work. In addition, many individuals have been forced to find employment in alternate sectors,
which requires re-training and certifications, for which Interfaith will provide support.
With CDBG-CV Round 3 funding, Interfaith will continue to expand our support to Carlsbad residents, helping an
additional 44 families with short-term rental, utility, and emergency funding assistance, as well as a total of 300+
individuals with case management and basic needs over a two year period, and allowing us to continue to provide
critical services over a longer period of time. This funding will also help to ensure Interfaith has the staff
infrastructure in place to meet the surge in community demands and provide case management to not only address
emergency needs, but also work with individuals on a pathway to self-sufficiency. Although Interfaith has received
funding, through various grants, private donations, and in-kind gifts to provide food and hygiene items as well as
rental assistance to those who need them, there has been a lack of grant funding to support personnel expenses as
we case manage clients, work with them to access food, basic needs, rental and utility assistance, and employment
support. Our highest need at this time, related to responding to the Coronavirus pandemic, is funding for staff time,
to ensure that we are able to effectively and efficiently provide vulnerable community members with the support
and resources they so desperately need to get through this unprecedented time.
In addition, Interfaith is seeking support to obtain a larger space in order to accommodate more employees. Our
current Carlsbad Service Center location has just three enclosed offices. Prior to the pandemic, we used the larger
common area for additional staff and volunteers, however, due to COVID-19 safety precautions and social distancing,
we will require a larger space in order to meet the needs of our clients and deliver support in a timely manner. For
these reasons, we have included a request for capital expenses for the second six months of the contract in year one,
and the entire twelve months in year two. This will allow us the necessary time to identify a larger space that will
accommodate our increased staffing and client support needs.
I. ORGANIZATIONAL ABILITY/CAPACITY
A. This agency is:
Nonprofit For-profit
Local public agency State public agency
Other (Please specify.)
Jan. 19, 2021 Item #4 Page 112 of 162
B. What is the purpose/mission of the agency?
Interfaith Community Services (Interfaith) empowers people in need to stabilize and improve their lives
through comprehensive programs, in partnership with diverse faith communities and people of compassion.
Founded in 1979 as a direct response to the rising rates of hunger and homelessness in North San Diego County,
Interfaith works to break the cycle of poverty and homelessness. Building on more than 40 years of
empowering homeless and low-income community members, Interfaith has grown to become the most
comprehensive social services agency in North County. Today, Interfaith is supported by over 200 dedicated
staff, more than 3,000 volunteers, 250+ faith communities, individuals, civic organizations, businesses,
foundations, and government agencies.
Programs are offered throughout North San Diego County—from the coastal cities of Oceanside and Carlsbad,
across the SR-78 corridor communities to Interfaith’s headquarters in Escondido, as well as communities north
and south along I-15. Services are organized into five main areas: Self-Sufficiency and Supportive Services,
Clinical and Behavioral Health, Employment and Economic Development, Recovery and Wellness, and Housing
Services. Interfaith’s comprehensive wraparound programs and services are designed work together to
holistically fulfill the needs of people in their time of crisis.
C. How long has this agency been in operation? Please include the date of incorporation?
Interfaith was founded in 1979, as a result of a collaboration of 14 representatives from diverse faith
communities. Interfaith became incorporated as a 501(c)3 in August 1982.
D. How long has this agency been providing the proposed program/project?
Interfaith has offered supportive services and housing assistance to Carlsbad residents for 18 years, making it
well positioned to assist North County’s most vulnerable residents with homelessness prevention, housing
stabilization, basic needs, and employment assistance services.
E. Please submit an organizational chart for the agency as Attachment B.
Please see Attachment B, Interfaith Community Services Organizational Chart.
F. Please describe the agency's existing staff positions directly responsible for the proposed
program/project and their qualifications and experience in implementing such a program/project.
(Resumes may also be submitted as an optional Attachment C but not in lieu of a complete response.)
Amber Rizkalla, Director of Employment and Economic Development, will serve as the Project Director. Rizkalla
first joined Interfaith in 2007 as the Grant Writer and Quality Assurance Officer, a position in which she served
for 4 years before moving to New Jersey. During her time on the east coast, Rizkalla worked for Catholic
Charities, writing grants and managing the Disaster Case Management Department in the aftermath of
Superstorm Sandy. After returning to California in 2014, Rizkalla again joined Interfaith as Program Manager
for the Transitional Youth Academy (TYA). She was promoted to the Director of TYA in 2015 and then the
Director of Employment and Economic Development in 2017. Rizkalla brings years of experience in nonprofit
administration, development and fundraising, program design and management, and service delivery. She also
has a passion for serving youth. Rizkalla holds a Master’s degree in Sociological Practice from California State
University San Marcos.
Vannessa Marshall, Coastal Employment Services Program Manager, will manage program operations.
Marshall earned her B.A. in Liberal Studies from California State University San Marcos and is currently
completing coursework for a Master’s degree in Nonprofit Leadership and Management from the University
of San Diego. Marshall has 10 years of experience in the nonprofit field including: teaching, program
Jan. 19, 2021 Item #4 Page 113 of 162
development, grant management, and budget management. Marshall has extensive experience in enhancing
youth academic and career success by engaging students, parents/legal guardians, school staff, and the
community to build a supportive environment for students to thrive in and out of school.
Diana Gonzales, Lead Case Manager, works with Carlsbad community members on the Basic Needs,
Homelessness Prevention and Housing, and Employment Assistance Programs at the Carlsbad Service Center
(CSC). Prior to starting with Interfaith in in 2019, Gonzalez worked at North County Health Services where she
pre-screened clients’ financial standing to determine program eligibility and gained other critical case
management skills in a multi-cultural setting. Gonzalez is bilingual and bicultural and earned a B.A. in Social
Science from California State University San Marcos in 2015 before joining the Peace Corps as an English
Program Trainer.
G. Please indicate your agency's level of experience with the CDBG program.
CDBG program:
No or little experience (up to 1 year of using CDBG funds)
Some experience (2 to 3 years of using CDBG funds)
Moderate experience (4 to 5 years of using CDBG funds)
Considerable experience (more than 5 years of using CDBG funds)
H. If you have received federal funds, including CDBG funds, in previous years, have program violation
findings ever been made against your agency/organization?
No Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization. N/A
I. Describe the steps that have been completed or must be completed to initiate the project. These may include community support, staffing, securing an appropriate location, marketing, and
networking. Describe the program’s timeline with dates and times, including the earliest possible
start dates, end dates, and milestones as applicable.
Interfaith is fully prepared to initiate the proposed CDBG-CV project immediately upon contract execution
with the City of Carlsbad. The staffing, facility space, and program policies and procedures are in place at
Interfaith’s Carlsbad Service Center, and the project will scale-up existing programs that distribute rental
assistance, food assistance, and provide case management programs to residents.
Contract Initiation: January 2021 (City Council approval of allocations)
Grant Kick-Off Meeting: Within 7 days of contract initiation
Contract Services Initiated: Within 15 days of contract initiation
Marketing: Announcement of award and availability of services via communications
platforms. Distribution of referral and eligibility information to internal and
external stakeholders.
Research new location/
additional space: January 2021 – June 2021
Acquire new/additional space: Within 6 - 12 months of contract approval
Milestones: Quarterly reports and program updates to funder
End Date: December 2022
Jan. 19, 2021 Item #4 Page 114 of 162
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the proposed
program or project in which CDBG-CV funds would be used. Indicate how the requested CDBG-CV
funds would relate to the overall proposed budget.
CDBG-CV Project Budget completed and attached (Attachment F).
B. Did you receive any of the following sources of funding from the City of Carlsbad within the last
two fiscal years (2018-2019 and 2019-2020) for the proposed program/project?
Sources of Funding No Yes
CDBG
Community Activities (or other General Fund monies)
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
Amount Received Status
CDBG funds (FY2018-2019) $20,062 Fully expended
CDBG funds (FY2019-2020) $20,290 Funds Remaining (current)
CDBG funds (FY2019-2020) $40,000 Fully expended
CDBG-CV funds (FY2020-2021) $123,966 Funds Remaining (current)
Community Activities/Other:
Carlsbad Service Center Hiring Hall $204,217 Funds Remaining (current)
Trust Fund Case Management $40,000 Funds Remaining (current)
C. Did you receive any federal funds, including CDBG-CV funding from other cities?
No Yes (Please list funds below)
Program Source Amount Received
City of San Marcos CDBG-CV $231,237
City of Escondido ESG $148,300
City of Escondido ESG-CARES Act $552,866
III. BENEFITS & BENEFICIARIES
A. How accessible or convenient is the proposed program/project to Carlsbad residents? (Please be
specific such as direct services to client’s home, transportation provided to and from facility, or
relation to public transportation.)
Carlsbad residents will have convenient access to the program through Interfaith’s Carlsbad Service Center
(CSC), located at 5731 Palmer Way. Free parking is available on site and the CSC is located on the El Camino
Real thoroughfare, easily accessible by public transportation (Breeze Route 309). Interfaith will also be seeking
a larger space to accommodate additional staff and allow us to serve more clients, in a location that is
convenient for clients who require parking or will need to access public transportation to visit the office.
Jan. 19, 2021 Item #4 Page 115 of 162
Whenever needed, Interfaith will provide Carlsbad residents with additional transportation resources,
including bus passes, to ensure maximum accessibility when receiving services.
The CSC is open Monday through Friday 7:00am to 3:30pm and Saturdays 7:00am to 12:00pm and is currently
operating on a “by appointment” only basis due to COVID-19. Interfaith has implemented a pre-screening
process for all individuals entering all service locations and has installed plastic or glass barriers, requires the
proper use of PPE, and maintains social distancing. Interfaith is also providing remote services to clients either
by phone or virtual appointments as appropriate.
CSC staff include culturally diverse and bilingual (English/Spanish) case managers, ensuring that Carlsbad
residents with limited English proficiency can fully access services.
B. What is the approximate percentage of your clients that have annual family incomes in each of the
following ranges: (Percentages should add to 100%)
95 % of clients are at 30 percent or below of the area median income
_ 3 % of clients are between 31 and 50 percent of the area median income
1 % of clients are between 51 and 80 percent of the area median income
1 % of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or the area
to be benefited. (Reference Consolidated Plan Priorities.)
Low-and-moderate income Carlsbad residents will benefit from the Carlsbad Service Center Coronavirus
Response Project which includes access to rental and utility assistance, food, basic needs, comprehensive case
management, homelessness prevention, housing stabilization, and employment assistance services. The
community needs addressed by the program closely align with Priorities 2 and 3 in the Consolidated Plan.
PRIORITY 2: Prevent and reduce homelessness.
San Diego County has consistently ranked among the regions with the highest rates of homelessness
nationwide. In 2018, San Diego had the fourth largest homeless population in the nation, only behind New
York City, Los Angeles, and Seattle. The Regional Task Force on the Homeless (RTFH) counted 7,619 persons
experiencing homelessness in San Diego County on a single night in January 2020. Of the countywide total,
nearly 4,000 were unsheltered, sleeping outdoors, or in places not meant for human habitation, with 17%
chronically homeless. North County Inland and North County Coastal reported 1,125 men, women, and
children identified as homeless, of those, 147 individuals were experiencing homelessness in Carlsbad, 94 of
whom were unsheltered. According to the Center for Policy Initiatives San Diego in 2015, 44 percent of Carlsbad
residents were paying more the than 33 percent of their income for their housing costs, making them
vulnerable to homelessness.
Interfaith will prevent and reduce homelessness in Carlsbad by providing rental assistance and security deposit
assistance in emergency situations. During this unprecedented time, as we face the crisis caused by the COVID-
19 pandemic, Interfaith is providing funds for emergency housing assistance and continues to refer homeless
residents to the regional Continuum of Care Coordinated Entry System to link them with the appropriate
housing resources to obtain and/or maintain affordable permanent housing. Interfaith’s case managers
determine eligibility for rental assistance and other support services, and engage clients in longer-term case
management to identify and track progress toward lasting solutions. Interfaith’s case management approach
emphasizes homelessness prevention first and foremost – helping people stay in their own homes and
neighborhoods whenever possible.
Jan. 19, 2021 Item #4 Page 116 of 162
PRIORITY 3: Strengthen support services for lower income residents and residents with special needs.
According to “Poverty and Income in North San Diego County” (December 2016), 5.2% of Carlsbad’s residents
live in poverty. Moreover, the official poverty line does not account for California’s housing costs or other
critical household expenses and resources. The average cost of renting a two-bedroom apartment in Carlsbad
is currently $2,425, well above the budget of many families in the city. Nearly half of Carlsbad’s renters have
unaffordable housing costs relative to their income, meaning they are resorting to survival strategies, including
relying on public benefits, going into debt, or doing without needed items such as food, medicine, and utilities
to afford housing.
Interfaith sees a high demand for basic needs support within the coastal communities, including Carlsbad. In
fiscal year 2019-20 Interfaith provided 1,607 services to 472 unduplicated Carlsbad residents. In addition, the
demand for basic needs support for Carlsbad residents continues to grow amidst the impacts of the COVID-19
pandemic. In a comparison of clients served and services provided during March through October 2020, during
the COVID-19 pandemic, compared to the same time period in 2019, Interfaith provided services to 18% more
clients and provided 39% more services. Interfaith is well aware that as we enter the next wave of this
pandemic, Carlsbad residents will continue to seek support as additional debt is incurred due to temporary
and permanent layoffs, lack of ability to pay bills, childcare costs, and challenges to meeting everyday needs,
including food to feed their families. To address this priority, Interfaith provides case managed social services,
customized emergency food supplies, transportation assistance in the form of bus passes and gas vouchers,
prescription assistance, affordable health care referrals, childcare and clothing assistance, job application
preparation and financial assistance to receive California ID cards and birth certificates, tax preparation, as well
as food stamp and Medi-Cal application assistance. These resources, complemented by Interfaith’s
comprehensive services, enable individuals to focus their efforts on stabilizing their financial and housing
situations and improving their family’s economic state.
In addition, Interfaith has implemented various strategies to help Carlsbad individuals experiencing
homelessness to connect with employment assistance with the goal of securing stable employment. A flexible
fund is used to support employment related expenses such as transportation which includes monthly bus
passes, gas vouchers, and auto repair. This is a major problem in North County where public transit is much
less viable than metro San Diego. Other financial supports may include the purchase of work-related
equipment such as boots, uniforms, tools, and additional gear.
•
D. Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
300+ Persons of which 100 % are Carlsbad residents
E. Does your agency focus its activities on populations with special needs?
No Yes (Please specify)
Please specify which special needs populations. (homeless individuals/families, persons with
disabilities, persons with substance abuse problems, veterans, farmworkers and day laborers,
seniors, children, etc.)
Interfaith serves a variety of underserved populations, including low-income and homeless families and
individuals, low-wage earners, day laborers and farm workers, seniors, at-risk youth, veterans, as well as
individuals with mental health needs and substance abuse issues. Building on a 40-year history of serving San
Diego’s North County community, Interfaith provided a pathway towards self-sufficiency and independence
for more than 20,000 homeless and low-income community members last fiscal year.
Jan. 19, 2021 Item #4 Page 117 of 162
F. Does your organization charge recipients for the provided services?
No Yes (Please specify) $
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for construction,
rehabilitation, property acquisition, and construction related activities, or a new public/community service
program/project. Acquisition of property or construction related projects must also include an
Attachment D for plans, scope of work, cost estimates, property listing, or other appropriate documents.
THE AGENCY MUST ENSURE THE EXPENDITURE OF ALL CDBG FUNDS AWARDED WITHIN THE PROGRAM
YEAR.
Attachments D and E are not required due to the fact that there is no construction, rehabilitation, property
acquisition, or construction related activities, nor new public/community services program/project.
If this contract approved, Interfaith will pursue leasing a larger office space to accommodate new staff
members and expedite the internal process to more quickly meet the needs of a growing number of
community members who find themselves in need of short-term income assistance, food and hygiene items,
and case management. We will provide any required documentation and work with the city to modify the
contract as appropriate.
V. DOCUMENTATION
A. How will the beneficiaries’ information be collected and documented?
Interfaith case managers complete a Needs Assessment with each client during their intake process. Through
this process, information collected and kept on file includes all general demographic information such as
race, gender, income, source of income, education level, and housing status. In addition, proof of income
forms are completed and documentation, such as records of employment, unemployment, and other
benefits or support providing income, is collected. Individual files are kept on each client and household in a
locked file cabinet following privacy and security requirements outlined in Interfaith’s Privacy Security and
Confidentiality Practices Manual. In addition, client information is recorded in Interfaith’s agency-wide client
services database Efforts to Outcomes (ETO) and San Diego’s Homeless Management Information System
(HMIS).
The following forms are utilized by Interfaith and will be provided if requested: Client Demographic Form,
Proof of Income Form, Consent for Services Form, and Rental/Flex Fund Assistance Screening Tool.
B. What documentation will be used to prove the funds are going to the prevention, preparation or
response to the Coronavirus?
Interfaith created and utilizes a City of Carlsbad CDBG Rental Assistance Checklist and the Rental/Flex Fund
Assistance Screening Tool to ensure that all documentation needed to qualify an individual or household for
access to CDBG-CV funds have been gathered, recorded, reviewed, and filed in the appropriate locations. To
access the City of Carlsbad CDBG-CV funds, clients must meet the requirement that the support they are
receiving is in response to a need created by the Coronavirus pandemic. Documentation includes client
screening, case manager notes, Proof of Income Forms, records of employment, unemployment, and other
benefits or support providing income, as well as Client Demographic Forms.
Jan. 19, 2021 Item #4 Page 118 of 162
C. How will the outcomes be measured, collected, and documented?
The outcomes of the Carlsbad Service Center Coronavirus Response Project will be collected through the
intake process, completion of required documentation used to qualify clients for this project, and through
follow up conversations, meetings, and case management notes. All information collected is documented in
each client’s/household’s file as well as Interfaith’s Efforts to Outcomes database, and the Homeless
Management Information System as appropriate. Evaluation and measurement of the impact of the project
will be completed by Interfaith’s Chief Program Officer, Director of Compliance and Quality Assurance, and
the Director of Employment and Economic Development, who will serve as the Project Manager for this
project and oversees all programs and activities offered through the Carlsbad Service Center.
Outcomes of the project will be reported to the City of Carlsbad as required through the grant agreement.
VI. PARTNERSHIPS, COLLABORATION, AND OUTREACH
A. Describe how you are collaborating with other agencies such as the County Continuum of Care and
other non-profit organizations and/or agencies to form a cohesive approach to the coronavirus. What
steps will you take to make sure there is not duplication of services? How will you reach out to families
and businesses in need?
To form a cohesive approach to the coronavirus and to ensure that there is not duplication of services,
Interfaith works in collaboration with the Regional Taskforce on the Homeless, the County Continuum of
Care, the Alliance for Regional Solutions, the Carlsbad Chamber of Commerce, local businesses, and other
non-profit organizations, cities, and the county. Interfaith is committed to working with other organizations
and agencies throughout San Diego County to create and implement regional solutions to effectively reduce
homelessness and ensure we are responding to the needs of our community that have been created by the
coronavirus pandemic.
When utilizing CDBG-CV funds, Interfaith will work in collaboration with Community Resource Center, located
in Carlsbad, to ensure that there is not duplication of services and that we are not providing services to the
same clients.
Interfaith has developed relationships with low-income housing complexes within the community and near
the program’s primary service site to ensure that the agency is providing outreach to clientele who are low-
and-moderate income individuals. Individuals and families are referred to Interfaith from these housing
complexes, as well as by partner agencies and organizations in the community. In addition, the CSC partners
with the Carlsbad School District to receive referrals of households in need of services.
Jan. 19, 2021 Item #4 Page 119 of 162
Jan. 19, 2021Item #4 Page 120 of 162hereby attest that the above information is true and correct to the best of my knowledge. Chief Executive Officer Signature Title November 9, 2020 Date NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person signing above to submit funding applications and to enter into funding agreements if selected. Information below to be completed by Housing and Neighborhood Services Department staff Date Received: Date Reviewed: Staff Person Completing Review: National Objective: Local Objective: Eligibility Determination: 12
CDBG-CV PROJECT BUDGET
See Full Budget Attached (Attachment F)
Organization: Interfaith Community Services Total organization budget $20,746,740
Program/Project name requesting funds: Carlsbad Service Center Coronavirus Response Project
CDBG funds requested: $792,947 (two years) Total program/project budget: $916,913 (two year budget)
Note: Indicate with an asterisk (*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for program/project:
a. Funding requested from the City $ 792,947
b. Other federal funds (if any)
c. State or local government funds $ 123,966
d. Donations and contributions
e. Fees or memberships
f. In-kind contributions / Volunteer time
g. Other funding
h. TOTAL PROJECT FUNDING (project budget) $ 916,913
2. Uses of CDBG-CV funds requested for the program/project: (1.a.)
a. Wages and salaries $ 202,870
b. Personnel benefits $ 77,091
c. Materials and supplies $ 2,250
d. Program expenses and evaluation $ 200,000
e. Rent and utilities $ 187,500
f. Insurance $ 4,500
g. Mileage ( @ 55¢/mile) $ 3,000
h. Incentives and Special Events $
i. Indirect costs $ 72,086
j. Janitorial/Cleaning $ 18,000
k. Other Office Expenses $ 25,650
l. TOTAL REQUESTED FUNDING (same as 1.a.) $ 792,947
3. Percentage of project budget represented by CDBG-CV request 86%__
4. If your project will require future funding, please provide information about how the program will be funded.
Additional and future funding required to support this project will be pursued through other municipalities,
individual donors, private foundations, corporations, and government grants.
Jan. 19, 2021 Item #4 Page 121 of 162
Jan. 19, 2021Item #4 Page 122 of 162_..c, pEOPt~ ~,~ ly~ 1q" <.o ~ .A I~ I n-t-e r-----tm l community services $ RESOLUTION OF THE BOARD OF DIRECTORS OF INTERFAITH COMMUNITY SERVICES, INC. Authorized Signatory for Contracts & Financial Instruments The Board of Directors of Interfaith Community Services Inc., at the monthly Board of Directors meeting held on July 29, 2020, hereby resolves to authorize Greg Anglea, Chief Executive Officer, or Reverend Meg Decker, Chair of the Board, to sign grant applications on behalf of Interfaith Community Services Inc. when timing does not allow for full board review at a regularly scheduled board meeting during the 2020-21 fiscal year. Signed copies of any resolutions shall be included in the next regularly scheduled board package. When feasible, such grant applications will also be reviewed by an appropriate board committee. 7/q1~0 Date Chair of the Board Date Greg Anglea Date Chief Executive Officer Interfaith Community Services 550 West Washington Avenue, Escondido, CA 92025 • (760) 489-6380 • www.interfaithservices.org
Shentelyn Lao
Program Manager(Detox)
Varinda Missett/Robert AdamsChief Development Officer
Joseph StemmlerChief Financial Officer
Emiliano BolañosBrian CanepaYonathan AngelFacilities Technicians
Jose SaucedoJanitor
Greg AngleaChief Executive Officer
Updated SEP/OCT 2020
Board of Directors
Chelsea BuckDirector of Development
Sergio TrujilloFacilities Manager
Filipa RiosChief Program Officer
Adriana CruzT&R SpecialistOdetta DelsolHR Coordinator
Dennis HaggarDirector of Human Resources
Nima JariwalaController
Gary PresleyDonna StinsonScott RadebaughRaul MontalvoSarah ValadezShannen GillespieSamantha VazquezAlejandra RamosJen ZurmuehlenNatalia SoriaSairam AguilarVicki GyrResident Coordinators
Mark Whitaker
Director of Operations
Mary FerroDir. of Outreach & Eduation
Martha Garzón Faith Based Academy Program Mgr Cesar TrejoEmanuel RodriguezIn Kind Donations Prgm Coordinators
Isaias RosasHannah BrenzelWarehouse Asst.
Joe Snyder
Operations Manager
Sandi MoranDonor & Volunteer Database Coordinator
Erin MurphyDirector, Recovery and Wellness
Chrystal WilliamsSandi PriestWayne WilkinsMaria DoepkeChristine CarrollTony RochaSubstance Abuse Counselors
David GallardoElliott LustigResident CoordinatorsJo-Ann RellosaBilling AssistantThomas CassidyTransportation Specialist
Joan RectorRegistered Nurse
LaSeana AncrumJean Andre RuizLVN
Megan WardMatthew WhitmoreCase Manager
Autumn AlcornRicardo BahenaNicanor GuajardoLen LicandaPatricia Dela CruzTasheena KitchenResident Behavioral Health Aides
Janet LindebladLead CNA
Mayte FuentesCNA
Veterans Transitional Housing
Mitchell Snow Program Manager
Beth SimonProgram Manager -WIOA (Youth & Vetrans)
Amber RizkallaDirector of Employment & Economic Development
Diana GonzalezLead Case Manager
Alexis RojasAbigail CelestinoJessie SallMaria MarinCase Managers
Daisy Hernandez
Case Manager – TYA (El Camino High School)
Adriana VenegasCase Manager
Christina SegiLead Case Manager
Christine WhitworthBusiness Service Representative
Doug FerrisFood & Nutrition Manager
Darrell MendaTim StoneCooks
Bill LewisLead Cook
Heather JohnstonHealthcare Navigator
Keith HickoxMinor Home Repair
Veronica GiancolaKim NyeCase Managers
Megan HawkerClinical Director
Lanni BradleyPete MartinKarie PeelLicensed Clinical TherapistsJen HalversonBehav Health Clinician/Intern Sup.Kathylynn JonesNorma MartinezEngy NakhlaSergio CardonaCase ManagersMattison WalkerSite Supervisor
Vanessa RheubyProgram Manager(Residential)
Cindy DoVITA Coordinator
Tom ChristieHomeless Court Advocate
Yessenia MartinezMelba RuvalcabaSarah ChoEdwin SanchezSara VoutilaJuliana RamosRosy TainaCase Managers
Jazmin Oregon Program Manager (Social Services – Inland)
Fiona KingCommunications and Development Manager
Jay VidalDigital Media SpecialistMicki HickoxVolunteer Services Manager
Beth HallockProgram Manager (Senior Services)
Yuridia SebastianProgram Manager – Supportive Services
Brenda PrestonClinical Outreach Manager
TBAProgram Manager -Social Services
Bill EdomClient Advocate
Tiffany HanceJob Developer
TBA Recuperative Care Program
Erendira (“Eren”) HernandezEmergency ServicesProgram Manager
Gary CriteProgram Manager RWC - Outpatient
Jennifer RossiData Specialists
Database Manager Mickey Gonzales
Sasha Dix Permanent Housing Program Manager
Claudia CastroExecutive Assistant
Ashley BoerMaria SilvestreBilling Assistant
Antoinette BrindisiIntake Coordinator
Oscar GonzalezSyamak TabriziMark TaylorJill Berman-CaseySubstance Abuse Counselor
Ed MurrayResident Coordinator
Kim SimmonsOperations Supervisor
Dennis WilliamsSite Safety Supervisor
Cheryl PasterDonald GibsonRoy GardinerResident Coordinators
Daniel TaylorLuis JimenezChris TaylorJohn PrattSite Safety Coordinators
Ilona BeyerManager of Faith Relations
Jennifer HandyGrant Writer
Brett FisherGovernment Grant Writer
Kelsey CooperAnna MadesAlma RuizKendra Hill DickersonSocial Worker – OHA Managers
Faye StauberLicensed Clinical Therapist
Ginger BahardarPaul ClearyMitchell DavisTharia Corbett-YoungWisdom ThompsonLicensed Clinical Therapists
Maria AntonioMaria EspinozaReceptionist
Andrea WootenLead Case Manager
Daniel SturmanCase Manager
Ann Marie MasinoHousing Coordinator
Jessica LopezIntake Case Manager
Lizbeth MarcelinoIntake/Diversion Specialist
Jodi ZieglerReceptionist
Sabrina MichelsonMarinea GoodsonJose GonzalezSheree WarnerJessica PorterCase Managers
Roland BryantSofia EastmanAriell Van HornShirley IngramMeghan StroccoDanielle KramerCase Managers
Jojo GozaloResidential Services Case Manager
Jocelyn BarruetaResident Coordinator
Maria VelozMartin Yepez-PawlickNicole MesaAlma RuizCase Managers
Scott GallowayDonor & Volunteer DatabaseCoordinator
Stephanie RojasRWC Analyst
Anne FinnHousing Analyst
Eduardo SanchezPrograms Analyst
Robert WilliamsVictoria O’GaraSandra MorinElizabeth St. HollandAngela Kuzara (AMFT)Substance Abuse CounselorsFreddie SilvestreResident CoordinatorSamantha LucasBilling Assistant
Patty MackRapid RehousingProgram Mgr
Laura HernandezVolunteer Services AssociateB. HernandezDevelopment AssociateKathleen LiStaff Accountant II
Rocio ReynaudStaff Accountant I
Stephany HeraldezMonique NavaJose Cruz MartinezAccounting Clerks
Maria Halbert Faith Based Academy Coordinator
Kendra MackeyClinical Outreach Mgr
Saundra DavisRyan AndersonResident Coordinators
Gersain Medina
Site Supervisor
Lam VoIT Specialist
Jana MackieGrant Manager
Julie BennettLicensed Clinical Therapist
Charlotte Romero
Accounting Mgr
Madison HancockMariana DuenasCase Manager
Erica CowellSafe Haven Program Mgr
Sandra TopeteCase Manager
Attachment B
Jan. 19, 2021 Item #4 Page 123 of 162
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Amber Rizkalla, Director of Employment and Economic Development Interfaith Community Services
PROFESSIONAL EXPERIENCE
Interfaith Community Services, Escondido, CA Director of Employment & Economic Development April 2017-Present
•Supervise day-to-day operations of seven Employment and Economic Development programs
•Oversee compliance and quality assurance of programs
•Supervise three Program Managers
•Manage multiple federal, state, local, and private grants
•Oversee data collection and management for grants and programs
Director of Transitional Youth Academy April 2015-April 2017
•Supervised day-to day-operations of Transitional Youth Academy in-school and out-of-schoolprograms
•Supervised two Program Managers
Program Manager, Transitional Youth Academy September 2014-April 2015
•Case Managed a caseload of 10 students and mentored more than 45 students as part of a team
•Managed day-to-day operations of the Transitional Youth Academy at El Camino High School,represented in community, and planned program expansion
Catholic Charities, Diocese of Metuchen, Perth Amboy, NJ December 2011-March 2014 Disaster Case Management Supervisor & Grant Writer
•Interviewed, hired, trained, and supervised seven Disaster Case Managers and one Clinician
•Entered, managed, and reported on client and expenditure data in CAN and other databases
•Managed day-to-day operations of Department, including budget and accounts payable, grantproposals, reporting, and compliance
•Developed and maintained relationships with funding agencies and community partners in order tofacilitate communication and obstacle resolution
•Researched and wrote government and private grant proposals awarded at over $2,000,000
•Maintained database of active grants to track funding and reporting requirements
Allied American University, Laguna Hills, CA October 2010-December 2011 Course Developer/Adjunct Faculty
•Developed sociology and criminal justice curriculum in accordance with accreditation standards
•Assisted with DETC and WASC accreditation review
•Created 12 new Criminal Justice certificate programs, including 13 new courses, and restructured theformer Criminal Justice curriculum to offer students a broader number of educational options
•Managed courses in iBoard, AAU’s proprietary learning platform
Interfaith Community Services, Escondido, CA June 2007- September 2010 Grant Writer/Quality Assurance Officer
EDUCATION
California State University San Marcos San Marcos, CA
Master of Arts in Sociological Practice 2007
Attachment C
Jan. 19, 2021 Item #4 Page 124 of 162
Vannessa Marshall, Program Manager – Coastal Employment Services Interfaith Community Services PROFESSIONAL EXPERIENCE Interfaith Community Services, Carlsbad, CA June 2015 – Present Program Manager – Coastal Employment Services
• Supervise the day-to-day operations of the in-school Transitional Youth Academy Program and Carlsbad Service Center location
• Manage program budgets
• Manage compliance and quality assurance of programs
• Supervise one Site Supervisor and five Case Managers
• Manage multiple federal, state, local, and private grants
• Oversee data collection and management for grants and programs Pretend City Children’s Museum, Irvine, CA July 2009 – June 2015
Associate Director of Educational Programming
• Primarily responsible for creation of all educational curriculum, activities, and programs, in addition to museum floor staff supervision
• Developed and managed the operational and fiscal activities of the education department’s $800,000
budget
• Designed, created, and implemented the Education Program for the museum to include multiple daily event curriculum development and exhibit activities
• Recruited, hired, supervised, and managed a staff of 30 entry-level early childhood educations, four museum leads, one education manager, and one coordinator Westcott & Associated, Ltd., Carlsbad, CA August 2006 – August 2009
Executive Administrative Assistant
• Primarily responsible for the organization and advanced administrative support to the Owner and President
EDUCATION University of San Diego San Diego, CA Masters in Nonprofit Management & Leadership 2019
California State University San Marcos San Marcos, CA Bachelor of Arts in Liberal Studies with an Emphasis in Child Development 2006
Saddleback Community College, Child Development & Education Department Mission Viejo, CA Site Supervisor Certification Coursework 2011
Advanced Grant Writing Series
Jan. 19, 2021 Item #4 Page 125 of 162
Diana Gonzalez, Case Manager Interfaith Community Services PROFESSIONAL EXPERIENCE Interfaith Community Services, Carlsbad, CA February 2019 – Present
• Registers job applicants and employers
• Verifies eligibility for employment in the United States, for all persons requesting or obtaining employment services, and any other appropriate background checks
• Provides direct services to clients including job placement, job related referrals to other service providers, and conducts workshops and educational services related to job employment
• Provides assessments, crisis intervention, advocacy, and case management
• Provides guidance and support to help clients identify their own strengths, skills, set achievable goals,
and follow through consistently so they can become employable and self-sufficient
• Submits statistical reports pertaining to job placements, demographic information, and all other related reports to supervisor in a timely manner
• Administers supportive services per agency and contract guidelines
• Identifies resources and advocates for clients' needs North County Health Services January 2018 – February 2019
Program Resource Specialist
• Pre-screen client financial standing to determine program eligibility.
• Assist families with Medi-Cal, Covered California, and Cal Fresh enrollment services.
• Explain to client insurance processes like deductibles, co- pays, and premiums.
• Troubleshoot health insurance cases and coordinate proper plan to resolve coverage issues.
• Identify resources and refer clients to community resources as they pertain to their needs.
• Record and report successful enrollment and renewal of health coverage on a monthly basis.
• Contribute to team by contributing ideas for process improvements. Peace Corps, Santa Elena, Ecuador 2016 – 2018
English Program Trainer
• Conducted community needs assessment and screened individuals for project benefits.
• Coordinated and facilitated district-large training workshops for 236 teachers.
• Managed the writing of an approved grant and allocated grant funds for proper spending.
• Responsible for curriculum development, creating visual aids, and presenting them.
• Monitored and reported improvement in teaching techniques, structures, and resource development.
• Partnered with a community organization to conceptualize and effectively coordinate a regional 5-day youth empowerment camp for at-risk youth.
• Maintained and fostered positive relationship with students’ parents.
• Collaborated closely with school administration to coordinate on and off-campus activities. EDUCATION California State University of San Marcos San Marcos, CA B.A.in Social Science (Foci: Sociology, Political Science, Women Studies) 2015
LICENSES/CERTIFICATES Covered California Certified Counselor by Covered California 2018 Teaching English as a Foreign Language by the Center for Applied Linguistics 2018
Jan. 19, 2021 Item #4 Page 126 of 162
Staffing
Lead Case Manager @$22/hr. (.75 FTE) $45,760 34,320$
Program Manager @$58,333 (.30 FTE)17,500$
Director @$88,500 (.05 FTE)4,425$
Total Salaries 56,245$
Benefits @ 38%21,373$
Total Salaries and Benefits 77,618$
Occupancy Expenses (6 months)
Rent @ $10,000/mo. (6 months)60,000$
Janitorial/Cleaning 6,000$
Other supplies 750$
Repairs and Maintenance 2,500$
Utilities 2,500$
Office Expenses 750$
Phones 1,600$
Internet 700$
Insurance 1,500$
Mileage 1,500$
Equipment 3,000$
Total Occupancy expenses 80,800$
Financial Assistance
Homelessness Prevention/Flex Funds 100,000$
Total Financial Assistance 100,000$
Total Salaries and Benefits 77,618$
Total Occupancy Expenses 80,800$
Total Financial Assistance 100,000$
Total 258,418$
10% Admin 25,842$
Total Contract Year 1 284,260$
Budget: Carlsbad Service Center Coronavirus Response Project
YEAR 1
City of Carlsbad CDBG-CV Round 3 Grant Application
Attachment F
Jan. 19, 2021 Item #4 Page 127 of 162
Staffing
Program Manager @ $59,000 (1 FTE)59,000$
Case Managers @ $41,600 (2 FTE)83,200$
Director @$88,500 (.05 FTE)4,425$
Total Salaries 146,625$
Benefits @ 38%55,718$
Total Salaries and Benefits 202,343$
Occupancy Expenses
Rent @ $10,000/mo. (12 months)120,000$
Janitorial/Cleaning 12,000$
Other supplies 1,500$
Repairs and Maintenance 5,000$
Utilities 5,000$
Office Expenses 1,500$
Phones 3,200$
Internet 1,400$
Insurance 3,000$
Mileage 1,500$
Equipment 6,000$
Total Occupancy expenses 160,100$
Financial Assistance
Homelessness Prevention/Flex Funds 100,000$
Total Financial Assistance 100,000$
Total Salaries and Benefits 202,343$
Total Occupancy Expenses 160,100$
Total Financial Assistance 100,000$
Total 462,443$
10% Admin 46,244$
Total Contract Year 2 508,687$
Total Contract Year 1 284,260$
Total Contract Year 2 508,687$
TOTAL CONTRACT 792,947$
Budget: Carlsbad Service Center Coronavirus Response Project
YEAR 2
Jan. 19, 2021 Item #4 Page 128 of 162
Jan. 19, 2021Item #4 Page 129 of 162COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM CDBG-CV FUNDING PROPOSAL APPLICATION Ccifyof Carlsnad The following information must be completed by each qualified nonprofit organization interested in being considered for CDBG-CV funding. Please type or print clearly. Attach additional sheets or information as necessary. All information requested must be provided or the application will be considered incomplete and will not be further evaluated for funding consideration. The application must not exceed a total of twenty (20) pages, please reference the Checklist of Required Documents. (Attachments D and E may also be required depending on the proposed project, but will not count towards the 20 page limit.) The completed application package, including appropriate attachments, must be submitted prior to 5 P.M. on Monday, November 9, 2020. Applications may be submitted electronically to Nancy.Melander@calsbadca.gov. Paper copies may be mailed or delivered to the City of Carlsbad, Housing Services, Attn: Nancy Melander, at 1200 Carlsbad Village Drive, Carlsbad 92008. Please note that due to the current COVID-19 emergency, the Housing Services building is closed to the public and paper copies must be delivered by appointment. Potential applicants who have questions about the CDBG-CV funding should contact Nancy Melander by email at nancy.melander@carlsbadca.gov before 5 p.m., Monday, November 2, 2020. Responses to questions will be posted on the city's CDBG webpage by Wednesday, November 4,202.0 at https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp. In May 2020, the city conducted a Needs Assessment of the community's highest priorities for addressing the Impacts of the COVID-19 crisis. The priorities identified include: 1) making short-term income payments, 2) increasing food security (meal delivering services and food pantries) and 3) providing basic needs. The city encourages applications that address a Needs Assessment priority, but will give preference to applicants that provide short term income payments, in alignment with HUD's stated objective. If you'd like to view the needs assessment please visit the city's website at https://www.carlsbadca.gov/services/depts/ns/grants/cdbg,asp. ➔THEME: Short term income payments FUNDING APPLICANT Name of Agency: Meals On Wheels Greater San Diego, Inc. (dba-Meals on Wheels San Diego County). Address: 2254 San Diego Avenue, Ste. 200, San Diego, CA 92110 Federal DUNS Number: 020210332 ~===~-----------------------PROPOSE O PROGRAM/PROJECT Title of Program/Project: Meal Delivery & Accompanying Services for Carlsbad Seniors Location of Program/Project: ~C=a~rl=sb=a=d~C~A~--------------------1
Jan. 19, 2021Item #4 Page 130 of 162Person completing application; Ali Duarte email: aduarte@meals-on-wheels.org Telephone No.: 619-278-4012 Financial Contact:~M~a~t~t~T=o~pp~e~r _______ Telephone No.: 619-278-4007 email: matt.topper@meals-on-wheels.org Program Manager Contact: Charlotte Fan email: cfan@meals-on-wheels.org Executive Director Contact: Brent Wakefield email: bwakefield@meals-on-wheels.org Requested Funding Amount: $ 10 000 Telephone No.: 760-736-9900 Telephone No.: 619-278-4006 Brief Description of Program/Project (Describe the work to be performed, including the activities to be undertaken or the services to be provided, the goals and objectives of the program/project, AND how the program/project will prevent, prepare for. or respond to the Coronavirus): Meals on Wheels San Diego County (MOWSDC) will use $10,000 in CDBG funds toward food and packaging costs ($2.25 per meal) for 7,000 meals to be delivered to 75 homebound seniors living in the City of Carlsbad, of which 10 will receive free meals in response to COVID-19. What Needs Assessment priority does your proposal or activity address? If 'none' please indicate so and why? This proposal meets the needs assessment priority of increasing food security {meal delivery services). Need for the Program and CDBG-CV Funds as it relates to the Coronavirus. Describe the need in our community, how this need 1s related to the Coronavirus, and why CDBG-CV funds are essential to address this need: The COVID-19 crisis threatens older adults ability to secure food. Individuals 65+ have been recommended to self· quarantine at home which has hindered their access to food. Now more seniors are at risk for malnutrition and social isolation. We want our seniors to stay home to prevent them from exposure to the coronavirus. MOWSDC is committed to delivering meals daily so we can also do a wellness check, answer questions and provide information, but from afar. Their mental wellbeing is top of mind for us right now so we are providing resources for our clients who need to talk to someone. Homebound seniors are isolated from emotional and social support resulting in higher levels of depression and anxiety. We are there for our clients to help combat the fear, anxiety, and isolation during this unprecedented time. In-home meal delivery breaks isolation, identifies health risks sooner, and provides an affordable option for regular nutrition. I. ORGANIZATIONAL ABILITY/CAPACITY A. This agency is: X Nonprofit □ Local public agency D D For-profit State public agency D Other (Please specify.) _____________ _ B. What is the purpose/mission of the agency? Meals on Wheels San Diego County's {MOWSDC) mission is to support the independence and well-being of seniors who choose to age in their home (or must do so due to lack of familial housing options or the inability to afford quality 2
Jan. 19, 2021Item #4 Page 131 of 162institutional care). Many seniors experience chronic illnesses and disabilities making activities of daily living difficult. In many cases, seniors will become temporarily and/or permanently homebound. Becoming homebound prevents seniors from performing the most basic activities of daily living such as obtaining food, healthcare, support services, and engagement in social activities. MOWSDC is a unique partner in the community safety net serving older adults in the home with care services. MOWSDC improves both senior health and safety through the delivery of up to two fresh meals a day by a caring individual accompanied by daily in-home social visits, safety checks, and care navigation support with referrals to other social service providers, if necessary. MOWSDC has two full time Care Navigators that respond to any concerns that volunteers observe during meal delivery. MOWSDC is implementing a Mobile Application for its meal delivery system which allows volunteers to place electronic "wellness alerts" using their mobile device. When a change in a client's condition or health is discovered, a wellness alert is placed via the mobile device and is received and documented in real time by the Care Navigators. The Care Navigators are trained to help connect these "at-risk" seniors with additional care and support and conducts a follow-up with each senior directly. This new system better identifies health and safety risks for senior clients, allowing our volunteers, who visit clients daily, to intervene successfully with the help of a care navigator, initiating interventions and referrals that immediately address health and safety risks. In the last completed City of Carlsbad fiscal year (7 /1/2019-6/30/2020), MOWSDC delivered 6,756 fresh, senior-specific, healthy meals with accompanying safety checks and social visits to 78 City of Carlsbad seniors. MOWSDC also serves all of San Diego County, including the 3,049 square miles of rural and unincorporated areas. Of all seniors served by MOWSDC, on average, 98% are considered extremely low-to low-income according to the income guidelines by the Department of Housing and Urban Development (HUD) for all cities in San Diego County. With assistance from funders, MOWSDC subsidizes 60% of the costs for meals, delivery, and other services provided, regardless of a senior's ability to pay. Further subsidies are provided for seniors who are experiencing severe financial difficulties. For MOWSDC's Fiscal Year 2019-2020 (Oct 1, 2019 -Sept 30, 2020), MOWS DC served 4,252 unduplicated seniors throughout San Diego County with 561,928 meals, daily safety checks and social visits, including care navigator support and follow-up care, using 3,292 trained volunteers. C. How long has this agency been in operation? Please include the date of incorporation? MOW5DC has been in operation since 1960 and was incorporated on 7/7/1970. MOWSDC was founded by a group of United Methodist women who invested their time and resources into researching the needs of the elderly in San Diego. These women implemented a program in three Methodist churches which provided a drop-in senior center and home visitation services. Over the years the services provided adapted and expanded into the general community. Today Meals on Wheels delivers meals and additional services to between 1,000 and 1,800 seniors daily throughout San Diego County. Meals on Wheels has matured from an annual budget of $20,468 to over $5 million. Since inception MOWSDC has provided 19.5 million meals. The program will continue and grow based on projections of the impact of the aging "baby-boomer" generation entering their later senior years. D. How long has this agency been providing the proposed program/project? MOWSDC has been providing meals to homebound and at-risk seniors for over 60 years across San Diego County. E. Please submit an organizational chart for the agency as Attachment B. Please see attachment. F. Please describe the agency's existing staff positions directly responsible for the proposed program/project and their qualifications and experience in implementing such 3
Jan. 19, 2021Item #4 Page 132 of 162a program/project. (Resumes may also be submitted as an optional Attachment C but not in lieu of a complete response.) (Resumes for Ms. Fan and Mr. Topper are provided in Attachment C) Charlotte Fan is the Service Center Manager for the North County Service Center. The North County Service Center serves all zip codes in the North County. This includes Coastal, Inland, and Central urban and unincorporated areas, including the City of Carlsbad. Ms. Fan has been with MOWSDC for 21 years and the Service Center Manager for the North for 16 years. She holds a M.A. in Psychology with an emphasis on Community and Social Psychology and a M.A. in Education with an emphasis on Human Development and Counseling. She currently supervises 13 staff members and 700 volunteers. Please see attached resume for more detail. Matt Topper is the Chief Financial Officer and has been with the organization for 13 years. Mr. Topper has extensive non-profit experience including as Director of Finance and Administration for the Northern Arizona University Foundation, a $43M privately funded endowment, Director of Finance and Controller for AmeriTribes, and an accounting manager with the Hotel Group. Mr. Topper is a fully licensed CPA (AZ), and was a finalist for San Diego Business Journal CFO of the Year 2011. He holds a 8.5. in Accountancy from Northern Arizona University. G. Please indicate your agency's level of experience with the CDBG program. CDBG program: □ No or little experience (up to 1 year of using CDBG funds) □ Some experience (2 to 3 years of using CDBG funds) □ Moderate experience (4 to 5 years of using CDBG funds) X Considerable experience (more than 5 years of using CDBG funds) H. If you have received federal funds, including CDBG funds, in previous years, have program violation findings ever been made against your agency/organization? X No □ Yes If yes, please explain nature of finding(s) and how finding(s) has been addressed by your organization. I. Describe the steps that have been completed or must be completed to initiate the project. These may include community support, staffing, securing an appropriate location, marketing, and networking. Describe the program's timeline with dates and times, including the earliest possible start dates, end dates, and milestones as applicable. No steps would need to be taken. MOWS DC has one primary service -to deliver nutritious meals to seniors in-need at a subsidized cost so that seniors can easily afford the service. MOWSDC has been providing service for 60 years in San Diego County. MOWSDC would be undergoing the project at the time of notice of award. Project milestones include serving 75 seniors, of which 10 will receive free meals in response to COVID-19, with 7,000 meals within 12 months. II. FINANCIAL CAPACITY /STABILITY A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the proposed program or project in which CDBG-CV funds would be used. Indicate how the requested CDBG-CV funds would relate to the overall proposed budget. 4
Jan. 19, 2021Item #4 Page 133 of 162B. Did you receive any of the following sources of funding from the City of Carlsbad within the last two fiscal years (2019-2020 and 2020-2021) for the proposed program/project? Sources of Funding CDBG Community Activities (or other General Fund monies) No □ □ ~ □ If yes, please indicate amount and status of previously awarded funds (fully expended, funds remaining, program/project discontinued, etc.). CDBG funds Community Activities/Other Arnau nt Received $10,000 $5,000 Status Complete In progress C. Did you receive any federal funds, including CDBG-CV funding from other cities? □ No Program Source City of El Ca ion City of Encinitas City of Escondido City of Santee City of Vista Ill. BENEFITS & BENEFICIARIES Arnau nt Received $ 14.000 $25.000 $16.835 $ 2,000 $5,000 Yes (Please list funds below)_ A. How accessible or convenient is the proposed program/project to Carlsbad residents? (Please be specific such as direct services to client's home, transportation provided to and from facility, or relation to public transportation.) All services are delivered and conducted in the senior's home, providing the most accessible service delivery model possible. B. What is the approximate percentage of your clients that have annual family incomes in each of the following ranges: (Percentages should add to 100%) 45 % of clients are at 30 percent or below of the area median income 37 __ % of clients are between 31 and SO percent of the area median income 12 % of clients are between 51 and 80 percent of the area median income 6 % of clients are above 80 percent of the area median income C. Please describe how low-and-moderate income persons will benefit from the proposed program/project. Include the need or problem to be addressed in relation to Consolidated Plan housing and community development priorities, as well as the population to be served or the area to be benefited. (Reference Consolidated Plan Priorities) The City of Carlsbad announced a focus for FY2019-2020 CDBG funding toward preventing and reduce homelessness. A key factor in maintaining stable housing for seniors is their ability to age in place successfully for as long as possible. 5
Jan. 19, 2021Item #4 Page 134 of 162Research demonstrates that food insecurity and isolation are responsible for up to 40% of an individual's negative health outcomes, related increased healthcare costs, hospitalizations and financial strain. Undernourishment in seniors substantially increases the likelihood of illness, mortality, hospitalizations and length-of-stay, functional disabilities, and physical complications (D. Maher, C. Eliadi. 2015). Homebound seniors coping with chronic disease are often isolated from emotional and social support resulting in higher levels of depression and anxiety. This places this senior population at significant risk for decreased quality of life, increased medical complications, loss of independent living and mortality (Musich, Shirley, PhD, 2015). These health factors impede seniors' access to public programs that could help them manage their health problems. Chronic disease and isolation often exist in tandem with income levels just above the federal poverty level. For these most-vulnerable seniors, homelessness becomes a significant risk. Daily, in-home and relationship-based meal deliveries break isolation, assist in Identifying and addressing health risks at earlier stages and provide an affordable option for regular healthy nutrition. Each intervention increases the senior's ability to maintain independent living, self-sufficiency, and healthy living conditions, while also reducing the likelihood of catastrophic destabilization and potential homelessness. When seniors are supported in maintaining their most stable form of housing, the risk of homelessness is reduced. In the CCCP, public services for LMI and special needs populations was listed as the third priority. With each meal delivery, MOWSDC provides daily, in-person safety and wellness checks along with social visits. This trifecta of relationship-based care ensures that other health and safety needs are monitored by MOWSDC volunteers and responded to quickly, often before they become a threat to the senior's ability to maintain independent living. The seniors served by MOWSDC are identified as a high priority for City of Carlsbad CDBG funding -including those identified as elderly, frail elderly, those with mental and physical disabilities and veterans, all populations MOWSDC serve. According to the San Diego Association of Governments {SAN DAG) the population of adults 85+ in the City of Carlsbad will have grown by 205% between 2012 and 2050. This is significant because this particular age group is considered most likely to be in need of supportive services. According to the City of Carlsbad Consolidated Plan (CCCP), nutritional support is among the third most urgent need recorded in the city by San Diego 2-1-1. MOWSDC's primary service is the transport of fresh, nutritious food to seniors who are at-risk of food insecurity and isolation as a result of being homebound. Based on demographic and observational data, current City of Carlsbad seniors now enrolled In the MOWSDC program are at-risk for poor diet and social isolation, and the related negative health, emotional and economic impacts. These senior clients often experience limited mobility and struggle to carry out daily tasks of living, including shopping for food and cooking. The program's home delivery of fresh daily meals directly addresses these barriers. Regular access to food and social visits reduce healthcare spending, improve health, and reduce the likelihood of nursing home use, in turn reducing government benefit expenditures {Zielinskie, Ginger, et al. 2014). Continuation of this program will benefit newly identified at-risk seniors in need of this service. D. Please indicate the number of clients benefiting from the proposed activity and the percentage that are Carlsbad residents. Persons of which 100 % are Carlsbad residents E. Does your agency focus its activities on populations with special needs? □ No ffi Yes (Please specify) Please specify which special needs populations. (homeless individuals/families, persons with disabilities, persons with substance abuse problems, veterans, farmworkers and day laborers, seniors, children, etc.) For the CD BG-CV program, MOWSDC will serve homebound seniors living in the City of Carlsbad. Based on demographics from the last completed program city fiscal year (July 1, 2019·June 30, 2020) and information on current City of Carlsbad project enrollees, it is anticipated that 96·99% will be low-to moderate-income (LMI) individuals. Of the 6
residents to be served, 100% are aged 62 or older. Of our anticipated service population, approximately 87% identify as
veterans or spouses of veterans. Approximately 25% will be female-headed households.
F.Does your organization charge recipients for the provided services?
□No fl< Yes (Please specify) $2-4 per meal
Charge is determined on a sliding scale based on financial need, with a minimum per meal cost of $2 and a maximum of
$4. On average, seniors in the City of Carlsbad pay just under $4 per meal. All seniors receive a minimum 60% subsidy
for the total delivered meal cost, other seniors benefit from additional subsidies.
IV.IMPLEMENTATION OF ACTIVITY
This program is not a new program for MOWSDC or for the City of Carlsbad. City of Carlsbad CDBG funds have been awarded
to this program/project in prior CDBG funding cycles.
A.Please submit a schedule for implementation as Attachment E if this proposal is for
construction, rehabilitation, property acquisition, and construction related activities, or a new
public/community service program/project. Acquisition of property or construction related
projects must also include an Attachment D for plans, scope of work, cost estimates, property
listing, or other appropriate documents. THE AGENCY MUST ENSURE THAT THE ACTIVITY IS
TO PREVENT, PREPARE FOR, OR RESPOND TO THE CORONAVIRUS.
V.DOCUMENTATION
A.How will the beneficiaries' information be collected and documented?
MOWSDC documents program participation, including racial, ethnic and gender characteristics of participants, upon
intake. MOWSDC staff conducts an in home meeting with the client and completes a new client intake/assessment
form. Additionally, MOWS DC staff has the client complete a self-certification form. This information is then entered into
a sophisticated database called SERVtracker.
B.What documentation will be used to prove the funds are going to the prevention,
preparation or response to the Coronavirus?
On MOWSDC's In-Take Form there is a question, "Reason for Service?" If the prospective clients are unable to
articulate, the staff asks them "Are you in need of our services due to the recent stay-at-home order because of COVID-
19?" Our clients' response has been an overwhelming "Yes" over the past seven months.
C.How will the outcomes be measured, collected, and documented?
The organization measures its effectiveness through thorough documentation of the number of clients served, number
of mobile-electronic well-ness status alerts, the number of referrals made, and meals served. MOWSDC uses a
sophisticated database called SERVtracker to collect and report on information. Quantitative evaluation methods
include reviewing data collected and reported on as well as fiscal data. Qualitative evaluation is based on feedback from
clients in the form of letters, surveys, and interviews conducted with MOWSDC staff. Evaluation of data is conducted
monthly by Service Center Managers, Executive Management, and the Board of Trustees. Fiscal information is
evaluated by Executive Management, the Board of Trustees, and Managers on a monthly basis. The Development
Manager works with Managers and Executive Management to ensure that program goals are met and required reports submitted.
VI.PARTNERSHIPS, COLLABORATION, AND OUTREACH
A.Describe how you are collaborating with other agencies such as the County Continuum of
Care and other non-profit organizations and/or agencies to form a cohesive approach to the
7
Jan. 19, 2021 Item #4 Page 135 of 162
Jan. 19, 2021Item #4 Page 136 of 162coronavirus. What steps will you take to make sure there is not a duplication of services? How will you reach out to families and businesses in need? MOWS DC collaborates with the Jacob & Cushman San Diego Food Bank and Feeding San Diego to distribute a twice-monthly supply of fresh fruit and vegetables and a monthly supply of shelf-stable foods at no cost. MOWSDC also partners with the Feeding San Diego to provide Cal Fresh application support through information sharing for the overall safety and well-being of seniors. MOWS DC also distributes a weekly supply of cat and dog food at no cost to our clients through our partnership with The Helen Woodward Animal Center. MOWSDC conducts outreach through 211. MOWSDC also works in tandem with and in support of the City of Carlsbad's Home Meal Delivery program. While the City's program is closed on city holidays and weekends, MOWS DC provides meal service on all holidays, and includes Saturday deliveries (with meals for both Saturday and Sunday). This ensures additional days of security for seniors who live alone and rely on safety checks and social visits. When the City's program reaches capacity, MOWSDC has increased delivery drivers and routes to fill the unmet needs of those seniors requesting services. Through additional donor support for MOWSDC's program costs, MOWSDC's average meal contribution from each senior in the City of Carlsbad is just under $4 per meal, with some seniors qualifying for additional reductions through MOWSDC subsidies. The City's program requests a comparable $4 per meal. The leveraged funding through MOWSDC's charitable donors provides a direct cost benefit to lower income seniors and we are able to offer any qualifying senior meals at just $2 each when needed. In addition, MOWSDC is a member of the San Diego Senior Alliance (SDSA). SDSA is a group of 20 local non-profit agencies, for profit, and local government agencies in San Diego County. The goals of the organization are to support and unify all three to merge public policy efforts, share program information, and identify areas of synergy as it pertains to support services for seniors. I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge. !ks, Of-.rC ! CPD Title I I --C/-2PLO Date NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person signing above to submit funding applications and to enter into funding agreements if selected. Information below to be completed by Housing Services Department staff. Date Received: Date Reviewed: Staff Person Completing Review: National Objective: Local Objective: Eligibility Determination: 8
Jan. 19, 2021Item #4 Page 137 of 162CDBG-CV PROJECT BUDGET Organization: Meals on Wheels San Diego County Total organization budget $__,6"'2"-'7c.;8""9"'8'-'2'----------Program/Project name requesting funds: Meal Delivery & Accompanying Services for Carlsbad Seniors CDBG funds requested: ,,_S:;lOe,,,:;00"'0'--_____ Total program/project budget:.,,S;,;64:e,,.=1,,;90"------Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution. 1. Sources of funding for programLproiect: (S)Secured or (A)Anticipated a. Funding requested from the City b. Other federal funds (if any) c. State or local government funds d. Donations and contributions e. Fees or memberships f. In-kind contributions/ Volunteer time g. Other fundin h. TOTAL PROJECT FUNDING (project budget) 2. Uses of CDBG-CV funds reguested for the programLproiect: {1.a.) a. Wages and salaries b. Personnel benefits C. Materials and supplies d. Program expenses and evaluation e. Rent and utilities f. Insurance g. Mileage( __ @ SBC/mile) h. Incentives and Special Events i. Indirect costs j. TOTAL REQUESTED FUNDING (same as 1.a.) 3. Percentage of project budget represented by CDBG-CV request Sl0,000 (5) or (A) so (5) or (A) so (5) or (A) S27,590 (5) or (A) S26.000 (5) or (A) so (5) or (A) so (S) or (A) S64.190 (5) or (A) so so Sl0,000 for food & packaging so so so so so so Sl0.000 15 % 4. If your project will require future funding, please provide information about how the program will be funded. MOWSDC views sustainability through a broad lens that includes seeking cost savings, promoting effective volunteer management to reduce overall program delivery costs, seeking charitable giving partners and individuals and exploring revenue generation potential for all aspects of our operations. Volunteers donate time, mileage and gasoline to help MOWSDC keep affordable meals a priority. MOWSDC promotes a partnership between seniors and the communities in which they live to ensure the sustainability of the program. Senior's contributions are matched through the comprehensive resource development activities listed above that include grant writing, fundraising events, philanthropic giving campaigns, corporate sponsorships, and social media campaigns. 9
11/9/2020 Meals on Wheels San Diego County Organizational ChartBoard of Trustees - Chairman President/CEO - Brent Wakefield Development Manager Alison Duarte Service Marketing & Dev Board Development Audit Finance Projects Director Patrick Zondler Chief Financial Officer Matthew Topper Payroll & Admin Manager Carla Tooker Bookkeeper Sandra Alvarez AR Clerk James Hagen Development Director Amie Brown Volunteer Manager Gina Gonzales Senior Care Navigator Alyssa Wong Database Manager Tyyne Parakhen Operations Specialist Pam Taliaferro South County Manager Chequita Falls Operations Specialist Brooks Rice Jessika Carrillo P/T Site Coordinators Gregory Hmielvskie Julian Rodriguez Tom Rodriguez Monica Schermerhorn P/T Site Coordinators Steve Rubin Wayne Jones Bob Platt Roy Bryant Barbara Brietigam Barbara Lore Daniel Waterman Peter Walsh Operations Specialist Patricia Jones Receptionist Aisse Saaib Metro Manager Willy Gloria Operations Special II Paul Andrade East County Manager Tim Ray Operations Specialist Jacquilyne Smith Jessica Grantham P/T Site Coordinators Tonya Genovese Elizabeth McCarthy Chetta Levell P/T Site Coordinator Bob Baldwin Robbin Hoeffliger Robert Smith Receptionist Irene Simon Serena Urban North County Manager Charlotte Fan Operations Specialist Patricia Avelino Freddy Garcia Sulei Panfilo Kathleen Bell Cheryl Hassoldt Kristin Butler Office Support Barbara Anaya Mary Louse Beattie Melinda Brady Grace Wiswell Bell Troxel Accounting Assistant Sharon Bunton Marketing Coordinator Jenna Snyder Care Navigator Marilynn Nou P/T Data Entry Jacob Gomez Contract Dietitian Linda Copp Food Service Manager Larry Sasser Assistant Manager Scott Astorga Lead Fidencio Martinez Food Serv. Workers Harrison McCall Sandra Goad Kassandra Knights Jorge Aranibar Daniel Pusod Vamessa Contreras Enrique Sandoval Alfonso Garcia Ana Hernandez Couriers Regina Jackson Larry Costa Rich Rinde Juan Molina Sr Kit Topper Angel Duenas Tom Tharp Alex Contreras Ghassan Alibadi Germain Courney Saul Felix Cesar Castro Robert Valencia Cameron Ellegaard Operations Support Rye-Ji Kim Tracy Nolan ATTACHMENT BJan. 19, 2021Item #4 Page 138 of 162I I 1 l 1 I I I I I I I I I I I I I l T r-1---, I I I I ______ _. I ! I I I I ~ I ... -l I -I I 7 ---1 I I I-I I --I I 0 -I r -1 I ------.....
Charlotte Fan 166 Meadow Grass Place
Escondido, CA 92027 (858) 451-7736charfan@yahoo.com
EXPERIENCE 2/99 - present Meals-on-Wheels Greater San Diego, Inc. San Diego, CA. 2/04-present North County Service Center Manager – supervising 18 staff members and 650 + volunteers to accomplish daily meal delivery services to seniors residing in the North San Diego County area, representing agency to attend community meetings, recruiting volunteers and clients through outreach activities, networking with community agencies. 2/99 – 2/04 Counselor – provided community outreach and social services on behalf of Agency.
Such services include: the provision of education and information to the community and clients, conducting psycho-social assessments, counseling clients and families, providing referral services and networking with community resources, training & supervising volunteers.
5/96 - 1/99 MPM Learning Center, San Diego, CA. Math Instructor – Conducted an after-school math program which assisted school overall math skills.
3/93 – 8/95 Frederick Downey Retail Inc. – A restaurant holding company in San Diego, CA Marketing Director –representing the company to attend meetings, networking with businesses and organizations, providing education, information, and gift certificates to schools, churches, and sports organizations.
3/91 – 5/96 New Alternatives Inc. San Diego, CA. Shift Supervisor- coordinated and supervised staff performing duties at the residential
treatment unit; provided residents with crisis counseling and assisted residents to receive emergency services as needed; recruited educational and recreational therapists as volunteers to residents aged from 7 - 15; secured community donations for the library.
9/86 – 2/88 University of California, Berkeley Family Housing, Berkeley, CA Resident Advisor – served as liaison between village office and residents; planned and
implemented social activities; assisted residents in obtaining emergency services; mediated disputes among residents; published monthly newsletter.
9/84 – 5/86 University of Massachusetts, Lowell, Mass. Teaching Assistant - served as liaison among graduate faculty and students at the Psychology Department; planned and held workshops/conferences.
7/83 – 5/84 University of Massachusetts, Amherst, Mass. Academic Counselor - assisted students at Bilingual Collegiate Program to cope with academic problems, career planning and course selections.
EDUCATION 9/84 - 5/86 University of Massachusetts, Lowell, Mass. Master of Arts in Psychology May 1986 Emphasis: Community/Social Psychology
1/82 - 5/84 University of Massachusetts, Amherst, Mass. Master of Education, May 1984 Emphasis: Human Development and Counseling
9/77 - 6/81 National Cheng-Chi University, Taipei, Taiwan Bachelor of Arts, June 1981 Major: International Relations; Minor: Social Psychology
REFERENCES Professional References Furnished Upon Request
ATTACHMENT C
Jan. 19, 2021 Item #4 Page 139 of 162
384 Elmira Street
El Cajon, CA 92019
Phone (619) 873-7669
E-mail mtopper62@gmail.com
Matthew J. Topper, CPA
Education
1990 - 1992 Northern Arizona UniversityFlagstaff, Arizona
Bachelor of Science in Accountancy
1987 - 1989 University of Hawaii - LCC Pearl City, Hawaii
Associate of Science in Computer Science
Professional
experience
2007 - Current Meals-on-Wheels Greater San Diego Inc.
San Diego, CA
Chief Financial Officer and Treasurer
Manage the financial and HR operations of a regional and national
affiliated non-profit. Report directly to and advise the CEO and Board of
Trustees. Supervise Accounting and Human Resources staff. Provide
periodic internal and external financial reporting. Ensure ongoing
compliance with current FASB guidelines, GAAP, and other pertinent
regulations. Oversee financial and fundraising databases and computer
systems. Develop and implement system upgrades. Primary liaison for
annual independent audit. Take leadership in annual budget planning and
participate as member of management team.
2001 - 2006 Northern Arizona University Foundation
Flagstaff, Arizona
Fiscal Operations Manager/Controller and Director of Finance
and Administration
Manage the financial operations of a $43 Million and growing privately
funded endowment of an institutionally related foundation supporting the
mission of one of three major Arizona state universities. Interface directly
with and advise the Investment committee and Finance committee of the
Foundation Board of Directors as well as Foundation and University upper
management. Provide periodic reporting and tracking of endowment
portfolio investment performance and other general financial information.
Ensure ongoing compliance with current FASB guidelines, GAAP, and
other pertinent regulations. Involved in both internal and external audits.
Also researched and assisted in the conversion and installation of new
general ledger and investment accounting software (Summit) for the
Foundation.
1996 - 2001 AmeriTribes Flagstaff, Arizona
Director of Finance and Controller
Administrate and provide oversight of the financial operations of a
religious not-for-profit 501c3. Developed and implemented a
comprehensive accounting system, including internal controls and cost
center based budgeting procedures. Researched, installed and
maintained general ledger accounting software. Created, maintained,
ATTACHMENT C
Jan. 19, 2021 Item #4 Page 140 of 162
and presented various periodic financial reports for management, the
governing board, and constituents. Assisted in both internal and external
audits. Also headed up a team to develop financial and personnel policy
for the organization.
1992 - 1996 The Hotel Group – Radisson Woodlands Hotel Flagstaff, Arizona
Accounting Manager
Managed a full service hotel accounting department including Accounts
Payable, Accounts Receivable, Payroll, cash receipts, etc. Created,
maintained and presented various periodic financial reports for local
property management and the Seattle, Washington home office.
Responsibilities also included some internal auditing, assisting in the
solution of computer technology issues, as well as general oversight of
hotel operations and personnel in coordination with other management
team members.
1990 - 1992 Preeminence Flagstaff, Arizona
Computer Systems Engineer and Bookkeeper
1982 - 1989 United States NavyVarious Duty Assignments
Petty Officer Radioman
Additional
professional
activities
Licensed Certified Public Accountant in the state of Arizona since 2001
Part time individual income tax preparation and computer consulting
during the last ten years.
26 years combined management and supervisory experience with
current and previous employment positions. Extensive budget
experience including planning, preparation, analysis, tracking, advising,
and reporting during same time period.
Form 990 preparation and filing.
ATTACHMENT C
Jan. 19, 2021 Item #4 Page 141 of 162
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
CDBG-CV FUNDING PROPOSAL APPLICATION
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG-CV funding. Please type or print clearly. Attach additional sheets or
information as necessary. All information requested must be provided or the application will be
considered incomplete and will not be further evaluated for funding consideration. The application
must not exceed a total of twenty (20) pages, please reference the Checklist of Required Documents.
(Attachments D and E may also be required depending on the proposed project, but will not count
towards the 20 page limit.) The completed application package, including appropriate attachments,
must be submitted prior to 5 P.M. on Monday, November 9, 2020. Applications may be submitted
electronically to Nancy.Melander@calsbadca.gov. Paper copies may be mailed or delivered to the City
of Carlsbad, Housing Services, Attn: Nancy Melander, at 1200 Carlsbad Village Drive, Carlsbad 92008.
Please note that due to the current COVID-19 emergency, the Housing Services building is closed to the
public and paper copies must be delivered by appointment.
Potential applicants who have questions about the CDBG-CV funding should contact Nancy Melander by
email at nancy.melander@carlsbadca.gov before 5 p.m., Monday, November 2, 2020. Responses to
questions will be posted on the city’s CDBG webpage by Wednesday, November 4, 2020 at
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp.
In May 2020, the city conducted a Needs Assessment of the community’s highest priorities for
addressing the impacts of the COVID-19 crisis. The priorities identified include: 1) making short-term
income payments, 2) increasing food security (meal delivering services and food pantries) and 3)
providing basic needs. The city encourages applications that address a Needs Assessment priority, but
will give preference to applicants that provide short term income payments, in alignment with HUD’s
stated objective.
If you’d like to view the needs assessment please visit the city’s website at
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp.
THEME: Short term income payments
FUNDING APPLICANT
Name of Agency:
Address:
Federal DUNS Number:
PROPOSED PROGRAM/PROJECT
Title of Program/Project:
Location of Program/Project:
Person completing application: ______________Telephone No.: ___________email:________
Financial Contact:__________________________Telephone No.: _________________email:________
WRC (Women's Resource Center)
1963 Apple Street, Oceanside, CA 92054
60-222-9783
Emergency COVID-19 Relief Services
1963 Apple Street, Oceanside, CA 92054
Brittney Romine 760-547-8815 brittney.romine@wrcsd.org
Marina V. Ariaza 760-547-8808 marina.araiza@wrcsd.org
Jan. 19, 2021 Item #4 Page 142 of 162
{'cicyof
Carlsbad
Program Manager Contact:__________________Telephone No.: _________________email:________
Executive Director Contact:__________________Telephone No.:__________________email:________
Requested Funding Amount: $
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided, the goals and objectives of the program/project, AND how
the program/project will prevent, prepare for, or respond to the Coronavirus):
What Needs Assessment priority does your proposal or activity address? If ‘none’ please indicate so and
why?
Need for the Program and CDBG-CV Funds as it relates to the Coronavirus. Describe the need in our
community, how this need is related to the Coronavirus, and why CDBG-CV funds are essential to
address this need:
During the coronavirus crisis, Women’s Resource Center (WRC) has been able to take a proper account of
the resources and services that the most vulnerable members of our community need to make it through
this crisis safely. We seek support for our efforts to mitigate the strain and struggle our clients and
community members residing in the city of Carlsbad are experiencing due to food and financial insecurity.
Our most critical service currently is our emergency services program that provides families in need items
like food, hygiene items, infant products, rent and utilities assistance, car repairs, bus passes, gas cards,
medical bills and support to pay child care. Through these services, we are providing our community with
essential products and financial support to ensure families that are impacted by domestic violence and
COVID-19 maintain emotional and financial stability. In this time of crisis, WRC is operating beyond our
regular capacity as a Domestic Violence and Sexual Assault advocacy center in order to serve the breadth
of struggling individuals and families who have been impacted by COVID-19. Although WRC provides
emergency services at present, COVID has increased the need for families in our community and this
funding will expand not only the type of financial support we can provide like rental assistance, but also
the number of families that need our help during this difficult time.
Last year, WRC provided 685 clients with emergency services, of which 153 of them were from the City of
Carlsbad. Many of the families who have reached out to us for the first time these past few weeks carry a
similar message: “I lost my job and I don’t know how I’m going to put food on the table.” As a community
support agency, it is imperative to us at WRC that we take every step we can to provide resources and
connections that will allow the most vulnerable members of our community to recover from this crisis.
Many people in our community who were living paycheck-to-paycheck have suffered either wages, job
loss, or an inability to work due to loss of childcare. This has greatly affected their ability to feed, house,
and support their households -- leaving many at-risk of food insecurity, housing insecurity, and a host of
other socioeconomic-driven issues such as healthcare and nutrition. By providing emergency services,
WRC is working to relieve pressure off families struggling due to the COVID-19 crisis. The impact of this
funding will be felt in the long-term stability and success of our clients and prevent homelessness in our
community. This crisis has shaken the foundations of the many people particularly families in our
communities who have struggled with poverty, homelessness, food insecurity, and financial instability.
Your funding will support us in meeting the specific needs of vulnerable families impacted by COVID-19 in
the Carlsbad community throughout this pandemic.
Brittney Romine 760-547-8815 brittney.romine@wrcsd.org
Marina V. Ariaza 760-547-8808 760-547-8808
25,000
Jan. 19, 2021 Item #4 Page 143 of 162
I.ORGANIZATIONAL ABILITY/CAPACITY
A.This agency is:
Nonprofit
Local public agency
Other (Please specify.)
B.What is the purpose/mission of the agency?
WRC is dedicated to stopping domestic and sexual assault by rebuilding lives together. WRC is
dedicated to providing the highest quality supportive services, counseling, shelter and education to
North San Diego County women, children and men involved in or threatened by domestic violence
or sexual assault.
C.How long has this agency been in operation? Please include the date of incorporation?
WRC (Women’s Resource Center) has been in operation since 1974 and was incorporated in May
1975.
D.How long has this agency been providing the proposed program/project?WRC has been specifically working to provide relief to survivors affected by the pandemic since the
beginning of the first government “stay at home” order was put in place in March 2020. WRC has
been providing emergency services to clients since its inception in 1974.
E.Please submit an organizational chart for the agency as Attachment B.
F.Please describe the agency's existing staff positions directly responsible for the proposed
program/project and their qualifications and experience in implementing such program/project.
(Resumes may also be submitted as an optional Attachment C but not in lieu of a complete
response.)
WRC’s Board of Directors serves as the agency’s policy-making body and actively participates in
funding, planning, and program development. The Chief Executive Officer of WRC, Marina V.
Araiza, MSW, administers all funding and program activities. Before assuming the role of CEO in
June 2019, Marina served as a member of WRC’s Board of Directors and as WRC’s Director of
Residential Services. Marina received her MSW from the University of Southern California in 2018
has a combined experience in nonprofit management serving populations impacted by
homelessness, human trafficking, substance abuse, and gender-based violence. WRC has a total
staff of 33 full- and part-time personnel across all program areas. WRC’s Deputy Director, Jill
Marshall, is responsible for financial procedures and reporting; she has extensive management and
financial oversight experience and has been with WRC for seventeen years. Jill supervises case
managers and counselors who are responsible for the treatment and guidance of clients in our
shelter program. She is supervised by WRC’s CEO. Case managers have Bachelor’s degrees, are
bilingual, and each have backgrounds in social service. Each of our counselors have Master’s-level
degrees and have been with WRC for one to four years. In addition to paid staff, WRC relies on the
support of our 252 dedicated volunteer base, who donated 14,092 hours of service in 2019.
3
For-profit
State public agency
Jan. 19, 2021 Item #4 Page 144 of 162
✓
G. Please indicate your agency's level of experience with the CDBG program.
CDBG program:
No or little experience (up to 1 year of using CDBG funds)
Some experience (2 to 3 years of using CDBG funds)
Moderate experience (4 to 5 years of using CDBG funds)
Considerable experience (more than 5 years of using CDBG funds)
H.If you have received federal funds, including CDBG funds, in previous years, have
program violation findings ever been made against your agency/organization?
No Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization.
I. Describe the steps that have been completed or must be completed to initiate the project. These may include community support, staffing, securing an appropriate location, marketing, and
networking. Describe the program’s timeline with dates and times, including the earliest possible
start dates, end dates, and milestones as applicable.
When COVID-19 hit in an effort to reduce the spread of contagion to staff, clients, and vulnerable
populations, WRC has limited the amount of clients inside of our main office at a time. During this
time, we are utilizing our 24/7 hotline to connect with survivors and clients to provide resources,
crisis interventions, and schedule pick-up times for emergency services (food items, hygiene
products, infant goods). We are continuing to serve our walk in clientele at regular capacity, with
precautions in place as well as additional resources being offered. Being a leader in our
community for over 46 years means WRC has incredible collaborations and partnerships with
other community organizations and groups at present, giving us the ability to start this program
immediately. Once funding is received, we will alert our community partners so they can refer
clients to our facility. The programs timeline will be until the end of the grant cycle or until funds
run out, whichever is reached first.
II.FINANCIAL CAPACITY/STABILITY
A.Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG-CV funds would be used. Indicate how the
requested CDBG-CV funds would relate to the overall proposed budget.
B.Did you receive any of the following sources of funding from the City of Carlsbad within
the last two fiscal years (2019-2020 and 2020-2021) for the proposed program/project?
Sources of Funding No Yes
CDBG
Community Activities (or other General Fund monies)
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
Amount Received Status
CDBG funds
Community Activities/Other
2019-2020 $10,000 Fully expended
2019-2020 $10,000 Fully expended
2019-2020 $5,000 Fully expended
Jan. 19, 2021 Item #4 Page 145 of 162
C.Did you receive any federal funds, including CDBG-CV funding from other cities?
No Yes (Please list funds below)
Program Source Amount Received
$
$
$ III.BENEFITS & BENEFICIARIES
A.How accessible or convenient is the proposed program/project to Carlsbad residents?
(Please be specific such as direct services to client’s home, transportation provided to and
from facility, or relation to public transportation.)
WRC’s main office is conveniently located within close proximity to a public transportation
route. Transportation to WRC’s main office is easy to navigate and attainable for survivors.
Survivors will also have access to our 24hour hotline so they can coordinate and ask questions
with a case manager member prior to coming to make the process easier and streamlined for
the client. If transportation is an issue for clients our case managers will provide resources and
transportation opportunities like bus, train and taxi fares available to them through WRC to
ensure it is not a barrier that prevents clients from receiving services.
B.What is the approximate percentage of your clients that have annual family incomes in each
of the following ranges: (Percentages should add to 100%)
% of clients are at 30 percent or below of the area median income
% of clients are between 31 and 50 percent of the area median income
% of clients are between 51 and 80 percent of the area median income
% of clients are above 80 percent of the area median income
C.Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or the area to
be benefited. (Reference Consolidated Plan Priorities)
The impact of gender-based violence is wide-ranged, always varied, individual to each situation --
damaging not only to victims’ physical safety, financial stability, and mental health -- but also to the
well-being of entire communities and future generations. Financial abuse affects nearly all of WRC’s
clients and is often cited as the largest barrier survivors have to escaping abuse.
Continued next page
D.Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
Persons of which ________% are Carlsbad residents
153 clients from Carlsbad who represent the 9% of all clients we served.
E.Does your agency focus its activities on populations with special needs?
No Yes (Please specify)
18
03
2257
Jan. 19, 2021 Item #4 Page 146 of 162
✓
I. Please describe how low-and-moderate income persons will benefit from the proposed program/project.
Include the need or problem to be addressed in relation to Consolidated Plan housing and community
development priorities, as well as the population to be served or the area to be benefited. (Reference
Consolidated Plan Priorities) Continued.
According to the National Coalition Against Domestic Violence between 94-99% of domestic violence
survivors experience financial and economic abuse (2017) a method abusers use to systematically trap their
partner in economic dependence. In these situations, victims and survivors often feel that they have been
forced to choose between staying in an abusive relationship or poverty and homelessness -- an issue which is
further exacerbated when there are children involved. In the U.S. Department of Health & Human Services’
Family & Youth Services Bureau’s 2016 report on Domestic Violence and Homelessness, studies found that
among mothers with children experiencing homelessness, more than eighty percent had previously
experienced domestic violence and between twenty-two and fifty-seven percent of all homeless women
report that domestic violence was the immediate cause of their homelessness.
During this pandemic, we have seen a considerable influx of people reaching out for assistance including low-
income families struggling with food and financial insecurity, survivors of sexual assault, victims of domestic
violence, and homeless persons. This year alone WRC has provided 10,304 units of emergency services to our
clients. Our clients and community members have suffered wages loss, job loss, and/or loss of childcare that
enabled them to work. By participating in our emergency service relief program, low-income households will
be provided with the assistance they need to stay afloat. Many are living paycheck to paycheck and have to
make harsh decisions on whether to pay rent or to buy food. The purpose of this program is to bridge that
financial gap and ensure short term financial strain and instability due to COVID does not impact long term
economic independence for families.
Our emergency service relief program is in line with the priorities listed in the Carlsbad Consolidation Housing
Plan by offering short-term income payments to clients: With this funding WRC will be providing low-income
and financially struggling households with assistance with rent. The financial impact of COVID has put many
families at a higher risk of becoming homeless; by providing rental assistance WRC’s goal is to ensure families
are able to remain in their homes and maintain permanent housing.
The second priority our emergency service relief program meets is to increase food security among struggling
families. Due to the pandemic unemployment rates are at a record high. Unemployment can negatively affect
a household’s food security status and it has been reported that high unemployment rates among low-
income populations make it more difficult to meet basic household food needs. (Hinteregger, 2017). To
combat this WRC will by providing those negatively affected by the pandemic with grocery gift cards and/or
food from our pantry to help with food insecurity.
HUD’s large-scale Family Options Study demonstrated that access to housing that is affordable leads to
substantial benefits in reducing food insecurity and school mobility; it also improves well-being among adults
as well as children (Gubits, Shinn, & Wood, 2016) ensuring our emergency relief program is meeting the last
priority within the consolidation plan by providing families with basic needs. Knowing a lower socioeconomic
background is a risk factor for victims, all services at WRC are free. For example, our shelter and emergency
relief program provides every need like food, clothing, medications, toiletries, transportation and medical
bills. This removes a lack of financial means as a barrier to leaving an abusive relationship or receiving
essential emergency services. Our goal through providing free services is for families to have a place they can
get support and focus on rebuilding emotional and financial stability, achieve economic independence, and
finally eliminate economic insecurity as a risk factor to be victimized in an abusive relationship or
homelessness in the future.
5aJan. 19, 2021 Item #4 Page 147 of 162
Please specify which special needs populations. (homeless individuals/families, persons with
disabilities, persons with substance abuse problems, veterans, farmworkers and day
laborers, seniors, children, etc.)
Domestic violence affects people across all demographics including, but not limited to, gender, age,
race, ethnicity, immigration status, sexual orientation, military/veteran status, ability status, and
socioeconomic status. Oftentimes, in fact, marginalized populations experience elevated risk of
experiencing domestic, dating, and/or sexual violence. WRC pays special attention to at-risk
populations and works diligently to provide appropriate, trauma-informed and culturally sensitive
services and outreach to be able to best serve special needs populations. Though gender-based
violence is not isolated to any particular income bracket, households earning between $15,000-$24,999
annually report more incidents of victimization than others (US Department of Justice, 2015) and
minority racial groups are more likely to experience various aspects of poverty (Reeves, Rodriguez, &
Kneebone, 2016). WRC’s efforts to reach out to these vulnerable populations with resources and
support, as well as our documented clientele demographics, reflect these statistics.
F.Does your organization charge recipients for the provided services?
No Yes (Please specify) $
IV.IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for
construction, rehabilitation, property acquisition, and construction related activities, or a new
public/community service program/project. Acquisition of property or construction related
projects must also include an Attachment D for plans, scope of work, cost estimates, property
listing, or other appropriate documents. THE AGENCY MUST ENSURE THAT THE ACTIVITY IS
TO PREVENT, PREPARE FOR, OR RESPOND TO THE CORONAVIRUS.
V.DOCUMENTATION
A.How will the beneficiaries’ information be collected and documented?
WRC utilizes Social Solutions’ Apricot cloud-based database to collect and store information and track data about clients served and services provided. Data from this software is
compiled and analyzed monthly as impact reports shared in our monthly newsletter.
B.What documentation will be used to prove the funds are going to the prevention,
preparation or response to the Coronavirus?WRC clients will provide proof of financial hardship due to Coronavirus. WRC clients
interested in assistance will submit unemployment documents, letters from their employee
noting reduced hours or showing they have been laid off.
C.How will the outcomes be measured, collected, and documented?
WRC will track how many families utilize financial resources and supplies provided by using
our database software, as well as general demographic information and types of emergency
services received. In addition, each client will be given a survey to ensure we have met each
clients direct needs and track the impact our program has on their emotional and financial
wellbeing.
Jan. 19, 2021 Item #4 Page 148 of 162
✓
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
Signature Title Date
NOTE: Applications must include a resolution from your organization’s Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
VI. PARTNERSHIPS, COLLABORATION, AND OUTREACH
A. Describe how you are collaborating with other agencies such as the County Continuum of Care and other non-
profit organizations and/or agencies to form a cohesive approach to the coronavirus. What steps will you take tomake sure there is not a duplication of services?How will you reach out to families and businesses in need?
WRC cherishes the partnerships and collaborations we have in place with many local San Diego organizations that
share in our mission to empower and support those in need in our communities. In order to uplift survivors from
the broad and damaging effects of gender-based violence that are felt physically, mentally, emotionally, and
financially, we collaborate with a variety of different resources to work in tandem to support each other and our
respective clientele. WRC is collaborating with North County Food Bank to supply food items for distribution to
families and persons in need. In addition, we are working daily as members of the North County Domestic Violence
Coalition (including Center for Community Solutions, Community Resource Center, Palomar Health, North County
Lifeline, San Diego Sheriff's Department, Vista Community Clinic etc.) to supply resources, shelter, and crisis servicesto survivors of gender-based violence who are being impacted during this crisis.
Residential Director 11/09/2020
7Jan. 19, 2021 Item #4 Page 149 of 162
Information below to be completed by Housing Services Department staff.
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
Local Objective:
Eligibility Determination:
Jan. 19, 2021 Item #4 Page 150 of 162
CDBG-CV PROJECT BUDGET
Organization: ___________________________________Total organization budget $_______________________
Program/Project name requesting funds:
CDBG funds requested: $ Total program/project budget: $
Note: Indicate with an asterisk (*) funds that are volunteer time or in-kind contribution.
1.Sources of funding for program/project:(S)Secured or (A)Anticipated
a.Funding requested from the City $ (S) or (A)
b.Other federal funds (if any)(S) or (A)
c.State or local government funds (S) or (A)
d.Donations and contributions (S) or (A)
e.Fees or memberships (S) or (A)
f.In-kind contributions / Volunteer time (S) or (A)
g.Other funding (S) or (A)
h.TOTAL PROJECT FUNDING (project budget)$ (S) or (A)
2.Uses of CDBG-CV funds requested for the program/project: (1.a.)
a.Wages and salaries $
b.Personnel benefits
c.Materials and supplies
d.Program expenses and evaluation
e.Rent and utilities
f.Insurance
g.Mileage (___ @ 58¢/mile)
h.Incentives and Special Events
i.Indirect costs
j.
k.
l.TOTAL REQUESTED FUNDING (same as 1.a.)$
3.Percentage of project budget represented by CDBG-CV request %
4.If your project will require future funding, please provide information about how the program will be funded.
WRC (Women's Resource Center)
Emergency COVID-19 Relief Services
25,000
1,910,220.00
95,511.00
25,000
27,614
5,523
37,374
95,511
12,486.50
1,997.84
10,516
25,000
5
Jan. 19, 2021 Item #4 Page 151 of 162
BOARD OF DIRECTORS
CHIEF EXECUTIVE OFFICER
CLIENT AND EDUCATION
SERVICES/HUMAN
RESOURCES/RESALE SHOPRESIDENTIAL SERVICES DEVELOPMENT AND SPECIAL
EVENTS/BUSINES SERVICES
DIRECTOR OF
RESIDENTIAL
SERVICES
DEPUTY
DIRECTOR DEVELOPMENT DIRECTOR
ASSISTANT
DIRECTOR
RESIDENTIAL
SERIVCES
HOUSE MANAGERS
COUNSELORS
___________
CASE
MANAGERS
__________
CHILDREN'S COORDINATOR
CASEWORK/
COUNSELING
ADVOCACY
PREVENTION
VOLUNTEER
SUPPORT/
EDUCATION SERVICE
RESALE
SHOP HUMAN
RESOURCES DEVELOPMENT
RESOURCES
ADMINISTRATIVE ASSISTANT
RECEPTIONIST
VOLUNTEER COORDINATOR
V0LUNTEERS
SEXUAL ASSAULT RESPONSE TEAMS
CASE MANAGER/COMMUNITY EDUCATOR
CASE MANAGER/COMMUNITY OUTREACH COORDINATOR
CASE MANAGERS
COUNSELORS
3 RAPE CRISIS
COUNSELORS
INTERNS
DOMESTIC VIOLENCE
ADVOCATES
3 RAPE CRISIS ADVOCATES
STATISTICAL COORDINATOR/GRANT
CLINICAL SUPERVISOR
FVIP FACILITATORS
RESALE SHOP MANAGER
ASSISTANT RESALE SHOPMANAGER
Women’s Resource Center Organizational Chart
10Jan. 19, 2021 Item #4 Page 152 of 162
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TO: Nancy Melander, Community Education and Grants Program Manager, City of Carlsbad
FROM: Erica Snyder, Principal, LeSar Development Consultants
DATE: April 30, 2020
SUBJECT: Carlsbad CDBG COVID-19 Needs Assessment
COVID-19 OVERVIEW
In December 2019, a pneumonia of an unknown cause was detected in Wuhan, China and reported to the
World Health Organization (WHO). This disease has since spread worldwide through person-to-person
contact and community spread. WHO declared the Coronavirus Disease 2019 (COVID-19) a global
pandemic on March 11, 2020 due to the ease of spread through person-to-person contact. This is the first
pandemic known to be caused by the coronavirus and there have only been four pandemics declared in
the past century, all of which were strains of the influenza virus.1 While most information at this time
suggests the majority of COVID-19 cases are mild, the Centers for Disease Control and Prevention (CDC)
has found that 80 percent of deaths due to COVID-19 in the United States were among adults ages 65 and
older, with the highest percentage occurring in people 85 years and older. Additionally, it is more likely
for people with serious underlying medical conditions (such as heart conditions, chronic lung disease, etc.)
to be at higher risk for developing severe illness.2 To date, different parts of the United States have been
experiencing varying levels of COVID-19 activity, but all 50 states have reported cases and community
spread.
On March 17, 2020, the City of Carlsbad’s City Council passed a declaration of local emergency related to
COVID-19. On March 19, 2020 California’s governor declared a stay-at-home order for all Californians,
except for essential needs, to slow the pace of COVID-19. This resulted in the closing of many
businesses, schools, and caused jurisdictions to close local parks, trails, beaches. The stay-at-home order
is still in effective at the time of this memorandum.
In response to this crisis, the federal government passed and signed into law on March 17, 2020 the
Coronavirus Aid, Relief, and Economic Security Act (CARES Act) to assist communities nationwide related
to housing, economic, and other needs. Included in the CARES Act was an additional $2 billion in
Community Development Block Grant (CDBG) funds to assist communities across the United States in
mitigating the impacts of COVID-19.3 These funds will be awarded based on existing grant formulas and
have new guidance with the intention of allowing quick action to assist low-income and vulnerable
citizens. Additional CDBG monies will be awarded to the City of Carlsbad based on a new formula related
to COVID-19 and housing needs. It is anticipated the City of Carlsbad will receive its annual CDBG allocation
of $536,604 as well as an additional of $315,666 in CDBG funding through first round of CARES Act
Funding.
The impacts of this pandemic have been felt by and disrupted every household, community and sector
within San Diego County. According to SANDAG, one month into the COVID-19 stay-at-home order has
increased the average unemployment rate in San Diego County from 3.4 percent to 24.3 percent. The City
1 https://www.cdc.gov/coronavirus/2019-ncov/cases-updates/summary.html#background
2 Ibid.
3 https://www.hud.gov/press/press_releases_media_advisories/HUD_No_20_049
Exhibit 3
Jan. 19, 2021 Item #4 Page 153 of 162
of Carlsbad is seeing unemployment range from 20 to 22 percent, depending on the zip code.4 Over
300,000 people have filed for unemployment countywide since mid-March. According to SANDAG,
Carlsbad businesses are experiencing significant layoffs related to Arts, Education, and Recreation; which
includes amusement parts, museums, and theaters, however other sectors are being impacted as well.5
It is predicted that this disruption could have lasting impacts in the local, regional, and national economy.
LeSar Development Consultants (LDC) is working with the City to quickly assess the City’s impacts and
residents needs as it relates to COVID-19 to determine the best use of these funds. This process will
include a review of U.S. Department of Housing and Urban Development (HUD) CDBG funding guidance
and data gathering from internal and external stakeholders to assess the community’s current response
and future needs. Based on the local data and consultations, LDC has develop potential funding
recommendations related to food insecurity and housing assistance for the City’s CARES Act funding
allocation to position the City to best respond to the COVID-19 crisis.
4 https://www.sandag.org/uploads/publicationid/publicationid_4658_27389.pdf
5 Ibid.
Jan. 19, 2021 Item #4 Page 154 of 162
NEEDS ASSESSMENT
LDC gathered data regarding Carlsbad’s community needs and the current response in a variety of ways.
First, LDC reviewed community data based on information gathered by 2-1-1 San Diego and the City of
Carlsbad. Second, LDC conducted an online survey of the City’s CDBG subrecipients to identify how
nonprofits were addressing COVID-19 and future funding needs. Lastly, LDC held a meeting with variety
of City of Carlsbad staff to gather qualitative data pertaining to how the City of Carlsbad has been
responding to COVID-19 and the types of needs being identified in the community through city
operations. Below includes a summary of the data gathered.
2-1-1 San Diego Data
2-1-1 San Diego (2-1-1) is a nonprofit located in the County of San Diego that gathers regional data and
shares information vital related to community, health, and disaster resources, including COVID-19
resources and information which are available 24 hours a day in more than 200 languages. To meet the
needs of the community, 2-1-1 is working with the County of San Diego, County of San Diego Public
Health, Office of Emergency Services, the State of California, and local service providers to offer up-to-
date and vetted information.6 2-1-1 was activated to provide emergency information and enrollment
support for public services due to COVID-19 and has received 93,313 calls between March 13 to April 26,
2020.
Below are several charts identifying the needs of community members who called 2-1-1:
6 https://211sandiego.org/resources/health-wellness/
Jan. 19, 2021 Item #4 Page 155 of 162
2_ ••• ,.,,, 2-1-1 SAN DIEGO NEED TRENDS SINCE ACTIVATION ~,fr<.,, Client Need Trends by Category March 13-Apnl 26, 2020
Trending by Need Category
Percents are out of total client needs that day
r -,.., """'"" ..... ~
ii:Uiflii if iihiiil uiiiiiilifl
Housing Assistance Needs
, ...
Specific Needs wit hin Category
Percents are out of total needs in that category
Top s Food Assistance Needs
Ongoing Emergency Food Assistance -62%
Commodity Supplemental Food Program 110%
Home Delivered Meals 18%
Occa,ional Emergency Food A:s:si:stance 14%
Grocery Ordering/Delivery 14%
Top 5 Housing Assistance Needs
Rent Payment Assistance -16%
Housing Related Coordinated Entry -lG%
Participating Agem:ie:s
Community Shelters -11%
Inclement Weather Hotel/Motel Voucher, ■ 8%
low Cost Home Rental Listings ■ 6%
Utility Assistance Needs
1
, Top 5 Utility Assistance Needs
I Electdc Se,v,ce Paymeot A,,o,taoce -35%
ii■ii1iiiiliiiifil1ilii1iiii1iliiiii "·~~:::::::r -
Water Service Payment A:s:s1:starKe 14%
2-1-1 has summarized the caller trends for COVID-19 resources as the following:
• Food and housing assistance remain the top needs. Rental assistance represents the majority of
housing needs since activation.
• Utility assistance remains high amongst client needs; gas/electric payment assistance represent
more than half of utility needs.
• Approximately 1 in 5 clients assisted in the past six weeks have requested food assistance, with
emergency food assistance the most common type of food needs.
• CalFresh application assistance has doubled with more than 3,500 applications submitted in the
region since March 13, 2020.
• Unemployment and disability application assistance is 10 times the typical need, however it only
represents 1 percent of total client needs.
City of Carlsbad residents represent approximately 3 percent of callers specifically for COVID-19 needs,
which may include seeking general information, transmission spread, symptoms, seeking test sites, or
safety precautions, amongst other options. The full 2-1-1 Call Report can be found within Attachment- 2-
1-1 San Diego Data.
Jan. 19, 2021 Item #4 Page 156 of 162■ 3/13-:l! :;, 3/14-,! a 311s•;1 i 3/16-:)! '< 3/17-,! ■ 3/IB-ll! ,,; 3/19-ll! ! t~:i:i d 3/22. 3/23-:, 3/24-i)I 3/25-\l! 3/26-,! 3/27-:l! 3/Zll-ll! 3/29-\l! 3/30-,! 3/31-!, 4/1-:l! 4/2-lll 4/3-:l! 4/4-:)! 4/S-,! 4/6-:l! 4/7-:l! 4/8-:l! 4/J-lll 4/10-!, 4/11-,1 4/12-,! 4/13-:)! 4/14-!, 4/15. !, 4/16-:l! 4/17-,! 4/JJJ-!, 4/19-:)! 4/20-,! 4/21-,! 4/22.-,! 4/23-:l! 4/24-:l! 4/25-:)! 4,126.:, ~-~ ~ 0 ~ g ~· ~ ~ ~ 00 ~ J ~ i ~ [ i ~ ~ .· g· i i ~ 8 3 .g· ~ ~ : lll 0 l ;: :!; ~ ~ Cl 0 0 0. z ~ ~ 'c} "O "' ~ ~ [ Cl g 0. .,,,,., ~ N ~ 3/13_, 3/14-lll 3/15-3/16-:I! 3/17-~ 3/JJ>,-ill 3119-ll 3120 • i 3/21 ■ :)! 3/22._, 3/23 • :ii 3/24-lll 3/25-i 3/26-~ 3/27-~ 3/ZJJ-j 3/29 _, 3/30 -~ 3131-:11 4/1-j 4/2-i 4/3-~ 4/4 -\j! 4/S-~ 4/6-lll 4/7-~ 4/8-lll 4/9_, 4/10 -ll! 4/11-\l! 4/12 -:ii 4/13-lll 4/14-~ 4/1S-j1 4/16-~ 4111-lll 4/lJJ-~ 4/19-~ 4/20-~ 4/21-:11 4/22.-,! 4/23-lll 4/24-lll 4/2S-:li 4,126-lll * I w :,: i;'l rt ~ "' n1 z "' ~ "' 0 ~ :r ~ 2 [ -I if ~i~-8 3 .g' ~ ;· .g (JI !~tl!l i!~~~g g,la~~Q ::l ;; ;.· ;,; ;; ""'I 0 5 jjj Ill fll rt) .;. .;. • • 1· ~ ~ ';I. .. .. ~ ; $ ~ 3/13-~ 3/14-~ 3/lS -\l! 3/16-) 3/17-:I! 3/18_, 3/19_, 3/20-~ 3/21-jl 3/22_, 3/23~J 3/24-/l 3/25-j 3/26-~ 3/27-~ 3/28-lll 3/29-lll 3/30-11 3/31-~ 4/1~ 4/2-lj! 4/3-:I! 4/4-ill 4/S-~ 4/6-i ~-r 4/9 i 4/10_, 4/11-~ 4/12_, ~ 4/13 .J. 4/14 t 4/lS iiiiiiii). 4/16 ·' 4/17-~ 4/18-# 4/19-~ 4/20!!!!!!!!!!!!!!!!!!!!!!111 ~ 4/21-~~ 4/22 4/23 4/24~# 4/2S-jl 4/26-lll ~ ! m ~ [ [ ~ ~ ~ ~ i ' ~ .,, C: >!: ;; l> i!i ~ "' ~ "' .,, a 'fl 3 z i 'ci "O "' .,, C: >!: ;; ~ .;;· .r ~ (1) -;;--;:;---11 .,. ';I. ' t;; @ ~ 3 z ~ 0. ~ ~ "' ~ ;:' ~ ,\--< . ~ • !! ro 0.. g 3· rt"" ~ O" rt '< :?. z "-"' 0 "' ~ a. a n rt 0, a ~ . "' . "" :,-0 ['< ~ . '< ., ;i . (/) ,\-o ~ ~ ~:;: 0 ;:;· :'. z 0 "' i~ ~~ ~:2: . :, 5 n rt 0, "~ ~i ~ 0 I-< ~
Community Survey
The City of Carlsbad sought community input from April 9 to April 13, 2020 regarding how the COVID-19
public health emergency has affected them, as well as priorities for information and services to be
provided by the City. The survey received a total of 1,018 responses, the majority of which indicated
they were from households without small children. A summary of the results include:
Top concerns
• Contracting COVID-19 (38%)
• Overall stress/worry/anxiety/depression (35%)
• Ability to get toilet paper, cleaning supplies or other household goods (31%)
• Job/ability to make a living (30%)
• Social isolation (29%)
• My business (26%)
• Keeping my kids happy and engaged (25%)
• Care for elderly friend/relative (25%)
Most helpful information the city can provide
• 71% Latest rules and health orders
• 58% Latest statistics about COVID-19
• 48% How to help the community/how to support local businesses
The full survey report can be found in Attachment- COVID-19 Community Input Survey Results.
CDBG Subrecipient Survey
On April 20, 2020 the City of Carlsbad requested its CDBG subrecipients participate in an online survey
to gather insight into how their operations have changed based on the new COVID-19 environment. A
total of eight agencies participated with nine survey responses. CDBG subrecipients were asked to share
which COVID-19 vulnerable populations they were serving, provide details regarding the COVID-19
response services being offered to Carlsbad residents, share which services the organizations were
seeing an increased need due to COVID-19, and to provide insight into underfunded services due to
increased demand.
All organizations indicated they are serving the populations the CDC have indicated are at a higher risk
of contracting COVID-19. All organizations (9) are serving persons experiencing homelessness, seven (78
percent) are serving seniors over the age of 60, and six (67 percent) are serving persons with disabilities.
CDBG subrecipients are experiencing increased needs related to food insecurity, emergency financial
assistance for housing, and short-term shelter. Within these needs, there has been an increase in case
management required, crisis intervention, and helping clients navigate various systems to connect to
benefits. Additionally, it was noted an increase in requesting housing and fair housing assistance due to
confusion regarding the rights of tenants and homeowners with mortgages in relationship to the new
eviction moratoriums.
Overall, organizations are seeing an increased community need and limitations on organizational
funding regarding providing food and basic necessities (which now includes personal protective
equipment), housing financial assistance, and temporary shelter. Below are the top three COVID-19
response priorities as indicated by the survey respondents:
Jan. 19, 2021 Item #4 Page 157 of 162
The full survey results can be found in Attachment- CDBG Subrecipient Survey Results.
City Staff Input
The City of Carlsbad convened an internal virtual meeting on April 22, 2020 to discuss the CARES Act
CDBG funding. Staff participation included representatives from the Housing Services Division, Economic
Development, Homeless Outreach, Emergency Operations Center, and Parks and Recreation (Senior
Programs). There was a presentation which provided an overview of CDBG and the CARES Act, eligible
CDBG funded activities, overview of Carlsbad’s community survey and the CDBG subrecipient survey,
and ended with a discussion related to the COVID-19 data gathered to-date and staff sharing community
needs identified through their own COVID-19 response work. The following community needs were
identified:
• An increase in food scarcity and households experiencing food insecurity.
• Increases in rental assistance needs, including arrears to prevent future evictions.
• Potentially purchasing of hotels/motels to provide housing to people experiencing homelessness
and isolation, as needed.
• Limited staff capacity at local nonprofits, specifically those serving the homeless.
• Economic development concerns related to small businesses, including commercial evictions
assistance.
• Unforeseen need across all socioeconomic statuses, the community is experiencing needs for
assistance from a larger population than previously experienced.
Jan. 19, 2021 Item #4 Page 158 of 162
Q7 What does your organization view as the top three priorities to
respond to COVI D-19?
Temporary
Shelter
Short-term
Rental. ..
Food Delivery
to Vulnerabl. ..
Cleaning
Services
Food Delivery
to Seniors
Other (please -specify)
Small Business
Support ...
Job Search
Assistance
Medical
Testing
Medical
Services
Childcare
Services
Answered: 9 Skipped: 0
0% 10% 20% 30% 40% 50% 60% 70% 80% 90o/o 100%
Concerns related to providing domestic violence services amidst a stay-at-home order. Overall, staff’s
feedback mirrored closely to the data received from other sources regarding COVID-19 needs.
PROPOSED FUNDING RECOMMENDATIONS
COVID-19 has impacted all households within the City of Carlsbad, however, to differing degrees. Due to
the nature of the pandemic, households of various socioeconomic statuses are now experiencing food
and housing crises alike and nonprofit service providers are being asked to serve a growing client base,
some of whom have never accessed services previously. In response to the community needs, the City of
Carlsbad will be allocating its CDBG monies to address these COVID-19 community needs.
The CARES Act has provided additional $ 5 billion in CDBG funding to states and localities, such as
Carlsbad, with CDBG monies to prevent, prepare for, and respond to the COVID-19. An overview of
CDBG-Coronavirus (CDBG-CV) funds allocation process and waivers include:
• $2 billion in direct funding to states and localities under the Fiscal Year 2020 CDBG funding
formula and it has already been allocated. Carlsbad received $315,666 in CDBG-CV.
• An additional $1 billion will be available for states and insular areas, to be allocated by May 11th,
which can be used in non-entitlement and entitlement areas, which applies to Carlsbad as an
entitlement jurisdiction.
• Nearly $2 billion which will be allocated on a rolling basis using a new formula to be determined
by the HUD Secretary based on COVID-19 factors, including housing impact.
• The public services cap of 15 percent has been waived in response to COVID-19 for Fiscal Years
2019 and 2020, as well as for the use of CDBG-CV funds. This means funding can be provided to
nonprofits who offer housing, education, childcare, food services, elder services, etc.
• The Citizen Participation Process for draft plans and amendments have been reduced to five
days for review and allows for virtual public hearings. Note: This requires amending Carlsbad’s
existing Citizen Participation Plan.
• HUD has broad authority to waive regulations..
HUD has indicated the most efficient way to allocate CDBG-CV funds to the community is for recipients
to submit a substantial amendment to the Fiscal Year 2019 Annual Action Plan and has committed to
expediting amendments and the grant process. Additionally, HUD has released guidance for using CDBG
for infectious diseases (Attachment- HUD CBDG Guidance) and is allowing entitlement jurisdictions to
use 24 CFR § 570.207(b)(4) to provide income payments using CDBG funds. For the purposes of CDBG,
income payments means “… a series of subsistence-type grant payments made to an individual
or family for items such as food, clothing, housing (rent or mortgage), or utilities, but excludes
emergency grant payments made over a period of up to three consecutive months to the provider of
such items or services on behalf of an individual or family.”7 For the purposes of responding to COVID-
19, HUD is allowing income payments to be made as emergency grant payments.
During a webinar held by Enterprise Community Partners on April 29, 2020, HUD representatives
clarified this meant entitlement jurisdictions could provide housing financial assistance (rent or
mortgage and/or utilities) as an eligible activity under public services without a waiver for households if
7 https://www.law.cornell.edu/cfr/text/24/570.207#b_4
Jan. 19, 2021 Item #4 Page 159 of 162
it was paid directly to the provider of services (landlord and/or utility company) and not a tenant, for a
maximum of three consecutive months.
HUD has stated it will be closely monitoring for duplication of benefits, meaning using CDBG funds to
pay for things that are provided by a different funding source, and are encouraging jurisdictions to be
cognizant of various funding available. Additional federal technical assistance in this area is forthcoming.
The County of San Diego is the recipient of the CARES Act Emergency Solutions Grant (ESG) funding,
which provides short-term financial assistance to households at-risk or currently homeless. At this time,
there has not been an official determination by the County of San Diego regarding how this funding will
be allocated and how residents of Carlsbad could receive this assistance.
The greatest needs identified regarding responding to COVID-19 in Carlsbad related to short-term
shelter, rental assistance, and food delivery to vulnerable populations. Given the increased flexibility of
CDBG-CV and the needs of the Carlsbad community to prevent and respond to COVID-19, it is
recommended the City of Carlsbad consider utilizing the additional CDBG-CV funds to address food
insecurity and housing financial assistance needs, which may include supporting those experiencing
homelessness. These activities may include, but are not limited to: 8, 9
Public Services:
• Short-term income payments (rental or mortgage and utility assistance) for up to three
consecutive months.
• Delivering meals to quarantined individuals or individuals that need to maintain social
distancing due to medical vulnerability.
• Providing equipment, supplies, and materials necessary to carry-out public service. This may
include personal protective equipment.
• Case management services for vulnerable populations.
Housing and Public Facilities:
• Constructing medical facilities for testing and treatment.
• Acquiring (and rehabilitating if necessary) a motel or hotel building to expand capacity of
hospitals to accommodate isolation of patients during recovery.
• Replacing HVAC systems to temporarily transform commercial buildings or closed school
buildings into clinics or treatment centers.
• Acquiring and rehabilitating, or constructing, a group living facility to centralize patients
undergoing treatment.
Given the feedback received, it is recommended Carlsbad explore using the funds for short-term income
payments, increase food security (meal delivering services and food pantries) and basic needs.
8 https://files.hudexchange.info/resources/documents/Quick-Guide-CDBG-Infectious-Disease-Response.pdf
9 https://www.hud.gov/press/press_releases_media_advisories/HUD_No_20_049
Jan. 19, 2021 Item #4 Page 160 of 162
Minutes
December 1, 2020, 10:00 a.m.
1. CALL TO ORDER: 10:00 a.m.
2. ROLL CALL: Committee Members Davis, Tam, Merz, Mehan
Absent Committee Member Cole
Staff members present Melander and de Cordova
3. MEETING MINUTES: Minutes of May 13, 2020 was approved
4. PUBLIC COMMENT: None
5. REVIEW OF CARES ACT FUNDING/NEEDS ASSESSMENT
Staff presented a review of the CARES Act funding, the needs assessment, a summary of
the organizations applying for funding, and welcomed any preliminary questions for staff.
The committee had no initial questions of staff.
6. PRESENTATIONS AND QUESTIONS
Organizations presented their requests to the committee and responded to questions.
a. Brother Benno's Center
Request: $22,400 rental/utility assistance
b. Casa de Amparo
Request: $25,000 supplies and materials
c. Catholic Charities
Request: $93,460 shelter operations and planning expenses
d. Community Resource Center
Request: $448,342 rental/utility assistance
e. Feeding the Soul
Request: $218,610 food purchases
f. Interfaith Community Services
Request: $792,947 rental/utility assistance and expansion of office space
g. Meals on Wheels
Request: $10,000 food purchases and packaging
h. Women’s Resource Center
Request: $25,000 basics needs
Jan. 19, 2021 Item #4 Page 161 of 162
7. COMMITTEE FUNDING DISCUSSION AND RECOMMENDATION
The Committee did not in favor recommending funding for Casa de Amparo, finding that
there are other available sources that Casa de Amparo could explore for their funding
request, in particular the school district for the purchase of school equipment for youth.
The Committee discussed funding for the full amount requested by Brother Benno, Meals
on Wheels, and the Women’s Resource Center. because the committee found that these
organizations provided a greater portion of their budget to direct program expenses and
provided an urgent need in the community. Committee Members discussed Catholic
Charities request for funds to pay for increased shelter operations and planning expenses
which includes a parking survey study. The Director of Philanthropy explained that the
impacts of COVID are anticipated to be long term and in order to assist more homeless
men, particularly those affected to COVID, advanced planning is necessary to continue
the expansion of the facility. As housing and shelter have become vital to health and
safety in this pandemic, it is important to plan for more beds. The committee concurred.
Committee Member Davis proposed funding the Feeding the Soul Foundation at
$100,000 and the Committee agreed. Committee Member Davis was favorable to the
organization and the two-fold benefit it provided to the community by supporting local
restaurants through the purchase of surplus foods and increasing food security for
Carlsbad residents through distribution to other local organizations.
The remaining CDBG-CV funds were evenly split between the Community Resource
Center and Interfaith Community Services for additional rental and utility assistance. The
Committee discussed both applications and their proposed budgets. Committee
Members were not favorable to Interfaith’s request to pay for increased office space and
requested an adjusted budget with more costs allocated toward direct program expenses.
Interfaith shared that the organization has outgrown their current space on Faraday and
in keeping with social distancing plus the increase levels of service it is important to have
a larger office to meet with clients safely.
8. QUESTIONS/CONCLUSION: no questions.
9. NEXT MEETING: no meeting scheduled.
10. ADJOURN: Staff adjourned the meeting at 11:30 p.m.
________________________
Nancy Melander, Minutes Clerk
Jan. 19, 2021 Item #4 Page 162 of 162
CITY OF CARLSBAD
NOTICE OF PUBLIC REVIEW AND PUBLIC HEARING FOR THE
DRAFT FY 2020-21 AMENDED ANNUAL ACTION PLAN AND THE CDBG
CORONA VIRUS FUNDS
NOTICE IS HEREBY GIVEN, that the City Council of the City of Carlsbad will provide a virtual public
hearing at 3:00 p.m. on Tuesday, January 19, 2021 which the public can access on the City Clerk's
webpage at www.carlsbadca.gov to accept public comments on the city's draft FY 2020-21
Amended Annual Action Plan and the Community Development Block Grant Coronavirus funds
(CDBG-CV). In accordance with U.S. Department of Housing and Urban Development regulations,
the City of Carlsbad will release the draft FY 2020-21 Amended Annual Action Plan for a 15-day
public review period beginning on Jan. 5, 2021 and ending on Jan. 19, 2021.
The primary objective of the CDBG program is the development of viable urban communities
through the provision of improved living environments, expansion of economic opportunity and
decent housing. Grant funds are intended to serve principally persons of low and moderate
income. The city's draft FY 2020-21 Amended Annual Action Plan has been developed to meet
the requirements of the federal CDBG program and covers the period of July 1, 2020 to June 30,
2021. The city's FY 2020-21 Amended Annual Action Plan provides Carlsbad with the city's annual
entitlement amount and first allocation of CDBG-CV funds, and identifies goals, projects, and
funding amounts for the fiscal year.
The CDBG-CV funds are provided to the city through the Coronavirus Aid, Relief and Economic
Security Act (CARES Act) administered by HUD. The primary objectives of the use of the funds is
to assist in meeting the emergency needs within the city related to COVID-19 in order to prevent,
prepare for, and respond to the virus. The city is expected to receive an additional $909,924 in
the latest allocation of CDBG-CV funds. The FY 2020-21 Draft Amended Annual Action Plan and
CDBG-CV funds will be available for public review beginning on Jan. 5, 2021 on the city's website
at www.carlsbadca.gov and by searching for CDBG. Hard copies will also be available by special
request to Nancy Melander by phone 760-434-2812 or by email nancy.melander@carlsbadca.gov
The Carlsbad City Council will conduct a virtual public hearing on Tuesday, Jan. 19, 2021, at 3 p.m.
to receive additional public comments on the draft FY 2020-21 Amended Annual Action Plan and
use of CDBG-CV funds. All interested persons are encouraged to submit written comments on,
or before, the Jan. 19, 2021, public hearing to the Housing Services Division, 1200 Carlsbad Village
Drive, Carlsbad, CA 92008, or to Nancy Melander, Program Manager (Contact information:
Phone — 760-434-2812 or email - nancy.melander@carlsbadca.gov).
PUBLISH: Jan. 5, 2021
Tammy Cloud-McMinn
From: Brett Fisher <bfisher@interfaithservices.org>
Sent: Tuesday, January 19, 2021 1:58 PM
To: City Clerk
Subject: City Council Agenda Item - 4. AMENDMENT TO THE 2020-21 ANNUAL ACTION PLAN
Attachments: Carlsbad CDBG-CV public statement 1.19.21 Final Draft.docx
All Receive - Agenda Item L./
For the information of the:
Attached is a public comment from CEO Greg Anglea. ITY COUNCIL
Date 7,--cc
Brett Fisher, MBA I Government Grant Writer CM L-r-ACM —E1CM (3)
Cell 760.270.6133
Interfaith Community Services I 1820 South Escondido Blvd. I Escondido, CA 92025
bfisher@interfaithservices.orci I www.interfaithservices.org
CONFIDENTIALITY NOTICE: This email, including attachments, is for the sole use of the intended recipient(s) and may
contain confidential and privileged information. Any unauthorized review, use, disclosure, or distribution is prohibited. If
you are not the intended recipient, please contact the sender immediately and destroy all copies of the original
message.
CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is
safe.
Draft Statement from Greg Anglea, Chief Executive Officer, Interfaith Community Service
RE: Amended Annual Action Plan FY2020, AP-35 Projects — 91.420, 91.220(d)
Dear Honorable Mayor and Couneilmembers,
On behalf of the Board and staff of Interfaith Community Services, I commend the City of
Carlsbad for demonstrating proactive leadership in response to the unprecedented challenges
presented by the COVID-19 pandemic, and investing critical funding to help those who are hardest
hit by the crisis. Interfaith Community Services is proud to be a current service provider under the
City's Community Development Block Grant Program, and we arc honored to be recommended
for additional funding from the City's CARES Act allotment. If approved, the CDBG-CV award
of an additional $329,532 will immediately begin to be used to respond individuals and families
in Carlsbad affected by COVID-19 and in urgent need of rental assistance, emergency housing and
social services case management.
In addition, Interfaith will provide emergency food and hygiene support, as well as case
management and basic needs resources.. These funds will ensure that individuals experiencing job
loss or reduction of income will receive timely assistance to reduce the chance of homelessness
and keep families housed during this pandemic.
Interfaith Community Services is the trusted service provider for over 17,000 individuals
in North County San Diego each year. During this time of unprecedented crisis and uncertainty,
our neighbors need us now more than ever, and our staff are on the frontlines of caring for those
who are most impacted.
The devastating economic impacts related to COVID-19 have put more Carlsbad families at-
risk of homelessness. As families cope with job losses, Interfaith Community Services is one of
the only resources that residents can turn to for rental assistance. This funding administered from
Interfaith's Carlsbad Service Center, conveniently located at 5731 Palmer Way, will bring hope
to Carlsbad families in dire need of assistance.
In closing, I again thank the CDBG Advisory Committee for its recommendation of
increased funding for Interfaith Community Services and the Council for its consideration. It is
times like these that display the true compassion of our community. By coming together to
support our community, we will get through the current crisis stronger than ever.
Community Development Department
Housing Services Division
January 19,2021
FY 2020-21 Amended Annual Action
Plan and CARES Act Funding
CDBG Background
•Develop viable urban communities
•Coronavirus Aid, Relief, and Economic Security Act
•CDBG Advisory Committee
Consolidated Plan Priorities
•Increase and preserve affordable housing opportunities for low-and moderate-income households
•Prevent and reduce homelessness
•Strengthen support services for residents with special needs
•Improve and provide facilities to serve lower-income persons
•Provide fair housing services to residents
•Plan and administer the Community Development Block Grant program
Food Delivery to Seniors
Cleaning Services
Small Business Support
Medical Supplies
Food Delivery to Vulnerable…
Temporary Shelter
Rental Assistance
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5
4
CARES Act Needs Assessment
CARES Act Funding
Applicant and Activity Approved Funding Served to Date
•Legal Aid (fair housing) $23,244 6 households•Brother Benno (food assistance)15,000 288 individuals•Catholic Charities (shelter operations)19,490 136 individuals•Community Resource Center (rental assistance)123,966 13 households•Interfaith (rental assistance)123,966 10 households •Women’s Resource Center (basic needs)10,000 39 individuals
Total $315,666
CARES Act Funding
Applicant and Proposed Activity Requested Funding
•Brother Benno (rental assistance)$22,400
•Casa de Amparo (supplies and equipment)25,000
•Catholic Charities (shelter operations/parking survey)93,460
•Community Resource Center (rental assistance)448,342
•Feeding the Soul (food purchases/salaries)218,610
•Interfaith (rental assistance and office expansion)792,947
•Meals on Wheels (food purchases)10,000
•Women’s Resource Center (basic needs)25,000
Total $1,635,75
CARES Act Funding
Recommended Applicant and Proposed Activity Recommended
•Brother Benno (rental assistance)$22,400
•Catholic Charities (shelter operations/parking survey) 93,460
•Community Resource Center (rental assistance)329,532
•Feeding the Soul (food purchases/salaries) 100,000
•Interfaith Community Services (rental assistance)329,532
•Meals on Wheels (food purchases) 10,000
•Women’s Resource Center (basic needs)25,000
Total $909,924
Requested Action
•Approve the FY 2020-21 Amended Annual Action Plan and the Community Development Block Grant Advisory Committee funding recommendations;
•Approve the CDBG-CV supplemental round of coronavirus funding allocations; and,
•Authorize the submittal of the FY 2020-21 Amended Annual Action Plan to the U.S Department of Housing and Urban Development.
Community Development Department
Housing Services Division
January 19,2021
FY 2020-21 Amended Annual Action
Plan and CARES Act Funding